GAP ANALYSIS FOR THE RECRUITMENT AND RETENTION OF VOLUNTEER
FIREFIGHTERS

by

Marija Soklic

PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF
THE REQUIREMENTS FOR THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION

UNIVERSITY OF NORTHERN BRITISH COLUMBIA

April2014

© Marija Soklic, 2014

ABSTRACT
The purpose of this research project was to determine the gaps, if any, between existing
recruitment and retention practices of volunteer fire departments in the Regional District of
Fraser-Fort George and best practices as assessed through a review of the relevant research
literature. I was particularly interested in determining the motivations of people to join and stay
in volunteer fire fighting, and in whether there were age differences in these motivations. I first
conducted a review of the relevant research literature to locate previous studies conducted on this
topic. The results of these studies helped to inform the interview methodology used in this
research. I then interviewed fire chiefs from volunteer departments in the Fraser-Fort George
Regional District, British Columbia, to determine what practices they are presently using to
recruit and retain their firefighters, and whether they are using different procedures to recruit
from younger and older age groups. Based on the background review of research literature and
interviews conducted in this project, I make recommendations for the improvement of
recruitment and retention strategies for volunteer fire departments in the RDFFG.

iii

TABLE OF CONTENTS
Abstract

iii

Table of Contents

IV

List of Tables
Table 1

MotivationsNalues/ Age Chart based on literature review

19

Table 2

Best Practices Used by VFD in the RDFFG (chart)

37

Organization of this Research Project

3

List of Figures
Figure 1
Glossary

Vl

Acknowledgement/Dedication

Vll

Chapter One

Introduction

1

Chapter Two

Literature Review- Motivation, Values, Age and Volunteerism

7

Chapter Three

Literature Review -Best Practices for Recruitment

20

Chapter Four

Use of Best Practices in Recruitment and Retention in the RDFFG
Interviews with Fire Chiefs

35

Interview Method

35

Interview Findings

36

iv

Chapter Five

Synthesis of Literature Review and Interviews with Fire Chiefs

Chapter Six

Conclusions and Recommendations for Recruitment and Retention of
Volunteer Fire Fighters in the RDFFG

40

42

Bibliography

44

List of Appendices:

46

Appendix 1

Volunteer Functions Inventory (VFI) (Clary et al.1998)

47

Appendix 2

Literature Review Summary: Motivations/Values/Age

48

Appendix 3

Profiles of the VFDs in the RDFFG

53

Appendix 4

Maps of Volunteer Service Areas and 2013 Apparatus inventory

63

Appendix 5

Recommendations for systems and procedures to improve VFDs
recruitment strategies in RDFFG

70

v

GLOSSARY - For the purpose of this report

Leadership is the ability to get something done, by someone else, because they want to do it
(Favraeau, 1973)

Fire Chief is the highest ranking uniformed officer in a fire department (Paulsgrove, 2003)
Recruiting Firefighters is the process of enlisting new members to the volunteer fire
departments

Regional District of Fraser-Fort George (RDFFG) is a federation of four municipalities
and seven electoral areas covering an area of 52,000 km2 in northern British Columbia

Retention is the ability of the fire department to keep their volunteer fire fighters
Volunteer Fire Department (VFD) is an organization created for the purpose of providing
a variety of service designed to keep citizens safe from fire and other emergencies (Paulsgrove,
2003)

Volunteerism is a voluntary, ongoing, planned, helping behavior that increases the well-being
of strangers, offers no monetary compensation, and typically occurs within an organizational
context (Clary et al.1998, Penner, 2002)

Volunteer Fire Fighter (VFF) is a person who voluntarily undertakes the task of fighting
fires (Mish, 2003)

vi

ACKNOWLEDGEMENT I DEDICATION

I would like to thank Dr. Steven Cranshaw, my supervisor, who enthusiastically joined
me in this fascinating project when I first approached him with the idea. His ability to make
complex academic concepts clear and logical has made this scholarly venture a great experience.
I am also very grateful to all Fire Chiefs and Deputy Fire Chiefs who welcomed me into
their fire halls and participated in the interviews with open minds and great patience. I sincerely
hope that this work will be one of many tools that will assist them in making their departments
places where volunteers will continue to find a sense of purpose and belonging.
This project is dedicated to almost 300 men and women who are members of 13
Volunteer Fire Departments in the Regional District of Fraser-Fort George, who proudly wear
their uniforms and are driven by a noble calling. You are the heart and glue of your communities
and I humbly bow to you ....

vii

CHAPTER ONE

Introduction

The role of volunteer fire departments is to protect life, property and environment. There
are about 350 independent community based fire departments in British Columbia collectively
employing about 4,000 career firefighters and 10,000 volunteer firefighters (Fire Services
Liaison Group, 2009). About 180 of those departments are based in municipalities and regional
districts, while the remaining 170 operate in small, unincorporated communities under direction
of improvement districts or societies. Most fire departments are challenged with increased
demands for service and growing financial and resource constraints, especially in small
communities (Fire Services Liaison Group, 2009).Recruitment and retention have been ongoing
challenges for these departments and are partially attributable to callout and training time
demands, growing requirements for volunteers to work out of town, declining employment in
resource dependent communities and significant risks and responsibilities expected of fire
fighters . Facing many of these challenges, the Regional District of Fraser-Fort George (RDFFG)
has been struggling to recruit and retain volunteer fire fighters.
The purpose of this study was to collect and evaluate available literature on what
motivates people to become volunteer firefighters, identify industry's best practices for the
recruitment and retention and to determine what additional strategies could be developed by the
RDFFG volunteer fire departments to attract and retain more members. The following are key
research questions my study aimed to answer:
1. What motivates individuals from different age groups to join and contribute m the
volunteer firefighting service? Targeted age groups are (18-30) and (45-60) years.

1

2. Based on the findings on the first question what are the best recruitment practices to
attract highly motivated firefighters from both groups?
3. What are the gaps in findings under research question #1 and #2 between Best Practices
supported by literature review in and existing practices in the Regional District of FraserFort George?
This project consists of two interrelated streams of data collection that are synthesized to
answer the above three research questions. To assist the reader, the overall organization of this
project is diagrammatically summarized in Figure 1.
The first question of firefighter recruitment has been studied and reported extensively in
the research literature. The results from the literature review answered the question of what
motivates volunteers to perform the same job as paid firefighters without being financially
compensated. The second question was aimed to find out what would be most effective
recruitment strategies for two different age groups of volunteers. Through the literature review I
have examined the best practices of recruitment that have been developed and implemented in
other jurisdictions to attract highly motivated firefighters from each group. In order to answer the
third question I have conducted semi-structured interviews with Fire Chiefs and/or Deputy Fire
Chiefs. The interview questions were designed to evaluate each fire department's use of systems
and procedures to recruit new firefighters from two targeted age groups under study. This
interview data was compared to the Best Practices identified under question #2 in order to
identify any gaps and provide appropriate recommendations for systems and procedures to
improve VFDs recruitment strategies.

2

Figure I: Organization of this research project:

3

Background to Volunteer Fire Services in Northern British Columbia
In British Columbia, the Ministry of Public Safety, in particular, the Office of the Fire
Commissioner, oversees the administration and enforcement of fire safety legislation,
coordination of the Local Assistants to the Fire Commissioner and fire inspections. It also
provides advice on delivery of fire protection services, public fire safety education and firefighter
training standards. There is no mandatory provincial legislation requiring any community to have
a fire department, therefore all decisions related to the fire/rescue services are made at the
community level. Costs of fire/rescue services are borne by local residents either through tax
funding or donations (Fire Services Liaison Group, 2009).
Additional regulatory requirements are increasing and potential liabilities have made the
operation of a volunteer department more difficult, demanding and expensive than in the past. In
the spring of 20! 1 Dave Mitchell and Associates was contracted to conduct an audit and
inspection of the Regional District of Fraser-Fort George's (RDFFG) volunteer fire departments.
The challenges faced by the thirteen volunteer fire/rescue services reviewed in the RDFFG are
version in a microcosm of the challenges identified by the Fire Services Liaison Group.
The Regional District of Fraser-Fort George is responsible for managing the operation of
13 Volunteer Fire Departments (VFD) and three rescue services (Area D Rescue, Chilako
Nechako Rescue and Valemount and District Rescue). McBride Rescue Society and Fort George
Highway Rescue Society provide rescue services but are not affiliated with the RDFFG. The
annual budgets for the 13 VFDs are just over $2.8 million and the departments deploy close to
300 firefighters and more than 50 pieces of major apparatus (Mitchell and Associates, 2012). The
departments respond to about 800 emergencies each year and provide a wide variety of fire

4

suppression, first medical responder and rescue services to residents within the Regional District
of Fraser-Fort George. Each VFD is the subject of a service establishment bylaw under the
RDFFG, another bylaw which establishes the department itself and additional bylaw that
empowers the department to undertake the provision of emergency services (Mitchell and
Associates, 2012).
While there are various mutual aid agreements between departments depending on
geographic location, each of these departments currently has an independent command structure.
The Regional District Fire Services Coordinator provides support in areas such as budgeting,
purchase of apparatus, provision of operational policy and guidelines, coordinating outside
training and acting as a general liaison between the VFDs and the Regional District. The
majority of the Fire Chiefs are participants in the Central Interior Fire Chiefs Association
(CIFCA) which enhances the cooperation and networking among different VFDs. Issues such as
standardization of apparatus and equipment purchases, peer coaching for new Fire Chiefs and
inter-department training opportunities are some of the benefits a cohesive group such as the
CIFCA is able to foster (Mitchell and Associates, 2012).
Funding for individual VFDs is provided through a tax requisition from property owners
within the specific fire protection area of each department. The level of maximum taxation that
can be provided to any one specific department is set through bylaw by the RDFFG. Funding
levels between the VFDs vary greatly and are impacted by the size and composition of the tax
base of the fire protection area (Mitchell and Associates, 2012). Managing capital expenditures,
self-contained breathing apparatus, members' personal protective equipment and upgrades to the
fire halls can be challenging for volunteer fire departments.

5

In addition, training presents a significant financial cost for the fire department and an
enormous commitment of time, energy and effort for the volunteers. The Province considers
NFPA standards basic training fire service and achieving NFPA 1001 qualifications is necessary
for firefighters while NFPA 1021 is mandatory for fire chiefs. Training is essential for the fire
departments to be effective. It reduces the likelihood of an injury or death, and is important in
managing the liability risks faced by officers, VFD and the Regional District (Mitchell and
Associates, 2012). Topics included in the basic training include: Fire Ground Safety and
Orientation, Personal Protective Equipment and Breathing Apparatus, Ground Ladder Basics,
Ropes and Knots, Fire Behavior and Ventilation, Fire Hoses and Water Supplies.
Mitchell's report outlined 24 specific recommendations relating to training and standards,
records keeping, bylaw review, administration and governance, occupational health and safety,
apparatus and equipment, finance and budgeting as well as mutual aid agreements, standard
operating guidelines and a regional training center. The report does not provide specific
recommendations regarding recruitment and retention, the topic toward which this project is
directed.
Another key document in place is the RDFFG Operational Guidelines Manual with a
purpose to ensure that all fire/rescue departments are aware of, and adhere to, the legislative and
regulatory requirements governing the fire services in the province and to standardize operations
to ensure the safety of firefighters . The following is an electronic link to this document.
http://www.rdffg.bc.ca/Services/Public safety/Fire Services Operational Guidelines N
ov%2030 201l.pdf

6

CHAPTER TWO

Literature Review- Motivation, Values, Age and Volunteerism

Volunteerism is described as voluntary, ongoing, planned, helping behavior that increases
well-being of strangers, offers no monetary compensation and typically occurs within an
organizational context (Clary, et al., 1998). Understanding why volunteers join an emergency
service and why they stay is critical to developing more effective recruitment and retention
strategies (Francis & Jones, 2012). Most research on motivation has focused on work-related
motivation and is considered more important because it has a greater impact on the economy
(Widjaja, 2010). While some work-related motivation is applicable to volunteers, there is a
critical difference; volunteers are unpaid workers often motivated by factors other than monetary
compensations. The reasons for people to volunteer include functional motives, role identity,
dispositional factors, situational circumstances and organizational components (Finkelstein,
2009; Penner, 2002; Widjaja, 2010). According to the role identity theory, a person has multiple
identities that are formed through interactions and expectations (Finkelstein, 2009). When an
individual identifies and internalizes the role of being a volunteer, he incorporates this role into
his self-concept and the higher the degree of identification and internalization, the more the
likelihood that the individual will continue to volunteer (Finkelstein, 2009). An organization's
reputation and employee culture and dispositional factors, such as personality traits, beliefs, and
values, also influence an individual's decision to volunteer (Penner, 2002).
The literature on what motivates individuals from different age groups to join and
contribute in the volunteer service covered three continents: North America (Clary, et al., 1998)
(Shrader, 2012), Australia (Francis & Jones, 2012), (McLennan & Birch, 2009) and Europe
(Davila & Diaz-Morales, 2009) (Ferreira, Proenca, & Proenca, 2012). A broader question of why
people choose to volunteer to undertake unpaid work of any kind was studied by Benson et al.
7

(1980) who noted that volunteers generally actively sought a means of helping others for no
material reward, often made a long-term commitment and incurred considerable personal costs in
terms of lost time, expended energies and foregone opportunities (McLennan & Birch, 2009).
Yet each year large numbers of people choose freely to engage in activities aimed at helping
others without material reward. In 2006, the proportion of the US population who volunteered in
the previous 12 months was 26.7% (Department of Labor, 2007) and in Australia the
corresponding figure in 2006 was 34.1% (Australian Bureau of Statistics, 2007) (McLennan &
Birch, 2009).
American Red Cross volunteers were surveyed by Gillespie and King in 1995 with the
most frequently reported reasons for volunteering being: to help others; to contribute to
community; and to obtain training and skills (McLennan & Birch, 2009). Fitch investigated
factors which motivated college students to volunteer for community service in 1987 and
identified three motives: altruism (a desire to increase the welfare of others); egoism (a desire to
increase one's own welfare) and social obligation (a desire to repay a debt to society)
(McLennan & Birch, 2009).
The model most commonly used in recent research appears to be Volunteer Functions
Inventory (VFI) by Clary et al. (1992) shown in Appendix 1. Clary and Snyder proposed a set of
six motivational functions or Volunteer Functions Inventory (VFI) described below that drive
volunteerism:
•

Values: altruistic and humanitarian concern for others

•

Protective: deflect from one's own personal problems such as boredom or guilt

•

Enhancement: personal growth and development and involves self-esteem

8

•

Understanding: learn new skills, knowledge and abilities

•

Career: prepare for a new career or gain career relevant skills

•

Social: to be with friends or engage in activity viewed favorably by important others

Motivations for volunteering may differ with age. In their survey of American Red Cross
volunteers noted previously, Gillespie and King (1985) found that participants that were older
than 38 were more likely to report Helping Others as their main reason for volunteering, while
younger volunteers were more interested in Obtaining Training and Skills.
In 2000, Omoto, Snyder and Martino surveyed adults interested in becoming hospice care
volunteers. They found that younger potential volunteers (19-39 years) reported greater
Relationship Motivation (to meet new people and make new friends) compared with an older

group (55-76 years) who reported greater Service Motivation (sense of obligation to the
community) (McLennan & Birch, 2009).
In 2003 Okun and Schultz undertook a detailed study of age and motivation to volunteer
(McLennan & Birch, 2009). First they conducted an analysis of findings in 13 reports concerning
age differences on one or more of the six motives to volunteer proposed by the Clary et al.
(1992) study described earlier and added an additional motive of Making Friends. The
researchers concluded that age was significantly negatively related to Career Benefit motives and
that the relationship between age and Social motives to volunteer approached significance. No
significant age-related effects for the remaining five motives to volunteer (Enhancement,
Protective, Understanding, Values and Making Friends) were found.

Okun and Schultz then surveyed 523 volunteers with Habitat for Humanity International,
whose members help building houses for low income families . Age was found to be negatively
9

related to Career Benefit and to Understanding motives, positively related to Making Friends
and to Social motives and not related to Enhancement, Protective, nor Values motivations to
volunteer (McLennan & Birch, 2009). Okun's pattern of findings suggests that younger
volunteers are more likely to report personal benefits in the form of career enhancement and
older participants report personal benefits from strengthened social networks.
It has been claimed by several observers that members of Generation Y (generally
regarded as those born between 1976 and 1991, Salt 2006) have different value systems which
impact on many aspects of social behavior, including volunteering and are relatively more selforiented than previous generations (McLennan & Birch, 2009). A possible implication is that
they could be less altruistic and community-oriented and are more concerned with their personal
benefits when considering undertaking voluntary work.
Motivations of the Volunteer Firefighters
Studies focusing on the motivations and experiences of volunteer firefighters included an
earlier research by Lozier in 1976 which concluded that perceived benefits included: gaining of

useful knowledge, community participation and social interactions, and regard and respect in the
community, while the cost of being a volunteer fire fighter included lost leisure time, physical
exertion, risk and financial costs (McLennan & Birch, 2009).
Thompson and Bono surveyed 15 volunteer fire departments in New York State in 1993.
The following were reported to be various motivations for being a volunteer: helping one's

community, making a contribution to an important activity, friendships with fellow volunteers
and a sense of being in control (McLennan & Birch, 2009).

10

Three earlier studies; Aitken (2000), Clancy (2005) and Palmer (2000) investigated
Australian fire service volunteers' reasons for volunteering (McLennan & Birch, 2009). All three
indicated the importance of a mixture of community-oriented and self-oriented motive, with
community-oriented motives dominating, but none examined possible age-related differences in
motivations for volunteering.
A study by Birch and McLennan in 2005 indicated that over the period between 1995 and
2005 overall volunteer numbers appear to have declined dramatically, at a rate between 2% and
4% annually (McLennan and Birch, 2005). McLennan and Birch study in 2007 indicated that
individuals aged 35-44 were much less interested in volunteering because of work and family
related time demands and another study by same researchers that took place in 2009 was to
inform Australian volunteer-based fire agencies about the motives which lead people to become
volunteer fire fighters .
Australian communities rely heavily on the services of about 220,000 volunteer
firefighters. The decline in the membership appears to be contributed to economic and
demographic factors (McLennan and Birch, 2005). The economic factors largely involve
changes in the nature of work such as declines in the agricultural and manufacturing sectors due
to globalization, increasing number of self-employed workforce and reluctance by employers to
allow flexibility of their workers to attend fires . Demographic factors are associated mainly with
Australia's ageing population (Social Policy Division, The Treasury, 2004) (McLennan & Birch,
2009), including a drift of younger people away from small rural communities to larger
population centers. In 2001 the median age of the Victorian County Fire Authority's 58,000
volunteers was 40 years; in 2006 the corresponding figure was 46 years (McLennan, Birch, King
and O'Loghlin, 2007). McLennan and Birch could not find much research focusing on recruiting
11

younger volunteers. Their 2008 study of 988 volunteer firefighters suggests that those who
volunteer do so because of a mix of self-oriented, fire safety-oriented, and community-oriented

motivations. It appears that younger volunteers are more likely to be motivated by perceived selforiented benefits from volunteering compared with older volunteers. However, they are no less
motivated, on average, by safety concerns and community contribution motivations than are
older volunteers (McLennan & Birch, 2009).
Similarly, the online survey of 252 Australian State Emergency Services by Francis and
Jones (2012), examines the roles of age, motivations and values among younger volunteers
likened with older generation volunteers.

The results indicate that both generations share the

primary reason for joining and staying with the service is serving the community. Younger
volunteers have additional reasons for joining and staying, but the researchers concluded that
those were more of an indicator of stage-in-life considerations rather than generational
differences. (Francis & Jones, 2012).
Motivation models of volunteer behavior say that volunteering is the outcome of an
individual's drive to satisfy functional or reasoned motives (Francis & Jones, 2012). Research
conducted by Baxter-Tomkins and Wallace 2009 and McLennan, Birch, Cowlishaw and Hayes
2009 closely examines the factors that contribute to satisfaction and dissatisfaction among
emergency service volunteers. Potentially manageable factors such as leadership styles, group

cohesion, personal conflicts, organizational structures and connectedness to the service appear
to be the major reasons effecting volunteer satisfaction (Francis & Jones, 2012). These are
factors that are determined by the fire chiefs and officers at the individual fire halls.

12

Another, related, but distinct attribute of personal values refers to person's underlying
beliefs about what is acceptable and desirable (Hitlin and Piliavin 2004, Schwartz and Bilsky
1987) (Francis & Jones, 2012). The Portrait Values Questionnaire (PVQ) developed by Schwartz
and colleagues (2001) is widely used in social research (Bilsky, Janik and Schwartz 2011) and
has been recently used to help understand volunteerism (Briggs, Peterson and Gregory 2010).
Relevant to this context, the PVQ includes the Self-Transcendence values of Universalism and
Benevolence and the contrasting Self-Enhancement values of Power and Achievement, as

summarized below (Francis & Jones, 2012). These findings are consistent with Zero-sum Model,
which states that people' s personalities are terminated by one or a few values -to be higher in
one value they have to be lower in others.
Universalism: appreciate and protect the welfare of all people in the world.
Benevolence: preserve and enhance the welfare of people close by.
Power: attain social status, prestige, and control over resources or people.
Achievement: attain personal success and recognition for achievements

Like the VFI, the PVQ could help understand why volunteers join and stay with the
organization, but the research conducted by Francis and Jones is the first study in the context of
emergency service volunteers (Francis & Jones, 2012).
Francis and Jones's study further assessed and compared the motivations, values and
satisfaction for each generational group. (Table !.Comparison of Motivations, Values and
Satisfaction)The study examined the roles of age, motives and values in emergency service
volunteer satisfaction and identified a mix of similarities and differences between the two age

13

group volunteers. The two highest functional motivations for both age groups were Values and

Understanding. Fulfilling the Values function was the primary driver of satisfaction for both
groups. Furthermore, both age groups were equally and most highly oriented to the values of

Universalism and Benevolence. The primary reasons for joining and staying with the emergency
service are the same for both age groups and they revolve around serving the community.
The research discovered certain differences between the age groups. The younger
volunteers were highly oriented towards the Career function and self enhancement values of

Power and Achievement. Younger volunteers' satisfaction also included the functional motives
of Career and Enhancement. These differences point to different stages in life whereby young
adults are focused on establishing their livelihoods, independence and place in society and have
more reasons for joining and staying with the organization (Francis & Jones, 2012).
Francis and Jones's study concluded that younger and older volunteers are likewise and
most highly concerned with serving the community and the perception that younger generation is
more self-oriented than the older generations does not apply in this context. Recruitment and
retention strategies should be focused on maximizing opportunities for all volunteers to fulfill
their community oriented needs with the understanding that this strategy will not detract from
any other motivators from either younger or older volunteers.
The second key implication from the study relates to young adult volunteers where
recruitment and retention strategies may require, in order to maximize total motivation, some
modifications, such as providing greater flexibility, empowerment and opportunities for younger
members to satisfy career, status and success factors, in order to increase the likelihood of
volunteer satisfaction and retention among this group (Francis & Jones, 2012). This study was a

14

single-stage survey that captured responses from current volunteers at a single point in time. As
such the project did not examine changes in volunteer motives, values and satisfaction over time
or stages in service. Valuable insights could be gained by conducting multi-stage longitudinal
studies that monitor new volunteers as they progress through their training and deployment or,
alternatively, decide to leave the organization (Francis & Jones, 2012).
European research by Davila and Diaz-Morales explored the socio-emotional selectivity
theory (Carstensen, 1995) with the purpose of evaluating how people selectively optimize their
activities involving social investments as they increase in age investing more in self-relevant and
emotionally meaningful goals (Davila & Diaz-Morales, 2009). The purpose of the study was to
test hypotheses derived from the socio-emotional selectivity theory regarding the effects of age
on motives for volunteering. The Volunteer Functional Inventory (Clary et al. , 1998) was
completed by 214 volunteers affiliated with different organizations (Davila & Diaz-Morales,
2009). Results indicated that, as age increases, Career, Understanding and Making Friends
volunteer motivations decrease, while Social and Values volunteer motivations increase (Davila
& Diaz-Morales, 2009). According to the socio-emotional theory, the hypotheses tested were:

1. Career and Understanding motives will be lower among older volunteers than
among younger volunteers,
2. Enhancement and Protective motives will be higher among older volunteers than
among younger volunteers,
3. Older volunteers will have lower Making Friends motivation and higher Social
motivation (desire to sustain existing friendships) than younger volunteers and
4. Older volunteers will have higher Values motivation than younger volunteers

15

The aim of Davila and Diaz-Morales' study, which was similar to that of Okun and
Schultz's 2003 research, was to find new evidence by studying Spanish volunteer sample and
adding the effect of length of service. According to Clary and Snyder's 1991study, the strength
of the motives of volunteers change over the years spent in an organization.
This study concluded that the most important motivations across all age groups were
Understanding ( <35 years) and Values (>35 years).All age groups considered Protective and
Career motivations as less important. From 26 years old onward, the Career motivation is the
least important. Up to 45 years of age, Making New Friends is more important than Social and
Enhancement motivations, but after the age of 45, Making Friends became least important of
these three motivations (Davila & Diaz-Morales, 2009). In general the findings from the study
were consistent with the predictions, with some exceptions.
1. Career and Understanding motives will be lower among older volunteers than among
younger volunteers:
•

Understanding motive is very important throughout the life course, but it
progressively loses importance with age, especially after the age of 35

•

All age groups considered Career to be the least important, especially
after the age of 35 years

•

The correlations analyses show that age has a significant and negative
relationship with Understanding and Career motives

When the researchers statistically controlled for other motives for volunteering in
multiple regression analyses, they found that these relationships remained and that age has an
important role predicting the Career and Understanding motives . These findings were consistent

16

with the results of Okun, Barr and Herzog (1998). As people age, they invest less time and
energy in acquiring new learning or career-related experiences (Davila & Diaz-Morales, 2009).
2. Enhancement and Protective motives will be higher among older volunteers than among
younger volunteers:
•

The results from the study were not conclusive on this hypothesis.

•

Protective motive was not very important for any age group

•

Enhancement motive had only an intermediate importance for all age
groups

When the researchers statistically controlled for other motives for volunteering, they
found that age was a significant predictor only of the protective motive. Older people could use
volunteering as a strategy to meet their needs for emotional gratification because volunteering
represents an external emotion regulation strategy (Okun & Schultz, 2003).
3. Older volunteers will have lower Making Friends motivation and higher Social
motivation (desire to sustain existing friendships) than younger volunteers:
•

Making Friends motive had an intermediate importance for all age groups
and for volunteers 45 years old onward, this motivation lost importance

•

The age had a significant and inverse relationship with the importance of
Making Friends

•

The Social motive was of relatively intermediate importance in all age
groups, but the importance increases starting from 46 years of age.

•

The pattern of change is inverse to the motive to Make Friends

17

When the researchers statistically controlled for other motives for volunteering, the
results did not support the relationship between age and Social motives . According to socioemotional selectivity theory during adulthood and old age people become more selective about
their investment in social activities and relationships.
4. Older volunteers will have higher Values motivation than younger volunteers:
•

Values motive is one of the most important motivations for volunteering

across all age groups, but the importance increases after the age of 35
•

Supporting previous results, there is a positive and significant correlation
between age and the Values motive

Davila and Diaz-Morales (2009) results were consistent with Okun and Schultz (2003)
studies except for Making Friends and Values. In researcher's previous study, age was positively
related to the Making Friends motive, but the results from the 2009 study show the negative
relationship. Furthermore, Values motive was unrelated to age in the previous study, whereas in
2009 study this motive shows positive relation (Davila & Diaz-Morales, 2009). The difference
could be attributed to several factors, such as type of organization where people volunteered or
cultural differences ; Okun and Schultz' s study used Anglo-Saxon volunteers, while Davila and
Diaz-Morales studied volunteers from Spain (Davila & Diaz-Morales, 2009).
Literature review summary of the above studies on motivation, values and age includes
volunteer fire fighters and is attached in Appendix 2 and in table 1 below.

18

Table 1 Summary: Motivations/Values/ Age Chart based on literature review
Values

Protective

Enhancement

Understanding

Career

Social

Making
Friends

y

X

X

0

X

X

McLennan

y

X

X

X

X

&Birch

0

X

X

X

X

Francis

y

X

X

X

X

&Jones

0

X

Davila

& y

X

X

X

X

X

0

X

X

X

X

X

Clary et al.

Diaz-

X
X
X
X

X

Morales
& y

Okun
Schultz

0

X

X

X

X

X

Footnote: X-highly important motive, x - moderately important motive, no entry- motive is of low
importance

The research findings support the idea that people can hold multiple, different and even
competing values at the same time and there is generally no difference between the two age
groups for the volunteer fire fighters . Understanding the motivations and values of these
volunteers, we can now turn to question of best practices in the recruitment and retention.

19

CHAPTER THREE

Literature Review - Best Practices for Recruitment and Retention

The 1998 National Volunteer Fire Council and U.S. Fire Administration report, Retention
and Recruitment: Problems and Solutions, lists eleven main factors that have contributed to
reduction in number of volunteers joining and remaining in the volunteer fire service (D'Intino,
2006). These factors included time demands, training requirements, increasing call volume,
changes in the "nature of business" of firefighting, changes in sociological conditions, such as
two-income families and time demands, leadership problems, federal legislation and regulations,
increasing use of combination departments, higher cost of housing and aging communities
(D'Intino, 2006). The same report found that volunteer fire service was a tradition in many
generations of firefighting families that is weakening. Fire departments can no longer count on
the children of current members to follow their parents' footsteps, nor can they count on a
continuous stream of local people eager to donate their time and energy (D'Intino, 2006). The
Council noted that recruitment solutions must begin with an assessment of Volunteer Fire
Departments' (VFD) staffing needs and the volunteer skills and abilities most needed to maintain
VFD's performance. The report found that person-to-person recruiting by active volunteer
firefighters was the most successful recruiting method (D'Intino, 2006). Participants also
recognized that poor leadership was the most significant problem for retention. This sentiment
was echoed in numerous other studies that pointed to poor leadership and management practices
as one of the main reasons volunteers left the fire-service (D'Intino, 2006).
An unpublished State University of New York Ph.D. dissertation (Seargant, 1992) on
satisfaction and retention of volunteer firefighters found that altruism ranked first as the most
satisfying reason for volunteering (D'Intino, 2006). Seargant also lists altruism, skills, thrills,
work environment, management, social relations, material issues and recognition as other
20

reasons for active firefighters to stay on the job (D'Intino, 2006). Retention policies that were
most important to the active volunteers were quality of management and work environment, skill
development and altruism. These findings confirm findings from the previous studies regarding
motivation and values, especially the ones directly related to volunteer firefighters.
Using qualitative and quantitative methodologies, the research by Robert S. D'Intino,
included interviews with 41 senior-level fire service officials in 32 States to discuss recruitment
and retention policies. In addition he conducted field interviews with Pennsylvania rural fire
chiefs and rural Pennsylvania active firefighters. After analyzing the research results, the
researcher concluded that recruitment and retention of volunteer firefighters is a national
problem and not unique to rural Pennsylvania (D'Intino, 2006). The results were consistent with
previous literature research which concluded that rural volunteer firefighters are more likely to
join their local fire department because of their commitment to community and because of their
family tradition. The results also showed that financial benefits may play only a small role in
motivating people to volunteer and remain active (D'Intino, 2006). This finding is again
consistent with those in the earlier review section.
The key issues for the officials were funding, new apparatus and equipment, personal
safety equipment, training, leadership and management, recruiting and retention and state as well
as municipal incentives for volunteer firefighters (D'Intino, 2006). Rural fire chiefs agreed that
VFD must be managed as a business. Most fire chiefs wanted more opportunities for leadership
and management training and their main concerns were fundraising, keeping current members
and recruiting new members and providing mandatory training for all members (D'Intino, 2006).

21

Interviews with rural volunteer firefighters found that individuals were proud to serve
their community, they were knowledgeable about the operations and administration of their own
departments and many had positive comments about their firefighter training and wanted
additional training (D'Intino, 2006). Comments about leadership ranged from very positive to
very negative and suggested that additional fire officer leadership and management would be
beneficial (D'Intino, 2006). While some firefighters interviewed did not expect financial benefits,
others would appreciate financial support for college tuition, improved protective clothing, state
income tax credits, and new firefighting apparatus and equipment. They were in agreement that
financial incentives would be a nice recognition for their time and efforts, but the financial
incentives were not primary motivators for serving their community (D'Intino, 2006). For
retention incentives, the volunteer firefighters selected better protective clothing, better
firefighting equipment, better radio equipment as well as income tax credits, college education
tuition and fire service health insurance (D'Intino, 2006).
Recommendations from the research review for this section and the project paper included the
following policy considerations:
•

Establish and support a statewide fire service information management system
administered by the Office of the State Fire Commissioner and initiate an ongomg
program to streamline the state's VFD structure. This effort should focus on systematic
promotion of regional partnerships among the individual VFD and the state.

•

Additional firefighter and fire officer training at their local fire stations (Kentucky
operates a modem mobile fire academy that provides local training and saves volunteers '
time and travel expenses) Very popular with chiefs and firefighters.

22

•

Professional quality, volunteer firefighting state-wide recruitment campaign that would
include a variety of media marketing tools, administered by the Office of the State Fire
Commissioner.

•

Recruitment and retention motivation incentives should focus on the specific incentives
that rural volunteer firefighters reported were most important to them:
o

Recruitment success was generally based on personal contacts - family members
and friends

o

Incentives such as college education tuition, state mcome tax credits, health
insurance and provision of better personal protective clothing, firefighting
apparatus and equipment and more effective radio communication equipment

The Australian research regarding best practices for recruitment and retention included
studies by Tony Baxter-Tomkins and Michelle Wallace which focused on recruitment and
retention of emergency services volunteers but also included volunteer fire fighters. Their
research found that interpersonal relationships and group dynamics were two key issues affecting
recruitment and retention of volunteers (Baxter-Tomkins & Wallace, 2009). Recruitment into the
emergency services is generally conducted through an informal process which often involves
being invited to join. This approach tends to recruit like-minded people that would be able to fit
into the fire department (Baxter-Tomkins & Wallace, 2009). Once the recruit is committed to
their emergency service organization, it would take a considerable amount of unrest for the
volunteer to resign. Three main reasons for resignation include perceived lack of operational and
personal equipment, perceived lack of effective leadership, and disharmony and friction within
the primary group (Baxter-Tomkins & Wallace, 2009).

23

It is estimated that about 5% of volunteers are recruited in response to advertising or a
media report (Australian Bureau of Statistics 2007) (Baxter-Tomkins & Wallace, 2009). Another
opportunity to recruit volunteers presents itself in times of disaster when a spontaneous gesture
of help can result in ongoing membership (Baxter-Tomkins & Wallace, 2009).
Media portrayal of emergency services volunteers as "local heroes" reinforces and
affirms the ideals that people recognize as part of Australian spirit of self-reliance, courage and
care for others. The volunteers interviewed had mixed feeling about this portrayal. The State
Emergency Services rejected a notion of being referred to as someone special and regarded the
labeling as media publicity and unsolicited (Baxter-Tomkins & Wallace, 2009). Some Rural
Fire Service volunteers, on the other hand, accepted the compliments as being earned. These
volunteers viewed their service as more noble, as it was not based on an employee/employer or a
servant/master relationship (Baxter-Tomkins & Wallace, 2009).
The integrity and stability of the brigade or unit is of utmost importance. The avoidance
of internal conflict was very important to volunteers who were interviewed. When speaking of
the attributes required of a potential volunteer there were consensus that they were looking for
somebody who is outgoing, willing to share and listen, have some degree of discipline and can
follow the instructions, a team player (Baxter-Tomkins & Wallace, 2009). Another issue that
Australian emergency volunteers mentioned was in regard to paid emergency response
professional leadership styles and the perceived lack of respect for volunteers. There is a
fundamental need for good leadership (Baxter-Tomkins & Wallace, 2009). Thirty-six percent of
volunteer firefighters reported that rural areas were not receiving adequate equipment or
equipment suitable for the duties required of them. Other complaints from rural firefighters about
equipment related to their personal protective equipment (Baxter-Tomkins & Wallace, 2009).

24

Recommendations from the study included the following areas:

•

Equipment
o

Initiate an audit of training certifications and establish the minimal equipment
requirements to perform firefighting duties

o

Initiate a vehicle audit to set a minimum age for replacement of emergency
vehicles and standard for vehicle maintenance operation

•

o

Have a skills/competency standards for all firefighters

o

Safety of volunteers needs to be paramount

Leadership
o

Paid emergency response professionals need to understand different leadership
styles in order to be effective with different age groups

o

Consultation with local volunteers may reduce cost of operations and provide a
very valuable source of personal acknowledgement

•

Internal conflict
o Flexible and reliable management systems will assist in resolving disputes
o

Train emergency supervisors and selected volunteers in mediation and conflict
resolution

o

•

Team-building workshops for volunteers, diversity training

Recruitment
o

Train and encourage volunteers of various age to speak at public venues (schools,
universities, trade shows, service clubs) about their experience and the value of
volunteering

25

o

Encourage volunteers to invite a friend or acquaintance to attend training session
or participate in an activity that they would be interested in (e.q.chainsaw
training)

o

Develop an interesting and attractive information package explaining emergency
service and the value of volunteering, the expertise developed by volunteers, a
philosophical vision statement, its attractions and benefits, potential skills-based
training opportunities and stimulating activities

o

Encourage longer term volunteering when spontaneous volunteers respond to
emergency situations

•

Retention
o

Leadership training for all paid emergency professional and select volunteers

o

HR management trained volunteer mediator to assist with mediation and disputes
for many departments and emergency units

o

Have exit interviews particularly in areas of high turnover

The purpose of the research project by Martin Aldridge was to identify problems with
recruitment and retention of volunteer firefighters within Australia and to study alternative
methods used in the United States to determine if an adoption of those strategies and programs
could be applicable within an Australian context (Aldridge Jr., 2003). United States strategies
which were researched included: the impact of leadership on volunteer recruitment and retention,
Brigade image, training, time demands, recognition of volunteers, incentives for volunteers and
"Fun" factor. The research resulted in 15 recommendations on selection process, recruitment and

26

retention networks, funding, incentive schemes, recognition strategies, training, junior programs,
recruitment campaigns and social activities.
The United States Fire Service has similar demographic profile to Australia and 74% of
US firefighters are volunteers, providing fire protection to 41% of the population and covering
95% of the area (Aldridge Jr., 2003). In most cases VFD have no affiliation with a state or
federal regulatory authority. The departments are incorporated fire protection companies and as a
consequence there is very little coordination at large scale incidents that are attended by more
than one department and there is a variation of best practices regarding operations as well as
recruitment and retention (Aldridge Jr., 2003).
In most cases it was a standard practice for departmental officers to deliver training at a
local level which tends to lead to duplication of resources and an absence of top quality training
establishments, due to lack of larger funding pools that would have made such facilities possible
(Aldridge Jr., 2003). Training facilities at the Ohio State Fire Marshal Office, Nassau and
Suffolk County were exceptions and they represent great examples of the benefits of regional coordination (Aldridge Jr., 2003). Training requirements appeared to be higher in the US because
volunteer firefighters are trained to the same levels as career fire fighters. This allows them to
gain greater respect among different groups of firefighters and it gives volunteer firefighters a
chance to join career firefighters in emergency incidents.
In Australia, volunteer brigades have little or no guidance on carrying out their own
recruitment. If recruitment is to be successful, it needs to be planned, well-coordinated, funded
appropriately and carried out by people who are experienced in the field (Aldridge Jr., 2003).
Effective volunteer recruiting often depends on a personal approach by brigade members to

people in their communities who they think would fit into the existing teams or groups. Australia
is experiencing rural population decline especially of younger people who would be suitable for
active operational roles (Aldridge Jr. , 2003). Recruitment campaigns should diversify to meet
wider volunteer role and recognition for support roles. A survey of volunteer firefighters
indicated that the best recruitment marketing strategies are local word of mouth, displays at trade
shows and mock emergencies and community based activities (Aldridge Jr. , 2003). Mass media
advertising and letter drops were among the least successful recruitment strategies. The average
age of volunteers from agencies surveyed was 41 and Brigade Captains from 44-48 (Aldridge Jr.,
2003).
Recommendations from the Aldridge 2003 study included the following areas:
•

Leadership is greatly affected by internal communications. A regular newsletter or up-to
date website can inform members of training courses available, social events, procedure
updates and other information such as member profile
o The VFDs that have strong leadership and active retention policies usually do not
experience recruitment problems

•

Brigade Image - Prospective volunteers want to join an organization with a positive

reputation and good image. Volunteers should be encouraged to take pride in wearing
their uniforms as it conveys positive image of professionalism to the public
o

Training in public is one way of demonstrating to the public that the brigade ts
working for them. It also gives some recognition to existing members

o

Local media should be invited to all important events and can also provide
community safety information. A good relationship with local media will allow
brigades to publish regular columns and also the brigade's needs for new members

•

Training - many US volunteer fire departments have lots of flexibility in training to suit
the needs of variety of members, especially for shift workers

•

Time demands- the family and work commitments are the greatest factors in volunteer
loss. It is very important that the time demands on volunteers are managed properly in
order to aid retention and avoid volunteer burnout.
o

By involving the families in the brigade the volunteers are able to spend more time
with their family while carrying out volunteer duties . Family members can take on
operational duties, fundraising or administrative tasks.

•

Recognition - Being a volunteer firefighter is one of the most challenging volunteer
occupations. Recognition of volunteer service is very important because it confirms the
importance of their service to the brigade and the community.
o Newsletter, local media or a volunteer calendar are good broadcasting and marketing
tools .
o

The simple pat on the back by a senior officer or colleague has an astounding effect
on self-esteem and should not be overlooked

•

Incentives - Benefits should not be the primary reason for a volunteer joining a brigade,
but incentive programs can greatly assist in retaining members .

•

"Fun" factor - Volunteer fire brigades must compete with many other clubs and
organizations for their membership. A key factor in retaining volunteers is to ensure they
enjoy their work. Fun events for the members and their families will strengthen the
organization.

29

In addition to the above the author recommended that Junior Programs be added to the
recruitment strategy. Recruitment campaigns should also attract communications operators,
cleaners, caterers, baby sitters, accountants and administrative support personnel. Training
should be offered to media liaison in order for brigades to reap full benefits of positive publicity
(Aldridge Jr. , 2003).
These above best practices are used or recommended for use for volunteer firefighting
organizations in the United States as well as in Australia. Differing funding structures seem to
have the greatest impact on best practices between US and Australia.

Best Practices for Recruitment and Retention of Volunteer Firefighters in North America

This section will examme what best practices for recruitment and retention are
recommended by the volunteer fire departments across Canada, in British Columbia and finally
what practices for recruitment and retention of volunteers are used within the 13 VFDs in the
RDFFG.

Throughout North America, including Canada, there has been a dramatic decrease in
membership in many VFDs (Office of the Fire Marshall, Nova Scotia, 2009). Two major issues,
a declining and aging population in rural areas and a movement of younger residents to major
centers, as well as changing society where both partners are working and dealing with parenting
demands have put a strain on volunteering. The province of Nova Scotia has recognized these
issues and tried to address them by improving province wide radio system to be able to call
multiple departments to ensure adequate response especially during the work day (Office of the
Fire Marshall, Nova Scotia, 2009). In addition, volunteer fire fighters receive free vehicle
30

registration, a tax credit and grants for equipment to help relieve the stress of fundraising. A
study revealed that these items were the most critical for recruitment along with college tuition.
A survey of fire chiefs stated that while financial incentives of some kind are most helpful, they
alone are not the reason volunteers come to or stay with a fire company. The sense of giving
back to a community, the camaraderie, and the feeling that their work is appreciated, are all
factors contributing to successful recruitment and retention of volunteer fire fighters (Office of
the Fire Marshall, Nova Scotia, 2009).
The 2009 report from the Office of the Fire Marshal offers some tangible best practices
regarding recruitment and retention. The report also highlights the benefits of volunteering for
employees that work in a community, youth, older adults, families, individuals with disabilities
and various ethnic groups (Office of the Fire Marshall, Nova Scotia, 2009). The targeted
individuals are provided with opportunities to develop skills, gain knowledge and contribute to
their community in a meaningful way. At the same time the departments would likely have to
adjust some processes in order to reap the benefits of having a diverse and vibrant group that
reflects the community (Office of the Fire Marshall, Nova Scotia, 2009).
Matching the role and the volunteer will increase chances of success:
•

Review your needs assessment and identify the role that needs to be filled

•

Identify the skills, attributes and knowledge that the role requires

•

Look at the profiles of community members and employers

•

Target those individuals most likely to have those skills

•

Develop marketing and communication strategies that would best attract the type
of individual you are looking for
31

•

Begin your recruitment

•

If it doesn't draw the individuals you need, reassess, redevelop and try again.

The community should be aware of the contributions by the volunteer fire department.
The communication strategies should be both informative as well as attention-getting to
demonstrate that the positions are interesting, challenging and beneficial to both the individual
and the community (Office of the Fire Marshall, Nova Scotia, 2009). Current volunteers are
great source for recruitment because they will be able to explain the requirements and benefits of
joining VFD to the potential volunteer. There are also other promotional strategies for
recruitment, such as trade show displays, open houses, public venues, media (TV, websites,
printed materials), billboards, youth and school volunteers and employee sponsored volunteerism
(Office of the Fire Marshall, Nova Scotia, 2009). As shown by the research in the previous
section of this literature review the majority of people joining the VFDs want to contribute back
to their community in terms of increased safety and quality of life. Being a volunteer fire fighter
is a respected position and includes other intrinsic benefits, such as a sense of belonging,
achievement, responsibility, self-respect, personal growth, creation of friendships, having fun
and contribution to their department and community at large. There also extrinsic benefits such
as learning new skills, knowledge and abilities to help advance their careers, tax credits, license
plates and leadership opportunities (Office of the Fire Marshall, Nova Scotia, 2009).
Volunteer Alberta was retained by Alberta Fire Chiefs' Association in 2008 to develop a
strategy to assist volunteer fire departments in recruiting and retaining volunteer firefighters
which would include ideas and perspectives gathered through an environmental scan of best
practices used by local fire departments (Volunteer Alberta for Alberta Fire Chiefs' Association,
2010). The research was to identify and explore major issues and barriers to recruitment and
32

retention faced by fire departments in Alberta as well as in other provinces including the
following

maJor areas:

employer-related,

family-related,

availability

of people,

time

commitment, perceptions and public image, structural challenges and cross-generational
recruitment.

The three targeted audiences to whom the initiatives under the strategy would be targeted
included:
•

Community at large (business owners and employers, community groups, residents
including women, immigrants and first nations)

•

Members of the fire department

•

Political stakeholders - audiences that are concerned with the "big picture"

The final report included a list of local and centralized initiatives/best practices that confirm
many best practices recommended in previous reports.
Local Initiatives/Best practices for Recruitment and Retention:

The strategy proposed by Volunteer Alberta provides a number of tactics and tools that can
be adapted and used by fire-departments at a local level depending on their local conditions and
priorities (Volunteer Alberta for Alberta Fire Chiefs' Association, 2010).
•

Involve current volunteer firefighters in planning formal recruitment drives

•

Raise local awareness through traditional and new media activities

•

Engage in local public relations

•

Use of promotional material

•

Attendance in trade shows
33

•

Engage in regular and ongoing outreach with local employers

•

Engage community groups on a regular and ongoing basis

•

Reach out to recruitment audiences with targeted messages

•

Regularly engage with political stakeholders

•

Bolster firefighter psychological support services

•

Develop a spousal support network

•

Establish child care services

•

Establish diversity policies for the department

•

Create firefighter service recognition awards

•

Establish proper volunteer screening process

Centralized Initiatives /Best Practices for Recruitment and Retention

To reinforce and support VFD in their local activities, a number of centralized activities are
recommended that can be best addressed at the provincial level because they involve resources or
management that goes beyond single fire department (Volunteer Alberta for Alberta Fire Chiefs'
Association, 2010).
•

Develop a brand for volunteer firefighting that can be uses in a provincial campaign

•

Undertake a province-wide awareness and recruitment campaign

•

Centrally coordinate public relations

•

Create a central website

•

Establish centralized resources that can support recruitment and retention initiatives

•

Leverage National Fire Prevention Week

•

Celebrate National Firefighter Health Week
34

CHAPTER FOUR

Use of Best practices in Recruitment and Retention - Interviews with

Fire Chiefs
Interview Method
There were two distinct purposes of the literature review. The first one was to examine
age related differences in propensity to volunteering and the second aim was to examine best
practices in recruitment and retention for volunteer fire departments. The project proposal
including the purpose and methodology has been submitted and approved by the UNBC
Research Ethics Board in June 2013. Below is a brief summary on the REB's approved methods
that were used in this research:
Collection of data from research participants was required only from Fire Chiefs or
Deputy Fire Chiefs whose names and contact information were found on the external Regional
District's website.
http://www.rdffg.bc.ca/Services/Public safetyNFD Contacts External Jan26 2012.pdf
The researcher conducted 30-60 minute interviews with each of the above individuals
that have volunteered for an interview. In total, ten semi-structured interviews were conducted.
Seven interviews were completed at the Fire Chief's respective Fire Halls and three took place in
the researcher's private office at 155 George Street to ensure confidentiality of their responses .
The interview questions asked about various procedures and systems in place at VFDs for
recruitment of new firefighters. The questions were derived from the literature review of best
practices that included face to face contact, skilled leadership, community events and family
support as well as formal recruitment and retention programs, partnering with youth

35

organizations and evaluation of financial incentives being an important motivator. The responses
from individual interviews were compiled and summarized in such a way that individual
respondents could not be identified in the final project write up.
An electronic copy of the completed project paper will be sent to all Fire Chiefs and
Deputy Fire Chiefs that voluntarily participated in the project. The results of the project may be
presented to the Regional Board for their information.
The risks to participants involved in this project were minimal; however, the benefits to
the rural communities within the Regional District are considerable in terms of enhanced
protection of life and property. The written interview notes will be destroyed via paper shredding
upon final presentation and defense of this MBA project.
Interview Findings

The purpose of this project was to determine whether gaps exist between current
recruitment and retention practices in the RDFFG compared to the best practices recognized
through the literature review . The results for retention and recruitment practices are summarized
in Table 2. Research findings from the semi structured interviews with ten fire chiefs clearly
show that there is a variety of proven methods for recruitment and retention that are widely used
by all VFD. Face to face contact, community events, mandated training programs, skilled
leadership, and corporate financial benefits and incentives are an integral part of regular fire
departments' operations. The profiles of VFDs are attached in Appendix 3.

36

Table 2

Best Practices Used by VFD in the RDFFG
FD

FD

FD

FD

FD

FD

FD

FD

FD

FD

#1

#2

#3

#4

#5

#6

#7

#8

#9

#10

Face to face contact

y

y

y

y

y

y

y

y

y

y

Community
Events
Skilled Leadership

y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

Training y

y

y

y

y

y

y

y

y

y

Financial Benefits or y
Incentives

y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

Best Practices

VFD
Program

Formal Recruitment
and
Retention
Program

Simple
process

application

Partner
schools

with

local

Other incentives
practices

or

y

y

y

y

y

y

Footnote: Y- best practice is widely used, y -best practice is used, but less than in other VFD

The gaps between various VFD started to grow when we compared existing practices in
regards to simple application process, partnering with local schools or other community
37

associations and using other incentives and practices for recruitment and retention. The success
was directly linked to the auxiliary support and additional skills or competencies that the Fire
Chief or select officers at that particular fire department excelled in. The differences could be
attributed to leadership talents, technologically advanced skills or extraordinary commitment and
long term involvement between VFD and the community organizations/schools.
The largest and common to all VFDs gap is the lack of auxiliary support in regards to
regional and provincial formal recruitment and retention strategies with specific overarching
goals. The literature review points out that there is very little support from the Ministry of Public
Safety, in particular, the Office of the Fire Commissioner regarding provincial recruitment and
retention policies (Fire Services Liaison Group, 2009). This gap is common throughout the
province and this research project confirmed the problem in the RDFFG as well.
Presently all VFDs have strong command structure but do not have a parallel staff
structure to complement the areas where that additional support is needed. It is probably not
reasonable to expect individual fire departments to fill that gap.
All VFDs recruit using face to face contact, participate in community events, believe in
skilled leadership, but have some other, specific ways of attracting volunteers which is often
specific to their geographical area. There is an obvious lack of formal recruitment and retention
program and only two departments have strong partnership with local schools.
The Fire Chiefs agreed that family involvement was a very strong motivator and best
practice. This is evident from evaluating the membership at individual fire halls. All VFDs have
multiple family members and the most notable motivators included community-oriented motives
(Values) as well as Protective and Career values. Only Career Value appears to be distinguished
38

between the two age groups indicating that younger firefighters sometimes regard this volunteer
experience and provided training as an opportunity for future career opportunity. A survey by
Clary et al (1998) found in Appendix 1, could be taken by all volunteer firefighters. This would
confirm observation by Fire Chiefs. Financial Benefits and Incentives are uniform for all
departments and could be a higher motivational factor for members who are less financially
secure. Training appears to be a higher motivational factor for younger members because it
provides an opportunity for career advancement with a paid Fire Department. Many local
volunteer members get recruited by the City of Prince George. The downfall of this situation is
that they are not allowed to volunteer at their local VFD anymore.

39

CHAPTER FIVE Synthesis of Literature Review and Interviews with Fire Chiefs
The literature review and findings from the interviews with fire chiefs point out to an
imbalance between the mission and maintenance goals that exist on three levels; the individual
volunteer fire departments, the centralized administrative structure at the Regional District and
broader provincial organization of the Fire/Rescue Service.
In their book, Fine and Cronshaw refer to the organizational goals as a paradox between
the short-term mission activities that are viewed by most people as the core undertakings needed
to get a job done, and long-term maintenance activities which an entity requires to put the "show
on the road" (Fine & Cronshaw, 1999). Mission goals include firefighting equipment, tools and
actual firefighting/rescue training whereas maintenance goals cover recruitment and retention
efforts. Maintenance goals are viewed as supportive activities and of less importance, and thus
generally receive fewer resources. There is a fundamental mutual dependency between the two
goals and this dependency can be actualized in teamwork starting at the very top of the
organization (Fine & Cronshaw, 1999). The recruitment and retention tasks would fall under
administrative function of the auxiliary support which would serve as a vehicle that facilitates the
execution of specific missions (Fine & Cronshaw, 1999).
The gap in recruitment and retention processes found by this research mirrors those found
by other researchers in Chapter Three. That is to say that the recruitment and retention practices
for volunteer firefighters are generally subsumed under existing mission activities. For example,
the recruitment sometimes occurs as a result of an emergency call when the house owners realize
their vulnerability and better appreciate the value of the volunteer fire fighting service in terms of
their own well-being. It is important to note that no additional effort or resources are needed to

40

be allocated to make this a mission-centered recruitment. In fact, it appears to be the expected
mechanism by which the recruitment and retention will happen. These expectations presently
exist both at the level of the individual fire departments and the centralized administrative
structure.
Given the mission-maintenance paradox, the maJor changes to be made in the first
instance are the changes in values and priorities surveys on effective shift of attaining toward a
better balance between achieving mission and maintenance goals.
The increased maintenance activities m recruitment and retention should engage the
volunteer as a whole person motivated by a range of values, but in particular their dedication to
the community that is not based on the age differences .
The root cause of the gap is not seen as pnmary cause because people habitually discount
maintenance activities such as recruitment and retention of volunteers over mission activities
such as training, firefighting and rescue operations, activities in call-outs, equipment.

41

CHAPTER SIX

Conclusions and Recommendations for Recruitment and Retention of

Volunteer Fire Fighters in the RDFFG
The purpose of this research project was to gather and assess available literature on factors
that motivate volunteer firefighters from different age groups to join and contribute to the
volunteer firefighting service, examine industry's best practices for recruitment and retention of
volunteers and to conduct personal interviews with Fire Chiefs in the RDFFG to determine what
best practices are being used and what strategies could improve their recruitment and retention
efforts.
The original study objectives have been met. Key findings from the literature review have
been discussed with ten local fire chiefs. The motivation and values of volunteers found in the
literature research appears to be consistent across three continents, namely North America,
Australia and Europe. The interviews with fire chiefs confirmed key findings found in the
literature review regarding motivation and values of volunteer firefighters. Community oriented
motives were the priority for both age groups while the Career and Protective factors were more
common for younger generation. To confirm those findings it is recommended that further
research be done by administering Volunteer Functions Inventory Questionnaire (Appendix 1) to
all volunteer fire fighters in the Regional District or expanding the study province wide. These
research findings could then be compared with the other similar models of motivation that have
been used in the past.
The main recommendation from this research project is a need to develop auxiliary support
combining regional and provincial formal recruitment and retention goals and strategies.
Presently all VFDs have strong command structure but do not have a parallel staff structure to

42

BIBLIOGRAPHY
Mitchell and Associates. (2012). Inspections and Audits ofthe RDFFG Volunteer Fire/Rescue

Departments.
Aldridge Jr., M. (2003). The way Ahead: Development of Efective Recruitment and Retention
Styrategies for Volunteer Fire Services. Perth: Fire and Emergency Services Authority of
Western Australia.
Ali, F. e. (2011). The Effect of Job Stress and Job Performance on Employee's Commitment.
European Journal of Scientific Research, 285-294.
Ballmann, M. J. (2001). Recruitment and Retention of Volunteer Firefighters. O'Fallon,
Missouri: O'Fallon Fire Protection District.
Baxter-Tomkins, T., & Wallace, M. (2009). Recruitment and Retention of Volunteers in
Emergency Services. Australian Journal on Volunteering, 1-11.
Carter, H. (2009, 10). Recruiting and retention: You can not leave them to chance. Firehouse, pp.
64-67.
Clary, E. G., Snyder, M., Ridge, R., Copeland, J., Stukas, A., Haugen, J ., & Miene, P. (1998).
Understanding and Assessing the Motivations of Volunteers: A Functional Approach.
Journal of Personality and Social Psychology, 1516-1530.
Davila, M., & Diaz-Morales, J. F. (2009). Age and Motives for Volunteering; Further Evidence.
Europe's Journal of Psychology, 82-95.
D'Intino, R. S. (2006). Volunteer Firefighter Recruitment and Retention in Rural Pennsylvania.
Harrisburg: Pannsylvania State University .
Esmond, J., & Dunlop, P. (2004). Developing the Volunteer Motivational Inventory to Assess
the Underlying Motivational Drives of Volunteers in Western Australia. CLAN WA Inc.
Ettinger, K. (2009, 10). NVFC works to help volunteer fire departments meet retention and
recruitment challenges. Firehouse, pp. 68-69.
Ferreira, M. R., Proenca, T., & Proenca, J. F. (2012). Motivations Which Influence Volunteers'
Satisfaction. Porto, Portugal: University of Porto.
Fine, S. A., & Cronshaw, S. F . (1999). Functional Job Analysis. Mahwah, New Jersey: Lawrence
Erlbaum Associates .
Finkelstein, M. (2009). Intrinsic vs.extrinsic motivational orientations and the volunteer process .
Personality and Individual differences, 653-658 .
44

Fire Services Liaison Group. (2009). Public Safety in British Columbia: Thansforming the
Fire/Rescue Service. Victoria: Ministry of Public Safety and Solicitor General.
Francis, J. E., & Jones, M. (2012). Emergency Service Volunteers: A comparison of age, motives
and values. The Australian Journal of Emergency Management, 23-28.
McCaffrey, B. (2003). The Training and Effective Use of Volunteer Firefighters. Rome:
International Conference Paper.
McLennan, Birch, Cowlishaw, & Hayes. (2009). Maintaining Volunteer Firefighter Numbers:
Adding value to the retention coin. The Australian Journal of Emergency Management,
40-45.
McLennan, J., & Birch, A. (2009). Age and Motivation to Become an Australian Volunteer
Firefighter. International Journal of mass Emergencies and Disasters, 53-65.
Office of the Fire Marshall, Nova Scotia. (2009). Volunteer Recruitment and Retention. Halifax:
Office of the Fire Marshall.
Okun, M., & Schultz, A. (2003). Age and Motives for Volunteering: Testing Hypotheses
Derived from Socioemotional Selectivity Theory. Psychology and Aging, 231-239.
Paulsgrove, R. (2003). Fire Department Administration and Operations. National Fire Protection
Association.
Penner, L. (2002). Dispositional and organizational influences on sustained volunteerism: An
interactionist perspective. Journal of Social Issues, 447-467.
Regional District of Fraser-Fort George. (2006). Operational Guidelines Fire/Rescue Manual.
Prince George: Regional District of Fraser-Fort George.
Shrader, K. W. (2012). Improving the Recruitment and Retention of Volunteer Firefighters.
Martinsville, Virginia: Martinsville Fire and EMS Department.
Volunteer Alberta for Alberta Fire Chiefs' Association. (2010). Volunteer Firefighter
Recruitment and Retention Strategy. Volunteer Alberta.
Widjaja, E. (2010). Motivation Behind Volunteerism. Claremont McKenna College.
Yacovino Jr., M. (1999). Recruiting and Retention of Volunteer Firefighters. Canton: Town of
Canton.

45

List of Appendices
The following appendices are provided to add additional details in addressing the study questions
as follows:

Appendices #1 and #2 relate to the first question in regards to the motivation of individuals
from different age groups to join and contribute in the volunteer fire service?

Appendix #3 relates to the second and third question regarding best practices for recruitment and
retention in the industry and what practices are being used in ten fire halls in the RDFFG.

Appendix #4 shows maps of Volunteer Service Areas and 2013 Apparatus inventory for each of
the fire halls.

Appendix #5 outlines some recommendations for systems and procedures to tmprove
recruitment and retention strategies in the RDFFG.

46

Appendix 1

Volunteer Functions Inventory (VFI) (Clary et al.1998)

Reference:
Clary, E. G. , Snyder, M., Ridge, R. D., Copeland, J. , Stukas, A. A., Haugen, J., & Meine, P.
(1998). Understanding and assessing the motivations of volunteers: A functional
approach. Journal of Personality and Social Psychology, 74, 1516-1530.

Description of Measure:
A 30-item measure of motivations to volunteer. The authors use a functionalist approach to
volunteering, examining the functional motives individuals have for choosing to volunteer. The
scale is divided into 6 separate functional motives (i.e., factors):

1.) Protective Motives- a way of protecting the ego from the difficulties of life.
2.) Values -a way to express ones altruistic and humanitarian values.
3.) Career -a way to improve career prospects.
4.) Social-a way to develop and strengthen social ties.
5.) Understanding -a way to gain knowledge, skills, and abilities.
6.) Enhancement -a way to help the ego grow and develop.

For each item, respondents are to indicate "How important or accurate each of the 30 possible
reasons for volunteering were for you in doing volunteer work."
Respondents answer each item on a 7-point scale ranging from 1 (not at all important/accurate)
to 7 (extremely important/accurate).

47

Scale

I

Please indicate how important or accurate each of the 30 possible reasons for volunteering were
for you in doing volunteer work.
(1 = not at all important/accurate; 7 = extremely important/accurate.

Self-Report Measures for Love and Compassion Research: Helping Others
1. Volunteering can help me to get my foot in the door at a place where I would like to work.
1234567
2. My friends volunteer. 1 2 3 4 5 6 7
3. I am concerned about those less fortunate than myself. 1 2 3 4 56 7
4. People I'm close to want me to volunteer. 1 2 3 4 5 6 7
5. Volunteering makes me feel important. 1 2 3 4 56 7
6. People I know share an interest in community service. 1 2 3 4 5 6 7
7. No matter how bad I've been feeling, volunteering helps me to forget about it.l 2 3 4 56 7
8. I am genuinely concerned about the particular group I am serving. 1 2 3 4 5 6 7
9. By volunteering I feel less lonely. 1 2 3 4 5 6 7
10. I can make new contacts that might help my business or career. 1 2 3 4 56 7
11. Doing volunteer work relieves me of some of the guilt over being more fortunate than others.
1234567
12. I can learn more about the cause for which I am working. 1 2 3 4 5 6 7
13.Volunteering increases my self-esteem. 1 2 3 4 56 7
14. Volunteering allows me to gain a new perspective on things. 1 2 3 4 56 7
15. Volunteering allows me to explore different career options. 1 2 3 4 56 7

48

16. I feel compassion toward people in need. 1 2 3 4 5 6 7
17. Others with whom I am close place a high value on community service. I 2 3 4 5 6 7
18. Volunteering lets me learn things through direct, hands on experience. I 2 3 4 5 6 7
19. I feel it is important to help others. 1 2 3 4 5 6 7
20. Volunteering helps me work through by own personal problems. 1 2 3 4 5 6 7
21. Volunteering will help me to succeed in my chosen profession. 1 2 3 4 56 7
22. I can do something for a cause that is important to me. 1 2 3 4 5 6 7
23. Volunteering is an important activity to the people I know best. 1 2 3 4 56 7
24. Volunteering is a good escape from my own troubles . 1 2 3 4 5 6 7
25. I can learn how to deal with a variety of people. 1 2 3 4 56 7
26. Volunteering makes me feel needed. 1 2 3 4 5 6 7
27: Volunteering makes me feel better about myself. 1 2 3 4 56 7
28. Volunteering experience will look good on my resume 1 2 3 4 56 7
29. Volunteering is a way to make new friends. 1 2 3 4 56 7
30. I can explore my own strengths. 1 2 3 4 5 6 7

Scoring:
Items 7, 9, 11, 20, 24 make up the Protective factor.
Items 3, 8, 16, 19, 22 make up the Values factor.
Items 1, 10, 15, 21, 28 make up the Career factor.
Items 2, 4, 6, 17, 23 make up the Social factor.
Items 12, 14, 18, 25, 30 make up the Understanding factor
Items 5, 13, 26, 27, 29 make up the Enhancement factor.

Scoring is kept at the factor level and kept continuous.
49

Literature Review Summary: MotivationsNalues/Age

Appendix 2

Findings: Clary et al. (1998) (various groups of volunteers - US) Volunteer Functions
Inventory (VFI)
~

Numerous studies have yielded results that indicated a general trend in volunteer
motivation, where Values, Understanding and Enhancement appear to be the most
significant motivators.

~

Older volunteers ranked Values as their most important motive, followed by

Understanding and Enhancement functions
~

Younger volunteers ranked Values and Understanding as the top two motives,
their third most important motive was Career.

~

Generally, the Protection rarely ranked as an important motivator (except for
volunteer fire fighters and emergency volunteers - see McLennan and Francis
studies)

Findings: McLennan & Birch (volunteer firefighters in Australia- Reasons for joining)
•

Self-oriented Motives

(Career/Enhancement/Making

Friends/Social/Understanding)

Younger volunteers were somewhat more likely to be attracted to personal benefits, but
not at the expense of contributing to community safety and community development

•

Fire Safety Awareness - oriented motives (Protective)

•

Community -oriented motives (Values)

~

The results from this study were consistent with Okun & Schultz's findings that potential
benefits associated with career-enhancement were relatively more important for younger
volunteers. However, there was no evidence that older volunteers had stronger motivation
to serve their community

Luong & Tuckey (2006) (volunteer firefighter retention in Australia- Reasons for staying)
~

An Australian study of 466 volunteer firefighters that McLennan& Birch refer to in their
paper

50

~

The research focused on the retention factors and based on the Volunteer Functional
Inventory (VFI) the highest two motives for staying were Values and Firefighting Fun
and Enjoyment (Social/Making Friends).

Birch & McLennan (2007) (volunteer firefighters in Australia- Reasons for not joining)
~

Another Australian study by Birch and McLennan listing main reasons why people do
not join volunteer fire fighter brigades:
o

Competing time commitments to work, business, farming or family

o

More information and better publicized date intakes to stimulate them to
volunteer

o More support from employers and family as well as monetary assistance
o Not confident that they would not get hurt on the job (training)

Findings: Francis & Jones (volunteer firefighters in Australia)
•

Values and Understanding were two highest motivations for both age groups, but
Understanding is statistically higher in the younger group

•

Younger group also reported significantly higher Career and Protective motives for
volunteering

~

These results indicate that the primary motivations for both generations is concern for
and desire to help people

Findings: Davila & Diaz-Morales (various groups of volunteers in Europe-Spain)
•

Understanding motive is very important but it progressively loses importance with age.

•

All age groups considered Career motivation to be the least important motivator, with its
importance dropping even more after the age of 35. These findings are consistent with the
Okun et al.(1998) study

•

Protective motive had little importance across all age groups and Enhancement motive

had a relatively intermediate importance for all age groups
51

•

Making Friends and Social motives had an intermediate importance for all age groups but
after the after age of 46 years Making Friends decreased, whereas Social motive
increased.

•

Values motive had high importance across all age groups and it further increased after the
age of 36 years.

~

The study concluded that there is a positive and significant correlation between age and
the Values motive

~

The most important difference between Devila and Okun studies can be found in regard
to Making Friends and Values motives. Results from Okun's study concluded that age
was positively related to Making Friends motive, while the results from Devila's study
show negative relationship between age and Making Friends motive

~

In Okun's study Values motive was unrelated to age while Devila's results show a
positive relation

Findings: Okun & Schultz (Habitat for Humanity volunteers- US)
•

Age was negatively related to Career and Understanding motives

•

Age was positively related to Social Motives and Making Friends

•

Age was not related to Enhancement, Protective or Values motives to volunteer

~

Findings by Okun and Schultz suggest that while younger volunteers report personal
benefits in the form of career enhancement, older volunteers report personal benefits in
the form of strengthened social networks.

52

Appendix 3

Profiles of the VFDs in the RDFFG

VFD #1 - Profile:
16 members+ 2 auxiliary; 4 (18-30) and 10 (45-60)- recruiting done same for both age groups,
7/16 women + 2 auxiliary; Fire Chief a member since 1999 - Fire Chief 2 years

Best Practices for Recruitment and Retention
Face to face contact

0
0
0
0

Family and Community
Events
Skilled Leadership
VFD Training Program

0
0
0
0
0
0

Formal Recruitment and Retention
Program
Financial Benefits or Incentives

0

0
0
0

Simple application process
Partner with local schools
Other incentives or practices

0
0
0

0

No brochure/ Invitation letter from a Fire Chief
Buddy system /mentoring support senior-junior
Mixed support from employers
Great support from Families
Mother's Day Breakfast
Christmas Dinner
Winner Roast a few days before Halloween
Very united and close knit organization
All training done in house
Same as the training required for paid firefighters
No formal program
Life Insurance, disability and sickness insurance
$3,000 income tax credit
Full fire fighter training (First Aid, CPR,AED,
emergency vehicle driver training including air
brake endorsement
Uniforms and Personal Protective Equipment
Yes, online as well
Fire Chief for a day- elementary schools
Members have joint the VFD as a result of
witnessing an incident in their community (4)

Notes:
•
•
•
•

More support from employers, including RDFFG
ICBC discount for car insurance
Any assistance to raise the VFDs profile (media, website)
Fire hall is the community center - no school/no employers in their service area
53

VFD #2 - Profile:
o

members 22 ; 6 (18-30) and 7 (45-60); 5 women; Fire Chief in his position 34 years

o

Recruiting not same for both age groups: parent consent and for younger recruits <18,
parents co-sign the forms and provide release, those recruits are always under supervision
of older experienced members and mentored

Best Practices for Recruitment and Retention
Face to face contact

0
0
0
0

Family and Community
Events

0
0
0
0
0
0
0

Skilled Leadership
VFD Training Program

0
0
0
0
0
0
0

Formal Recruitment and Retention
Program
Financial Benefits or Incentives

0
0
0
0

0
0

Simple application process
Partner with local schools
Other incentives or practices

0
0

0

No brochure, just RD's orientation guide
Verbal invite to potential recruits
Buddy system /mentoring support senior-junior
Excellent support from employers
Great support from Families
Family picnics summer/fall
Christmas Dinner catered - appreciation supper
Christmas Potluck dinner/party for families
Halloween party/gathering
Village of McBride Community Association/ VFD
has a booth
PGX - Firefighter Games
Chamber of Commerce - Volunteer appreciation
Fire Chief there for 34 years - close knot - started
youth program
Same as the training required for paid firefighters
Most training done in house by 6 Trainers
DVD instructions as well
Remoteness plays a challenge -distance and costs
Forestry Training and portable sprinklers for the
bush fires training
No formal program
Life Insurance, disability and sickness insurance
$3,000 income tax credit
Full fire fighter training (First Aid, CPR,AED,
emergency vehicle driver training including air
brake endorsement
Uniforms and Personal Protective Equipment
$12/hr when responding to incident (everybody)
Yes, online as well
Yes, for 20+ year
Members have joint the VFD as a result of
witnessing an incident in their community
54

VFD #3 - Profile:
o members 27; 12 (18-30) and 11(45-60); 6 women; Fire Chief in his position 10 years
o Recruiting not same for both age groups: parent consent and for younger recruits <18,
parents co-sign the forms and provide release, those recruits are always under supervision
of older experienced members and mentored
o School must provide support as well for a cadet to join VFD and they must maintain their
grades to stay in a program

Best Practices for Recruitment and Retention
Face to face contact

0
0
0
0
0

Community
Events

0
0
0
0

Skilled Leadership

VFD Training Program
Formal Recruitment and Retention
Program
Financial Benefits or Incentives

0

0
0
0

0
0
0

0
0

Simple application process
Partner with local schools
Other incentives or practices

0
0
0
0

0

Notes:
o

No brochure, 1 page hand-out
Verbal invite to potential recruits
Buddy system /mentoring support senior-junior
Mixed support from employers (shift workers)
Good support from Families
Fall BBQ- family event
Christmas Banquet- awards (spouses and former
fire chiefs invited)
PGX - Firefighter games
Pineview Snowfrolics (first aid, team in fire gear)
The fire chief is able to use his leadership training
from work in addition to attending as many
courses as possible
10 members (10+ years) 4 members (15+years)
Same as the training required for paid firefighters
No formal program
Life Insurance, disability and sickness insurance
$3,000 income tax credit
Full fire fighter training (First Aid, CPR,AED,
emergency vehicle driver training including air
brake endorsement
Uniforms and Personal Protective Equipment
$7.50/when responding to an incident or training
Over 200 hours $1,000 tax free bonus
Yes, online as well
Yes, cadet program
Members have joint the VFD as a result of
witnessing an incident in their community
In house post-traumatic stress counselling

Would like to see more support from RD such as Property Tax reduction and extended
health benefits for members that do not have them through their work (PTS counseling)
55

VFD #4 - Profile:
o
o

members 23 ; 6 (18-30) and 8 (45-60); 5 women; Fire Chief in his position 12 years
Recruiting not same for both age groups: parent consent and for younger recruits <18,
parents co-sign the forms and provide release, those recruits are always under supervision

Best Practices for Recruitment and Retention
Face to face contact

0
0
0
0

Community
Events

0
0
0
0

Skilled Leadership

VFD Training Program
Formal Recruitment and Retention
Program
Financial Benefits or Incentives

0

0
0

0
0
0

0
0
0

Simple application process
Partner with local schools
Other incentives or practices

0
0

0

0

Notes:
o

Rookie package (training, benefits)
Verbal invite to potential recruits
Mixed support from employers (shift workers)
Good support from Families
Fall BBQ- family event
Christmas part
PGX - Firefighter games
No school/no community hall/small area
(300houses)
All leadership training is done on own time,
expense
Same as the training required for paid firefighters
No formal program
Life Insurance, disability and sickness insurance
$3,000 income tax credit
Full fire fighter training (First Aid, CPR,AED,
emergency vehicle driver training including air
brake endorsement
Uniforms and Personal Protective Equipment
$5/when responding to an incident or training
Over 200 hours $1,000 tax free bonus- very few
people qualify- only 23-25 calls/year
Yes, online as well
No local school
Members have joint the VFD as a result of
witnessing an incident in their community
Mailouts, door-to-door, training in the community

Small community, Rescue section part of the Volunteer Fire Department

56

VFD # 5 - Profile:

27 members+ 1 auxiliary; 15 (18-30) and 10 (45-60)- recruiting done same for both age groups,
6/28 women; Young leadership (4 years)
Best Practices for Recruitment and Retention

Face to face contact

0

0
0
0

Family and Community
Events

0
0
0
0
0
0

Skilled Leadership
VFD Training Program
Formal Recruitment and Retention
Program
Financial Benefits or Incentives

0
0
0
0

0
0
0

0

Simple application process
Partner with local schools
Other incentives or practices
Notes:
•
•

0
0
0

0

Excellent New Member Handbook/ Invitation
letter from a Fire Chief
Mixed support from employers
Great support from Families (50% members are
related - husband/wife/ children)
New recruits get one-on-one mentoring 1-2 days
Working closely with the Community Association
Christmas Party and appreciation
Summer BBQ, Halloween Party
Garage Sale- Recruitment Drive
PGX
Movie/games evenings for families or
BBQ/picnics at member's homes/lake
Very young but united and close knit organization
All training done in house
Same as the training required for paid firefighters
No formal program
Life Insurance, disability and sickness insurance
$3,000 income tax credit
Full fire fighter training (First Aid, CPR,AED,
emergency vehicle driver training including air
brake endorsement
Personal Protective Equipment
Jackets
Yes, online as well
Fire Chief for a day- elementary schools
Members have joint the VFD as a result of
witnessing an incident in their community (4)

No uniforms yet /Link to the RDFFG website
Would like to see more leadership from the Regional District to unite all VFDs

57

VFD #6- Profile:
27 members+ 2 auxiliary; 4 (18-30) and 19 (45-60)- recruiting done same for both age groups,
7/27 women+ 2 auxiliary (paperwork, traffic control, P 1 response instructor's ticket)

Best Practices for Recruitment and Retention
Face to face contact

0
0
0
0

Family and Community
Events

0
0
0
0
0

Skilled Leadership
VFD Training Program

0
0

0
0
0

Formal Recruitment and Retention
Program
Financial Benefits or Incentives

0
0

0
0
0

0

Simple application process

0

Partner with local schools

0
0

Other incentives or practices

0

No brochure/ Information handout
Buddy system not practical /mentoring support
preferred
Mixed support from employers
Good support from Families
Mother's Day Breakfast
Christmas Dinner - couples
Fall winner Roast
PGX
Social nights- Tabor Park family BBQ
A wards dinner
1 week/year leadership training in addition to other
training available through RD
All training done in house
Same as the training required for paid firefighters
JIBC courses
First responder level 3
No formal program
Life Insurance, disability and sickness insurance
$3,000 income tax credit
Full fire fighter training (First Aid, CPR,AED,
emergency vehicle driver training including air
brake endorsement
Uniforms and Personal Protective Equipment
Paper application -do not want people applying
online - prefer to meet them in person
No local high school
Cadets are young family members and their friends
Members have joint the VFD as a result of
wildfires in 2003

Notes:
•
•

Would like to have property tax break from RD/Mutual aid agreement with City of PG
Any assistance to raise the VFDs profile (media, website)

58

VFD #7 - Profile:

Members 24; 5 (18-30) and 16 (45-60); 9 women; Fire Chief in his position 25 years
Recruiting same for both age group
Best Practices for Recruitment and Retention

Face to face contact

0
0
0
0
0

Family and Community
Events

0
0
0
0
0
0
0

Skilled Leadership
VFD Training Program

0
0
0
0
0

Formal Recruitment and Retention
Program

0

Financial Benefits or Incentives

0

0

0
0

0

Simple application process
Partner with local schools
Other incentives or practices

0
0
0

0

No brochure, Rookie orientation guide
Verbal invite to potential recruits
Buddy system /mentoring support-not dedicated
Mixed support from employers
Good support from Families
Family picnics summer/fall
Christmas Dinner/party for families/appreciation
Halloween party/gathering
PGX - Firefighter Games
Mother' s day breakfast
Elementary school lunch 2 times per year
Fire safety house/fire prevention education school,
community hall
Fire Chief for a Day program
Fire Chief there for 25 years
Same as the training required for paid firefighters
Most training done in house
DVD instructions as well
No formal program
The newspaper profile done by the RD is step in
the right direction
Life Insurance, disability and sickness insurance
$3,000 income tax credit
Full fire fighter training (First Aid, CPR,AED,
emergency vehicle driver training including air
brake endorsement
Uniforms and Personal Protective Equipment
No personal monetary benefit
Yes, online as well
Very involved with local elementary school in fire
prevention and safety education
Members have joint the VFD as a result of
witnessing an incident

59

VFD #8 - Profile:

Members 30; 11 (18-30) and 7 (45-60); 7 women; Fire Chief in his position 17 years
Recruiting same for both age group
Best Practices for Recruitment and Retention

Face to face contact

Family and Community
Events

o
o
o
o
o
o
o
o
o
o
o
o
o
o

Skilled Leadership
VFD Training Program
Formal Recruitment and Retention
Program
Financial Benefits or Incentives

o
o
o
o
o
o
o
o
o
o

Rookie orientation guide
Verbal invite to potential recruits
Buddy system /mentoring support-not dedicated
Poor from employers <10% allowed to leave work
for a fire call
Good support from Families
Christmas Dinner/party for families/appreciation
PGX - Firefighter Games
Father's day breakfast
Fire hall is used for many community events
/community association
Run - public awareness
Fire safety house/fire prevention education school,
community hall
Fire Chief for a Day program
Area Director invited to all community events
Fire hall news/tips published in community
association newspaper and elementary school
newsletter
Fire Chief there for 17 years
Same as the training required for paid firefighters
Most training done in house
No formal program
The newspaper profile done by the RD is step in
the right direction
Life Insurance, disability and sickness insurance
$3,000 income tax credit
Full fire fighter training (First Aid, CPR,AED,
emergency vehicle driver training including air
brake endorsement
Uniforms and Personal Protective Equipment
$6000/yr to FF Association - used for
training/social events
Yes, online as well
No school in VFD area/visit City PG school

Simple application process
Partner with local schools

o
o

Other incentives or practices

o Members have joint the VFD as a result of
witnessing an incident in their community/baby
delivery by VFF/ critical incident counseling
60

VFD #9 - Profile:

Members 14; 6 (18-30) and 8 (45-60); 3 women; Intern Fire Chief/temporary training officer
from other fire halls
Recruiting same for both age group
Best Practices for Recruitment and Retention

Face to face contact

Family and Community
Events

Skilled Leadership
VFD Training Program
Formal Recruitment and Retention
Program
Financial Benefits or Incentives

Simple application process
Partner with local schools
Other incentives or practices

o No brochure, Rookie orientation guide
o Verbal invite to potential recruits
o Buddy system /mentoring support-not dedicated
o Limited support from employers
o Meeting with community members to explain the
role and value of VFD in regards to house
insurance
o Fire safety house/fire prevention education school,
community hall
o Hixon Days
o Temporary Fire Chief from another VFD
o Same as the training required for paid firefighters
o Most training done in house/temporary training
officer
o No formal program
o The newspaper profile done by the RD is step in
the right direction
o Life Insurance, disability and sickness insurance
o $3,000 income tax credit
o Full fire fighter training (First Aid, CPR,AED,
emergency vehicle driver training including air
brake endorsement
o Uniforms and Personal Protective Equipment
o $ to FF association
o Yes, online as well
o Involved with local elementary school in fire
prevention and safety education
o Critical incident counseling available

61

VFD #10 - Profile:
Members 18; 6 (18-30) and 10 (45-60); 3 women; Fire Chief in his position for 6 years
Recruiting same for both age group
Best Practices for Recruitment and Retention
Face to face contact

Family and Community
Events

Skilled Leadership

o
o
o
o
o

No brochure
Verbal invite to potential recruits
Buddy system /mentoring support-not dedicated
Limited support from employers
Meeting with community members to explain the
role and value of VFD in regards to house
msurance
o Good support from families, 3 couples/father-son
o Annual volunteer appreciation with community
association
o Family Christmas dinner/awards/recognition
o Boot Hockey event- firefighters play in their
gear/raise donations for a charity
o Private parties at VFF homes

Financial Benefits or Incentives

Fairly young leadership, would welcome more
training and support
o Same as the training required for paid firefighters
o Most training done in house/would like to see
more assistance with outside training
o No formal program
o The newspaper profile done by the RD is step in
the right direction
o Life Insurance, disability and sickness insurance

Simple application process
Partner with local schools

o Full fire fighter training (First Aid, CPR,AED,
emergency vehicle driver training including air
brake endorsement
o Uniforms and Personal Protective Equipment
o $ 5/training, calls go to FF association
o $500 at the end of the year for maintaining
certification
o Yes
o no

VFD Training Program
Formal Recruitment and Retention
Program

Other incentives or practices

o

o

$3,000 income tax credit

o Facebook page started to attract younger recruits
o Newsletter distributed 2-3 times/year to the fire
protection area households

62

Appendix 4

Map of Volunteer Service Areas and Apparatus/Staffing inventory
RDFFG Map of VFD Service Areas

63

64

1. Beaverly VFD (30 volunteer firefighters)
NFPA
compliant

ULC
Compliant

1000
1000
900
1300
1800
0

yes
n/a

Yes
Yes
Expired
Expired
n/a
n/a

0

0

n/a

n/a

Portable
100 gal

Portable
250 gal

1994
2003
1966
1985
1991
1994

Pump
capacity
gpm
1050
1050
840
420
500
0

International

1984

Ford 350

1990

Type

Manufacturer

Date

Pumper
Pumper
Pumper
Tender
Tender
Rescue
Truck
Rescue
Truck
Flat deckBush Truck

Hub
Lafrance
Thibault
Hub
Mack
Ford

SPUtrailer

Structural
Protection
unit

Tank
Capacity
(gals)

2. Pineview VFD (26 volunteer firefighters)
Manufacturer Date
Pumper
Pumper
Mini
pumper
Tender
Tender
Rescue
truck
Rat trailer
Heavy
Rescue

GMC
International
GMC

1998
1982
1985

Pump
capacity
gpm
1250
840
400

Ford F 800
Freightliner
GMC
Suburban
Wildfire
Spartan

1997
2011
1998

500
500
0

1980
2007

60
0
0

Tank
Capacity(gals)

NFPA
compliant

ULC
Compliant

900
1000
250

Yes
Expired
n/a

57
Expired
n/a

1500
1800
0

n/a
Yes
n/a

n/a
n/a
n/a

200
n/a
n/a
9000 watt light tower
Ice/shore rescue/high angle rope rescue

65

3. Valemount and District VFD (27 volunteer firefighters)
Type

Manufacturer Date

2007
1998
1996
2000

Pump capacity
gpm
1050
1050
300
n/a

Tank
NFPA
Capacity( gals) compliant
Yes
800
Yes
1000
1500
n/a
n/a
Yes

ULC
Compliant
59011
131C
n/a
n/a

Pumper
Pumper
Tender
Rescue
tank
Trailer
SPU
Pumper
Pumper

Ken worth
Freightliner
Freightliner
Ford F 250
Able Steel

1986

n/a

n/a

n/a

n/a

Dodge
Ford

1973
1984

Not in service
Not in service

NFPA
compliant

ULC
Compliant

Expired
Yes
Yes
n/a

Expired
No
Yes
n/a

n/a

n/a

4. Ferndaleffabor VFD (29 volunteer firefighters)
Type

Manufacture
r

Date

Pumper
Tender
Pumper
Command/rehab
unit
Interface trailer
Fire Chief's
Pick-up Truck

GMC
Freightliner
Freightliner
Ford F350

1985
1997
2001
2000

Pump
capacitygpm
840
500
1050
n/a

Tank
Capacity
(gals)
1000
2000
900
n/a

Tailwind
Chevy
Quad Cab

2010
2005

n/a
n/a
Command Vehicle

5. Buckhorn VFD (26 volunteer firefighters)
Type

Manufacturer Date

Pumper
Pumper
Tender
Tender

International
International
International
Fargo

2000
1997
1993
1972

Pump
capacitygpm
1050
500
500
No pump

Tank
NFPA
Capacity(gals) compliant

ULC
Compliant

750
500
1800
2000

Yes
No
n/a
no

Yes
Yes
Yes
no

66

6. Pilot Mountain VFD (25 volunteer firefighters)
Type

Manufacturer Date

Pump capacity

Pumper
Tender

Freightliner
International

1997
1992

Tender

Ken worth

1999

Squad

Ford F-550

1999

1060
300 fill/250
pump
300 fill/1 00
pump
100

Tank
Capacity
1000
1600

NFPA
compliant
Yes
no

ULC
Compliant
Yes
no

1800

No

No

400

no

no

Tank
Capacity
750
750

NFPA
compliant
Yes
nla

ULC
Compliant

300

yes

Tank
Capacity
(gals)
1000
1000
500

NFPA
compliant

ULC
Compliant

Yes
Yes
yes

45C
9023
9022

7. Hixon VFD (14 volunteer firefighters)
Type

Manufacture
r
Freightliner
GMC

Pumper
Pumpercurrently used
as tender
Mini
Ford Mini
pumper/reserve
1 @ Forest trailer

Date
1999
1986

Pump
capacity
650
650

2008

1@ 4 wheeler

8. McBride District VFD (22 volunteer firefighters)
Type

Manufacturer Date

Pump capacity
gpm

Pumper
Tender
Rescue

Hub
Hub
Hub

1050
1050
420

1996
2004
2004

67

9. Ness Lake VFD (18 volunteer firefighters)
Type

Manufacturer Date

Pumper
Pumper
used as a
tender
Tender

Spartan
Ford

2007
1988

International

1998

Pump
capacity
1050
650

Tank
Capacity
1000
1000

NFPA
compliant
Yes
Expired as
pumper

ULC
Compliant
57
Expired as
pumper

Portable
pump only

1500

no

no

NFPA
compliant

ULC
Compliant

Yes
n/a

Yes
n/a

yes

n/a

NFPA
compliant

ULC
Compliant

Yes
expired

Yes
Expired
yes

10. Red Rock/Stoner VFD (16 volunteer firefighters)
Type

Manufacturer

Date

Pumper
Pumper
used as
tender
Tender

Freightliner
2011
International
1986
Engineffender

1055
1050

Tank
Capacity
gals
958
800

Freightliner

450

1500

2005

Pump
capacity

11. Salmon Valley VFD (15 volunteer firefighters)
Type

Manufacturer Date

Pumper
Pumper
Tender

Freightliner
Ford
Freightliner

2009
1987
1989

Pump
capacity
gpm
1050

Tank
Capacity
(gals)
1000
1000
1000

68

12. Shell-Glen VFD (23 volunteer firefighters)
Tank
Capacity
800
1500

NFPA
compliant
Yes
Yes

ULC
Compliant
Yes
Yes

800

Yes

Yes

1999

Pump
capacity
1050
361 + 3688
portable
361 + 3688
portable
nla

nla

nla

nla

Ford f 350

2005

nla

nla

nla

nla

Dodge

1978

nla

nla

nla

nla

Pump
capacity
1250
625

Tank
Capacity
1000
750

NFPA
compliant
Yes
Expired

ULC
Compliant
126C
1466
expired

Out of
service

Out of
service

nla

nla

Type

Manufacturer Date

Pumper
Tender

Ford
International

1992
2008

Pumper
(new)
Rescue
Tank
Rescue
Truck
Rehab
vehicle

Hub
International
Ford

2012

13. Bear Lake VFD (21 volunteer firefighters)
Type

Manufacturer Date

Pumper
Pumper
currently
used as
tender
Tender

Freightliner
GMC

2005
1979

International

1979

Note: Above tables are reproduced and updated from Inspections and Audits of the RDFFG
Volunteer Fire/Rescue Departments report by Dave Mitchell and Associates Ltd. March 2012

69

Appendix 5 - Recommendations for systems and procedures to improve VFDs recruitment
strategies in RDFFG:
Recommendations for the local VFD
•

•

Continue to use existing practices that have been successful in the past such as:
o

Personal invitation to potential volunteers

o

Emphasizing the importance of family and community support to the VFD

o

Recognition awards, family picnics, fire prevention education in local schools

o

Participating in trade shows, such as PGX - firefighter games

o

Recognize skilled leadership from dedicated fire chiefs

o

Training programs

Explore additional practices that would help with recruitment such as:
o

Involve current VFF in planning formal recruitment drives

o

Raise local awareness through traditional and new social media sources

Recommendations for RDFFG/Provinciallevel
•

Consider filling the gap of auxiliary support in regards to regional and provincial formal
recruitment and retention strategies with specific overarching goals

•

Help to raise the profile of VFDs by:
o

Develop a brand for VFF that can be used on provincial and regional level

o

Centrally coordinated public relations that could help to create attractive and
informative websites for all VFDs

o

Use social media such as Facebook and YouTube videos to attract younger
volunteers
70

o

Expand the use of local newspapers to have local firefighter column featuring
VFD profiles, members, events, new equipment, fire prevention tips, training
opportunities, stories from retired firefighters and bucket brigades. Example was
an insert in local newspapers for the Fire Prevention Week (October 6-12, 2013)

o

Recruitment should involve people who would offer support to VFD, such as
updating website and keeping records, photo galleries, stories - focus on extended
families

o Newsletters (2-3 per year) from the VFD to be distributed to all households in the
fire protection area
•

Provide leadership training opportunities to Fire Chiefs, invite motivational speakers

•

Consider extending some of the benefits that the RDFFG staff has such as extended
health benefits and post-traumatic stress counseling

71