Unveiling the Hidden Struggles of Volunteer Firefighters
Every citizen deserves fire and EMS services without interruption or reduced services and sustainable and pleasant non-hostile working environment for our volunteer firefighters, no matter who the elected officials, city manager, fire chief or EOC director are. Kenny R.
Problems and Solutions
#1-Problem Hidden Struggle
#1-Problem Hidden Struggle :
Have led to volunteer firefighters resigning both individually and complete departments.
The Challenges Facing Volunteer Firefighters
Volunteer firefighters are the backbone of many communities, yet they face immense challenges that contribute to their dwindling numbers. The demands of rigorous training, coupled with the lack of understanding from local officials, create a taxing environment. These dedicated individuals often juggle their firefighting duties with full-time jobs, leading to burnout and frustration. Additionally, political pressures and conflicting policies further complicate their mission to protect and serve. Understanding these hurdles is crucial in reversing the trend and ensuring the sustainability of volunteer firefighting.
R-E-S-P-E-C-T
The real reason firefighters quit: A lack of R-E-S-P-E-C-T. By Mark Klaene Otero County (N.M.) March 7, 2022
The real reason firefighters quit: A lack of respect
Aretha had it right – it’s all about R-E-S-P-E-C-T, which for us means improving relationships with other agencies and officials
March 07, 2022 12:03 PM
“While mass resignations can be prompted by several factors, I have witnessed several such situations where it came down to a fundamental lack of respect,” writes Klaene.
Photo/Getty Images
By Mark Klaene
We have been seeing a decline in volunteer fire service personnel for several years. However, recent events have seen some resignations or walkouts on larger scales than we have seen previously:
Entire Wash. city FD resigns in protest over mayor’s actions, funding issues
To better understand what is going on here, we need to look at people’s motives for becoming a firefighter in the first place.
Respect as a motivator
We may like to believe that every firefighter’s sole motive is the desire to serve the public. But the simple reality is many join the service for the badge, the excitement, the history or the adrenaline rush, to name just a few compelling reasons. And I should note that while career members have the added motive of salary, it isn’t always the most important factor to them.
When looking at why a single individual leaves the fire service, it is often the loss or change of one or more of their motivational factors for joining in the first place. But these reasons seldom cause resignations on such a large scale. While mass resignations can be prompted by several factors, I have witnessed several such situations where it came down to a fundamental lack of respect.
It’s important to underscore that respect isn’t a given. Respect must be earned, and it must be maintained. It is also a two-way street; we must give respect in order to receive it. Respect isn’t earned by putting on the gear or driving the big new flashy apparatus, and it isn’t earned by simply walking in the door of the station. Giving respect means understanding others positions and viewpoints even when we disagree. It means recognizing others’ position of authority, knowledge and experience. Mutual respect usually means you don’t get what you want all the time. Sometimes you lose, sometimes you win, and often it just leads to something in the middle. Mutual respect doesn’t mean you give up your authority, or you chose popularity over what is best. It does mean inclusion and consideration in the discussions.
Sources of disrespect
Disrespect can come from internal and/or external sources.
Internal disrespect: We sometimes fail to respect our fellow firefighters and officers, not recognizing their hardships or their abilities. Disrespect could come in the form of asking too much or not including each other in discussions and decisions.
This is the easiest for us to solve because it is in house. It is something that we ourselves are causing and should understand. All officers and other firefighters should have been there before and understand what we are all are going through.
The reason it often isn’t corrected is because we fail to see it, or more likely, egos get in the way. I was told many years ago, “we can do great things if we don’t care who gets credit for it.”
External disrespect: Disrespect from external sources – local government, other fire agencies, law enforcement or our citizens – is harder to address. Often the root of the problem can be similar – ego or “turf battles.”
Control is a divisive issue between fire and law enforcement agencies as well as elected officials. Training and working together on common issues as well as communication on and off scene are some of the best ways to develop mutual respect. Visit these agencies, find mutual agreement and issues, and work together to address them. Respect drives cooperation between others.
In my county, everything changed when a coordinator was hired to be the single point of communication among the fire service and outside agencies. This step effectively reduced chiefs to station captains. It took away their independence to deal with the state fire marshal, county commissioners, as well as the Bureau of Land Management and the USFS. They lost their ability to offer input for important decisions, missed feedback from these agencies and, in effect, lost their identity. While the intent was not to disrespect these chiefs, that was the end result they experienced. The first mass resignation came within a year. This situation unfortunately continues today and still causes many issues, including multiple resignations of junior and senior personnel.
Addressing external respect issues takes a lot of effort, and it is best done in groups, repeated constantly and consistently. Such issues can’t be addressed just by a chief officer; everyone from the probationary firefighter to the chief must work on these issues every time we interact.
The solutions here are not easy, as turf battles seem to be ingrained in many agencies. The bottom line is these agencies serve a valuable purpose; they have a job to do just like us. But they have different priorities and perspective than us. It doesn’t make wrong, just different. This doesn’t mean we can’t agree when necessary. If everyone always looks at what is best for our citizens as the primary goal, we will reach agreement.
Disrespect one of us, disrespect all of us
When it seems like these issues can’t be fixed, mass resignations or walkouts may appear to be the only way to get others’ attention or to try to force our will. Unfortunately, such actions usually work against us in the long run.
Most firefighters no longer expect a “thank you” at every turn. However, they do expect recognition for their work and sacrifices. Many members of outside agencies have no concept of the training, work and sacrifices that firefighters experience. How many birthdays, graduations and school programs did we miss over the years? Firefighters want to feel valued and appreciated for their work.
And specific to volunteers, a sure way to kill a volunteer’s motivation is to not use them. All firefighters go through a lot to get where they are, and they want to participate.
Disrespect one of us, and you disrespect all of us. We are a brotherhood and sisterhood. We are a team. Firefighting is bigger than the one. We train, operate and, in some cases live, sleep and eat together, and when disrespected, we all feel it.
Respect is a basic human need that is important to an individual’s self-esteem. We must work at getting respect, and we must work at giving respect. Every firefighter, every time. It must be done on and off duty. In the station and out. We need to perform at our best, be kind, courteous, respectful of everyone we interact with. We need to be united and speak up, and we need to remember why we are here and who we serve.
About the author
Mark Klaene retired from fire service in 2021 after 32 years. He served as chief of department for a combined 23 years in two volunteer fire departments and as a training officer in another. Klaene also served as president of the Otero County (N.M.) Fire Fighters Association for three years and is a certified Fire Instructor I, Fire Inspector II, VFIS instructor and a single engine resource crew boss. He served 13 years as a New Mexico State Police Type 3 SAR incident commander. Klaene holds a bachelor’s degree in mechanical engineering technology from the University of Cincinnati.
* Originally published in FireRescue1 March 2022
Political Pressure
Volunteer firefighters face political pressures that complicate their roles, making it difficult to focus solely on saving lives and property.
Conflicting Policies
Local government policies and/or management often clash with the operational needs of volunteer firefighters, hindering their ability to perform effectively.
Lack of Understanding
Many decision-makers lack insight into the unique challenges faced by volunteer firefighters, leading to inadequate support and resources.
#2 Educate the citizens of your community about the root issues.
Fire is Fast and Getting Faster
Posted: April 5, 2024
Public awareness of common fire risks is critical to saving lives and drastically reducing property loss. The public needs to understand that today’s structure fires can go from a small flame to flashover in just 3 to 5 minutes, leaving little time for escape.
Reference: U.S Fire Administration
Fire Safety Research Institute
Don’t Wait, Plan Ahead PSA
How fast can a fire spread in your home?
In a matter of moments, a small flame can grow rapidly, doubling in size within just 30 seconds, and within minutes, it can transform a cozy home into a blazing inferno. Respect and support for the brave volunteer firefighters who dedicate their lives to safeguarding our communities.
How fast can a fire spread in your home?
Understanding how fast a fire can spread in your home is crucial for every citizen, as it underscores the importance of fire safety and prevention. In just minutes, flames can engulf an entire room, fueled by common household materials that burn easily. This rapid spread emphasizes the need for smoke detectors, fire extinguishers, and an escape plan, allowing families to act swiftly in the face of danger. By educating ourselves and our communities about these risks, we not only protect our homes but also show support for the tireless efforts of volunteer firefighters who risk their lives to keep us safe. Together, we can create a safer environment and honor the sacrifices made by those who serve.
When Firefighters had enough!!!!
Politicians have neighboring fire departments cover while your firefighters are gone.
- Is this good enough?
- Due you have time to wait the additional time for the neighboring fire department to get to and your family?
Who manages and sets policies for your volunteer firefighters?
- Local Elected Officials.
- Fire Board or Commission
- Paid administration like city or county managers.
- Does the city or county manager pass it off to paid administration like emergency directors, fire marshal, paid fire chief. or ….
Have any of the above volunteered as a firefighter for over ten years, so they know what it entails for community safety?
Do they understand the challenges of volunteer firefighters VS career (paid) firefighters?
#3 Citizens MUST get involved.
Ways for citizens can help:
Bottom line
Volunteer firefighters win public trust.
Elected officials need public trust.
Citizens are the bridge—and the pressure point.
Community Group
Forming a community group will promote collaboration between officials and volunteer firefighters.
Advocate
It is easier to prevent dangerous policies than:
- To fix them after losing your home or life.
- All or most of the volunteer firefighters resign.
Organize Community Support
Start or support a “Friends of the Fire Department” (maybe even a 501(c)(3) non profit or similar advocacy group.
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Collect signatures for petitions supporting fair policies, adequate funding, or reasonable training and staffing requirements.
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Coordinate respectful, solutions-focused campaigns rather than confrontational ones.
#4 – Collaborative Effort:
Improving the situation requires a collaborative effort from citizens, policymakers, and firefighting organizations to address the root causes of the challenges and implement supportive measures.
Protect Firefighter Voices
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Support firefighters’ right to speak professionally and safely about policy impacts without fear of retaliation.
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Encourage transparent leadership and open communication between departments and governing bodies.
Focus on Collaboration, Not Conflict
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Frame community advocacy around public safety, sustainability, and fairness—not blame.
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Encourage compromise solutions that protect both fiscal responsibility and volunteer firefighter well-being.
Encourage R-E-S-P-E-C-T from
- Local elected officials
- Paid administration staff.
No individual or single group should have the power to decide polices affecting the life, property, and environment of the community.
Our Mission is to have an sustainable fire and EMS service, no matter who the elected officials, city manager and fire chief are, their MUST be a Collaborative Effort with all concerned individuals, groups or parties.
5 – Solutions and Mitigation PLAN
Volunteer firefighter’s concerns and mitigation advisory committee
Our Mission is to have an sustainable fire and EMS service, no matter who the elected officials, city manager and fire chief are, their MUST be a Collaborative Effort with all concerned individuals, groups or parties.
Your volunteer firefighters and community could benefit greatly from this committee.The fire department is a collective resource, and it can’t be dissolved by a single person or group. Furthermore, the money’s definitely accounted for.
5 – Solutions and Mitigation PLAN
Volunteer firefighter’s concerns and mitigation advisory committee
Kenny R, a volunteer firefighter with 37 years of experience, developed this plan. Read Bio click here.
I developed this website and plan to educate the citizens, elected officials, and paid administration about what is really happening in the volunteer fire service. I believe the only way to resolve this is with the citizens’ help and support. Remember, the volunteer firefighters are here for the citizens, but without the citizens’ support, there are no volunteer firefighters. I have lived a lot of these experiences that on this website tried to bring attention to local elected officials, but they did not even give me the time of day when I was a volunteer firefighter. They created roadblocks to shut us up but never came to the table to even listen to the concerns. Even though they have little to no training or experience in emergency response. Now, after 37 years of volunteer service, I have resigned. I’m bringing it to the attention of the citizens with possible solutions for the citizens. I continue to advocate for the volunteer firefighters at the local, state, and federal levels of government and the safety of the citizens they serve. Unfortunately, to this day I have been unsuccessful in having the local government come to the collaborative table even though the county I live in has the highest number of on-duty volunteer firefighter deaths in the state of New Mexico. I got my first training in firefighting in 1980 I received training in shipboard and aircraft firefighting by the US Navy. I learned that every sailor had some training in damage control and that is why even if our navy ships were hit, the sailors work as a team to get control of the damage; it did not matter what type of main job you had or your rank enlisted or officer it was all hands on deck to save the ship which in turned saved the lives of the sailors. Too bad all of us can’t come together and work as a team to provide the volunteer firefighters with a safe, non-hostile working environment. I got out of the navy and joined a volunteer fire department. Received training in structure firefighting and wildland firefighting. I became an adjunct instructor for the New Mexico State Fire Academy, then became a nationally certified instructor in Wildland and Incident Command. After several years of on the ground firefighting, I became an officer within the volunteer ranks up to assistant chief. On the Wildland side, I trained in ICS incident command and became a team member on national Type 1, 2, and 3 incident management teams. Which gave me experience not just with fires but hurricanes, large-scale sheltering for refugees, and the space shuttle Columbia recovery, traveling throughout the USA.
I had a great opportunity to work as a congressional staff member for our congressional representative. I learned uneducated policies affect the citizens of our county, and once they are in place, it is very difficult to change them.
So let’s all work as a team with respect to each other and give the volunteers a respectful place to do what they love and provide community service for life and property.
Kenny R
Retired volunteer firefighter.
No individual or single group should have the power to decide polices affecting the life, property, and environment of the community.
Our Mission is to have an sustainable fire and EMS service, no matter who the elected officials, city manager and fire chief are, their MUST be a Collaborative Effort with all concerned individuals, groups or parties.
Form a volunteer firefighter’s concerns and mitigation advisory committee.
Consider when communication blocks occur and/or policymakers cannot understand.
This happens when someone gets too much power:
- Blocks volunteer firefighters’ voices from being heard.
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Blocks elected officials concerns from being heard by the volunteer firefighters.
- Speaks on behalf of the firefighters instead of allowing the volunteer firefighters to address their concerns in person. This allows for a mass interruption of the root issues.
- Doesn’t ask for advice from people who have experience as volunteer firefighters.
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Turns real safety concerns into a personnel issue and does not address the root concern. And when things get terrible, it turns into “insubordination” and dismissal of the person bringing the concern to light.
If your local elected officials refuse to form a volunteer firefighter’s concerns and mitigation advisory committee.
- What are they afraid of?
- Don’t they desire a government that is transparent?
- Are they disregarding the safety of the citizens they serve?
- Are they wanting their city/county manager to oversee everything, follow only the manager, and disregard input from firefighters or citizens?
- Are fire funds all accounted for and open to the public for review?
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Local Government Type:
Council-Manager form of government, (New Mexico).
Where an elected City Council sets policy, and an appointed City Manager handles daily administration, hiring staff, implementing policies, and preparing the budget, blending political leadership with professional management. The Mayor and Council are policymakers, while the Manager serves at their pleasure, ensuring professional administration of city operations.
√ Means:
Checks and balances are so that no one person can make a major decision that could affect the life, safety, and property of the citizens within their community, encouraging local governments to have more information to make a decision that could affect the life, safety, and property of the citizens within their community.
Mayor’s Role (Executive)
√ Recommendations:
- Consider the volunteer firefighter’s concerns and the mitigation advisory committee’s recommendation.
General Supervision:
- Oversees the Fire Department, often appointing the Fire Chief (subject to council approval in some cases).
Hiring/Firing:
- Recommends to the city council’s hiring and fire department personnel
- Should have a hearing with the Volunteer Firefighter’s concerns and mitigation advisory committee.
Budget:
- Prepares the proposed budget, working with the Fire Chief.
City Council’s Role (Legislative)
√ Recommendations: Consider the Volunteer firefighter’s concerns and mitigation advisory committee recommendation.
Policy & Budget: Approves fire departments, authorizes positions, approves the budget, and sets overall policies.
Oversight: Receives reports from the Fire Chief on department status, fires, and losses.
Confirmation: May confirm the appointment of high-level officials, including the Fire Chief, depending on the city’s structure.
Volunteer firefighter’s concerns and mitigation advisory committee. (VFCMAC)
√ Establishing an open-door policy for all volunteer firefighters, citizens of the community, local elected officials, and paid administration can present a concern without fear of retaliation. Collaboration is required so that all parties address their concerns and suggestions.
√ Establish a website outside of local government control. To encourage transparency without the Freedom of Information Act being requested by an individual in the community.
√ Items to post on the website:
√ Bank Statement
√ Fire department budget
√All grants received, expenditures of funds, and status of grants for completion.
√Fire calls responded to and number of firefighters on each call.
√Total number of current firefighters and build a chart showing the increase or decrease in the number of firefighters.
Financial and administrative duties
√ Budgeting: Review annual budgets and strategic plans for the fire department.
√ Financial oversight: Audit claims, review financial procedures, and secure insurance.
√ Policy development: Review and recommend policies and rules to govern the fire department.
Strategic planning provides administrative oversight and reviews the long-term strategic direction for the district
√ Bank Account: All fire funds should be deposited in a separate bank account from the city’s general bank accounts.
Personnel management:
The VFCMAC recommends the person to be hired as fire chief. Approved by the City Council members.
The VFCMAC chief recommends fire officers for promotions. Fire officers approved by the Fire Commission.
Fire members vote to accept a new volunteer firefighter on probation.
Fire members vote to accept a probationally firefighter as a full member of the Fire Department.
Personnel Issues. The VFCMAC is to handle all issues with paid and volunteer personnel. Then send recommendations to the city council.
√ To conduct hearings and recommend discipline, including demotions.
Community and legal duties:
√ Public accountability: Inform the public about district matters and decide based on the needs of the community.
Compliance: Ensure the fire department complies with all state and federal mandates.
Intergovernmental relations: Work with other agencies on mutual aid agreements and other collaborations.
Emergency Operations Center (EOC)
- Primary Role: Coordinate resources and provide strategic support for the incident.
- Location: A centralized location away from the immediate incident scene.
- Responsibility: Broader support, setting jurisdictional objectives, and ensuring business continuity.
- Interaction: Supports the Incident Commander; communicates with the ICP and other agencies.
CITY FIRE CHIEF:
√Reports to committee (monthly):
√Total number of calls and type of call. (itemized)
√How many personnel responded on each call.
√Expenditures of any fire funds for the month.
Fire Department Training Standards:
Development of fire positions within the department.
Set training standards and requirements for each fire/EMS position.
Development of support positions.
Set training standards and requirements for each support position.
SOG’s (Standard Operating Guide) and SOP’s (Standard Operating Procedures) for the department:
Take the current SOP’s and SOG’s for review.
Take input to update SOP’s and SOG’s
Keep SOP’s and SOG’ current.
Develop a guide for the fire department to update the SOP’s and SOG’s
Handling day-to-day command, training, equipment, and reporting to the council on departmental needs and performance.
CITY TREASURE
√ Bank Statement:
- Must be presented monthly to the City Mayor and Council, Volunteer Firefighter’s Concerns and Mitigation Advisory Committee, and Fire Chief
√Bank Account:
- All fire funds should be deposited in a separate bank account from the city’s general bank accounts.
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Consider large grants over $300,000 to be in a separate bank account.
- Bank statements are to be published every month for public review.
√Fire Funds:
- The fire chief must sign for all expenditures of fire funds.
Compliance:
Ensures all fire funds financial activities comply with local, state, and federal laws and accounting principles.
Record Keeping:
Maintains accurate financial records of all fire funds, including receipts, warrants, and accounting for all funds.
Incident Commander (IC)
Primary Role: Direct, tactical management of the incident on scene.
Location: Incident Command Post (ICP).
Responsibility: Overall command, strategy, resource allocation, and management of all incident functions.
Interaction: Receives support from the EOC; communicates directly with the EOC Director for updates and resource needs.
Mayor’s Role (Executive)
√ Recommendations:
- Consider the Volunteer firefighter’s concerns and mitigation advisory committee recommendation.
General Supervision:
- Oversees the Fire Department, often appointing the Fire Chief (subject to council approval in some cases).
-
Hiring/Firing:
-
Recommends to the city Council’s to hire and fire department personnel,
-
Should have a hearing with the Volunteer firefighter’s concerns and mitigation advisory committee.
-
Budget:
- Prepares the proposed budget, working with the Fire Chief.
City Council’s Role (Legislative)
-
√ Recommendations: Consider the Volunteer firefighter’s concerns and mitigation advisory committee recommendation.
- Policy & Budget: Approves fire departments, authorizes positions, approves the budget, and sets overall policies.
-
Oversight: Receives reports from the Fire Chief on department status, fires, and losses.
- Confirmation: May confirm the appointment of high-level officials, including the Fire Chief, depending on the city’s structure.
Volunteer firefighter’s concerns and mitigation advisory committee
√ Establishing an open-door policy for all volunteer firefighters, citizens of the community, local elected officials, and paid administration can present a concern without fear of retaliation. Collaboration is required so all parties address their concerns and suggestions.
√ Establish a website outside of local government control. To encourage transparency without the Freedom of Information Act being requested by an individual of the community.
.√Items to post on the website:
- √Bank Statement
- √Fire department budget
- √All grants received, expenditures of funds, and status of grants for completion.
- √Fire calls responded to and number of firefighters on each call.
- √Total number of current firefighters and build a chart showing the increase or decrease in numbers of firefighters.
Financial and administrative duties
-
√ Budgeting: Review annual budgets and strategic plans for fire department.
-
√ Financial oversight: Audit claims, review financial procedures, and secure insurance.
-
√ Policy development: Review and recommend policies and rules to govern the fire department.
- Strategic planning: Provide administrative oversight and review the long-term strategic direction for the district
-
√ Bank Account: All fire funds should be deposited in a separate bank account form the city’s general bank accounts.
-
Personnel management:
-
Fire commission recommends the person to be hired as fire chief. Approved by the City commission.
-
Fire chief recommends fire officers for promotions. Fire Approved by the Fire Commission.
-
Fire members vote to except new volunteer firefighter on probation.
-
Fire members vote to accept a probational firefighter as a full member of the Fire Department.
-
Personnel Issues. The fire commissioners is in charge of handling all issues with paid
and volunteer personnel. -
√ To conduct hearings and recommend discipline, including demotions.
-
Community and legal duties:
-
√ Public accountability: Inform the public about district matters and make decisions based on the needs of the community.
-
Compliance: Ensure the fire department complies with all state and federal mandates.
- Intergovernmental relations: Work with other agencies on mutual aid agreements and other collaborations. —
Emergency Operations Center (EOC)
Primary Role: Coordinate resources and provide strategic support for the incident.
Location: A centralized location away from the immediate incident scene.
Responsibility: Broader support, setting jurisdictional objectives, and ensuring business continuity.
Interaction: Supports the Incident Commander; communicates with the ICP and other agencies.
CITY FIRE CHIEF
√Reports to committee (monthly):
-
√Total number of calls and type of call. (itemized)
-
√How many personnel responded on each call.
-
√Expenditures of any fire funds for the month.
Fire Department Training Standards:
-
Development of fire positions within the department.
-
Set training standards and requirement for each fire/ems position.
-
Development of support positions.
-
Set training standards and requirement for each support position.
SOG’s (Standard Operating Guide) and SOP’s (Standard operating Procedures) for the department:
-
Take current SOP’s and SOG’s for review.
-
Take input to update Sop’s and SOG’s
-
Keep SOP’s and SOG’ current.
-
Develop a guide for fire department to update the SOP’s and SOG’s
Handling day-to-day command, training, equipment, and reporting to the council on departmental needs and performance
CITY TREASURE
√ Bank Statement:
Must be presented monthly to the City Mayor and Council, Volunteer firefighter’s concerns and mitigation advisory committee, and Fire Chief
√Bank Account:
All fire funds should be deposited in a separate bank account form the city’s general bank accounts.
√Fire Funds:
The fire chief must sign for all expenditures of fire funds.
Compliance:
Ensures all fire funds financial activities comply with local, state, and federal laws and accounting principles.
Record Keeping:
Maintains accurate financial records, of all fire funds including receipts, warrants, and accounting for all funds.
Incident Commander (IC)
Primary Role: Direct, tactical management of the incident on scene.
Location: Incident Command Post (ICP).
Responsibility: Overall command, strategy, resource allocation, and management of all incident functions.
Interaction: Receives support from the EOC; communicates directly with the EOC Director for updates and resource needs.
Volunteer firefighter’s concerns and mitigation advisory committee,
Requirements to serve, SOG’s and SOP’s.
Overview
The Volunteer firefighter’s concerns and mitigation advisory committee will serve as an oversight for emergency services and public safety, with concerns for the volunteer firefighter and the public.
4 persons advisory committee
- Member #1&2 – Voting-Must have a permanent home within the city of _________________ boundary. Meet Common and Training Requirements.
- Member #3 – Voting- Must have a permanent home within the city of ____________ boundary or within the fire district. Meet Common and Training Requirements.
- Member # 4 a non-voting member, does not meet Common and Training Requirements. This person is to help the commission understand other views, other than firefighting. This is an advisory and visionary position.
- The Volunteer firefighter’s concerns and mitigation advisory committee. (VFCMAC) will NOT have a chairperson.
- The 3 voting Volunteer firefighter’s concerns and mitigation advisory committee. (VFCMAC) will work as a unified command. Which means all Volunteer firefighter’s concerns and mitigation advisory committee members are equal. The non-voting member will be an advisory position.
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The method used to select Volunteer firefighter’s concerns and mitigation advisory committee members:
The mayor recommends a candidate for appointment to Volunteer firefighter’s concerns and mitigation advisory committee.
Candidates to be sent to the city council for final approval.
Common requirements:
- Permanent Home : Must be a legal resident of the city or fire district for a specific period (e.g., five years) and must spend at least 185 days per year in the home.
- Citizenship: Must be a United States citizen.
- Experience: Must have served a minimum of 10 years prefer 15+ as a volunteer firefighter on a volunteer fire department.
- Age: Must meet a minimum age requirement, such as 21 years old.
- Character: Must have good moral character.
- No conflicts of interest: May not be an active member of any fire department or receive a salary from any city, county, or NM State. Their spouse or significant other may not be employed by the City or County.
- Skills: While not a formal requirement for selection, commissioners are expected to understand financial matters, public relations, and have strong communication and organizational skills.
Experience (for voting members of the fire advisory committee):
- Experience (for voting members of the Volunteer Firefighter’s Concerns and Mitigation Advisory Committee):
- Must have served a minimum of 10 or preferred 15+ years or more as a volunteer firefighter on a volunteer fire department.
- Completion of the New Mexico Structural Firefighter Task Book or certification of Firefighter II or interdepartmental training to the same level to meet the task book.
- Preferred experience as an officer on a volunteer fire department.
Training requirements (for voting members of the fire advisory committee):
Required:
- Firefighter II Certification. (80 hrs) or state task book
- IS-100 or ICS-100 Introduction to the Incident Command System (2 hrs)
- IS-200.or ICS-200: Basic Incident Command System for Initial Response, ICS-200 (4 hrs)
- IS-700.B: An Introduction to the National Incident Management System (3.5 hrs)
- IS-800.D: National Response Framework, An Introduction (3hr)
- IS-908: Emergency Management for Senior Officials (1hr)
Suggested:
- IS-230.E: Fundamentals of Emergency Management (6hr)
- IS-235.C: Emergency Planning (5 hrs)
- IS-242.C: Effective Communication (8 hrs)
- IS-241.C: Decision Making and Problem Solving (2 hrs)
- IS-552: The Public Works Role in Emergency Management (2 hrs)
- IS-909: Community Preparedness: Implementing Simple Activities for Everyone (1hr)
- IS-906: Workplace Security Awareness (1hr)
- IS-915: Protecting Critical Infrastructure Against Insider Threats (1hr)
- IS-1024: Water and Wastewater Treatment System Considerations (3hrs)
- IS-1171.A: Introduction to the Risk Management Process (1hr)
- IS-1300.A: Introduction to Continuity (1hr)
- IS-2200: Basic Emergency Operations Center Functions (4hrs)
- IS-2901: Introduction to Community Lifelines (1hr)
The method used to select Volunteer firefighter’s concerns and mitigation advisory committee members:
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Mayor recommends candidate for appointment to Fire commission.
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Candidate to send to city conical for final approval.
Common requirements:
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Permanent Home : Must be a legal resident of the city or fire district for a specific period (e.g., five years) and must spend at least 185 days per year in the home.
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Citizenship: Must be a United States citizen.
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Experience: Must have served a minimum of 10 years prefer 15+ as a volunteer firefighter on a volunteer fire department.
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Age: Must meet a minimum age requirement, such as 21 years old.
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Character: Must have good moral character.
-
No conflicts of interest: May not be an active member of any fire department or receive a salary from any city, county, or NM State. Their spouse or significant other may not be employed by the City or County.
-
Skills: While not a formal requirement for selection, commissioners are expected to understand financial matters, public relations, and have strong communication and organizational skills.
Experience (for voting member of Fire committee):
Experience (for voting member of Fire committee):
-
Must have served a minimum of 10 or preferred 15+ years or more as a volunteer firefighter on a volunteer fire department.
-
Completion of the New Mexico Structural Firefighter Task book or Certification of Fighter II or inter department training to the same level to meet the task book.
-
Preferred experience as an officer on a volunteer fire department.
4 persons committee:
-
Member #1&2 – Voting-Must be have permanent home within the city of _________________ boundary. Meet Common and Training Requirements.
-
Member #3 – Voting- Must be have permanent home within the city of ____________ boundary or with the fire district. Meet Common and Training Requirements.
-
Member # 4 NON-Voting member does not meet Common and Training Requirements. This person is to help the commission understand other views other the Firefighting. This is a advisory and visionary position.
-
The Fire committee will NOT have Chairperson.
-
The 3 voting Fire committee will work as a unified command. Which mean all Fire committee are equal. The non-voting member will be an advisory postilion.
Training requirements (for voting member of Fire committee):
Required:
-
Firefighter II Certification. (80 hrs) or state task book
-
IS-100 or ICS-100 Introduction to the Incident Command System (2 hrs)
-
IS-200.or ICS-200: Basic Incident Command System for Initial Response, ICS-200 (4 hrs)
-
IS-700.B: An Introduction to the National Incident Management System (3.5 hrs)
-
IS-800.D: National Response Framework, An Introduction (3hr)
-
IS-908: Emergency Management for Senior Officials (1hr)
Suggested:
-
IS-241.C: Decision Making and Problem Solving (2 hrs)
-
IS-552: The Public Works Role in Emergency Management (2 hrs)
-
IS-909: Community Preparedness: Implementing Simple Activities for Everyone (1hr)
-
IS-915: Protecting Critical Infrastructure Against Insider Threats (1hr)
-
IS-1024: Water and Wastewater Treatment System Considerations (3hrs)
-
IS-1171.A: Introduction to the Risk Management Process (1hr)
-
IS-2200: Basic Emergency Operations Center Functions (4hrs)
Local Government Type:
Council-Manager form of government, (New Mexico).
Where an elected City Council sets policy, and an appointed City Manager handles daily administration, hiring staff, implementing policies, and preparing the budget, blending political leadership with professional management. The Mayor and Council are policymakers, while the Manager serves at their pleasure, ensuring professional administration of city operations.
√ Means:
Checks and balances are so that no one person can make a major decision that could affect the life, safety, and property of the citizens within their community, encouraging local governments to have more information to make a decision that could affect the life, safety, and property of the citizens within their community.
Mayor’s Role (Executive)
√ Recommendations:
- Consider the volunteer firefighter’s concerns and the mitigation advisory committee’s recommendation.
General Supervision:
- Oversees the Fire Department, often appointing the Fire Chief (subject to council approval in some cases).
Hiring/Firing:
- Recommends to the city council’s hiring and fire department personnel
- Should have a hearing with the Volunteer Firefighter’s concerns and mitigation advisory committee.
Budget:
- Prepares the proposed budget, working with the Fire Chief.
City Council’s Role (Legislative)
√ Recommendations: Consider the Volunteer firefighter’s concerns and mitigation advisory committee recommendation.
Policy & Budget: Approves fire departments, authorizes positions, approves the budget, and sets overall policies.
Oversight: Receives reports from the Fire Chief on department status, fires, and losses.
Confirmation: May confirm the appointment of high-level officials, including the Fire Chief, depending on the city’s structure.
Volunteer firefighter’s concerns and mitigation advisory committee. (VFCMAC)
√ Establishing an open-door policy for all volunteer firefighters, citizens of the community, local elected officials, and paid administration can present a concern without fear of retaliation. Collaboration is required so that all parties address their concerns and suggestions.
√ Establish a website outside of local government control. To encourage transparency without the Freedom of Information Act being requested by an individual in the community.
√ Items to post on the website:
√ Bank Statement
√ Fire department budget
√All grants received, expenditures of funds, and status of grants for completion.
√Fire calls responded to and number of firefighters on each call.
√Total number of current firefighters and build a chart showing the increase or decrease in the number of firefighters.
Financial and administrative duties
√ Budgeting: Review annual budgets and strategic plans for the fire department.
√ Financial oversight: Audit claims, review financial procedures, and secure insurance.
√ Policy development: Review and recommend policies and rules to govern the fire department.
Strategic planning provides administrative oversight and reviews the long-term strategic direction for the district
√ Bank Account: All fire funds should be deposited in a separate bank account from the city’s general bank accounts.
Personnel management:
The VFCMAC recommends the person to be hired as fire chief. Approved by the City Council members.
The VFCMAC chief recommends fire officers for promotions. Fire officers approved by the Fire Commission.
Fire members vote to accept a new volunteer firefighter on probation.
Fire members vote to accept a probationally firefighter as a full member of the Fire Department.
Personnel Issues. The VFCMAC is to handle all issues with paid and volunteer personnel. Then send recommendations to the city council.
√ To conduct hearings and recommend discipline, including demotions.
Community and legal duties:
√ Public accountability: Inform the public about district matters and decide based on the needs of the community.
Compliance: Ensure the fire department complies with all state and federal mandates.
Intergovernmental relations: Work with other agencies on mutual aid agreements and other collaborations.
Emergency Operations Center (EOC)
- Primary Role: Coordinate resources and provide strategic support for the incident.
- Location: A centralized location away from the immediate incident scene.
- Responsibility: Broader support, setting jurisdictional objectives, and ensuring business continuity.
- Interaction: Supports the Incident Commander; communicates with the ICP and other agencies.
CITY FIRE CHIEF:
√Reports to committee (monthly):
√Total number of calls and type of call. (itemized)
√How many personnel responded on each call.
√Expenditures of any fire funds for the month.
Fire Department Training Standards:
Development of fire positions within the department.
Set training standards and requirements for each fire/EMS position.
Development of support positions.
Set training standards and requirements for each support position.
SOG’s (Standard Operating Guide) and SOP’s (Standard Operating Procedures) for the department:
Take the current SOP’s and SOG’s for review.
Take input to update SOP’s and SOG’s
Keep SOP’s and SOG’ current.
Develop a guide for the fire department to update the SOP’s and SOG’s
Handling day-to-day command, training, equipment, and reporting to the council on departmental needs and performance.
CITY TREASURE
√ Bank Statement:
- Must be presented monthly to the City Mayor and Council, Volunteer Firefighter’s Concerns and Mitigation Advisory Committee, and Fire Chief
√Bank Account:
- All fire funds should be deposited in a separate bank account from the city’s general bank accounts.
-
Consider large grants over $300,000 to be in a separate bank account.
- Bank statements are to be published every month for public review.
√Fire Funds:
- The fire chief must sign for all expenditures of fire funds.
Compliance:
Ensures all fire funds financial activities comply with local, state, and federal laws and accounting principles.
Record Keeping:
Maintains accurate financial records of all fire funds, including receipts, warrants, and accounting for all funds.
Incident Commander (IC)
Primary Role: Direct, tactical management of the incident on scene.
Location: Incident Command Post (ICP).
Responsibility: Overall command, strategy, resource allocation, and management of all incident functions.
Interaction: Receives support from the EOC; communicates directly with the EOC Director for updates and resource needs.
Mayor’s Role (Executive)
√ Recommendations:
- Consider the Volunteer firefighter’s concerns and mitigation advisory committee recommendation.
General Supervision:
- Oversees the Fire Department, often appointing the Fire Chief (subject to council approval in some cases).
-
Hiring/Firing:
-
Recommends to the city Council’s to hire and fire department personnel,
-
Should have a hearing with the Volunteer firefighter’s concerns and mitigation advisory committee.
-
Budget:
- Prepares the proposed budget, working with the Fire Chief.
City Council’s Role (Legislative)
-
√ Recommendations: Consider the Volunteer firefighter’s concerns and mitigation advisory committee recommendation.
- Policy & Budget: Approves fire departments, authorizes positions, approves the budget, and sets overall policies.
-
Oversight: Receives reports from the Fire Chief on department status, fires, and losses.
- Confirmation: May confirm the appointment of high-level officials, including the Fire Chief, depending on the city’s structure.
Volunteer firefighter’s concerns and mitigation advisory committee
√ Establishing an open-door policy for all volunteer firefighters, citizens of the community, local elected officials, and paid administration can present a concern without fear of retaliation. Collaboration is required so all parties address their concerns and suggestions.
√ Establish a website outside of local government control. To encourage transparency without the Freedom of Information Act being requested by an individual of the community.
.√Items to post on the website:
- √Bank Statement
- √Fire department budget
- √All grants received, expenditures of funds, and status of grants for completion.
- √Fire calls responded to and number of firefighters on each call.
- √Total number of current firefighters and build a chart showing the increase or decrease in numbers of firefighters.
Financial and administrative duties
-
√ Budgeting: Review annual budgets and strategic plans for fire department.
-
√ Financial oversight: Audit claims, review financial procedures, and secure insurance.
-
√ Policy development: Review and recommend policies and rules to govern the fire department.
- Strategic planning: Provide administrative oversight and review the long-term strategic direction for the district
-
√ Bank Account: All fire funds should be deposited in a separate bank account form the city’s general bank accounts.
-
Personnel management:
-
Fire commission recommends the person to be hired as fire chief. Approved by the City commission.
-
Fire chief recommends fire officers for promotions. Fire Approved by the Fire Commission.
-
Fire members vote to except new volunteer firefighter on probation.
-
Fire members vote to accept a probational firefighter as a full member of the Fire Department.
-
Personnel Issues. The fire commissioners is in charge of handling all issues with paid
and volunteer personnel. -
√ To conduct hearings and recommend discipline, including demotions.
-
Community and legal duties:
-
√ Public accountability: Inform the public about district matters and make decisions based on the needs of the community.
-
Compliance: Ensure the fire department complies with all state and federal mandates.
- Intergovernmental relations: Work with other agencies on mutual aid agreements and other collaborations. —
Emergency Operations Center (EOC)
Primary Role: Coordinate resources and provide strategic support for the incident.
Location: A centralized location away from the immediate incident scene.
Responsibility: Broader support, setting jurisdictional objectives, and ensuring business continuity.
Interaction: Supports the Incident Commander; communicates with the ICP and other agencies.
CITY FIRE CHIEF
√Reports to committee (monthly):
-
√Total number of calls and type of call. (itemized)
-
√How many personnel responded on each call.
-
√Expenditures of any fire funds for the month.
Fire Department Training Standards:
-
Development of fire positions within the department.
-
Set training standards and requirement for each fire/ems position.
-
Development of support positions.
-
Set training standards and requirement for each support position.
SOG’s (Standard Operating Guide) and SOP’s (Standard operating Procedures) for the department:
-
Take current SOP’s and SOG’s for review.
-
Take input to update Sop’s and SOG’s
-
Keep SOP’s and SOG’ current.
-
Develop a guide for fire department to update the SOP’s and SOG’s
Handling day-to-day command, training, equipment, and reporting to the council on departmental needs and performance
CITY TREASURE
√ Bank Statement:
Must be presented monthly to the City Mayor and Council, Volunteer firefighter’s concerns and mitigation advisory committee, and Fire Chief
√Bank Account:
All fire funds should be deposited in a separate bank account form the city’s general bank accounts.
√Fire Funds:
The fire chief must sign for all expenditures of fire funds.
Compliance:
Ensures all fire funds financial activities comply with local, state, and federal laws and accounting principles.
Record Keeping:
Maintains accurate financial records, of all fire funds including receipts, warrants, and accounting for all funds.
Incident Commander (IC)
Primary Role: Direct, tactical management of the incident on scene.
Location: Incident Command Post (ICP).
Responsibility: Overall command, strategy, resource allocation, and management of all incident functions.
Interaction: Receives support from the EOC; communicates directly with the EOC Director for updates and resource needs.
Volunteer firefighter’s concerns and mitigation advisory committee,
Requirements to serve, SOG’s and SOP’s.
Overview
The Volunteer firefighter’s concerns and mitigation advisory committee will serve as an oversight for emergency services and public safety, with concerns for the volunteer firefighter and the public.
4 persons advisory committee
- Member #1&2 – Voting-Must have a permanent home within the city of _________________ boundary. Meet Common and Training Requirements.
- Member #3 – Voting- Must have a permanent home within the city of ____________ boundary or within the fire district. Meet Common and Training Requirements.
- Member # 4 a non-voting member, does not meet Common and Training Requirements. This person is to help the commission understand other views, other than firefighting. This is an advisory and visionary position.
- The Volunteer firefighter’s concerns and mitigation advisory committee. (VFCMAC) will NOT have a chairperson.
- The 3 voting Volunteer firefighter’s concerns and mitigation advisory committee. (VFCMAC) will work as a unified command. Which means all Volunteer firefighter’s concerns and mitigation advisory committee members are equal. The non-voting member will be an advisory position.
.
The method used to select Volunteer firefighter’s concerns and mitigation advisory committee members:
The mayor recommends a candidate for appointment to Volunteer firefighter’s concerns and mitigation advisory committee.
Candidates to be sent to the city council for final approval.
Common requirements:
- Permanent Home : Must be a legal resident of the city or fire district for a specific period (e.g., five years) and must spend at least 185 days per year in the home.
- Citizenship: Must be a United States citizen.
- Experience: Must have served a minimum of 10 years prefer 15+ as a volunteer firefighter on a volunteer fire department.
- Age: Must meet a minimum age requirement, such as 21 years old.
- Character: Must have good moral character.
- No conflicts of interest: May not be an active member of any fire department or receive a salary from any city, county, or NM State. Their spouse or significant other may not be employed by the City or County.
- Skills: While not a formal requirement for selection, commissioners are expected to understand financial matters, public relations, and have strong communication and organizational skills.
Experience (for voting members of the fire advisory committee):
- Experience (for voting members of the Volunteer Firefighter’s Concerns and Mitigation Advisory Committee):
- Must have served a minimum of 10 or preferred 15+ years or more as a volunteer firefighter on a volunteer fire department.
- Completion of the New Mexico Structural Firefighter Task Book or certification of Firefighter II or interdepartmental training to the same level to meet the task book.
- Preferred experience as an officer on a volunteer fire department.
Training requirements (for voting members of the fire advisory committee):
Required:
- Firefighter II Certification. (80 hrs) or state task book
- IS-100 or ICS-100 Introduction to the Incident Command System (2 hrs)
- IS-200.or ICS-200: Basic Incident Command System for Initial Response, ICS-200 (4 hrs)
- IS-700.B: An Introduction to the National Incident Management System (3.5 hrs)
- IS-800.D: National Response Framework, An Introduction (3hr)
- IS-908: Emergency Management for Senior Officials (1hr)
Suggested:
- IS-230.E: Fundamentals of Emergency Management (6hr)
- IS-235.C: Emergency Planning (5 hrs)
- IS-242.C: Effective Communication (8 hrs)
- IS-241.C: Decision Making and Problem Solving (2 hrs)
- IS-552: The Public Works Role in Emergency Management (2 hrs)
- IS-909: Community Preparedness: Implementing Simple Activities for Everyone (1hr)
- IS-906: Workplace Security Awareness (1hr)
- IS-915: Protecting Critical Infrastructure Against Insider Threats (1hr)
- IS-1024: Water and Wastewater Treatment System Considerations (3hrs)
- IS-1171.A: Introduction to the Risk Management Process (1hr)
- IS-1300.A: Introduction to Continuity (1hr)
- IS-2200: Basic Emergency Operations Center Functions (4hrs)
- IS-2901: Introduction to Community Lifelines (1hr)
The method used to select Volunteer firefighter’s concerns and mitigation advisory committee members:
-
Mayor recommends candidate for appointment to Fire commission.
-
Candidate to send to city conical for final approval.
Common requirements:
-
Permanent Home : Must be a legal resident of the city or fire district for a specific period (e.g., five years) and must spend at least 185 days per year in the home.
-
Citizenship: Must be a United States citizen.
-
Experience: Must have served a minimum of 10 years prefer 15+ as a volunteer firefighter on a volunteer fire department.
-
Age: Must meet a minimum age requirement, such as 21 years old.
-
Character: Must have good moral character.
-
No conflicts of interest: May not be an active member of any fire department or receive a salary from any city, county, or NM State. Their spouse or significant other may not be employed by the City or County.
-
Skills: While not a formal requirement for selection, commissioners are expected to understand financial matters, public relations, and have strong communication and organizational skills.
Experience (for voting member of Fire committee):
Experience (for voting member of Fire committee):
-
Must have served a minimum of 10 or preferred 15+ years or more as a volunteer firefighter on a volunteer fire department.
-
Completion of the New Mexico Structural Firefighter Task book or Certification of Fighter II or inter department training to the same level to meet the task book.
-
Preferred experience as an officer on a volunteer fire department.
4 persons committee:
-
Member #1&2 – Voting-Must be have permanent home within the city of _________________ boundary. Meet Common and Training Requirements.
-
Member #3 – Voting- Must be have permanent home within the city of ____________ boundary or with the fire district. Meet Common and Training Requirements.
-
Member # 4 NON-Voting member does not meet Common and Training Requirements. This person is to help the commission understand other views other the Firefighting. This is a advisory and visionary position.
-
The Fire committee will NOT have Chairperson.
-
The 3 voting Fire committee will work as a unified command. Which mean all Fire committee are equal. The non-voting member will be an advisory postilion.
Training requirements (for voting member of Fire committee):
Required:
-
Firefighter II Certification. (80 hrs) or state task book
-
IS-100 or ICS-100 Introduction to the Incident Command System (2 hrs)
-
IS-200.or ICS-200: Basic Incident Command System for Initial Response, ICS-200 (4 hrs)
-
IS-700.B: An Introduction to the National Incident Management System (3.5 hrs)
-
IS-800.D: National Response Framework, An Introduction (3hr)
-
IS-908: Emergency Management for Senior Officials (1hr)
Suggested:
-
IS-241.C: Decision Making and Problem Solving (2 hrs)
-
IS-552: The Public Works Role in Emergency Management (2 hrs)
-
IS-909: Community Preparedness: Implementing Simple Activities for Everyone (1hr)
-
IS-915: Protecting Critical Infrastructure Against Insider Threats (1hr)
-
IS-1024: Water and Wastewater Treatment System Considerations (3hrs)
-
IS-1171.A: Introduction to the Risk Management Process (1hr)
-
IS-2200: Basic Emergency Operations Center Functions (4hrs)
How can indivuals and groups support the volunteer firefighter’s concerns and mitigation advisory committee.
Solutions and Mitigation – Citizens
Concerns and mitigation advisory committee
Form a volunteer firefighter’s concerns and mitigation advisory committee.
Make the Volunteers’ Value Unignorable
Officials can ignore complaints; they struggle to ignore public respect.
-
Show up to drills, fundraisers, open houses, and town events
-
Write letters to the editor or community posts highlighting specific volunteer contributions (response times, lives saved, coverage gaps)
-
Publicly thank volunteers at council meetings or community forums (on record)
👉 This reframes the issue from “internal department conflict” to community safety.
Organize Citizens, Not Just Firefighters
Officials can portray firefighters as “self-interested.” Citizens undercut that narrative.
-
Form a community safety or fire support committee
-
Collect signatures for a formal petition
-
Coordinate speakers so multiple residents address the same issue at meetings
Quantity + consistency matters more than volume.
Volunteer Firefighters:
Concerns and mitigation advisory committee
Volunteer firefighters can show respect and build strong, productive relationships with local elected officials by being intentional, professional, and collaborative. Here are practical, respectful ways to do that—while also helping officials better understand public safety needs:
Communicate Proactively and Clearly
-
Introduce yourselves early in an official’s term and explain your mission, coverage area, and challenges.
-
Share concise, non-technical updates about call volume, response times, training, and equipment needs.
-
Avoid surprises—if an issue is coming (budget, staffing, apparatus), brief officials ahead of time.
- —-
Invite Officials to Experience the Department
-
Invite them to:
-
Station tours
-
Training nights
-
Ride-alongs (where appropriate and safe)
-
Community events or open houses
-
-
Seeing operations firsthand helps officials understand why safety investments matter.
- —
Bottom line:
Respect is shown through professionalism, transparency, listening, and collaboration. When volunteer firefighters treat elected officials as partners in public safety—and help them understand risks and solutions—everyone benefits, especially the community.
Elected Officials
Lack of Understanding
Elected officials can improve their understanding of the unique challenges faced by volunteer firefighters—and provide better support—by taking deliberate, practical steps to learn from them and include them in decision-making. Here are clear, effective ways to do that:
Form a volunteer firefighter’s concerns and mitigation advisory committee.
-
Create advisory boards made up of volunteer firefighters and fire chiefs.
-
Use these committees to review proposed policies, budgets, and emergency-response plans before decisions are finalized.
Formal Listening Sessions (workshops)
-
Host regular town halls or roundtable discussions specifically for volunteer firefighters.
-
Encourage open discussion about staffing shortages, funding gaps, equipment needs, and time demands on volunteers.
-
Ensure feedback is documented and followed up with action.
Budget Transparency and Collaboration
-
Involve volunteer departments early in budget planning.
-
Clearly explain funding constraints while also listening to department priorities.
-
Explore grants, shared services, and regional cooperation to stretch resources.
By actively listening, learning from real-world experience, and treating volunteer firefighters as essential partners, elected officials can move from misunderstanding to meaningful support—and ultimately improve public safety for everyone.
Paid Administration
R-E-S-P-E-C-T
Paid administration can show genuine respect for local volunteer firefighters by backing words with consistent, visible actions. Here are practical, meaningful ways to do that:
Encourage the elected official to form a volunteer firefighter’s concerns and mitigation advisory committee.
- This should not be a concern for you unless you are unsure of your work ethic or you are a micromanager.
- Volunteer firefighters require different types of management skills; they require unique management skills.
- Embrace the volunteer firefighter’s concerns and mitigation advisory committee.
- Become part of the team for the community.
Respect Their Time and Service
-
Avoid excessive paperwork or meetings that don’t add value.
-
Be flexible with training schedules and deadlines.
-
Acknowledge that volunteers are donating time that others are paid for.
Listen—and Act
-
Regularly ask volunteers what they need and what’s not working.
-
Take feedback seriously and show how it influences decisions.
-
If something can’t be done, explain why honestly.
At its core, respect means recognizing that volunteer firefighters are not “free labor,” but trained professionals who choose to serve their community. When administration demonstrates that understanding through action, trust and morale follow.
Understanding the Volunteer Firefighter Crisis
Volunteer firefighters are essential yet face numerous challenges that threaten their numbers. Here, we address some common questions to shed light on their struggles.
Why are volunteer firefighters quitting?
Many volunteer firefighters are leaving due to the overwhelming demands of training, lack of support and respect from local governments, and the stress of balancing their duties with personal lives.
How do local policies affect volunteer firefighters?
Local policies often fail to consider the unique needs of volunteer firefighters, imposing unrealistic expectations and creating barriers that hinder their ability to serve effectively.
What impact does political pressure have on volunteer firefighters?
Political pressure can lead to:
- Policies that are not conducive to the volunteer model, creating additional stress and challenges for firefighters who are already stretched thin.
- Delaying their response times and endangering the life, property and environment of the community.
- Causes unnecessary risks to the firefighters’ health and life.
One individual within the local government has too much power.
- Mayor
- Council Members
- County commissioners
- County or City Manager
- Emergency Operations Center (EOC) director /Admin
- Countywide fire chief or marshal
- Department Fire Chief.
There needs to be a system of checks and balances in place within the local government.
There needs to be a process in place for individuals to voice their concerns without retaliation from their supervisors.
How can communities support their volunteer firefighters?
Communities can support their firefighters by advocating for policy changes, providing resources, and recognizing their contributions, which can help alleviate some of the pressures they face.
What can be done to improve the situation for volunteer firefighters?
Improving the situation requires a collaborative effort from citizens, policymakers, and firefighting organizations to address the root causes of the challenges and implement supportive measures.
What role does training play in volunteer firefighter retention?
While necessary, the extensive training requirements can be daunting for volunteers, especially when combined with their other responsibilities, leading to high dropout rates.
Voices from the Frontline
★★★★★
“Volunteering as a firefighter is a calling, but the lack of support makes it a struggle. We face intense training and policies that don’t align with our mission.”
Alex Johnson
Volunteer Firefighter, 5 Years
A. J.
Volunteer firefighter, 5 years
★★★★★
“The community’s safety is our priority, yet the political hurdles make it hard to serve effectively. We need understanding and change.”
Jamie Lee
Senior Volunteer Firefighter
J. L.
Senior Volunteer Firefighter
★★★★★
“Balancing my day job and firefighting is tough, especially with the increasing demands. Support from the community is crucial.”
Morgan Smith
Volunteer Firefighter, 3 Years
M. S.
Volunteer Firefighter, 3 Years
Challenges We Face
Intense Training Requirements
Volunteer firefighters undergo rigorous training, often on their own time, to meet the standards required to keep communities safe.
