IAFC DE&I Report: The U.S. Volunteer Fire Service ‘Must Address the Realities with Which it is Faced’

Stone Harbor Volunteer Fire Station, Stone Harbor, New Jersey. Credit: arlutz73 / iStock

By Catherine Dorrough

A recent study by The International Association of Fire Chiefs takes a deep dive into diversity, equity, and inclusion (DE&I) in the U.S. volunteer and combination fire service. Funded by a FEMA SAFER grant, the study and its accompanying report seek to help address the critical shortage of volunteers in the fire-rescue service by offering strategies for improving recruitment and retention – and, by extension, strategies for creating and maintaining inclusive, equitable, and diverse work environments.

“If the U.S. volunteer fire service is to survive and even thrive going forward, it must address the realities with which it is faced, namely the critical shortage of volunteers and the increased (and increasing) diversity of the population,” reads the report.

For the study, researchers surveyed 1,311 members of volunteer and combination fire departments in the U.S. Although many respondents reported that they believe their department leaders act fairly, they feel included, and they believe in the value of various DE&I initiatives, many also reported that they don’t believe their department’s DE&I initiatives have been effective. Moreover, over half of respondents reported that they have had personal experience with discrimination, bullying, and/or hazing.

Respondents were 96% white and 89% male, with an average age of 52 and an average of 20 years’ experience with their departments. 54% were volunteers who receive no pay or stipends.

The report conceded that because respondents were overwhelmingly older white males – in line with the demographic composition of departments today – the results may not be generalizable to the entire population.

However, report authors remained optimistic about bridging demographic divides: “Don’t let a mismatch of demographic characteristics between members and potential volunteers be a deterrent,” they urged. “White males are capable of recruiting women and people of color. Focus on similarities among people, such as a passion for giving back to the community or the ability to learn new skills.”

KEY FINDINGS

Several groups of respondents – often traditionally underrepresented ones, such as women and people with disabilities – reported more negative experiences related to being included, being treated fairly, and being satisfied with their experiences at their department.

“Many of the respondents report challenges related to favoritism and unprofessional behaviors, describing them by terms such as ‘the good ol’ boys’ system,’ breaking down ‘old school’ barriers, and the ‘dinosaur’ culture,” according to the report. “One respondent points out that although change is hard for those who engage in such behaviors, it cannot be used as an excuse to continue them.”

Participants were asked about the types of DE&I initiatives their departments have implemented. The most common initiatives they reported were social activities that allow members to get to know each other; marketing materials that appeal to a wide variety of people; and training that promotes understanding of diverse groups.

 When asked to identify which DE&I initiatives they believe are most useful, respondents gravitated toward marketing materials with broad appeal; recruitment efforts that target people from underrepresented groups; mentoring programs; and training that promotes understanding of diverse groups in the community. While they also highlighted social activities that enable members to get to know one another personally, there was a notable discrepancy between those who said their department has implemented this tactic (48%) and those who perceived it as useful (38%).

 Many respondents said strong leadership is essential to a department’s well-being and offered comments critical of leadership. They highlighted several specific behaviors they say leaders are guilty of, including creating a toxic work environment, resisting change, bullying, and engaging in retribution.

PUBLIC STUDY

The report also includes data from a second study, which surveyed 10,810 members of the public to find out more about their general motivations for volunteering, their awareness of volunteer fire departments in their local areas, and their interest in volunteering with those departments.

Viewed together, the studies paint an illuminating picture: For example, while several fire service respondents said they would welcome potential volunteers “should they present themselves,” the public survey found that 47% of respondents are unsure whether there even is a volunteer fire department in their area, suggesting that the fire service’s tactic of passively waiting for new members is ineffective.

The public study also highlighted specific barriers to recruitment and retention. While some factors are outside the department’s control – such as the high cost of living in certain areas – others are controllable. For recruitment, “controllable factors include the community’s awareness about the department’s need for volunteers, the accessibility of training, the flexibility of shift schedules, the agency’s culture (e.g., whether it is welcoming), and the willingness to fill positions or roles outside of those of firefighter and EMS,” according to the report.

The report also cited numerous controllable factors affecting retention, including addressing conflicts between volunteer and career members, ensuring that members feel they belong, and instituting zero-tolerance policies for bullying and hazing.

Despite the challenges the report highlighted, its authors ended with an energized call to action. “Many departments must contend with the fact that what they’ve been doing to date to recruit and retain qualified volunteers no longer is effective. Human beings are hard-wired to resist change, and fire rescue professionals are no different. Yet the latter are exceptional problem-solvers, which engenders optimism that they will apply their creativity to address the formidable opportunities that present themselves.”