‘Chief officers need to take an active role in hosting state-wide recruitment and retention workshops, and collaborating with organizations on short term and long term solutions.’

‘Leave it better than you found it’. This is a phrase many of us have heard regarding the responsibility of paying it forward, paying homage to the fire service, and remembering those who came before us. Did we ever think that phrase might be something we explore as we deal with the reality of recruitment and staffing challenges. When I heard that saying as a kid in high school starting off as a volunteer firefighter, and fire explorer, I took it to heart.

Fortunately I had career firefighters who took me under their wing to teach me the fundamentals that made the fire service thrive for decades. There are so many examples we have hopefully witnessed over the years of people who truly did leave it better than they found it. Can we say the same thing about our current era? Are we ensuring that firefighters who are early in their careers understand the importance in keeping this fundamental principle alive? Are we truly doing all we can to ensure we value our current workforce, and implement plans that will address recruiting the next generation of firefighters?

Recruitment challenges rank at the top of many of the issues that are impacting the fire service. These issues associated with recruiting the next generation of firefighters is not going to go away, and serious planning and a shared commitment to being creative to new ideas is critical.

It’s important to recognize that our workforce, both career and volunteer, come from many different backgrounds and customs. We cannot assume that everyone understands the concept of paying it forward, and why mentorship at all levels is critical. We have an opportunity to educate and mentor our workforce regarding the importance of being engaged, having a voice, and paying it forward.

There are several examples of making assumptions about our new generation without context, or an understanding of people’s perspectives. Instead of mocking those members that don’t possess certain skills or abilities, why don’t we teach them? Instead of spreading rumors or engaging in hazing, why don’t we ask our members about their upbringing and what they were or weren’t exposed to.

I never thought I’d see a time when the fire service was struggling to recruit and fill vacancies. This is not unique to one type of agency, but instead is impacting small rural areas, mid sized departments, and metro departments. Most of us don’t have the time to study why this is happening. We are tasked with the duty of ensuring we staff our departments and meet the mission, and expectations of our residents. Chief officers need to take an active role in hosting statewide recruitment and retention workshops, and collaborating with organizations on short term and long term solutions. As call volumes continue to increase, and populations explode, the fire service needs to continue to adapt and remain sustainable as we deal with staffing shortages.

Short term recruitment efforts can involve signing bonuses, offering higher base salary, shortening probationary evaluation periods, and easing components of the hiring process. Other short term recruitment efforts have to account for the culture, and reputation of the fire agency. Today’s firefighters are much like professional athletes that are on the free agent circuit. Lateral firefighter candidates are in this category, more so than entry level firefighter candidates.

Long term recruitment strategies have to target our youth, and at the very least in our high schools. I am grateful for the opportunity to have created a first responder youth pathway program in the city of Hemet, CA. This program started off as an idea, then a conversation with the school’s principal, and ultimately came to fruition in a collaborative effort with the Hemet Fire and Life Safety Agency, and the Hemet Unified School District.

We are in the second year of this career technical education (CTE) program, and have had success. After the first year of the program, four of the students graduated from high school, and are now enrolled in EMT school. They are off on their journey towards a career in fire and or EMS.

Other similar programs exist in California, and as I am discovering also take place around the country. I truly believe this is a model that needs to be replicated throughout the US and Canada, to create a new steady wave of future first responders.

We have to acknowledge the times we’re in, and pivot to something that occurred in the past with trade schools, and blue color inspired occupational programs. The irony is today’s firefighter is a hybrid of requiring blue color physical skills, with white collar inspired formal education, that embraces innovation and technology.

These pathway programs must be created, supported, and integrated with fire explorer and cadet programs to ensure optimal results. It is in our best interest to have young people who embrace a career in public safety, and who are armed with the tools to succeed at all levels of fire and EMS training. Though this is a long term recruitment strategy, it is a way to ensure our strategic planning includes a defined pathway from high school, to junior college, a fire academy, EMT school, and beyond.

Part of leaving it better than we found it is taking a leadership role in education, training, and mentorship for the entire Fire Service. Aside from serving as a fire chief/agency director in California, I also currently serve as the president of the California State Firefighters’ Association (CSFA). The CSFA is a 101 year old trade association that is committed to serving and supporting the entire California Fire Service.

Since January of 2023 CSFA has hit the ground running with hosting and participating in many events throughout the state. I have worked with our CSFA leadership and marketing team to participate at the CSFA Training Academy in Williams, CFPI in Santa Barbara, FDAC in Napa, Training Officers Symposium in Fresno, California Mutual Aid Summit and FIRESCOPE, and our inaugural California Training and Education Expo (CTEX) at the Pechanga Resort in Temecula.

2024 is going to see an even greater presence throughout California, that will culminate with the newly created partnership between CSFA and Firehouse Magazine to present the next several CTEX events to Southern California.

We are very proficient at planning for, managing, and mitigating all hazards incidents, but are we truly planning for our future recruitment concerns with the same level of attention. The fire service can’t do it alone, and it is going to take a cooperative approach with government agencies, elected officials, and the educational system to address sustainability concerns into the future.

The fire service has been fortunate for the last 50 years to have had constant interest in our occupation. We have to accept that the once steady candidate pool is nowhere near the thousands of candidates who would wait in lines, travel long distances, and accept employment anywhere, just to serve as a firefighter.

We need to work with our new members, and future members to define and prepare for what the next 50 years will look like. I appreciate all of you who are mentoring, coaching, and inspiring current and future fire service professionals. Our ranks will continue to grow one member at a time by sharing with people the positive aspects of serving others.

Stay well, and take the time to pass on fire service traditions that support positive growth, enhanced culture, and a sustainable future.

About the IFSJ Influencer

Eddie Sell, the Fire Chief/Agency Director at Hemet Fire and Life Safety Agency, began his 30+ year public service as a volunteer firefighter and US Navy Admiral’s Chef. He has worked in various fire service roles and leads the California State Firefighters’ Association, blending his diverse expertise and leadership skills.

This article was originally published in the December 2023 issue of International Fire & Safety Journal. To read your FREE digital copy, click here.