Each One Reach One Training Workbook

EACH ONE, REACH ONE
PARTICIPANT WORK BOOK
COPYRIGHT 2009 - FIRE 20/20

E1R1 V2.1 MAY 2009
USE OF THIS MATERIAL WITHIN YOUR DEPARTMENT AND COMMUNITY IS PERMITTED AND HIGHLY
ENCOURAGED AND REQUIRES ATTRIBUTION TO FIRE 20/20
THIS BOOK BELONGS TO:

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2009 FIRE 20/20

Each One, Reach One Workshop 1
DESIRED OUTCOMES
Participating in the Each One, Reach One Workshop creates the possibility for you
to achieve the following:
Identify the five key strategies for recruitment and retention and integrate
them into the department's mindset.
Build a model of the ideal recruit to gain increased and specific knowledge
about your current standards and their effectiveness.
Build a detailed demographic map of your departments area that aids

you in strategizing and planning recruitment.
Gain insight into the strengths and weaknesses of your team in regards to
its ability to execute on a recruitment and retention plan.
Create an overall one year strategy and plan that includes an inspiring
direction, an organized approach and clear next steps.

YOUR TEAMS DESIRED OUTCOMES:
2009 FIRE 20/20

AGENDA
Day One
AM PM
Getting Started The Recruits Perspective:
>Opening Comments Panel Discussion
>Desired Outcomes The Five Key Strategies:
>Agenda > The Case for Change
>Roles Team Meeting:
The Recruiting Challenge Mapping Your Territory
Team Meeting: You Cannot Do It Alone
Whats Working and Whats Not > Working as a Team
Recruiting from the > Building Coalitions
Outside In
LUNCH END DAY ONE
Day Two
AM PM
Opening: Insights and Team Meeting:
Questions Clear Next Steps
Team Meeting: The Critical Transition
Creating a 1 Year Vision From the Workshop to the
The Recruiting Campaign Firehouse to the Community
> The 9Ms Wrap-up
Team Meeting:
Creating the Plan
LUNCH END WORKSHOP
2009 FIRE 20/20

TEAM MEETING: WHATS WORKING & WHATS NOT

Meet with the other members of your team and discuss the following:
YOUR BEST RECRUITING STORY

Each team member takes 3-5 minutes to tell a story about their best recruiting and/
or retention effort over the last 2 years.
REPORT CARD REVIEW

After you have told your stories, review the information from your Report Cards ,
reaching a consensus as a team on the grades, and complete the following,
highlighting the most important two or three items.
WHATS WORKING
Make a list of the activities and processes that have been most effective for
recruiting over the last 2 years.
WHATS NOT WORKING

Make a list of the things you have tried that have not met expectations or have not
gotten off the ground over the last 2 years.
YOUR BIGGEST HOPE

As a team, what are you most hopeful about in regards to recruiting and retention?
YOUR BIGGEST CHALLENGE

As a team, what do you see as your most daunting challenge in regards to recruiting
and retention?
2009 FIRE 20/20

DEPARTMENT RECRUITMENT AND RETENTION REPORT CARD

Please respond to the following, giving your department the appropriate grade:
AWe excel at this aspect of Recruiting and/or Retention.
CWe are getting by at this aspect of Recruiting and/or Retention.
FWe are failing at this aspect of Recruiting and/or Retention.
N/AWe have not thought of or attempted to do this.
Use a 1 year time-frame to rate the items below:
Item Grade
1. Overall rating of Recruitment
2. Overall rating of Retention
3. Overall effectiveness of leadership within the fire department

and its impact on Recruitment and Retention
4. Energy and enthusiasm for Recruitment throughout the
department
5. Pro-active commitment and enthusiasm to retain firefighters
6. Community outreach for awareness and recruitment of new

firefighters
7. Recruitment of community champions and other influential
advocates within the community
8. Programs and/or plans that assure the acceptance and success of
new recruits
9. Overall understanding and adherence throughout the fire
department to a clearly understood mission and set of core values
10. Establishment of clearly understood goals and measurements
for recruitment
11. Adaptation of training to fit the needs of volunteer firefighters
12. Pro-active recruitment of women and people of color into the fire
department
2009 FIRE 20/20

THE FIVE KEY STRATEGIES

Re-establish a sense of vision and purposethroughout your fire
department. This will lead more commitment and involvement by many of your volunteers to
both remain with the fire service and to recruit others.
Become more approachable to your brothers and sisters in the fire
service, your community and especially to new potential recruits. Make sure that peoples
experience align with their expectations.
Become much more effective in competing for
peoples time (outreach) People have a lot of choices about how they want
to spend their time and express their desire to serve the community. A better understanding of
individuals needs and the communitys needs will help you to better explain the benefits of
volunteering in your Fire Department and lead to more targeted and focused outreach for
potential recruits.
Adjust incentives to meet the needs of individuals its
different strokes for different folks. Understanding what motivates each individual goes a
long way to incenting people to join and stay.
Adapt and adjust training so that it ceases to be a
barrier to entry training is a critical part of the joining process in which recruits
discover what the fire service is really all about while it prepares them to be safe and skilled
firefighters. Volunteers come to the fire service with jobs, family and other obligations. How
can you be more flexible in helping them balance their preparedness to fight fires with
maintaining their other commitments?
2009 FIRE 20/20

MANAGING EXPECTATIONS FOR RECRUITMENT AND RETENTION

When we think about joining, sign up and become integrated into an
organization we usually do so with a sense of excitement and anticipation. We form
an idea about what it will be like based on what weve been told and shown, coupled
with our own hopes and aspirations. We create a sense of what we expect to do,
how we will act, how others will act towards us and how will we feel about it all.
This idea arises from our imagination.
We go through our day-to-day meetings and routines, constantly testing

what really works for us within the organization. At the same time we observe what
is happening to others around us, noticing who is doing well and who is struggling,
who is being promoted and who is not, who is staying and who is leaving and who
is powerful and who is not. These interactions and observations arise from our
experience.
Ideas, Expectations and Experience
Stories & Legends

What We Are Told Imagine Expectations
Prior Experience
Evaluate
Observe
Do Think & Feel Experience
Test
2009 FIRE 20/20

THE EXPECTATION / EXPERIENCE GAP

When what we expect and what we are experiencing do NOT line up it means
one of three things:
1. Our experience exceeds our expectations -- things are better than we
imagined them to be and we think and feel satisfied about what is
happening to us and the world around us.
2. Things are pretty much as we expected to be within a certain band of
tolerance.
3. Our experience falls short of what we imagined and we begin to get
dissatisfied about what is happening to us and the world around us.
Most of us understand that our lives are filled with pleasant surprises and
disappointments, and all live with the boundaries of a particular Band of
Tolerance. This band forms within what is often referred to as the barand the
bar rises and falls as things change.
E valuation = E xpectations + Experience
WOW
Experiences
Exceed
Meet
Fall
Short
Extreme
Rule of 7s: Disappointment
7 times more people
7 times longer
10
2009 FIRE 20/20

RECRUITING FROM THE OUTSIDE IN:

UNDERSTANDING THE OTHER POV
We live in a world of untested beliefs and assumptions. We observe a situation, attach
meaning to what we see and take action, adopting our interpretation of the situation as the
truth. Next we observe again, only this time we are likely to filter out the information that
does not support our original interpretation. We are doing all this simultaneously, creating a
complex set of perceptual blocks that makes it very difficult to create a common view of
what is real. These perceptual blocks are what are assumptions are all about.
Assumptions are particularly powerful in our observations of people.
The purpose of the recruit panel discussion is to give you a chance to challenge your
own assumptions about why people join and stay with the Fire Service.
NOTES ON PANEL DISCUSSION

Your assumptions as to what motivates new recruits to join and stay:
Your adjusted Point-of-View after listening to the Panel:
2009 FIRE 20/20

MAPPING YOUR TERRITORY

Using the Guide below, complete the formatted Mapping Your Territory chart.
GUIDE TO MAPPING
Recruitment requires really knowing your departments communitywho, what,
and where. For that reason, were using the metaphor of creating a community
map. We are not prescribing any particular graphical layout or format. What we are
giving you is guidance on the categories of information youll want to gather.
Churches, schools, businesses, civic and social organizations, leaders, etc. need to be
identified. The people and organizations you identify are your departments link to
candidates.
Determine your communitys demographics:

Whats the breakdown by race, ethnicity, age, income, disability, etc.?
What foreign languages are spoken?
Use these websites:

www.factfinder.census.gov [Data from the U.S. Census Bureau.]
http://www.mla.org/map_data [The Modern Language Association (MLA)
Language Map Data Center website offers reports on languages spoken by state,
region, county, city or zip code.]
http://www.schoolmatters.com [Yearly demographic data for all the public
schools in the country.]
2009 FIRE 20/20

2009 FIRE 20/20

TEAM MEETING: MAPPING YOUR TERRITORY

Using the information provide, complete the Community Mapping Chart
as follows:
1. Total Population: What is the total number of people within the community
you serve?
2. General Distribution: Consider how the population in your community is
distributed by percentage of: Urban, Suburban, Small Town and Rural.
3. % Firefighter Eligible: Of the total population, what percentage are actually
available to potentially become firefighters.
4. Pie Chart Distribution: Divide the four circles of the Firefighter Eligible
Population into proportional sectors using the following guidelines:
Age: 18-24 / 25-39 / 40-60 / 60+

Race: Caucasian / African American / Hispanic / Asian / Other
Annual Income: <$35, 000/$35,000 $60,000/$60,000 $100,000/>$100,000
Other: Any particular demographic that fits your need
5. Organizations: from the list of organization types on the previous section,

select 7-9 for focus in this task. Complete the information in the designated
boxes:
Current Relationship: Describe the current relationships the Fire Department

has with this organization.
Who Knows Who?: Describe the personal relationships members of the Fire
Department have with this organization (do not restrict to the Team).
Potential Opportunity: What do you see as the primary opportunity for your
relationship with this organization?
USE RED FLAGS AS APPROPRIATE.
Red Flag - As you complete your chart, you will come to sections where
you will not have the information asked for. In those cases draw a Red Flag on the
chart indicating the information you need is missing and rate the Red Flag:
1. Critical Information
2. Nice to Have
3. Really not Important
2009 FIRE 20/20

NOTES
2009 FIRE 20/20

WORKING AS A TEAM: THE STAR TEAM MODEL
Source: 1994 Interaction Associates LLC
SHARED AND MEANINGFUL PURPOSE

The teams task and reason for existing is shared by all team members and motivates
and inspires each.
SPECIFIC AND CHALLENGING GOALS

The team sets measurable results that satisfy both the organizations and individual
needs and demands extraordinary performance by team members.
CLEAR ROLES
Everybody on the team understands what they and others are responsible for in
achieving the teams goals.
COLLABORATIVE APPROACH
Commonly understood plans and methods to accomplish the teams goals are set up
in a way to foster participation, cooperation and mutual support.
COMPLIMENTARY SKILLS
The team has the right combination of knowledge, ability and experience required to
get the job done.
2009 FIRE 20/20

LEADERSHIP TEAM ASSESSMENT

1. We have a shared vision as to what the team will ultimately accomplish.
Strongly Agree (5) Agree (4) Neutral (3) Disagree (2) Strongly Disagree (1)
{ { { { {
2. The work of the team is meaningful and important to me.
{ { { { {
3. The team has clear, specific and measurable goals.
{ { { { {
4. I am personally inspired by the teams goals.
{ { { { {
5. I clearly understand my role on the team.
{ { { { {
6. I clearly understand the roles of the other team members and the leader.
{ { { { {
7. Within my team are all the skills it needs to be successful
{ { { { {
8. Team members respect and listen to each other.
{ { { { {
9. My team effectively deals with internal conflict and disagreements.
{ { { { {
10. I can rely on my team members to openly support the things they agree to.
{ { { { {
2009 FIRE 20/20

TEAM MEETING: THE FUTURE OF RECRUITMENT & RETENTION

You have attained a more thorough understanding of the Current State of your
recruitment and retention efforts through the Team Report Card, Territory Mapping
and Team Assessment activities. Before you move on to planning the activities that
will comprise your Recruitment and Retention Program, it is important to solidify a
clear vision of where you want to be one year from now.
Current How We Get There Future

State State
CREATING A 1 YEAR VISION

To create a 1 year vision for your Recruitment and Retention Program, follow the
steps below:
1. The Vision, 1 Year from Today: Describe where you want to be as a

department on the 5 Key Strategies, one year from today:
Re-establish a sense of vision and purpose
Become more approachable
Become much more effective in competing for
peoples time (outreach)
Adjust incentives to meet the needs of individuals
Adapt and adjust training so that it ceases to be a
barrier to entry
Add any additional areas of expansion or improvement.
2. The Big Changes: Look at your vision and ask yourselves the question
What Big Changes do we have to make to make this vision real?
Capture this information on your chart.
2009 FIRE 20/20

2009 FIRE 20/20

VISION SCENARIO: 1 YEAR FROM NOW
RE-ESTABLISH A SENSE OF VISION AND PURPOSE
BECOME MORE APPROACHABLE
BECOME MUCH MORE EFFECTIVE IN COMPETING FOR

PEOPLES TIME (OUTREACH)
ADJUST INCENTIVES TO MEET THE NEEDS OF INDIVIDUALS
ADAPT AND ADJUST TRAINING SO THAT IT CEASES TO BE A

BARRIER TO ENTRY
2009 FIRE 20/20

BIG CHANGES: MAKING THE VISION REAL
2009 FIRE 20/20

THE CAMPAIGN APPROACH: THE 9 MS

The purpose of The 9 Ms is to provide a structure for planning, implementing,
and conducting your departments recruitment campaigns.
Whats with all these Ms? As we identified the different elements, a lot of words
beginning with the letter m showed up. Learning is always easier when we can find
ways to make linkages and prod our brains into remembering. So we decided to find
a word that begins with the letter M for each element.
9 Ms of Recruitment
Mindset Mentor
Map Momentum
Measure
Messenger Medium
Meet Message
15
Though our representation of the 9 Ms is linear, its application is not. While some
elements may get more attention when youre planning, all of them should be
continually referenced as you make decisions and take actions. This is definitely the
case with Measure. You will set measures to evaluate your campaigns at their
beginning; should be making on-going evaluations during the process, and evaluate
more final results at some end point.
2009 FIRE 20/20

MINDSET
A mindset is a fixed mental attitude or disposition that predetermines a
persons responses to and interpretations of situations.*
*The American Heritage Dictionary of the English Language, Fourth Edition copyright 2000 by Houghton
Mifflin Company. Updated in 2003. Published by Houghton Mifflin Company.
Its also a thought processes characteristic of an individual or group.**

**Roget's II: The New Thesaurus, Third Edition, copyright 1995 by Houghton Mifflin Company.
A good way to understand your mindset or others is to understand your/their

underlying assumptions about things. To get you thinking about how you think,
consider the questions below.
Whats your assumption about who makes the best recruiters in your
department?
Whats your assumption about who makes the best firefighters?
Whats your assumption about why people leave the fire service?
MAP
Recruitment requires really knowing your departments communitieswho, what,
and where. For that reason, were using the metaphor of creating community maps.
We are not prescribing any particular graphical layout or format. What we are giving
you is guidance on the categories of information youll want to gather. Churches,
schools, businesses, civic and social organizations, leaders, etc. need to be identified.
The people and organizations you identify are your departments link to candidates.
2009 FIRE 20/20

MEET
The mantra of recruiting is: Relationships, relationships, relationships!
When you have mapped your departments communities, you should know who the
formal leaders are and those people without a title who are looked up to and
respectedor what you can call informal leaders. You make the mantra
operational by meeting with them!
Who in your department already has connections to your communities formal and
informal leaders? Who dont know someone personally, but have friends or
acquaintances in their networks that do and would be able to make introductions?
If you come up empty handed and cant find someone to make an introduction,
then the next step is to identify those in your department who have a knack for
making friends and acquaintances.
Types of meetings
Leader to leader: Set up meetings with the fire chief and/or a
command staff officer and individual community leaders.
Focus groups: Arranged through the formal and informal
leaders, representative members can be invited to participate in
a focus group where you talk about recruitment. The
department can also use some of the time to inform the group
about prevention and life safety programs.
Breaking Bread: The department and community
organizations have meals together. Cook together at the station
or eat at a community center where the department and your
guests bring dishes.
All the ways youre meeting people today: Your everyday
interactions with peoplewhether at church on Sunday to
your childrens sports teamsare opportunities to engage in
conversations about recruitment. Conversations get passed on.
Six months from the time you spent talking to other shoppers
while waiting in line at the supermarket can lead to a new
recruit.
2009 FIRE 20/20

MENTOR
The classic mentor/mentee relationship is where an experienced, older person
singles out a younger, less experienced person to develop and in many cases
champion.
Our take on a mentor/mentee relationship is different. We believe its important to

make sure that theres a mentor for each candidate you want to recruit. All
candidates know they each have a mentor who will be a sounding board, advisor,
and coach.
We also believe its important that the entire department has a mentoring
mentalityfeelings of confidence, supportive energy and commitment from others
are tangible.
MOMENTUM, MESSENGER, MEDIUM, MESSAGE THE CAMPAIGN

Identify the target audience and then consider:
Momentum Be aware of the timing of your campaign; the other

events that are going on, and how these can positively accelerate
interest.
Messenger The most effective spokesperson. Who has the most

influence? Whos considered a hero? Who, when they speak, do
people trust?
Medium Use the mediumflyer, radio, TV, newspaper, etc.

that is most likely to reach the target audience.
Message The marketing message speaks directly to your target

audience. It gets their attention. It resonates with their needs and
wants. It moves them to take action.
2009 FIRE 20/20

MEASURE
Recruitment campaigns have to be evaluated. We need to know what worked and
what didnt work. So we set outcomes and ways to measure their achievement.
In evaluation there are two approaches to determining measures:
The quantitative approach uses numerical data which is objective in nature.
The qualitative approach uses descriptions of situations or conditions and is

subjective in nature.
Quantitative measures are volume (how many), time (how long), money (how
much). Examples of quantitative measures for an Each One, Reach One campaign
are:
- Increase in the number of qualified people when compared to previous

recruitment efforts.
- Decrease in the number of firefighters leaving in less than a year compared
to previous recruitment efforts.
- Less money expended with better results compared to previous recruitment
efforts.
What if you dont have quantitative data to use for comparison from previous
recruitment efforts? Then your baseline data starts with your first Each One, Reach
One campaign.
Qualitative measures collect information about peoples' perceptions, opinions and

feelings about topics/ideas/experiences. This can be done with checklists and
surveys. Sometimes, qualitative measures also include a quantitative value. For
example, an answer to a survey question about the usefulness of a tool or new
strategy may indicate how it saved time and money.
When evaluating any endeavor its always important to balance the time spent on
counting metrics and doing the real work. So with that in mind, were focused on
measures that are both meaningful and practical.
2009 FIRE 20/20

Identify all the organizations that are a part of and/or serve your community
along with their informal and formal leaders:
Faith-based Institutions, Interfaith Social organizations/gathering places:

Councils, Affiliate Youth Groups Associations
Community centers
Events/festivals
Business organizations and businesses: Social service organizations

Chambers of Commerce
Women in Trades
Restaurants
Shopping malls
Grocery stores
Temp agencies
Gyms, health clubs, martial arts dogos;
companies that sell athletic equipment
High Schools: City/County

Public (guidance counselors/teachers) Department of Neighborhoods
Private (guidance counselors/teachers) Department of Parks & Recreation
Alternative (guidance Department of Health
counselors/teachers)
Home School Association
Vocational (guidance
counselors/teachers)
ROTC
GED programs
Cadet programs
Community service programs/clubs
Newspapers/radio stations/websites
Gym teachers/coaches
Leadership programs/student
council/Boys & Girls State
Girls sports teams
2009 FIRE 20/20

Colleges, Universities, Post-High School National Community Service

Programs: Organizations:
Fraternities and sororities City Year
Nursing AmeriCorps (State, National, VISTA,
ROTC NCCC)
Womens organized and intramural
leagues
Newspapers/radio stations/websites
Leadership Organizations and Service Civic Organizations

Clubs:
Rotary
Kiwanis
Fire Corps
Optimists Club
Jaycees
Lions
Soroptimist
Junior League
Employment Training: Youth Organizations:

Job Corps Boys & Girls Clubs
Summer youth employment programs YMCA/YWCA
Explorers
Camp Fire
Girl/Boy Scouts
Military: Media:
Returning military Neighborhood
National Guard Radio stations targeted at women and
men of color
College media and communication
programs
2009 FIRE 20/20

THE CAMPAIGN
The purpose of this worksheet is to identify whats most important for structuring a
recruitment campaign. It should help keep everyone involved working together
within the same framework.
1. Whats the target audience?
Identify one of the groups/organizations that you will target in your recruitment
campaign. Make this group/organization the focus of the questions that follow.
2. What else is going on in the community that can help you build momentum for the
campaign?
Momentum: Be aware of the timing of your campaign; the other events that are
going on, and how these can positively accelerate interest.
3. Who can be an effective messenger for this audience? Why?
Messenger: Who has the most influence?

Whos considered a hero?
Who, when they speak, do people trust?
2009 FIRE 20/20

The messenger(s) can come from the department, from the media, from sports
teams; be religious leaders, business leaders, or someone from outside of the
community who can be enrolled as a messenger.
4. Whats the best medium to use to communicate about the campaign? Why?
Medium: Use the mediumflyer, radio, TV, newspaper, etc.that is most

likely to reach the target audience.
5. Whats the message you want to pitch? How does it incorporate what youve
learnedneeds, concerns, and motivationabout the target audience? Why will it
be effective with the medium youve chosen?
Message: The marketing message speaks directly to your target audience. It

gets their attention. It resonates with their needs and wants. It
moves them to take action.
2009 FIRE 20/20

TEAM MEETING 4: 30 /60 / 90 DAY GOALS

Once you have established your 1 year vision, the next step is to set monthly goals over the
next 90 days. It is a good practice to revisit the goals every 30 days and establish a rolling
plan where you continuously add the next 30 days to your plan. This allows you to learn
and adjust as you go and tends to keep the goals aligned with the overall vision. Below are
useful guidelines for writing effective goals.
S M A R T G O A L S
Specific - A specific goal has a much greater chance of being accomplished than a
general goal. To set a specific goal you must answer the six "W" questions:
Who: Who is involved?
What: What do I want to accomplish?
Where: Identify a location.
When: Establish a time frame.
Which: Identify requirements and constraints.
Why: Specific reasons, purpose or benefits of accomplishing the goal.
Measurable - Establish concrete criteria for measuring progress toward the

attainment of each goal you set. To determine if your goal is measurable, ask questions
such as......How much? How many? How will I know when it is accomplished?
Attainable - When you identify goals that are most important to you, you begin to
figure out ways you can make them come true. You develop the attitudes, abilities, skills,
and financial capacity to reach them. You begin seeing previously overlooked
opportunities to bring yourself closer to the achievement of your goals.
Realistic - To be realistic, a goal must represent an objective toward which you are
both willing and able to work. A goal can be both high and realistic; you are the only one
who can decide just how high your goal should be. But be sure that every goal represents
substantial progress. A high goal is frequently easier to reach than a low one because a
low goal exerts low motivational force. Additional ways to know if your goal is realistic
is to determine if you have accomplished anything similar in the past or ask yourself what
conditions would have to exist to accomplish this goal.
Timely - A goal should be grounded within a time frame. With no time frame tied to it
there's no sense of urgency. See the example on the next page
2009 FIRE 20/20

EXAMPLE:
General (Weak) SMART (Strong)
Lose some weight as soon as possible. Lose 15 pounds at a steady rate over the
next 8 weeks.
Get in touch with folks about joining the

Fire Service.
Put together a plan to do some

community outreach.
PLANNING THE FIRST 90 DAYS

Meet in your teams and set 3-5 goals at the 30, 60 and 90 day mileposts. Be sure the
goals take into account the 5 Key Strategies:
Inspiring Mission / Vision
Effective Community Outreach
Approachability
Incentives
Training
2009 FIRE 20/20

TEAM MEETING: 30 DAY ACTION PLAN

This is where the rubber meets the road. Your chances of success in the long run
will be significantly determined by what happens in the first thirty days. As you
complete your plan on the chart, use the following guidelines to ensure success:
Assign a GOAL NUMBER to each action you take. Its important that there is
a clearly understood path between each action and the goal it supports.
ACTIONS are clearly defined. Use the same principles you used to develop
your SMART goals to define the actions. Include a completion date and, if
ongoing, how you will know it is on track.
Each action needs a POINT PERSON who is ultimately accountable for its
accomplishment. Though the Point Person is not always the Doer they are
always the Driver.
STAKEHOLDERS are critical to the success of any program, goal or

particular action item. A stakeholder is anybody who participates in making the
action happen, anybody who is affected by the action and all who need to know
what is going on. Be sure to identify your key stakeholders and have a plan to
appropriately involve them.
2009 FIRE 20/20

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EACH ONE, REACH ONE

PARTICIPANT WORK BOOK

COPYRIGHT 2009 - FIRE 20/20

THIS BOOK BELONGS TO:

2009 FIRE 20/20

Build a detailed demographic map of your departments area that aids

YOUR TEAMS DESIRED OUTCOMES:

2009 FIRE 20/20

LUNCH END DAY ONE

LUNCH END WORKSHOP

2009 FIRE 20/20

TEAM MEETING: WHATS WORKING & WHATS NOT

YOUR BEST RECRUITING STORY

REPORT CARD REVIEW

WHATS NOT WORKING

YOUR BIGGEST HOPE

YOUR BIGGEST CHALLENGE

2009 FIRE 20/20

DEPARTMENT RECRUITMENT AND RETENTION REPORT CARD

2. Overall rating of Retention

3. Overall effectiveness of leadership within the fire department

5. Pro-active commitment and enthusiasm to retain firefighters

6. Community outreach for awareness and recruitment of new

2009 FIRE 20/20

THE FIVE KEY STRATEGIES

2009 FIRE 20/20

MANAGING EXPECTATIONS FOR RECRUITMENT AND RETENTION

We go through our day-to-day meetings and routines, constantly testing

Ideas, Expectations and Experience

Stories & Legends

2009 FIRE 20/20

THE EXPECTATION / EXPERIENCE GAP

E valuation = E xpectations + Experience

2009 FIRE 20/20

RECRUITING FROM THE OUTSIDE IN:

NOTES ON PANEL DISCUSSION

Your adjusted Point-of-View after listening to the Panel:

2009 FIRE 20/20

MAPPING YOUR TERRITORY

Determine your communitys demographics:

Use these websites:

2009 FIRE 20/20

2009 FIRE 20/20

TEAM MEETING: MAPPING YOUR TERRITORY

Age: 18-24 / 25-39 / 40-60 / 60+

5. Organizations: from the list of organization types on the previous section,

Current Relationship: Describe the current relationships the Fire Department

USE RED FLAGS AS APPROPRIATE.

2009 FIRE 20/20

2009 FIRE 20/20

WORKING AS A TEAM: THE STAR TEAM MODEL

Source: 1994 Interaction Associates LLC

SHARED AND MEANINGFUL PURPOSE

SPECIFIC AND CHALLENGING GOALS

2009 FIRE 20/20

LEADERSHIP TEAM ASSESSMENT

2009 FIRE 20/20

TEAM MEETING: THE FUTURE OF RECRUITMENT & RETENTION

Current How We Get There Future

CREATING A 1 YEAR VISION

1. The Vision, 1 Year from Today: Describe where you want to be as a

2009 FIRE 20/20

2009 FIRE 20/20

VISION SCENARIO: 1 YEAR FROM NOW