Diverse and inclusive brigades – better outcomes for communities

The light bulb moment for me came as an officer several years ago. A young woman in our community said she didn’t think she could join the brigade as she thought there was a rule that only physically fit men could join. She wasn’t being sarcastic; this was the perception of someone who had had little exposure to the brigade and didn't see the brigade as part of the community.

This led me to think about the role of the brigade in the community, apart from responding to fires and incidents and community education. Deeper and more effective community engagement must have equal billing and importance, particularly if we are to truly meet the community expectations and needs and, as a brigade, we want to recruit and retain members of the community who might not have previously seen CFA as a worthwhile volunteering option.

For some members of the community, joining the local fire brigade can be a daunting prospect, particularly for minority groups, younger people, those from non-English speaking backgrounds or in some cases women who may only see brigades with predominately male membership. By breaking down the barriers, truly engaging with our community, and identifying their needs and requirements, we not only build a healthier and more resilient community, but we also open the doors to a more diverse and inclusive brigade membership. This in turn leads to better service delivery and a more sustainable brigade into the future.

Our brigade is in a township of around 700 people, and has an increasing number of tree changers, LBGTI, retirees and commuters. Increasing the diversity and inclusiveness of our brigade is necessary if we are to continue serving our community. The traditional membership base of farmers and members who live locally is clearly drying up and our turnouts are increasing. If we have over 50 per cent of our town’s population who do not see volunteering with the brigade as an option, how can we build a more resilient community and how can we sustain our capability into the future?

Some simple initiatives may include:

• Work in partnership with the community to Identify local risk and develop response plans. A community that is involved in identifying local risk, what is important to them and having input into response plans gives them ownership over their community brigade. By being invested in the process they in turn become more resilient and can respond and recover to a greater level when emergencies impact them.
• Use of social media. Not only to promote brigade activities, but to make community members feel they belong to the brigade and that we belong to them. Include lots of photos of CFA members going about their activities. Include profiles and messages from members who don’t fit the traditional membership base. Isolated or vulnerable community members may also feel more connected with those around them.
• Have a visible presence at community events. Turn every community event into a community education opportunity. This not only works towards reducing the number and impact of fires and other emergencies, but lets us have a conversation with our community about what we do and what’s in it for them.
• Hold more brigade organised events. Events not only serve to raise money, but they also bring the community together (and bring visitors into town), show that we are here for the community and are looking to benefit all.
• Include the community and members in any internal brigade planning. Communicating what the brigade wants to achieve in coming years and seeking their input as to what they see as important. Not only does the community feel involved but they may seek their own opportunities to fundraise or contribute in some way to the brigade.
• Connect and work with other community groups. There is strength in numbers and when applying for grants or needing help with brigade events. Other community groups' support is vital.
• Put a face to the names. Letting the community know who the members are, their jobs, interests and motivations in being a member puts a human face to the role and shows that any member of the community can contribute in some way.
• Invest in and grow your members. By investing in, developing and supporting your members they feel valued. Helping with job applications, providing IT and a quiet space for online learning and where members can do schoolwork or university assignments gives them a sense of belonging and support and aids in retention.
• Visible signs of support for minority groups. Simple signs of support such as flying the Aboriginal or Gay Pride flag or attending minority group events go a long way to establishing trust and can open up a dialogue that may aid in recruiting more members
• Seek member input and delegate authority where possible. Seeking members' input on key decisions and identifying where the brigade needs to head gives them ownership. Delegating authority where appropriate and possible lets them grow and engages them on a deeper level with the brigade. By delegating, the workload can be shared and more diverse views sought.
• Elevate non-firefighting roles to equal status and importance. This not only indicates how important those non-traditional roles are but it shows the community and those members who are transitioning out of firefighting due to various circumstances, that there is a place for them that is important and has a positive impact in the brigade and community. This also gives community members not able to perform a firefighting role the opportunity to contribute in a meaningful way.
• Be a leading, visible presence during town emergencies and during recovery. Whether it is during storms, floods or other emergencies, contributing where you can and being visible shows the community we care about them. By aiding in recovery, even in simple ways, and following up with them later, shows we are there for them.

By placing community engagement as an equal priority as response and community education, there is clearly an increased burden of workload and challenges. The workload should take care of itself in the medium to long term as more members join, and existing members become more engaged and active.

As a leader in the brigade and community, challenges will lie in bringing the members and community along with you. If our culture reflects society and community expectations then the overwhelming majority will continue on the journey and new members will join. By clearly defining the expected boundaries of behaviour and dealing with those who work outside these boundaries then the silent majority will step up. By empowering members to step up, raise issues and deal with inappropriate behaviour (where appropriate and possible) your future brigade leaders are born.

Risk lies in not modelling appropriate behaviour, not dealing with inappropriate behaviour or imposing only the individual’s vision on the brigade. Leaders need to 'walk the talk' and set the standard, otherwise the community and members will lose trust, and in turn service delivery will be impacted. Members and the community need to have input and own the direction of the brigade.

For us, having a diverse and inclusive brigade is not a choice, but necessary to effectively serve our community, now and in the future. It is not only the right thing to do, and what CFA and the community expects, but crucial to building a more engaged and resilient community and a more effective brigade. An engaged, resilient, vibrant and connected community have improved mental health outcomes and have reduced instances of suicide and domestic violence.

As more women, younger and diverse members have joined our brigade, our service delivery has improved. Morale has increased and a sense of fun is emerging. We can see that a new generation of leaders is ready to step up.

In an increasingly disconnected world, (despite modern technology), individuals are connecting with others and becoming more engaged within their community. They are learning new skills, making new friends and feeling worthwhile and involved. The benefits are numerous.

To build more resilient communities and more sustainable brigades, building diversity and inclusion through community engagement isn’t an option, it’s a necessity.