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NCSFA

North Carolina State Firefighters Association

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Garner firefighters battle a house fire on December 31, 2010. Lee Wilson Photo

Transitioning from a volunteer department to a department with part-time or full-time employees can be difficult.

NFPA Standards, OSHA Regulations, Federal/State Labor Laws and IRS rules impact a department’s transformation from an all volunteer department to a combination department. The number of combination departments in North Carolina increase year after year, especially in the non-profit (501-C3, 501-C4) departments.

In 2010, it was estimated that there are roughly 1600 fulltime employees and approximately 3200 part-time employees of non-profit fire departments in our state and that number increases each year.

Below are links to resources that combination departments or departments transitioning to combination may find helpful.

It is recommended that all departments seek legal counsel and a CPA to assist them thru the transition.

International Association of Fire Chiefs / Volunteer Combination Chief Officer Section:
Red Ribbon Report – Leading the Transition in Volunteer and Combination Departments

North Carolina Department of Labor (NC OSHA)

National Fire Protection Association (standards can be viewed on-line at no charge)

OSFM Occupational Safety and Health Planning Document

NCAFC Fire Service Reference Manual

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  54. Moving to a combination department is not simply a staffing decision; it changes the administrative and legal framework around daily operations. The article’s reference to NFPA standards, OSHA regulations, labor laws, and IRS rules shows why a written transition plan needs clear ownership, timelines, and regular review. A useful starting point is to map which policies affect scheduling, compensation, training, and incident documentation, then identify where volunteer and paid personnel will follow the same process. That kind of structure can reduce uncertainty while preserving operational readiness during the change.

  55. Moving to a combination department is not simply a staffing decision; it changes the administrative responsibilities surrounding training, scheduling, pay, and accountability. The reference to NFPA standards, OSHA regulations, labor law, and IRS rules makes clear why departments need a deliberate transition plan. A practical checklist can help leaders separate operational readiness from employment compliance and revisit both as roles evolve. Documentation is a useful starting point for making those expectations visible.

  56. A transition to a combination department seems easier to manage when operational planning and employment compliance are treated as one coordinated change rather than separate projects. Clear written roles, reporting lines, scheduling expectations, and recordkeeping can reduce uncertainty for both volunteers and paid staff. It also helps to identify which requirements affect payroll, safety, and training before staffing decisions are finalized. That kind of early alignment creates a more durable foundation for the transformation.

  57. A combination-department transition needs a written implementation sequence, not just a staffing decision. The operational realities of volunteer and paid personnel sharing coverage, supervision, and training can quickly expose gaps in scheduling and accountability. Mapping NFPA and OSHA requirements alongside labor and tax obligations before positions are created gives leaders a clearer way to set policies, define duties, and communicate changes fairly to members.

  58. A department’s transition to a combination model needs more than a staffing schedule. The operational change should be paired with clear expectations for training, supervision, compensation, and who holds responsibility at an incident. Building a written compliance checklist around NFPA guidance, OSHA requirements, labor rules, and tax obligations can make those decisions visible before they become conflicts. It also helps volunteers and employees understand how their roles fit together during emergencies.

  59. The move from an all-volunteer department to a combination model is not only a staffing change; it introduces overlapping operational, employment, and governance responsibilities. The reference to NFPA, OSHA, labor law, and IRS requirements shows why a transition needs a staged plan rather than an informal adjustment. It would be useful to separate decisions into policy, payroll, training, supervision, and documentation workstreams, with a named owner and review point for each. That structure can make the transformation easier to explain to both volunteers and incoming employees.

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