White Marsh Volunteer Fire Company Inc

aka White Marsh Volunteer Fire EMS Rehab   |   White Marsh, MD   |  www.wmvfc.org

Mission

MISSION
The Mission of the White Marsh Volunteer Fire Company strives to safely respond to those in need of assistance with professional, trained personnel...Every Call...Every Hour...Every Day.

VISION
To be highly-reliable, well trained emergency responders answering the needs of our community and country with long-range sustainability achieved through dedicated members, solid leadership and effective planning

Ruling year info

1992

President

Kevin Palmer Jr.

Vice President of Operations

Rick Blubaugh III

Main address

PO Box 309

White Marsh, MD 21162 USA

Show more contact info

Formerly known as

Cowenton Volunteer Fire Company

EIN

52-6050771

NTEE code info

Fire Prevention / Protection / Control (M24)

Ambulance/Emergency Transport (E62)

Safety Education (M40)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

There are several critical needs for our organization to continue to be successful in fulfilling our mission. One of the primary needs is the continued recruitment and retention of quality personnel to respond to emergencies.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Fire and Rescue Response

Response to fire, rescues and other emergency and non-emergency incidents as dispatched by Baltimore County 911.

Population(s) Served

Emergency Medical Services (EMS) ambulance response and patient transportation to hospitals as dispatched by Baltimore County 911.

Population(s) Served

Community outreach and public safety education

Population(s) Served

Where we work

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

The White Marsh Volunteer Fire Company strives to provide a professional service to the community both in an emergency and non-emergency setting. This includes maintaining adequate volunteer personnel with proper training to provide emergency services to the community. In addition the organization strives to promote public safety training, and awareness through community events and social media outreach. The organization strives to be a leading non-profit in the community that is engaged to the community needs. The organization strives to be for the community by the community. Lastly, the organization commits itself to functioning as a business so that it remains sustainable and viable well into the future.

1. Continue to recruit and retain approximately 10-15 fire and EMS personnel each year to maintain attrition rates and call volume. In addition recruit and retain 2-3 administrative personnel per year to handle administrative functions of the Company.

2. Maintain adequate training standards and programs in order to provide professional and accurate care to the community while dealing with an evolving environment that creates changes to the fire and EMS community

3. Investment and personnel development to maintain personnel retention and improve promotional rates to fulfill leadership positions.

4. The Board of Directors and Corporate officers continue to evaluate business strategies and methods to remain a competitive nonprofit organization that remain viable to the community and implement sustainable business strategies.

5. Evaluate fundraising initiatives and follow a 10 year capital plan in order to maintain fiscal responsibility.

6. Maintain a public relations and community outreach strategy to remain viable in the community.

1. We have a personnel taskforce that is comprised of administrative and training personnel to ensure a smooth transition of new candidates. We constantly evaluate our recruitment and retention strategies to ensure that we are up to date, effective, and beneficial to the company. The Board of Directors evaluates personnel numbers on a quarterly basis to ensure we have enough personnel to meet our needs.

2. The Board of Directors reviews monthly, call statistics, response times, and response rates to ensure the Company is providing adequate services to the community.

3.The line staff (operations) oversees training of personnel. Training focuses on fire and EMS services, emergency vehicle operations, personnel advancement, customer service, and much more.

4. The board of directors appoints 3 community board members to serve a 1 year term. These community members allow for communication and transparency between the company and the community. In addition these people have various business backgrounds to ensure that the Company is instituting proper business practices and sustainable leadership practices.

5. The board of directors evaluates on a monthly basis the budget report, spending, and income. The Corporate officers look at ways to better raise money while decreasing fundraising costs.

All of the above strategies are continuously in progress. Our greatest challenge is to combat these issues:
1. National decrease in volunteerism
2. Difficulty retaining members due to time constraints
3. Increased call volume in our district
4. Leadership development and growth

The leadership must continuously evaluate strategies to combat the above challenges.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Community meetings/Town halls, Suggestion box/email,

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To strengthen relationships with the people we serve,

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders, Our community partners,

  • What challenges does the organization face when collecting feedback?

Financials

White Marsh Volunteer Fire Company Inc
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

White Marsh Volunteer Fire Company Inc

Board of directors
as of 3/3/2020
SOURCE: Self-reported by organization
Board co-chair

Michael Connelly

White Marsh Volunteer Fire Company

Term: 2019 -


Board co-chair

Danielle Dietrich

White Marsh Volunteer Fire Company

Term: 2019 -

Phil Winkler

White Marsh Volunteer Fire Company

Kim Lyons

Community Member

Brandon Corbett

Community Member

Danna McDonald

Community Member

Robert Romadka Jr.

Community Member

Rob Manns

Community Member

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 03/03/2020

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

No data

The organization's co-leader identifies as:

No data

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data