Editor’s Note: This article originally appeared in the “What Firefighter Want in 2024" digital edition. To download your copy and find more department resources, visit the “What Firefighters Want” resource page.
While firefighters are the ones battling the flames, their successes often hinge on their leaders’ values and priorities. The fire chief stands as the beacon of guidance, steering the department through the tumultuous seas of emergency response. Within this hierarchical structure, the alignment of values and priorities between the fire chief and other department supervisors (company and chief officers) can shape the fabric of the firefighting community.
As we delve into the results of the third-annual What Firefighters Want survey, it becomes evident that while safety and training find unanimous favor, discord persists in the areas of recruitment, retention and even the cherished brotherhood/sisterhood/sense of family within the ranks.
The fire chief’s mandate
A fire chief’s role extends beyond mere administrative duties; they safeguard their firefighters’ lives while ensuring the department’s efficient operation. A resounding consensus emerges on survey respondents’ perception of their fire chiefs’ values and priorities. The safety of firefighters rises to the top, with 76% of respondents noting that their chiefs prioritize this fundamental element of the job. This unwavering commitment to safety lays the foundation for effective emergency response in a profession fraught with peril and uncertainty.
Furthermore, training emerges as another cornerstone of the fire chief’s mandate, per 63% of respondents to the survey. Training sharpens firefighters’ skills and enhances their preparedness to tackle diverse challenges on the line.
Furthermore, 63% of respondents agree that their fire chief prioritizes fire department funding – a more pragmatic aspect of the fire chief’s responsibilities, ensuring that resources are allocated judiciously to meet operational needs. Fire department budgets are consistently being cut in city halls across the United States. Firefighters want to know and, more importantly, feel that their chief and department leadership are advocating for them. Regular engagement and communication from administration to personnel on the line will assist with minimizing ambiguity and give much-needed assurances.
However, the picture is not entirely rosy. In recent years, the fire service has grappled with certain deficiencies that cast a shadow over its future resilience. Recruitment, retention, succession planning, career development, and the cherished brotherhood/sisterhood within the ranks present notable areas of concern. For example, 28% of survey respondents reported that their fire chiefs do not prioritize recruitment, with 37% reporting retention as a non-priority. The looming specter of staffing shortages threatens the operational efficacy of fire departments nationwide.
Moreover, 38% and 31% of respondents do not believe their fire chiefs prioritize succession planning and career development, respectively – a worrisome trend related to feelings around the future of their organizations. This highlights a critical gap in nurturing future leaders and fostering professional growth among firefighters, both on the line and in staff positions.
The tepid acknowledgment of brotherhood/sisterhood/family raises questions about the cohesion and camaraderie within the fire service, with 33% reporting that it is not prioritized. This statistic is concerning on multiple levels. We’ve all had disagreements with folks in the firehouse; however, one thing was always crystal clear: When those tones hit, we knew we could count on one another to get the job done. Is that still the case today? Do we still have high levels of trust in our firehouses? That question can only be answered by one firefighter at a time, one firehouse at a time, and one shift at a time. I’m sure the question would be answered with an astounding yes, but that is the problem – the data doesn’t back this up. The climate today (in some instances) is starkly different when compared to the climate in a firehouse just 10 years ago. Ten years ago, we wouldn’t be having this conversation. The challenge is finding the answer to this elusive question. A lot of our collateral issues revolve around this anomaly.
The company officer’s charge
In the intricate hierarchy of the fire service, direct supervisors occupy a pivotal position, acting as the conduits between the fire chief’s mandates and the frontline firefighters. While their priorities often align with the fire chief’s, subtle nuances emerge upon closer inspection.
An impressive 83% of survey respondents highlighted safety as the top priority of company officers. This unwavering commitment underscores the frontline perspective, where the realities of firefighting demand utmost vigilance and adherence to health and safety protocols. We risk our health and livelihoods to take care of total strangers. There should never be scenarios where a fire service member must fight for basic health and safety accommodations.
Similarly, training garners significant attention, with 73% of survey participants stating that company officers recognize their indispensable role in equipping firefighters with the requisite skills and knowledge to execute their sworn duties and responsibilities adequately. Furthermore, 70% of respondents highlighted that company officers prioritize firefighter health.
However, challenges persist, albeit to a lesser extent when compared to expectations of the fire chief’s domain. Recruitment and retention efforts and succession planning emerged in the data as the areas where respondents perceived less attention from supervisors. While it was highlighted that approximately 54% of supervisors prioritize recruitment and retention, the figure represents an improvement compared to perceptions about fire chiefs. Similarly, only 51% of respondents noted that direct supervisors prioritize succession planning.
Navigating the crossroads
The comparison of values and priorities between fire chiefs and direct supervisors offers a nuanced understanding of some of the challenges facing the fire service. While unanimity prevails in safety and training, the disparities in recruitment, retention, succession planning and brotherhood/sisterhood/family underscore the need for concerted efforts to bridge the divide. The only way this will occur is through the establishment of an inclusive culture where all members and stakeholders know and feel that they have a voice to share their proposed solutions to real or perceived problems. These stakeholders include but are not limited to equity groups/associations and labor. Whether there is a recognized collective bargaining agreement or not, union leadership should be engaged and invited to offer their input. We should reject “us vs. them” scenarios and take care of the most essential element of a fire department – personnel.
The tension between operational imperatives and the human element inherent in firefighting lies at the heart of these disparities. While safety and training constitute the bedrock of operational efficacy, recruitment, retention and fostering a sense of brotherhood/sisterhood/family are essential for nurturing a resilient and cohesive fire service. We must remember where we have come from so that we are crystal clear about where we should be focused as an organization in the future.
Persistent problem-solving
A multifaceted approach is imperative to address all these challenges. First, fire chiefs must prioritize recruitment and retention initiatives, offering competitive incentives and fostering a supportive work environment to attract and retain talent. I know, the incentive aspect is easier said than done! However, the supportive work environment doesn’t cost a penny.
Bottom line: Where we come up short, we try again. Where we hit a brick wall, we seek and garner more “community capital” by stimulating external stakeholders who have perceived or realized influence in the community.
Simultaneously, succession planning should be embedded within departmental strategies, identifying and grooming future leaders to ensure continuity and organizational resilience. This should be included as a goal within your community-driven five-year strategic plan with proper funding allocated. This funding is minimal because your succession plan will be solely based on your professional development program and or mentoring program. That is where most of your funding should be for “Tri-Advancement Planning” – creating, implementing and synchronizing your professional development program, strategic plan and succession plan. All three should be interwoven with one another or referenced when executed.
Moreover, cultivating a strong sense of brotherhood/sisterhood/family demands proactive engagement and inclusivity initiatives within fire departments. By fostering a culture of mutual respect, camaraderie and support, firefighters can navigate the inherent challenges of our profession with resilience and solidarity.
What does the future hold?
The fire service is at a crossroads, where the alignment of values and priorities between fire chiefs and company officers holds profound implications for its future trajectory. While safety and training serve as the linchpins of operational efficacy, addressing the disparities in recruitment, retention, succession planning and brotherhood/sisterhood/family is imperative for fostering a resilient and cohesive firefighting culture.
Through collaborative efforts and unwavering commitment, the fire service can navigate these challenges and emerge stronger, united by a shared sense of purpose and camaraderie amidst the flames and uncertainty of emergency response.
