By Deputy Chief Derrick Phillips
In an era of heightened public scrutiny and evolving community needs, merely meeting the minimum standard for emergency services is no longer sufficient. The modern fire department must view the citizens it serves not just as constituents, but as customers who deserve world-class service, beginning long before an emergency siren sounds.
The path to achieving this elevated level of service is rooted in a commitment to strategic planning and continuous quality improvement. As emphasized by the Center for Public Safety Excellence (CPSE), organizational success hinges on a commitment to data-driven management and a community-focused approach.
By adopting a customer-centric mindset, fire and emergency service agencies can transform their operations. Here are 10 ways fire departments can exceed community expectations and define excellence in public safety.
1. Embrace Continuous Quality Improvement (CQI) as a culture
Exceeding expectations starts with a fundamental commitment to never settling for the status quo. The CPSE model of accreditation and excellence mandates a cycle of self-assessment and improvement. Fire departments must embed CQI into their DNA, regularly assessing operational weaknesses, analyzing performance data and implementing systematic changes. This commitment signals to the community that the department is proactive about maximizing taxpayer value and continuously refining its service delivery.
2. Practice proactive community risk reduction (CRR)
The ultimate way to exceed expectations is to ensure a customer never needs to call 911 in the first place. CRR involves utilizing data (such as a community risk assessment) to identify the highest threats — whether it’s fire in a specific neighborhood or opioid overdose calls — and tailoring prevention and education efforts directly to those risks. By investing heavily in prevention, departments demonstrate a genuine interest in community wellbeing that extends beyond basic emergency response.
3. Implement data-driven service delivery guarantees
Customers expect consistent, reliable service. CPSE principles encourage the development of Standards of Cover (SOC), which are specific, measurable goals for response times, resource deployment and service levels. Exceeding expectations means not only meeting these standards but also publicly tracking and reporting performance with transparent data. If a standard is missed, the department should use the data to drive improvements, showing accountability and dedication.
4. Elevate the emergency response customer experience
While proficiency is mandatory, a department exceeds expectations through the manner in which it delivers service. This is the “bedside manner” of the first responder. Crews should focus on non-technical skills such as empathy, clear communication and providing comfort. Simple actions, such as helping to secure a home after a fire or leaving a business card with resource information, can turn a stressful event into a positive service interaction.
5. Cultivate a culture of internal excellence and wellness
An external service cannot exceed expectations if the internal culture is poor. A focus on employee wellness, professional development and strong internal communication — a key strategic priority identified by CPSE — ensures that personnel are engaged, resilient and dedicated. Satisfied and well-supported firefighters are inherently better equipped to provide compassionate, high-level customer service to the public.
6. Conduct systematic stakeholder engagement
Exceptional service requires knowing what the customer actually wants. Fire departments should move beyond general satisfaction surveys to structured, recurring stakeholder engagement. This includes formal feedback sessions, focus groups with community leaders and biennial surveys to determine evolving expectations for service type and level, ensuring the department’s mission remains relevant to its constituents.
7. Expand services into community health initiatives
Today’s fire department is an all-hazards community safety net. Departments exceed expectations by addressing critical social and public health issues that frequently generate 911 calls. Implementing programs such as mobile integrated healthcare (MIH), substance abuse referral programs and dedicated behavioral health response teams demonstrates a willingness to address complex, non-traditional community problems.
8. Practice “compassionate compliance” in fire prevention
The Fire Prevention Bureau often serves as a department’s primary point of contact for non-emergency customer inquiries. Exceeding expectations in this realm means treating business owners and property managers as partners rather than adversaries. Inspections should be conducted with a focus on education and technical assistance, ensuring compliance is achieved through cooperation and clearly communicated risk management, not punitive measures.
9. Utilize proactive and transparent digital communication
In the digital age, customers expect information to be available instantly. Departments must exceed expectations by utilizing social media, community apps and transparent websites to disseminate vital information proactively. This includes neighborhood-specific safety alerts, timely updates on major incidents and clear explanations of how tax dollars translate into service improvements and public safety outcomes.
10. Ensure total post-incident follow-up
For serious incidents, the service should not end when the apparatus leaves the scene. Following up with victims of structure fires, medical emergencies or other traumatic events with a phone call or visit demonstrates genuine care. It provides an opportunity to connect citizens with essential support services (e.g., Red Cross, local mental health resources). This commitment to post-incident continuity of care transforms a professional response into a truly exceptional, humanitarian one.
Real world implementation
By focusing on these 10 interconnected strategies, all of which align with the principles of governance, administration and service delivery championed by the CPSE, fire departments can elevate their standing in the community, justify their resources and, most importantly, provide the high-quality, comprehensive service that truly exceeds customer expectations every single day.
ABOUT THE AUTHOR
Deputy Chief Derrick Phillips is a 30-year St. Louis Fire Department veteran, serving as operations chief for A shift, executive officer and commander of the Office of Homeland Security. He holds a Master of Arts in Security Studies from the Center for Homeland Defense & Security at the Naval Postgraduate School and a Master of Public Administration from Arkansas State University. Chief Phillips also holds the Chief Fire Officer designation through the Center for Public Safety Excellence and is a graduate of the IAFC Fire Service Executive Development Institute.
The opinions expressed in this article are my own and are not the official position of my agency.
