When the Monument Fire District (MFD) sought to hire a new fire chief in 2020, the district found itself needing to look outside the organization, conducting a nationwide search to fill the position.
The question that emerged from that process was, “How could MFD have been better prepared for such a situation?” In other words — and looking ahead — how could the district prepare its current members to step into leadership positions.
The board ultimately selected Fire Chief Andy Kovacs, who spoke with FireRescue1 about his commitment to improving the district’s succession planning.
The power of succession planning
According to the International Association of Fire Chiefs’ (IAFC) “Succession Management for the Fire-Rescue Service” August 2024 report, succession management can be thought of as “building a talent strategy to maintain continuity in the workforce, while supporting the advancement of leaders for critical positions within the organization.” Additionally, promoting from within rather than hire externally has several advantages: preserving institutional knowledge, reducing onboarding time and cost, strengthening retention and morale, and encouraging leadership development. Unfortunately, the lack of succession planning is a common problem among fire-rescue agencies across North America.
A well-planned succession management strategy helps organizations maintain not only continuity but also innovation. It is therefore particularly important to prepare individuals for executive-level positions well in advance of vacancies. This is exactly what MFD hoped to establish with its new program, which was designed to mentor and coach members for more advanced roles.
A leader arrives
Upon his arrival at MFD, Chief Kovacs had a strong background in organizational leadership; professional experience as a company officer, battalion chief and division chief; and a passion for mentoring and coaching the next generation of fire service leaders. These qualities, particularly his commitment to developing internal talent, made him well suited for the role.
Kovacs had spent nearly his entire 30-year career with a department in California, where he attended the department’s Leadership Institute, a yearlong internal leadership program that covered leadership concepts, styles and tools for both emerging and existing officers. He says he was so drawn to the study of leadership that he went on to earn a bachelor’s degree in organizational leadership.
Kovac recalls how, years later, when he was one of about a dozen division chiefs, the fire chief came to a staff meeting one day and declared that none of them were prepared to hold the top job. He says many of the division chiefs were offended by the statement and frustrated by the lack of mentorship and coaching. As a result, many retired early, resigned or moved to other agencies.
This early experience struck a chord with Kovacs. He understood that leading an agency of that size came with significant responsibility, but he believed the fire chief had an obligation to mentor and coach upcoming officers.
A novel approach
Outside his own formal education, Kovacs recalls learning vital skills such as writing and public speaking on the fly rather than through any official on-the-job training. Most firefighters don’t learn these skills until they step into an office role for the first time, often because of an injury, a desire for change, or pay considerations, he notes. So, when he stepped into the fire chief role — a position he assumed he would hold for about five to seven years — Kovacs made one of his primary goals the implementation of a succession program. The program would include mentoring and coaching personnel through exposure to the administrative and leadership responsibilities required of chief officers and the fire chief. That way, members could get training on the more leadership- and administrative-oriented duties long before stepping into a role where such skills are essential.
Rotational assignments
One key component of the succession management program involves rotating personnel through a two-year administrative assignment. Candidates are evaluated and accepted into the program through an application and interview process. After two years of seeing “what goes on behind the curtains,” the goal is for them to gain an understanding of the big picture. They now know how the organization operates, from decision-making and politics to contract administration, vendor management, budgeting, and policies and procedures.
Additionally, when MFD’s deputy fire chief retired, Kovacs created a position called “executive battalion chief.” In this role, each of the three battalion chiefs in the field would rotate through a one-year administrative assignment. They would also conduct operations alongside the chief, getting more direct access to the day-to-day expectations of the job.
The battalion chiefs also accompanied Kovacs to MFD’s board meetings and other community events to gain exposure to the deputy fire chief’s responsibilities and to build their public speaking confidence. Although some initially resisted the assignment, he says they ultimately left with an appreciation for the experience.
The rotating assignments pushed personnel outside their comfort zones, gave them experiences they might not have had otherwise, and allowed them to gauge whether the position was a good fit.
“You have to want to do the job, and it’s OK if someone comes through an administrative assignment and recognizes it’s not for them,” Kovacs says. “But what I’ve found is that it’s a fear of the unknown and that apprehension of not knowing what the job entails. I think once they’re exposed to it and kind of get comfortable with it, they actually find it very rewarding.”
Professional development
Kovacs strongly encouraged interested members to enroll in the National Fire Academy’s Executive Fire Officer (EFO) Program. Since he has been at MFD, one battalion chief has enrolled in this program; several others have earned the Chief Officer credential through the Center for Public Safety Excellence (CPSE); two are pursuing master’s degrees; and one is working on a bachelor’s degree. Kovacs credits the rotation program as the catalyst for these actions and accomplishments. He finds it rewarding to see this level of interest and commitment, particularly considering that the industry standard for becoming a fire chief often now includes completing the EFO Program, the Managing Officer Program and a master’s degree.
“I think it helps them to know that somebody believes in them and thinks they’re capable of doing all those things — capable of becoming the fire chief,” Kovacs added.
The transition ahead
With his contract ending, Kovacs will retire at the end of the year, and the hiring process for the fire chief position will soon begin again. He said he has been encouraging several employees who never saw themselves as the fire chief to apply for the role, and that it has been rewarding to watch them grow, mature and take on additional challenges.
As of this writing, two internal candidates are in the running for the fire chief position. Although Kovacs had hoped for more candidates to give the board even greater depth and breadth to choose from, he acknowledges this is still a good start.
As for how it feels to “pass the torch,” Kovacs notes: “I think that’s our responsibility as leaders, and if we don’t do that, we’re kind of failing our people. I gave the [prior department] example because I feel like we were let down, we were never inspired or given any sense of confidence that we could be fire chief.” He also recalls how some members went on to become fire chiefs at other agencies, showing they were capable once given the mentoring and coaching needed to build their confidence.
Kovacs continues to encourage members to go beyond their department to earn certifications and degrees; attend conferences and seminars; join local, state and national professional organizations; and engage in training programs. And he invites them to accompany him to meetings with the board and other local organizations. He also hopes MFD will continue to grow its leaders — and potential leaders — to ensure job security, enable advancement and plan for succession.
Strengthening support roles
Beyond the fire chief role, the district also identified another position in need of support. The district hired its first administrative assistant after realizing its director of administration — who handles all human resources functions — had no backup. She handled all payroll, accounts receivable, accounts payable and benefits functions, as well as many other administrative tasks. If she left the district, no one would be prepared to take over her job. Hiring an administrative assistant will free the director to focus on higher-level responsibilities and will create a succession plan for when she retires.
Kovacs envisions a future in which MFD hires additional administrative staff as the community grows and as the district expands and considers potential mergers with partner agencies.
Tips for replication
- Conduct internal surveys asking members important questions about their future (e.g., where they see themselves in five years, what their career aspirations are), and, based on the results, customize a career track for each member to expose them to relevant educational and professional opportunities.
- Develop training content in specific areas to focus on the skills, knowledge, and abilities that certain positions may require. This approach can influence and encourage others to jump on board because they see others growing and want to be part of it.
- Share monthly leadership lessons on administrative-related topics such as time management, conflict resolution, or budget 101.
- Give members accountability for their programs, such as requiring them to answer for any budget shortfalls, to help teach them responsibility.
Final thoughts
Monument Fire District’s experience underscores a simple leadership truth: Succession does not happen by chance. It requires intentional exposure to executive responsibilities, structured mentorship and clear expectations for professional growth long before a vacancy occurs. By investing in internal talent and normalizing leadership development at every level, agencies can strengthen continuity, preserve institutional knowledge and ensure the next chief is prepared — not surprised — when the time comes to lead.
ABOUT THE DISTRICT
The Monument Fire District (MFD), located about 20 miles north of Colorado Springs, serves the 62-square-mile Tri-Lakes region in northwest El Paso County, Colorado. The district protects 43,000 residents, including approximately 9,652 residences and 1,000 businesses. With 84 full-time firefighters and paramedics, MFD has five stations and an administrative building.
MFD is among the 1% of fire departments nationwide accredited by the Commission on Fire Accreditation International (CFAI).
