By Assistant chief (ret.) Jo-Ann Lorber
The role of a fire chief has transformed dramatically over the past 25 years, evolving from a primarily operational leadership position to one encompassing strategic planning, crisis communication, risk management and community engagement. As we consider how modern society has become more complex, let us also consider the multifaceted impacts — both positive and negative — confronting fire chiefs today, examine how they shape the landscape of emergency services, and share key actions for chiefs looking to own their role.
| SPECIAL REPORT: What Firefighters Want in 2025
Expanding responsibilities in a modern world
The traditional perception of a fire chief as a tactical leader at the scene of a blaze is only a fraction of the reality. Today’s fire chief must be an adept administrator, a public health advocate, a technology integrator and a community leader. The scope of their duties includes:
Strategic resource management: Overseeing budgets, personnel and the allocation of resources in the face of shrinking municipal funding and increasing demand for services. Take action:
- Conduct regular assessments of their department’s needs and capabilities.
- Seek alternative funding sources, such as grants.
- Invest in training programs to ensure their personnel can handle all-hazards.
Interagency collaboration: Working closely with law enforcement, EMS, public works and local governments to ensure effective disaster response. Take action:
- Establish regular communication channels with other city department heads.
- Participate in joint training exercises.
- Develop coordinated response plans (comprehensive emergency management plans).
Community risk reduction: Implementing fire prevention education, code enforcement and outreach programs that address not only traditional fire hazards but also modern threats, such as hazardous materials and terrorism. Take action:
- Conduct a community risk assessment to evaluate potential hazards and vulnerabilities within your community to develop risk reduction strategies.
- Collaborate with community stakeholders along with city/county departments using your risk assessment to assist in developing public education programs, code enforcement, etc., to increase community resilience for whatever tragedy happens.
Workforce development: Recruiting, training and retaining a diverse workforce amid shifting demographics and labor markets. Take action:
- Offer competitive salaries and ongoing professional development opportunities to ensure that the department is promoting a culture of respect and equity.
- For recruitment efforts, reach out to students in middle and high school along with local colleges and community sports leagues.
The impact of technology
The technological revolution of the 21st century has brought both opportunities and consequences for fire chiefs.
Emerging technologies: The use of drones, GIS mapping and real-time communication tools has enhanced situational awareness but also requires specialized training, cybersecurity protocols and significant investment. Take action:
- Establish a dedicated technology committee and collaborate with law enforcement and your Information Technology (IT) department to evaluate and implement new technology.
- Invest in training your employees on such items and ensure that you budget for technology upgrades and maintenance, ensuring regular reviews for relevance and effectiveness.
Data-driven decision making: Fire chiefs are now expected to leverage big data to predict risks, allocate resources efficiently and justify budget requests. Failure to adapt can result in misallocated resources or missed opportunities for prevention. Take action:
- Invest in data analytics platforms and training so staff can collect, interpret and apply operational data effectively.
- Establish regular data review meetings to discuss trends, risk assessments and resource allocation strategies.
- Engage with other departments to benchmark data usage and determine best practices.
Cybersecurity risks: As fire departments rely more heavily on interconnected systems, they become vulnerable to cyberattacks, ransomware and data breaches, potentially crippling emergency response capabilities. Take action:
- Work with your IT professionals to conduct routine vulnerability assessments and update security protocols along with implementing regular cybersecurity training and awareness programs for all staff (phishing and ransomware prevention).
- Confirm with your IT folks that there is a comprehensive incident response plan in place to ensure continued operations in the event of a cyber-attack.
Heightened accountability and transparency
Public expectations for transparency and accountability have never been higher.
Social media scrutiny: Fire chiefs must be prepared to communicate rapidly and effectively during crises, as information (and misinformation) spreads instantly. A single misstep can erode public trust or create legal liabilities. Take action:
- Designate trained fire personnel or a public information officer to monitor social media actively, craft timely and accurate updates during incidents, and address misinformation before it spreads.
- Collaborate with other city/county departments that may have PIOs so that only one clear message is sent out.
- Develop a social media policy for your employees so that they are aware on what to post and what not to post, especially on their personal accounts.
Legal and ethical responsibilities: Modern chiefs are responsible for ensuring compliance with ever-expanding regulations, from labor laws to environmental standards. Mistakes can lead to litigation, fines or even criminal charges. Take action:
- Establish ongoing legal compliance reviews with your legal department and state fire marshal to proactively address emerging laws and standards.
- Implement regular ethics training for all personnel, and develop clear policies on reporting and investigating violations.
- Foster a culture where ethical decision-making is encouraged and supported, and maintain thorough documentation of compliance efforts.
Changing nature of emergencies
Additionally, chiefs face new and intensifying hazards.
Climate change: More frequent and severe wildfires, floods and storms have expanded the scope of emergency response, requiring fire chiefs to develop adaptive strategies and long-term resilience planning. Take action:
- Develop a comprehensive climate resilience plan by partnering with your local emergency management, meteorological agencies and regional planners.
- Regularly assess your communities’ vulnerabilities, update wildfire and flood response protocols, and invest in specialized training and equipment to address evolving environmental threats.
- Engage in ongoing community education and advocate with other city/county departments for mitigation efforts, such as defensible space or infrastructure hardening, to reduce risk and enhance preparedness.
Pandemics and public health: The COVID-19 pandemic underscored the critical role of fire departments in public health response, exposing chiefs to new consequences related to infection control, vaccination mandates and continuity of operations. Take action:
- Preserve ongoing partnerships with local health departments, emergency management offices, hospitals, private ambulance providers and logistics suppliers.
- Schedule bi-annual meetings to share information, discuss emerging public health concerns, and coordinate on pandemic preparedness.
- Maintain open lines of communication to ensure rapid response and continuity of operations during health crises.
- Encourage cross-training and collaborative planning to strengthen your department’s capability to support the community’s health and resilience in future emergencies.
Terrorism and mass casualty events: Modern fire chiefs must be prepared for active shooter situations, hazmat releases and coordinated attacks, requiring specialized training and interagency collaboration. Take action:
- Build strong interagency relationships with law enforcement, hospitals, private ambulance companies, adjacent fire departments and emergency management agencies through joint training exercises and regular communication.
- Invest in specialized equipment and scenario-based drills for response to mass casualty and terrorism-related incidents.
- Establish clear protocols for unified command and incident communication.
- Prioritize educating personnel in conducting threat assessments and ensure that personnel have access to mental health support following any traumatic events.
Personnel management and organizational culture
Managing a diverse and evolving workforce is a defining challenge for 21st-century fire chiefs, as they must manage the following.
Mental health and wellness: Chiefs are increasingly held responsible for supporting their team’s mental health. Consequences of neglect can include burnout, PTSD, reduced performance or even suicide within the ranks. Take action:
- Prioritize your department’s mental health by implementing regular peer support programs, confidential counseling services, and wellness check-ins.
- Establish open lines of communication, encourage destigmatization on seeking help, and train supervisors to recognize signs of stress or trauma.
- Partner with mental health professionals to conduct workshops tailored to first responders and develop clear policies for time off and debriefing after critical incidents.
Diversity, equity and inclusion: Societal expectations demand equitable opportunities and inclusive workplaces. Chiefs must address issues of discrimination, harassment and equity or face reputational and legal consequences. Take action:
- Promote diversity, equity and inclusion (DEI) by conducting regular training sessions that address unconscious bias, cultural competency and workplace harassment.
- Implement transparent recruitment, retention and promotion policies that ensure fair opportunities for all personnel.
- Establish mentorship programs to support underrepresented groups within the department and facilitate open forums where team members can voice their concerns or ideas in a respectful environment.
- Regularly review departmental policies and practices with input from diverse internal/external stakeholders.
- Cultivate partnerships with local organizations to strengthen inclusion efforts both within the department and across the broader community.
Succession planning: The retirement of baby boomers and the influx of younger generations require strategic planning to transfer knowledge and maintain operational readiness. Take action:
- Develop a robust succession planning strategy by identifying high-potential personnel early and providing them with mentorship, leadership training and opportunities to take on challenging assignments.
- Create a structured knowledge transfer process, such as shadowing retiring leaders or documenting best practices, to ensure critical institutional wisdom is not lost.
- Engage the entire department in envisioning the department’s future needs and fostering a culture where professional development and continuous learning are valued.
- Regularly review and update succession plans to reflect evolving operational demands and workforce demographics, ensuring readiness and continuity as veteran staff retire and new leaders emerge.
Financial constraints and fiscal responsibility
Many fire departments face mounting financial pressure from the following responsibilities.
Shrinking budgets: Economic downturns, competing priorities and changing tax bases often mean doing more with less. Chiefs must find innovative ways to fund operations or risk service reductions. Take action:
- Maximize your department’s resources by embracing strategic financial planning and pursuing alternative funding streams such as grants.
- Conduct a thorough review of all expenditures to identify potential cost savings, such as collaborating with neighboring departments for joint purchasing or shared services.
- Aggressively seek out public-private partnerships and community fundraising opportunities to supplement municipal funding.
- Maintain transparency with your staff about fiscal realities and prioritize investments that directly impact service delivery and personnel well-being.
Grant management: Navigating complex grant systems offers opportunities but also imposes administrative burdens and compliance risks. Take action:
- Strengthen your department’s grant management by designating dedicated personnel (sworn or civilian) or forming a grant team responsible for tracking application deadlines, ensuring compliance and meticulously documenting expenditures.
- Invest in training for your staff on grant-writing best practices and regulatory requirements to increase the likelihood of successful applications and reduce audit risks.
- Establish standardized processes for monitoring grant performance and reporting outcomes, and regularly communicate progress and lessons learned across the department to build institutional expertise.
- Proactively seek out partnerships with local fire agencies to leverage shared resources and expand your eligibility for diverse funding opportunities.
Community expectations and political pressures
Fire chiefs today operate in a highly visible and often politicized environment.
Stakeholder engagement: Chiefs must balance the needs and expectations of elected officials, community groups and the media. Poor engagement can lead to loss of support or funding. Take action:
- Proactively cultivate relationships with key stakeholders by establishing regular channels for dialogue, such as community forums, advisory panels or open houses.
- Invite input on departmental initiatives and actively listen to concerns, demonstrating responsiveness and accountability.
- Equip your leadership team to engage confidently with diverse groups — elected officials, local businesses and residents — ensuring all voices are valued in decision-making.
Policy advocacy: Chiefs play an active role in shaping local, state and national policy, from fire codes to disaster preparedness legislation. Take action:
- Enhance your department’s influence by actively engaging in policy advocacy at local, state and national levels.
- Designate a chief officer or create a policy team to monitor legislative developments relevant to fire service, disaster preparedness and public safety.
- Collaborate with professional associations and allied agencies to coordinate advocacy efforts and present a unified voice on critical issues.
- Educate your staff on the policy process and encourage participation to foster a culture of civic engagement and informed leadership.
Ethical leadership and decision-making
With increasing complexity comes a heightened need for ethical leadership.
Ethical dilemmas: Fire chiefs frequently encounter situations where legal, moral and practical interests may conflict, such as balancing privacy with public safety or resource allocation in crisis. Take action:
- Foster ethical decision-making by establishing clear protocols and providing regular training on real-world scenarios that reflect the complex moral choices fire chiefs and personnel face.
- Encourage open discussions on ethical challenges within your leadership team, creating a safe space for collaborative problem-solving that weighs legal obligations, community values and operational realities.
- Consider forming an ethics advisory group, including representatives from diverse backgrounds, to review sensitive cases, offer guidance and help maintain transparency.
Role modeling: Chiefs must set the tone for organizational integrity and community trust, recognizing that their decisions carry long-term consequences for the department and public perception. Take action:
- Lead by example in every aspect of your professional and personal conduct.
- Make integrity, fairness and accountability visible in daily interactions with staff and the community.
- Be transparent about your decision-making processes and own both successes and setbacks with humility.
- Regularly recognize individuals who demonstrate the department’s core values, fostering a culture where ethical behavior is celebrated and emulated.
- Encourage mentorship and open-door conversations, showing that growth and learning are ongoing pursuits, regardless of rank.
The path forward
The consequences faced by fire chiefs in the 21st century are profound and far-reaching. From navigating the integration of technology and managing new types of emergencies, to fostering a healthy organizational culture and maintaining financial sustainability, modern fire chiefs must be visionary leaders, astute managers and steadfast advocates for their communities.
The stakes are high: Mistakes can lead to lives lost, reputations tarnished, and communities left vulnerable. However, the opportunities are equally significant. By embracing innovation, prioritizing transparency and leading with integrity, today’s fire chiefs can transform challenges into catalysts for growth and resilience.
As society continues to evolve, so too must the role of the fire chief, ensuring that emergency services remain a pillar of safety, trust and hope in the 21st century. Are you ready or have you already accepted this challenge?
ABOUT THE AUTHOR
Jo-Ann Lorber is a retired assistant fire chief. She worked for Fort Lauderdale (Florida) Fire Rescue for 28 yrs. Lorber holds a master’s degree in public administration, a bachelor’s degree in public management, as well as two associate degrees. She is a graduate of the National Fire Academy’s Executive Fire Officer Program and was designated as a Chief Fire Officer from the Center of Public Safety Excellence. She also is a graduate of the Center for Homeland Defense and Security’s Naval Postgraduate’s Executive Leaders Program and is a certified emergency manager.
