By Fire Chief Ryan Collins
Fire departments are built on the strength of talented, dedicated individuals who perform extraordinary feats under extraordinary circumstances every single day. It is the responsibility of executives and staff officers to ensure those professionals have the tools, resources and support necessary to perform the highest level of professional service possible.
As leaders in a profession that values continuous improvement, we routinely assess our equipment, procedures, training, communications and organizational culture. Many departments go a step further by empowering members at every level to influence how the organization operates, especially when it directly impacts their essential job functions. These ideas often originate from trade publications, training seminars, conferences and, more often than not, online platforms and social media.
However, most organizations rely on established committees or teams to evaluate new equipment, techniques or operational practices, often utilizing the chain of command to move initiatives forward. But what happens when a member’s idea doesn’t fit neatly within a committee’s scope, or worse, when good ideas are stifled before they reach the decision-makers?
Innovation in action: Proposal for Staff Action
Department members expressed concerns that some ideas were being prematurely dismissed by leadership, or changes were being made without adequate input from those most affected.So, led by the firefighters’ union, IAFF Local 7, in collaboration with the late Fire Chief Robert Hamilton, Sioux City Fire Rescue (SCFR) began working on a process to address the issue. The end result: The Proposal for Staff Action (PSA) program.
Here’s how it works: A member completes a form that serves as a structured worksheet, guiding them to think through the operational and fiscal impacts of their proposal. The form includes the following fields:
- Statement of problem, including any history that may be relevant;
- Statement of proposal — the suggested solution for the problem;
- Description of resources available to carry out proposal (e.g., tools, equipment, personnel and outside sources);
- Description of the resources needed to carry out proposal;
- Statement of benefits — how the department benefits from the proposal;
- Funding required for initiating proposal — a list of all costs necessary for implementation;
- Funding required for recurring costs — anticipated maintenance, repairs and replacement costs; and
- Other comments
To uphold the chain of command, the member making the proposal must inform their company officer and/or captain and record the date of that notification on the form. Officer approval or support is not required, only confirmation that the proposal has been communicated.
Upon completion of the form, the individual distributes the proposal department-wide via email for a 14-day peer review period, during which time all members are invited to provide feedback or recommendations to the individual. The submitting member collects and retains all correspondence and comments as a package, ensuring transparency and ability to address any questions from staff officers.
Upon conclusion of the review period, the proposal — along with all supporting documentation, including any feedback — is forwarded to command staff for consideration. After review, staff issues a department-wide response outlining what action was taken and the rationale behind the decision.
Successful proposals
The PSA process has proven highly successful for SCFR. It has fostered engagement across all ranks, giving every member a voice in shaping the organization’s future.
Some examples of successful proposals that have recently been submitted and approved:
- Updates to hair and uniform policies;
- PPE and other safety equipment recommendations;
- Internal cost-saving measures; and
- Changes to department procedures that enhance responder safety and effectiveness.
Member feedback
Of the Proposals for Staff Action that are submitted each year, roughly half are either approved or denied, while the remaining proposals are usually referred to standing committees responsible for those specific topics, such as training, apparatus specifications, or health and safety. Proposals that are denied are most often due to safety or liability concerns, insufficient justification or limited funding.
While denials can be discouraging, the process itself still offers valuable learning opportunities. It often challenges members to conduct research, data collection, evaluate resource allocation, and analyze return on investment and other financial considerations. In doing so, the process helps members understand many of the constraints placed on department leaders, but most importantly, it prepares the members for future leadership roles within the department.
Action reconsideration
One area identified for improvement within the SCFR process is the development of a centralized repository for past Proposals for Staff Action. This resource would provide current and future members with access to the history, context and rationale behind organizational changes. As internal and external conditions evolve, whether operational, administrative, fiscal or political, previous proposals may warrant reconsideration. Having this documentation readily available by all would ensure fair, consistent and informed decisions in the future.
Tips for replication
Departments interested in developing their own PSA process must begin with mutual respect and open communications. A positive labor-management relationship is foundational to creating an environment where ideas and solutions can grow. For SCFR, this is achieved through monthly meetings with union representatives to ensure open, consistent dialogue. This is a rare case where “meeting just to meet” is not only considered acceptable, but vital. When department leadership recognizes that the rank-and-file members bring legitimate perspectives and expertise to the table, and when labor trusts that leadership decisions are guided by fairness and the overall mission, collaboration becomes possible. This trust allows both sides to discuss challenges candidly and work toward solutions instead of just defending positions.
The PSA process utilized by SCFR is not a one-size-fits-all model and may not fit every organization. However, as long as open communication, trust and respect remain at the core, departments can build a process that encourages innovation, transparency and continuous improvement for the benefit of the members and the community alike.
Empower your people
By empowering personnel and placing ownership of ideas back on those who propose them, members become not just idea-driven, but solution-driven. The PSA process demonstrates that when every member of the organization has the opportunity to influence change, the entire organization becomes stronger, more innovative and better prepared to serve the community.
About the Author
Ryan Collins is the fire chief of Sioux City (Iowa) Fire Rescue. He began his fire service career in 2001 as a volunteer firefighter in Pierre, South Dakota, before joining Sioux City Fire Rescue in 2006. Collins steadily rose through the ranks, serving as fire lieutenant and captain, and contributed several years as an executive board member of Local 7 of the International Association of Fire Fighters. In 2024, Collins was appointed to serve as the department’s 18th fire chief in its 151-year history.
About the Agency
Sioux City Fire Rescue is a career fire department made up of 148 dedicated professionals. The department has been accredited by the Commission on Fire Accreditation International (CFAI) since 2015 and by the Commission on Accreditation of Ambulance Services (CAAS) since 2023. The agency also holds a Class 1 rating from the Insurance Services Office (ISO).
