By Fire Chief Brenden Espie
In 2015, the Surprise Fire-Medical Department (SFMD) took a significant step toward transforming its labor-management culture by adopting the Relationship By Objective (RBO) model — a collaborative framework initially pioneered by the Phoenix Fire Department. This initiative was not merely an organizational experiment but also a deliberate response to strained relationships between labor and management. Over the past decade, the RBO process has become a cornerstone of SFMD’s operational philosophy, emphasizing collaboration, transparency and shared accountability. Labor and management now work as equal partners to create or amend the systems and processes that make the organization and its people successful.
Here I’ll explore the origin of the RBO practice in Surprise, outline the timeline and structure of the annual retreat, and highlight success stories and lessons learned. Plus, I’ll provide practical tips for other agencies seeking to replicate this model of cooperative problem-solving.
The impetus for change
Before 2015, the SFMD faced growing tension between management and labor representatives. Differing priorities, communication breakdowns and a lack of structured collaboration led to an environment where both sides often worked at cross-purposes. While the department remained dedicated to serving the community, internal relationships were fraying under the weight of unresolved issues.
The impetus for adopting the RBO model was a shared understanding that progress could not continue in such a divided state. The department needed a framework that encouraged dialogue, built mutual respect and provided measurable outcomes. The Phoenix Fire Department’s RBO process, long recognized as a national best practice for labor-management collaboration, provided the blueprint.
Rather than continuing down a path of reactive conflict resolution, SFMD chose to adopt a proactive, cooperative model that enabled both sides to identify shared goals, develop joint action plans and hold one another accountable for progress.
Key players in the shift
Two individuals were instrumental in the successful launch of the RBO process at SFMD: Fire Chief Tom Abbott and Union Chapter President Mike Payne. Their collaboration set the tone for how RBO would function within the department.
Guiding us in the initial phase of this new process were two former heavyweights in the labor-management world: Tim Hill, a retired Phoenix Fire labor leader and previous president of the Professional Fire Fighters of Arizona, and Brian Tobin, retired Phoenix Fire assistant fire chief and former president of Professional Fire Fighters of Arizona.
Chief Abbott’s leadership style emphasized openness and empowerment. He understood that sustainable success depended on more than directives; it required shared ownership of outcomes. Mike Payne, in turn, brought credibility and leadership from the labor side, demonstrating that the union could be an innovation partner, not just a negotiation agent.
Together, they modeled the trust and communication that would become essential to the process. Their partnership helped institutionalize the idea that the best solutions emerge when both sides work toward a common goal — protecting and serving the community while supporting the men and women who make that service possible.
RBO retreat — collaboration, not negotiation
The central pillar of the RBO process is an annual retreat in November, that brings together leadership, union representatives and key members of various divisions.
The full-day gathering includes presentations, facilitated discussions, and collaborative workshops that focus on reviewing existing initiatives and setting new objectives for the upcoming year. Each group, composed of both labor and management members, leaves the retreat with specific action plans that guide their work until the next RBO session.
The timing of the retreat is strategic: By convening in November, the department can develop new action plans with enough time to request supplemental funding in the upcoming fiscal year if needed.
The success of RBO depends heavily on what happens after the retreat. Throughout the year, teams are expected to track progress, communicate regularly, and ensure their action plans remain active and relevant. This follow-through is critical to maintaining the integrity of the process.
It’s also important to note that the RBO process is distinct from the labor-management Meet and Confer process, which occurs every other year to discuss wages and working conditions. RBO focuses on collaboration, innovation and problem-solving, not negotiation.
Where we started
The starting point for us — as it should be for any department in this situation — began with buying into the philosophy that no single issue is worth compromising or destroying a relationship. What is really at play throughout the process: Management is giving up some of its authority, and the union is accepting some responsibility for the decisions and changes.
Start with jointly assessing what needs to be addressed — the “low-hanging fruit,” an item or two that would be considered by both sides as an easy or well understood item are good ways to get the process moving. Keep in mind that management and labor have many responsibilities that overlap with members of the department, each other and elected officials. Work toward consensus and be willing to compromise.
Success stories and measurable outcomes
Over the years, the RBO model has yielded numerous successes that demonstrate its value as both a planning tool and a cultural framework. The department has achieved tangible improvements in programs, recruitment and internal communication, while also strengthening the sense of unity across all ranks. Some examples:
- Strengthened labor-management relationships: The most significant outcome has been the improvement in relationships between labor and management. Once characterized by tension and mistrust, interactions are now more collaborative and transparent. Both sides have developed a deeper understanding of each other’s challenges and priorities, resulting in more productive dialogue and joint decision-making. This improvement in relationships has enhanced morale, reduced unnecessary conflict and built a culture of shared responsibility that continues to define the department’s identity.
- Career development programs: One of the early initiatives that emerged from an annual retreat was the development of career development initiatives designed to support the professional growth of all employees. These programs offer mentorship, structured pathways for advancement and targeted training opportunities, ensuring the department continues to develop skilled and motivated leaders from within. This process took over two years to develop, and we are scheduling our first in-house training courses for 2026.
- Improved hiring and recruitment practices: RBO discussions also led to reforms in the recruitment and selection process, including the implementation of an “academy day.” This new evaluation day allows hiring teams to evaluate candidates not only on technical skills but also on teamwork, character and cultural fit. The results have been improved hiring outcomes, reduced turnover and stronger recruit classes that better reflect departmental values.
- Development of an in-house paramedic school: A particularly ambitious outcome of ongoing RBO discussions is the establishment of an in-house paramedic school, scheduled to launch its first class in August 2026. This initiative represents years of collaboration and planning, aligning training and certification with the department’s unique operational needs. Once operational, the school will enhance service delivery, ensure a consistent standard of training and strengthen the department’s self-sufficiency.
Challenges and lessons learned along the way
While the RBO process has delivered clear benefits, it has not always been smooth sailing. There have been years when the process faltered, specifically when teams did not follow through on their action plans, when communication broke down or when enthusiasm waned. In those instances, outcomes suffered, and in some cases, relationships within teams became strained.
These challenges serve as reminders that the RBO process is inherently fragile. Its success depends on continuous attention, honest communication and sustained engagement from both labor and management. Without these, the process can easily lose momentum and credibility.
What has kept the process alive at SFMD is the collective commitment to perseverance. Even in years when progress stalled, both sides recommitted to the process, acknowledged their missteps, and used them as opportunities to rebuild trust and refine their approach. The fact that the RBO retreat continues annually, nearly a decade later, is a testament to the department’s resilience and shared belief in the value of collaboration.
How to adopt the RBO model
The SFMD’s experience offers valuable insights for other agencies interested in adopting a similar model. While every organization has its own dynamics, the following lessons can serve as a guide to successful implementation:
- Start with trust and leadership buy-in: No program can replace trust — it must be built from the ground up. RBO only works when both labor and management genuinely believe in the process. Leadership must model the collaboration and transparency they wish to see from others.
- Keep it manageable: A one-day retreat can be just as impactful as a multi-day event if it’s well-structured and goal-oriented. The key is to focus on achievable objectives and ensure that post-retreat accountability mechanisms are in place.
- Separate collaboration from negotiation: RBO is not a labor contract or bargaining process. Keeping it distinct from formal negotiations helps preserve a spirit of creativity and cooperation. Participants should feel safe to explore ideas without the pressure of contractual implications.
- Sustain engagement year-round: The most significant risk to RBO is treating it as a once-a-year event. The success of the process depends on maintaining momentum between retreats — through regular updates, progress reviews and effective communication across teams. Teams must resist the temptation to wait until the next November to act.
- Embrace imperfection and persevere: RBO is not always easy, and it’s not always perfect. There will be years of great progress and others where results fall short. The key is to persevere — to recognize that the process itself has value, even when outcomes are imperfect. In many ways, the willingness to push through challenges is what makes the RBO model truly sustainable.
- Protect the process: Finally, leaders must guard against complacency. The RBO process is fragile — if ignored or under-supported, it can quickly lose traction. Regular evaluation, visible leadership support and celebration of achievements all help keep the process alive and relevant.
Final thoughts
The Relationship By Objective initiative and the annual retreat has proven to be one of the most impactful cultural innovations in the history of the Surprise Fire-Medical Department. What began as a response to strained relationships has evolved into a living framework for collaboration, innovation and mutual respect.
The department’s experience also underscores an essential truth: The RBO process is not self-sustaining. It requires attention, honesty and constant effort from everyone involved. It can be fragile, but when nurtured, it yields great benefits.
Through perseverance, open communication and shared purpose, SFMD has built a model that not only strengthens labor-management relations but also drives meaningful improvements in service, professionalism and community trust. For other agencies seeking to replicate its success, the message is simple: Invest in the process, value the relationships, and never give up on collaboration.
About the Author
Chief Brenden Espie began his service to the Surprise (Arizona) Fire-Medical Department in 2001, starting as a firefighter and rising the ranks to fire captain, battalion chief and assistant fire chief, the latter a role he held for seven years before being named fire chief in October 2022. During his tenure in Surprise, Chief Espie has been instrumental in many major department initiatives. These include the Public Safety Master Plan, accreditation with the Commission on Fire Accreditation International, development and operation of the City’s ambulance program and planning for future Surprise fire station locations. Chief Espie has a bachelor’s degree in public safety administration from Grand Canyon University and several fire and emergency management certifications. Espie started his career in the U.S. Air Force, where he served five years with a specialty in firefighting and aviation crash recovery before joining the Fire-Medical team in Surprise. Email Chief Espie.
