By Fire Chief Otto J. Huber, OFE, CFO
My grandmother always used to say, “There’s more than one way to skin a cat.” While I never understood why anyone would want to skin a cat — nor have I ever seen one skinned — I came to appreciate the wisdom behind the saying. Simply put, there is more than one way to achieve a goal. The same is true when it comes to building and sustaining a well-balanced, all-hazards, well-staffed fire department.
For many years, the traditional method for advancing the fire service message was through the “bully pulpit.” Fire service leaders would appeal to the emotions of those controlling the purse strings, conjuring up dramatic images of what would happen if funding was not obtained. At times, this approach is necessary, particularly when the political climate, community support or available resources demand it. However, in the long term, the most sustainable and effective strategy is to use structured frameworks — like the accreditation model provided by the Center for Public Safety Excellence (CPSE), along with the Insurance Services Office (ISO) model — to inform and guide a community risk assessment. These models can help departments identify the proven needs of their community without emotion, just the facts and statistics that demonstrate what is best for those we serve.
A comprehensive community risk assessment, paired with a community-driven strategic plan, provides the foundation for a standard of cover that meets the needs of all stakeholders. A standard of cover document is a systematic way of identifying the needed services provided by a fire and emergency services agency. This process not only benefits firefighters and the community members they serve, it also educates elected officials and taxpayers by grounding decisions in data and analysis rather than opinion or pressure.
The CPSE accreditation model serves as a proven and inarguable roadmap. It brings management and labor together to mutually build strategies, identify organizational needs, and evaluate program effectiveness in the community. More importantly, it ensures that decisions are supported by measurable data and continuous feedback. This model transforms organizational growth from a reactive process into a sustainable cycle of fire department improvement.
Staffing beyond the fireground
In a modern fire department, staffing fire companies for adequate response to calls is critical. However, we must also consider the staffing needed to support all elements of the complete deployment model, including:
- Training staff to ensure firefighter continuous development and readiness;
- Community risk reduction staff to implement effective prevention and mitigation programs;
- Health and wellness staff to maintain peak performance and resilience of our members;
- Incident management staff to support command and ensure safe operations for the public and our members during working fires and related complex events; and
- Logistics staff to sustain the operational backbone of the department.
Without all these components, a fire department cannot deliver comprehensive service or ensure safety for its community and members.
It’s not unlike a winning sports team: There are players on the field, but there are many more personnel working off the field to earn the win. Or for a non-sports analogy: On every airline flight, you count on the pilot and crew to get you to your destination safely. But they in turn rely on the maintenance technicians, the air traffic controllers, the scheduling personnel, etc., to get the job done.
The accreditation advantage
Many fire departments struggle to convey this message to elected officials and others who influence budgets. This is where CPSE accreditation provides a clear advantage. Since achieving CPSE accreditation, my department in Loveland-Symmes, Ohio, has been able to systematically add staffing across these critical areas. By following our strategic plan and aligning it with our standard of cover, we provided a clear roadmap for growth. Because elected officials were directly involved in creating these documents, they became invested in the process and committed to the model of continuous improvement that accreditation represents.
Ultimately, the CPSE accreditation process provides more than recognition; it provides structure. It allows fire departments to connect strategic planning to tactical needs, foster collaboration between labor and management, and ensure that every stakeholder has a seat at the table when assessing community risks. Ultimately, it provides a rational, non-emotional basis for funding what we need to effectively serve our community — staffing, stations and equipment.
Final thoughts
There may be “more than one way” to build a balanced fire department, but some approaches stand out above the rest. The CPSE accreditation model, paired with a robust community risk assessment and strategic plan, offers agencies the opportunity to grow in a deliberate, data-driven and sustainable way. For fire service leaders committed to continuous improvement, accreditation is not just a pathway; it is the foundation for long-term success.
About the Author
Otto Huber, CFO, is fire chief of the Loveland-Symmes (Ohio) Fire Department, a CFAI-accredited agency and ISO Class 1. Chief Huber has served the department since 1976 and has spent the last 20 years as the fire chief. In 2022, Huber was appointed to the Center for Public Safety Excellence Commission on Fire Accreditation International representing accredited agencies serving populations between 25,000 and 99,999. Huber is a graduate of the Ohio Fire Executive program and holds numerous certificate and certifications from local and national institutions. He earned the Chief Fire Officer designation in 2014, and has received national, state and local awards for leadership, including Ohio Fire Officer of the year.