DEIB Stagnation in the Fire Service

The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.

By Derrick Phillips
February 3, 2025

Diversity, Equity, Inclusion and Belonging (DEIB) principles have become critical benchmarks for organizations seeking to foster inclusive workplaces that reflect the communities they serve. However, in the fire service, the adoption and institutionalization of DEIB initiatives have faced significant stagnation. Despite pockets of progress, systemic challenges such as executive-level turnover, a lack of institutionalization, political inertia and insufficient advocacy from leadership groups like the Metropolitan Fire Chiefs Association (Metro Chiefs) have slowed meaningful change. Addressing these challenges requires deliberate action to build momentum and drive cultural transformation in the fire service.

Executive Chief Turnover and Its Impact

One of the primary challenges to sustained DEIB progress in the fire service is high turnover at the Executive Chief level. Leadership turnover disrupts continuity, often derailing long-term initiatives and resetting priorities. DEIB efforts, in particular, suffer because they require sustained focus, resources and cultural buy-in to succeed. A new chief may deprioritize DEIB initiatives in favor of operational changes, budget realignment or personal leadership goals.

Without continuity at the top, even well-intentioned programs falter. For example, initiatives such as mentorship programs for underrepresented groups, recruitment pipelines or equity audits require multi-year commitments to yield results. A frequent change in leadership can interrupt these efforts, leaving them incomplete or entirely abandoned. To counter this, DEIB strategies must be deeply embedded into the fabric of fire service organizations, transcending individual leadership tenures.

The Problem of Institutionalization

A lack of institutionalization further hampers DEIB’s progress. In many fire departments, DEIB initiatives are treated as optional or peripheral rather than integrated into core values, policies and operations. For example, recruitment efforts often fail to incorporate DEIB objectives into job classifications, job announcements and other formal hiring practices or strategies. Similarly, training programs may address DEIB concepts as one-time events rather than ongoing, mandatory professional development components.

Institutionalization requires more than surface-level commitment. It involves embedding DEIB into organizational values, policies, and procedures, ensuring that progress does not depend solely on the enthusiasm of a few individuals. For instance, adopting equity-focused metrics to evaluate promotions or incorporating DEIB principles into strategic planning processes can help build a foundation for lasting change. Without this level of integration, DEIB efforts remain vulnerable to shifting priorities or resistance from within.

Political Inertia and Resistance to Change

The fire service is rooted in tradition, and with that tradition often comes resistance to change—a lack of political will to challenge the status quo further stalls DEIB’s progress. Leaders may avoid addressing systemic inequities out of fear of backlash or the perception that such efforts are divisive. Additionally, some decision-makers view DEIB initiatives as secondary to operational priorities, failing to recognize the critical role that diversity and inclusion play in strengthening fire departments’ overall effectiveness and cohesion.

Political inertia is compounded by the reluctance of some leaders to confront uncomfortable truths about bias, inequity and exclusion. For example, discussions around diversifying the workforce may meet resistance from those who view such efforts as threatening meritocracy or tradition. This mindset ignores that equitable hiring practices expand the talent pool, bringing diverse perspectives and skills that ultimately enhance organizational performance.

The Role of the Metropolitan Fire Chiefs Association

The Metro Chiefs, a prominent leadership body within the fire service, can potentially lead the charge in advancing DEIB principles across the industry. They manage the country’s largest and allegedly most diverse departments while providing services to highly diverse communities. However, their collective influence has not been fully leveraged to push for systemic change. While individual Metro Chiefs may champion DEIB initiatives in their respective departments, the lack of a unified, forceful stance undermines the progress that could be achieved through collective action.

The Metro Chiefs have the platform to set national standards, share best practices and advocate for policy changes that institutionalize DEIB in the fire service. Their hesitance to prioritize DEIB at a broader level conveys that these principles are not essential to the industry’s future. They miss a critical opportunity to drive progress and hold the fire service accountable for creating equitable workplaces by remaining silent or noncommittal.

A Path Forward

While the challenges to DEIB adoption in the fire service are significant, they are not insurmountable. The following steps can help stimulate meaningful progress:

1. Embed DEIB into Organizational DNA

Fire departments must institutionalize DEIB principles by integrating them into strategic plans, hiring practices, promotion criteria,and training programs. This requires making DEIB a non-negotiable component of organizational culture rather than an optional initiative.

2. Stabilize Leadership Commitment

To mitigate the impact of executive turnover, departments should establish DEIB advisory councils or committees that operate independently of leadership changes. These groups can provide continuity and ensure that DEIB efforts remain consistent regardless of who is in charge.

3. Prioritize DEIB Training and Education

DEIB training should be ongoing, comprehensive and mandatory for all organization members, from recruits to senior leaders. This training should go beyond essential awareness to address systemic inequities, implicit bias and the importance of inclusive leadership.

4. Leverage Leadership Bodies

The Metro Chiefs and other leadership organizations must take a public, unified stance on the importance of DEIB in the fire service. These groups can accelerate industry-wide progress by advocating for national standards, sharing successful case studies and pressuring departments to prioritize DEIB.

5. Engage Communities and Stakeholders

Fire departments should actively engage with their communities to understand their needs, build trust and ensure that recruitment efforts reflect local demographics. Community input is critical to shaping equitable policies and practices.

6. Measure and Report Progress

Establishing clear metrics for DEIB progress is essential. Departments should regularly report on recruitment, retention, promotion and representation data to hold themselves accountable and track improvements over time.

Conclusion

The stagnation of DEIB initiatives in the fire service is a pressing issue that undermines the industry’s ability to serve diverse communities effectively. While leadership turnover, lack of institutionalization and political inertia are significant, they can be overcome through deliberate, sustained effort. By embedding DEIB principles into the core of their operations and leveraging the influence of leadership groups like the Metro Chiefs, fire departments can foster a culture of equity and inclusion that benefits their members and the communities they serve. The time for action is now, and the fire service must rise to the challenge to build a more inclusive and effective future.

Disclaimer

The opinions expressed in this article are my own and are not of the official position of my agency.

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Author: Deputy Chief Derrick Phillips is a 30-year St. Louis Fire Department veteran, serving as Operations Chief for the A-Shift, Executive Officer, and the Office of Homeland Security Commander. He holds a Master of Arts in Security Studies from the Center for Homeland Defense & Security at the Naval Postgraduate School and a Master of Public Administration from Arkansas State University. Chief Phillips also holds the Chief Fire Officer designation through the Center for Public Safety Excellence and is a graduate of the IAFC Fire Service Executive Development Institute.

 

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