What the Executive Fire Officer Program Experience Meant to Me and My Department

I began my journey through the Executive Fire Officer Program (EFOP) in September 1997 and earned my certificate in January 2001. Along the way, I was also fortunate to complete a B.S. in Fire and Safety Engineering Technology from the University of Cincinnati and an M.S. in Executive Fire Service Leadership from Grand Canyon University.

Of the three framed documents on my office wall, which one has had the greatest impact on my development as a fire officer?

EFOP—hands down.

Why EFOP?

I had the priviledge of serving with the women and men of the Chesterfield County (Va.) Fire and EMS Department for 26 years.

Don’t get me wrong—both degree programs gave me the opportunity to gain a broad and valuable knowledge base across a wide range of Fire and EMS topics. (And it’s worth noting that I completed both through distance learning from my home in Chesterfield County, VA.)

However, it was during my four-year journey through EFOP that I developed the skills and abilities that truly transformed how I lead and grow as a fire officer.

During each two-week session, my cohorts and I learned:

• The importance of leadership development, prevention, and risk reduction in moving our organizations from reactive to proactive
• The value of research—and how to apply it to real challenges in our profession
• How to rapidly form effective teams and tackle complex, real-world issues
• How to leverage individual strengths to complete projects and deliver professional presentations
• How to bring these lessons back home and positively influence our departments

For me, completing the four required Applied Research Projects (ARPs) was worth twice the price of admission. Each project required us to examine a real issue within our or

Author’s lapel pin from the National Society of Executive Fire Officers.

ganization and develop actionable recommendations—bridging the gap between theory and practice.

I was especially fortunate that Chesterfield County (VA) Fire and EMS not only supported my participation in EFOP, but also embraced the ARP process as a tool for organizational improvement.

Here’s how my four ARPs translated into real outcomes (Available online at the NFA Library):

1. Emergency Communications Center Turnover

This project examined employee turnover in the county’s emergency communications center. Recommendations included increasing salaries, accelerating completion of a new facility, implementing a modern CAD system, and developing strategic plans for staffing, training, and overall center management.

2. Change Readiness of Fire Department Officers

This research evaluated how prepared officers were to lead organizational change. The findings and recommendations contributed directly to enhancements in the department’s Officer Development Program.

3. Response to Severe Storm Emergencies

This ARP led to the development of the department’s first formal policy for responding to severe weather events—establishing guidance on operational practices and resource allocation during incidents such as tornadoes and winter storms.

4. Succession Planning in Fire and EMS

This project helped drive the implementation of several key leadership development initiatives, including a multi-day Chief Officers School and an 8-week preparatory program for firefighters pursuing promotion to lieutenant.

For me, EFOP didn’t just expand my knowledge—it fundamentally changed how I think, lead, and contribute to my organization. The ability to connect research with real-world application made it the most impactful professional development experience of my career.

That’s why it remains at the top of my list.

What experience has had the greatest impact on your development as a leader?