The Crowley Fire Department (CFD) is an ISO Class 2 all-hazards emergency service provider for the City of Crowley and parts of unincorporated southwest Tarrant County. Operating from two fire stations and one administrative office, CFD also contracts with Tarrant County ESD 1. CFD maintains automatic aid agreements with Burleson, Fort Worth, Johnson County ESD 1, and other agencies in Tarrant and Johnson Counties. In 2024, the department responded to 3,453 calls for service. 2,447 calls were medical incidents. 90 were fire incidents, including structure fires, grass/brush fires, vehicle fires, and investigations. 916 calls are categorized as ‘other’ – these include vehicle accidents, fire alarms, and HAZMAT incidents.
Administration Staff:
– 1 Fire Chief
– 1 Deputy Fire Chief / Fire Marshal / Emergency Management Coordinator
– 1 Battalion Chief of EMS
– 1 Administrative Assistant
Leadership and administration leave much to be desired. The admin side is more understaffed than operations, and leadership feels outdated and disconnected. Values like “this is how we’ve always done it” and “they’re a good guy” often override standards. Administrative organization and communication are lacking, and leadership varies from passive to nonexistent.
Morale ebbs and flows, but shifts generally get along thanks to camaraderie and call volume. Automatic aid has improved, making full first alarm assignments more realistic. Anything resembling a training budget/schedule seems out of reach. Equipment is relatively new and well maintained, though ambulance reliability is hit or miss. The 48/96 schedule has worked well for about two years.
Staffing is a major concern. The department runs five first-out units (engine, truck, two MICUs, and command vehicle) with a daily minimum of 8, though OT keeps it at 9 or more. This results in fire apparatus often running with only two personnel—a widespread and serious concern.
Overall, I’d rate Crowley Fire Department at 3.5/5 stars. There’s been progress, but key issues remain that impact safety and morale every day they go unresolved.
The administration of this agency is critically understaffed and as a result many projects get continually pushed back or put on hold altogether. In spite of this fact the administrative staff have consistently demonstrated their concern for the wellbeing of the firefighter. Leaps and bounds have been made in recent years regarding training and fitness culture, improving apparatus and facilities, and improving service to the public in general.
Firefighter morale has become a monitored metric. The administrative staff treat the operations personnel like human beings and often will go out of their way to make sure members are taken care of when in need.
Apparatus are well maintained and the city has embraced a reasonable replacement schedule. Members have a voice in the design of new apparatus and are encouraged to participate in the design process when possible.
EMS protocols are aggressive and the level of service from CFD EMS is of high quality as a whole.
The department is currently undergoing a fitness and training culture overhaul, and despite a few older members who are resistant to change the line continues to improve their craft every day.
There has been a recent uptick in fire calls due in part to rapid growth and increasing call volume in general.
Line leadership is generally of good quality and crews maintain a good relationship and morale.
Staffing has been the primary downfall of CFD over the last decade, although this seems to have become a priority over the last few years and meaningful changes have been made in hiring and budgetary practices to support the mission in that area.
48/96 schedule has been a positive change for the department and members overall seem to have a much better work life balance since the switch in June of 2023.
Rating Breakdown
2.5/5
3/5
3.5/5
2.5/5
2 Reviews on “Crowley Fire Department”
Leadership and administration leave much to be desired. The admin side is more understaffed than operations, and leadership feels outdated and disconnected. Values like “this is how we’ve always done it” and “they’re a good guy” often override standards. Administrative organization and communication are lacking, and leadership varies from passive to nonexistent.
Morale ebbs and flows, but shifts generally get along thanks to camaraderie and call volume. Automatic aid has improved, making full first alarm assignments more realistic. Anything resembling a training budget/schedule seems out of reach. Equipment is relatively new and well maintained, though ambulance reliability is hit or miss. The 48/96 schedule has worked well for about two years.
Staffing is a major concern. The department runs five first-out units (engine, truck, two MICUs, and command vehicle) with a daily minimum of 8, though OT keeps it at 9 or more. This results in fire apparatus often running with only two personnel—a widespread and serious concern.
Overall, I’d rate Crowley Fire Department at 3.5/5 stars. There’s been progress, but key issues remain that impact safety and morale every day they go unresolved.
The administration of this agency is critically understaffed and as a result many projects get continually pushed back or put on hold altogether. In spite of this fact the administrative staff have consistently demonstrated their concern for the wellbeing of the firefighter. Leaps and bounds have been made in recent years regarding training and fitness culture, improving apparatus and facilities, and improving service to the public in general.
Firefighter morale has become a monitored metric. The administrative staff treat the operations personnel like human beings and often will go out of their way to make sure members are taken care of when in need.
Apparatus are well maintained and the city has embraced a reasonable replacement schedule. Members have a voice in the design of new apparatus and are encouraged to participate in the design process when possible.
EMS protocols are aggressive and the level of service from CFD EMS is of high quality as a whole.
The department is currently undergoing a fitness and training culture overhaul, and despite a few older members who are resistant to change the line continues to improve their craft every day.
There has been a recent uptick in fire calls due in part to rapid growth and increasing call volume in general.
Line leadership is generally of good quality and crews maintain a good relationship and morale.
Staffing has been the primary downfall of CFD over the last decade, although this seems to have become a priority over the last few years and meaningful changes have been made in hiring and budgetary practices to support the mission in that area.
48/96 schedule has been a positive change for the department and members overall seem to have a much better work life balance since the switch in June of 2023.