We are a full-service, all-risk fire department, providing fire protection, urban search and rescue (US&R), paramedic ambulance service, paramedic assessment engines, fire prevention inspections, public education, emergency preparedness planning, fire investigation, code enforcement, CERT training and other services based on community needs.
The firefighters and engineers in this department exemplify what the fire service should be about—teamwork, trust, and resilience. The crews show up every shift ready to do the job, and despite systemic issues, they find strength in each other. They train hard, respond effectively, and maintain a sense of camaraderie that keeps the stations operating. The call volume is consistent and provides meaningful engagement with the work. For the most part, crews are also able to get adequate rest, which helps balance performance and recovery.
Captains across the department deserve credit for stepping up to maintain operational efficiency and station morale. In many cases, they fill the leadership vacuum left by those in higher positions. They take on responsibilities that should be shared with—or directed by—upper management, all while shielding their crews from unnecessary friction.
Unfortunately, the core challenge this department faces is a lack of effective leadership at the chief level. There is a growing disconnect between those who lead from behind a desk and those who work on the front lines. Chiefs appear unaware—or uninterested—in what their crews actually need. This lack of connection erodes morale, weakens trust, and leads to fractured communication. The issue is compounded by a noticeable absence of accountability. Chiefs are often seen disregarding the very standards they expect their subordinates to uphold, leading to double standards that degrade respect for the chain of command.
The current leadership culture does not lead by example. Rather than empowering crews, it obstructs them. Instead of building systems that support operations, it creates roadblocks. The result is a top-down structure that fails to serve the people doing the actual work. Leadership is earned through trust and action, not just rank.
Still, there is hope for the future. The department is filled with capable, motivated firefighters, engineers, and company officers who carry the culture and mission forward despite the shortcomings at the top. There’s quiet optimism among the ranks that change is inevitable—whether through retirements, laterals, or other transitions. When that change comes, the department will be in good hands. The talent is already here. All that’s needed is for the right people to be put in positions where they can finally lead with integrity, accountability, and connection to the crews.
Until then, the brotherhood among the firefighters remains the backbone of this department—and that’s what’s holding it together.
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1 Reviews on “San Gabriel Fire Department”
The firefighters and engineers in this department exemplify what the fire service should be about—teamwork, trust, and resilience. The crews show up every shift ready to do the job, and despite systemic issues, they find strength in each other. They train hard, respond effectively, and maintain a sense of camaraderie that keeps the stations operating. The call volume is consistent and provides meaningful engagement with the work. For the most part, crews are also able to get adequate rest, which helps balance performance and recovery.
Captains across the department deserve credit for stepping up to maintain operational efficiency and station morale. In many cases, they fill the leadership vacuum left by those in higher positions. They take on responsibilities that should be shared with—or directed by—upper management, all while shielding their crews from unnecessary friction.
Unfortunately, the core challenge this department faces is a lack of effective leadership at the chief level. There is a growing disconnect between those who lead from behind a desk and those who work on the front lines. Chiefs appear unaware—or uninterested—in what their crews actually need. This lack of connection erodes morale, weakens trust, and leads to fractured communication. The issue is compounded by a noticeable absence of accountability. Chiefs are often seen disregarding the very standards they expect their subordinates to uphold, leading to double standards that degrade respect for the chain of command.
The current leadership culture does not lead by example. Rather than empowering crews, it obstructs them. Instead of building systems that support operations, it creates roadblocks. The result is a top-down structure that fails to serve the people doing the actual work. Leadership is earned through trust and action, not just rank.
Still, there is hope for the future. The department is filled with capable, motivated firefighters, engineers, and company officers who carry the culture and mission forward despite the shortcomings at the top. There’s quiet optimism among the ranks that change is inevitable—whether through retirements, laterals, or other transitions. When that change comes, the department will be in good hands. The talent is already here. All that’s needed is for the right people to be put in positions where they can finally lead with integrity, accountability, and connection to the crews.
Until then, the brotherhood among the firefighters remains the backbone of this department—and that’s what’s holding it together.