Why is Turnover So High at the Troy Fire Department?

Data shows that a number of firefighters have left since the beginning of last year.

With every council meeting, there is an update on different activities within the city's department, including those that are leaving city employment. Those that are reading and paying attention to these reports will notice that the city's Fire Department has been facing significant challenges with firefighter turnover, since the beginning of 2024 these reports have shown eight firefighters have left (not including retirements or medical leave). That figure is the highest figure for any department within the city. That may not be surprising since the Fire Department is one of the largest department's in the city, but the mere percentage of turnover should be a cause for concern for average residents. Such turnover in a critical department could easily raise concerns about its ability to maintain operational readiness and meet the needs of the community.

The data from these weekly reports from the Director of Public Service and Safety show that over the past 15 months the turnover rate is 19.5%. This rate is higher than many comparable fire departments in Ohio, such as Circleville’s Fire Department, which reported a turnover rate of just 6%. While the department offers competitive wages and flexible scheduling, deeper issues related to recruitment, retention, and operational dynamics appear to have contributed to this attrition. Recent discussions about staffing strategies, workforce development, and the integration of a donated ambulance from Premier Health have further highlighted some of these operational challenges.

One of the primary issues contributing to turnover is the department’s reliance on hiring Emergency Medical Technicians (EMTs) rather than fully certified paramedics. EMTs have less advanced training than paramedics, which can create frustration among firefighter-paramedics who feel they are working alongside less-experienced colleagues. According to data provided to this publication from the local firefighters union, only 52% of EMTs hired since 2020 attained paramedic certification, and just 29% remain employed with the department. This contrasts with city officials’ claims that 90% of EMT hires successfully transitioned to paramedic roles. The discrepancy in these figures seems to underscore a lack of alignment between leadership and staff regarding workforce realities.

The department’s flat organizational structure also plays a significant role in retention challenges. With only one fire chief, two assistant chiefs, a training lieutenant, and 37 firefighter-paramedics, there are limited opportunities for career advancement. Larger departments often provide pathways for promotion into specialized roles or leadership positions, which allow firefighters to grow professionally over time. In Troy, however, the lack of upward mobility leaves younger firefighters feeling stagnant in their careers. For those seeking growth or leadership opportunities, this dynamic may prompt them to explore options elsewhere.

The recent donation of an ambulance by Premier Health’s UVMC Foundation has added another layer of complexity to these challenges. The new ambulance is equipped with Advanced Life Support (ALS) capabilities and was intended to address peak-time staffing needs through 12-hour shifts. City officials argued that this addition would reduce EMS workload metrics (Unit Hour Utilization) from 20% to 14%, allowing crews more time for training and fire response readiness. However, integrating this resource has not been without some concern.

The donated ambulance’s smaller size limits its ability to store fire gear, requiring crews to switch vehicles for fire calls—a logistical hurdle that could delay responses. Additionally, its deployment was tied to a proposed Memorandum of Understanding (MOU) between the City and the Union that included provisions for hiring more EMTs without requiring paramedic certification and promoting three firefighters to lieutenant roles. While city officials framed the MOU as a solution to staffing challenges, union representatives balked, arguing that it failed to address core retention issues such as sustainable workloads and career advancement opportunities.

The union expressed concerns that prioritizing recruitment over retention would exacerbate existing problems. For example, the MOU proposed creating a “Basic Firefighter” role for EMTs at 80% of a paramedic’s salary but did not mandate paramedic certification for all hires. Union representatives argued that this approach undermines service quality and team cohesion by introducing less-qualified personnel into critical roles.

But, the problem isn’t necessarily the hiring of EMTs. These are trained individuals that play critical roles in emergency response. One of the critical issues is that EMTs in Troy’s department are meant to be temporary. If there is a potential for EMTs to be hired on and are not expected to advance their career to a paramedic, there are some real operational issues at stake. Certainly, the proposed arrangement was cheaper for operational purposes, but the level of service is greatly reduced. Also, the arrangement only addresses recruitment and not retention, which may be the bigger issue at play.

Despite these tensions, the Troy Fire Department has made strides with recruitment through its Fire Apprenticeship Program. This initiative partners with Edison State Community College to train EMTs and paramedics while allowing participants to earn $40,000 during their three-year training period. Apprentices gain hands-on experience—from hydrant inspections to emergency calls—while avoiding the $40,000 debt typical of traditional college paths. Some graduates of the program are currently working as a certified firefighter-paramedic, the program has shown some value in building a local talent pipeline.

However, retention remains an issue even within this promising program. Of the EMTs hired since 2020 who participated in similar training initiatives, only six remain employed with the department as of April 2025. This suggests that while recruitment efforts are effective at attracting talent, a ton more work is needed to ensure long-term employee satisfaction and engagement. An open question remains, of these EMTs, how many are encouraged and given the tools to advance their career to become paramedics?

Community engagement has been another area of strength for the department despite its internal challenges. Programs like CPR classes for residents and businesses, public education events on fire safety, and a Carbon Monoxide/Smoke Detector Program help foster strong ties between firefighters and the community they serve. The department’s Quick Response Team also collaborates with local police and mental health agencies to address opioid overdoses—a meaningful contribution to public health that reinforces firefighters’ sense of purpose.

Operationally, the Troy Fire Department has maintained strong performance metrics despite staffing shortages. In 2024 alone, it handled over 5,800 incidents across various categories—including fires, hazardous conditions, rescue operations, service calls, and false alarms—with EMS responses accounting for 86% of total calls. Notable incidents included a commercial fire causing $800,000 in damages and another blaze requiring mutual aid from neighboring departments.

Looking ahead, the community must address both recruitment and retention challenges holistically to stabilize its workforce. Prioritizing the hiring of fully certified paramedics over EMTs would improve team expertise while reducing friction among staff members. Offering support for EMTs pursuing paramedic certification—such as covering tuition costs in exchange for service commitments—could also foster loyalty among employees.

Expanding career development opportunities within the department is another key strategy for improving retention. Even within a flat hierarchy, specialized roles or certifications can allow firefighters to diversify their skills and find new avenues for professional growth; even transitioning current EMTs to paramedics would be a welcome benefit not only for the employees, but for the department and the entire community. Leadership positions focused on technical rescue operations or public education could provide new challenges without requiring major structural changes to the department.

While the high turnover rates have presented challenges for the Fire Department in recent months, there are clear pathways forward that can strengthen both recruitment and retention efforts. The apprenticeship program at least provides a framework for how innovative solutions can attract local talent while providing accessible career paths into firefighting, there is a desperate need to complement these efforts. Such efforts need to include initiatives that outline improved career development options, enhanced training opportunities, and robust community outreach. All of these efforts will help build a resilient fire department workforce capable of serving Troy’s residents effectively for years to come.

By fostering transparent dialogue between leadership and staff about departmental goals, Troy can create an environment where firefighters feel valued and motivated to stay long-term. These efforts will not only reduce turnover but also ensure that the department remains strong enough to meet public safety needs effectively now and into the future.

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