Copyright Hartford Courant
A lack of money, a lack of equipment and a lack of certain safety protocols and communication systems are issues facing fire departments across Connecticut, according to a recent survey. Amid the ongoing firefighter shortage in Connecticut, state Comptroller Sean Scanlon compiled and released the Special Examination on Firefighters this year showing a 63% drop in volunteer firefighting in the state since 2017. As a follow-up, a 196-page State of Connecticut Fire Service Study was contracted by the Department of Emergency Services and Public Protection and Division of Fire Services Administration. The study, which was conducted by MissionCIT from November 2024 to May 2025, highlighted the decline in volunteerism, the decline in funding and the toll that cancer and mental health concerns take on firefighters. “Addressing these issues is of paramount importance to ensure the continued safety and well-being of Connecticut’s communities, a report on the study concluded. “A collaborative effort involving state agencies, local governments, fire departments, EMS agencies and other stakeholders is essential to implement the strategic recommendations outlined in this report. By embracing evidence-based policymaking and investing in the future of its fire service, Connecticut can build a modern, sustainable and effective system.” The survey was part of the initial phase of a Statewide Fire Service Strategic Plan, which DESPP said will analyze the delivery of public fire protection throughout Connecticut. MissionCIT surveyed the more than 300 career, volunteer and combination fire departments in the state. Paul Januszewski, the chairman of the Connecticut Commission on Fire Prevention and Control who is also the North Haven fire chief, said he was involved in the study. Januszewski said Connecticut citizens should be alarmed with the huge decline in volunteer firefighters throughout the state and that 60% of communities in the state rely exclusively on volunteers. He added the report was a comprehensive study that represented suburban, rural or urban departments in the state. “I hope that this report serves as a status check for the local and state leaders,” Januszewski said. “I hope it is a springboard to the newly seated (Commission on Fire Prevention and Control). One of the tasks of that commission is to take and act upon recommendations in this report and I’m hopeful the commission will be successful in doing so,” he said. “But it’s going to take some work, further analyzing and honest conversations with people. They are misled that there is a vibrant fire service in their community. I’m worried there will come a time when it’s no longer there when they need them the most.” The report on the survey showed that, as of March 1, 2025, there were 6,474 firefighters in the state, including 3,675 volunteer, 2,422 paid, 201 paid on call and 176 part time. The firefighters’ specialties include 4,251 interior structural, 1,040 exterior support, 299 driver only, 531 support and 395 social/auxiliary. According to the report, 54% of the respondents were from fully volunteer departments, 21% were fully paid, 14% were “mostly paid” and 11% were mostly volunteer. Recruitment was one of the topics of the survey, with 34.6% of the responding 107 departments noting that they have a recruitment team or person. The report recommended that departments with recruiters to elevate current recruiters to an officer role to align them with leadership who prioritize recruiting. The report recommends departments without recruiters to prioritize the recruiter role to hire a department or regionally dedicated recruiter “Successful recruitment requires dedicated time and resources that may take away from personnel duties or adding additional time and stress to personnel while also performing their duties,” the report said. “It will take a culture change, starting with leaders in the system and within departments to enhance retention.” The report noted that onboarding, including application, screening, backgrounds, health and training, is important to make sure departments have the right candidates and that inefficiencies in this area impact retention. “Connecticut, like all states, is facing a public safety crisis when it comes to firefighter recruitment and retention,” Comptroller Sean Scanlon said in a DESPP statement. “I am proud to be working with DESPP, municipal leaders and the fire service to find both short and long-term solutions that will strengthen this incredibly important industry and make our communities and those who serve them safer.” State Rep. Patrick Boyd, who co-chairs the General Assembly’s Public Safety & Security Committee, said Connecticut’s firefighters — career and volunteer alike — represent the backbone of our public safety system “This study provides an honest look at the challenges we face and, more importantly, a path forward,” Boyd said. “Our goal is to ensure that every community, from our largest cities to our smallest towns, has the resources, coordination and trained personnel needed to respond when the alarm sounds. I look forward to working with my colleagues in the General Assembly, state agencies, and the fire service community to turn these findings into meaningful action.” The survey found average staffing on engines and ladders are between two and three firefighters, which is less than four firefighters below the national standard. In Connecticut, the paid/mostly paid fire departments together average almost three. Volunteer and mostly volunteer combined nearly average three firefighters on engines and slightly more than two on ladders. The report said that 70% of departments are attempting to work toward meeting the national standards for minimum staffing. “In many cases, the cost, time, facilities and personnel required to meet certain aspects of the standards are prohibitive for smaller departments,” the report stated. “Departments without a minimum staffing response policy should write such a policy and be specific as to the rules for the response. Departments should establish their current baseline times for each response segment and compare them to the benchmark objectives.” The report recommends that Connecticut “develop standards and support for background clearance, pre-entry health assessments, and minimum training standards to be a released interior firefighter and exterior firefighter. Once developed, provide a realistic timeline to achieve, and funds to assist departments in achieving the standards.” As far as health, wellness and safety, 42% of the participating departments provide entry-level physicals, 86% provide physicals on an ongoing basis, 16% provide cancer screenings. and 74% percent make fitness equipment available to their personnel. Of the 26% that do not provide fitness equipment, 90% are fully volunteer departments. “Connecticut should conduct an assessment as to the barriers preventing a higher number of departments from offering entry-level physicals, ongoing physicals, and cancer assessments. It is recommended, for the safety of the personnel and community, resources and requirements be provided to departments to conduct entry and annual standardized physicals,” the report said. The survey’s data indicates that the largest need was for fire investigators and fire inspectors, especially in volunteer departments. As far as fire marshals, the report recommended that Connecticut provide investigative and inspection services to areas without the staffing capacity. Also, that the “The Office of Education and Data Management should review its policies and programs used to support fire marshals and fire departments at the local level.” The report said modern fire service has broadened its mission to use of data, experience and other information sources to better understand the local fire problem and design programs to address the hazards and risks found in the community. “These programs are needed prior to an emergency occurring. The term used for this process is community risk reduction. The work of local and state fire marshals and associated personnel is a large component of being able to properly apply CRR principles at the local level,” the report said. State Fire Administrator Jeffrey Morrissette said the report validates the challenges of declining volunteerism, fragmented governance, funding shortfalls, outdated communication, the toll that cancer and mental health concerns take on firefighters. “Anecdotally, we knew of many of the issues addressed or identified in the report,” Morrissette said. “It helps us move on to the next phases of a statewide strategic plan that looks at the long-term stability of sustaining fire service in the state, both career and volunteer.” Morrissette said he didn’t come away with any significant surprises from the report and that it was more of a reinforcement. “We are going to look at the recommendations, we will comb through the report to see if we can get some short wins and look at some long-term things that we will need some help from legislation,” he said. “Fire service around the country is going to be changing within the next 10 to 20 years. There’s going to be a lot of movement taking place.”
