Greensboro Fire Department 2024-25 Annual Report

' Greensboro Fire Department

Prepared for Crisis, Committed to Greensboro: Our response to Hurricane Helene demonstrated what "mission critical" means-answering the call to devastated communities while maintaining full protection at home. Even with 61 members deployed for more than a month, Greensboro residents never lost the safeguard of four firefighters on every truck, as required by our standard of cover (SOC). As our city grows and budgets tighten, this standard remains essential to firefighter safety, effective operations, and the promise that our citizens can always count on us.

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Mission & Vision

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Message from the Fire Chief

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Organizational Chart

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Greensboro Fire Budget

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Department Resources

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Annual Statistics

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Hurricane Helene Mission

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City on a Mission

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Mission 2040 - Projected Growth

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Highlights

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Mission to Educate

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Mission to Recruit

From the Fire Chief

As we reflect on 2024-2025. I am reminded of the dedication and resilience of the men and women of the Greensboro Fire Department. This year brought significant challenges and achievements, all underscoring our unwavering commitment to serving the people of Greensboro. • Ongoing annexations on the city's outskirts have tested our ability to maintain our standard of cover. Growth brings opportunity but also demands careful planning and resources to ensure every resident receives the same rapid, professional response they deserve. • Following the devastation of Hurricane Helene, we deployed 61 members over the course of a month to assist with rescue and recovery efforts in Western North Carolina. Their compassion and professionalism reflected the true spirit of our department. • We also continue to advocate for maintaining four personnel on every apparatus-a critical standard that ensures we can safely and effectively perform the full range of duties expected on today's complex emergency scenes. Despite the challenges, our focus remains clear: to provide exceptional service, safeguard our community, and support our members. I am proud of our team's courage and professionalism and grateful for the continued support of our city leaders and residents. Together, we will continue to grow, adapt, and serve with excellence. Jim Robinson, Fire Chief Greensboro Fire Department

Deputy Chief Dwayne Church Emergency Serv i ces Branch

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Deputy Chief Alex Gossett Resource Management

Deputy Chief Carol Key Essential Serv i ces

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DEPUTY CHIEF Carol Key Essential Services

ASST.CHIEF Training Director Essential Serv,ces

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Recruit Training

USAR

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Line Training

5 stations, 3 shifts

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Foam Task Force

EMT Coordinator

BATTALION CHIEF

Battalion 2 Emergency Serv i ces

7 stations, 3 shifts

BATTALION CHIEF

Battalion 3 Emergency Serv i ces

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Education

5 stations, 3 shifts

Inspect1ons

BATTALION CHIEF

Battalion 4 Emergency Serv i ces

Plan Review

5 stations, 3 shifts

5 stations, 3 shifts

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BUDGET

Resource Management: Deputy Chief Alex Gossett

The Greensboro Fire Department serves the residents, businesses, and visitors of Greensboro with 613 personnel operating from 27 stations across the city. Our members respond to fires, medical emergencies, technical rescues, hazardous materials incidents, and a wide range of other calls for service. To meet the city's growing and diverse needs, GFD maintains several specialized teams, including:

• Hazardous Materials Response • High Angle/Technical Rescue • Urban Search & Rescue (USAR) • Trail Response • Drone Team • Foam Task Force • Airport Rescue and Firefighting (ARFF) • Swiftwater Rescue

The fiscal year 24-25 budget was $77,264,671, which represents an 8.6% increase over the previous year. It included one additional People & Culture business partner position that increased full-time staffing to 613. Maintenance and Operation funding increased from 10.6% to 15.5% of the budget (a $4,573,000 increase) to help cover the cost of replacement fire equipment. There was also a $100,000 increase for personal protective equipment and uniforms.

The department is structured into three primary branches, each supporting our mission to protect life, property, and the environment: Emergency Services Branch - Oversees daily emergency response and field operations, providing 24-hour service to the community. Essential Services Branch - Manages Training, Fire & Life Safety (inspections, investigations, plan reviews, and education), People & Culture, and Safety ensuring a capable and protected workforce. Resource Management Branch -Handles budgeting, planning, accreditation, ISO coordination, and the management of critical resources supporting departmental readiness. Together, these divisions and teams reflect our

Adopted 2024-25 Budget

Training 2%

Fire and Life Safety 4.9%

Fire Administrat

ion 4%

continued commitment to excellence, preparedness, and service to the City of Greensboro.

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Department Headquarters: 1514 N. Church St. Fire & Life Safety: 1512 N. Church St. Public Safety Training Facility: 1510 N. Church St.

RESOURCES Fire Station 1 (1980) 1E&n5 S1g hi 4ni f eNt C1C o, hAmui rrmc1ha, nSS dat . feer t y 1 Fire Station 2 (2004) E5n11gi1nNe 2C,hAui rrc2h St.

Fire Station 10 (1958) 4E n2 0g i8nWe 1. 0G, aLt ea dCdi teyr B1l0v d . Fire Station 11 (1960} E2 n6 0g i2nSe. 1E1l m, L-aEdudg ee rn e1 1S,t . Hazmat 71, RRT5, Batt 2 Fire Station 14 (2024) E3 n6 3g i3n Se u1m4 ,mL iat dAdveer. 1 4 Fire Station 17 (2004) E6n40gi5nOe l1d7Oak Ridge Rd. Fire Station 18 (2000} 5En90gi3neBa1l8lin, BgeatrtR4d. Fire Station 19 (1987) RE6 ne9 s0g oi0nueDr co1ew9s , nFwoi an md R d .

Fire Station 20 (1988) E8 n4 0g i4nWe 2. 0M, aLrakdedt eSrt .2 0 Fire Station 21 (2006} E2 n8 7g i0n He o2 r1s, eLpaednd eCrr e2e1k, R d . Hazmat 72, RRT5 Fire Station 40 (1972) 1En80gi5nPe i 4s g0a, hBaCtht u5rch Rd. Fire Station 41 (1987) E4n50gi4nLea4k1e Brandt Rd. Fire Station 43 (2001) 4E n8 5g i4n eL a4k3e, JLeaadndeet tre4R3d . Fire Station 48 (1975) E1n40gi0nVea4n8dalia St.

Fire Station 49 (1958) 4En30gi2nWe 4. 9Friendly Ave. Fire Station 50 (county) E64n9gi8neFr5a0n,zRWesacruneer5P0kwy. Fire Station 52 (1979) 1EB0na 0tgti0n3Me 5e 2a ,dLoawd od oe dr 5S2t . , Fire Station 53 (2007) E2n01gi3nWe 5ill3ow Rd. Fire Station 56 (2022) 8En20ginFrea5n6klin Blvd. Fire Station 57 (2008) 1La5d3d7eMr t5.7Hope Church Rd. Fire Station 59 (2014) 8La3d0d5eRre5e9dy Farm Pkwy. Fire Station 61 (2011) E1n05ginWe. V61andalia St. Fire Station 63 (2019) 4En30gi6neBu6r3lington Rd.

Fire Station 4 (1961} 4E n0 1g i nGeo r4r,ePl lUS0t .1 Fire Station 5 (1993) RE1 ne4 s0g ci 1nuWee 5e5 ,s, tLUoa SvdAedRr eTr e5r , r a c e Fire Station 7 (2022) 1E n0 g6i4n eG a7t, eLwa od odde rA7v,eB. a t t 1 Fire Station 8 (1970) E2n20gi1neCo8liseum Dr.

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EXISTING FIRE STATIONS

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Fire Stations, Apparatus and Personnel • 588 Sworn Firefighters, 25 Civilian Personnel • 27 Fire Stations, 5 Battalions • 25 Fire Engines • 11 Ladder Trucks • 1 Heavy Rescue • 5 Battalion Chief Vehicles • 2 Hazmat Teams (Regional Response 5) • USAR Team (Regional Response 6) with a heavy rescue vehicle including structure collapse and trench rescue capabilities • Swift Water Rescue Team

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2024-25 STATISTICS

Total Incidents

Structure Fire Incidents 1%

Incidents

Total

41,313

Other Incidents 35.1%

Fire Incidents

1,185

Structure Fires

393

Medical Incidents

24,813

Medical Incidents 60.1%

Percentage Increases

Fire Incidents

2.90%

4.04%

Structure Fires

41,313 Total Incidents $7,156,582 Property Lost

0.82%

Medical Incidents

CPRs

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CPR Administered

Successful CPR* 30 30.3% Success t**r*OaTnuhsr efsenur caoct fieoscnas ar rel aattveoeiErs MabgSaes oe fd s ounr vri ev as tl ot or apt iooi nn to of fa dpi sucl hs ea ragt e tahfteeUr rneitceedivSintagtterse.atment from EMS is less than 10% in (Cardiac Arrest Registry to Enhance Survival) •• tSI mhuarmtv iei vmda iml actehedaCi naPct Ree scCadPneRct arr eni padl seAet EhbDey i 1csh0da%enlfcaoeyreoedf v. se ur yr vmi v i anl .u t e Success Rate **

$221,921,610 Property Saved

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24,813 Total Medical Calls

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15,199 Hydrants Tested

25,470 Children Educated

TOP-TEN

Busiest Stations

Station 07

4612 calls

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Fires Investigated

Station 52

4466 calls

4086 calls

Station 11

7612 Preplans Completed

3803 calls

Station 04

Station 10

3560 calls

378 Community Events

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Station OS

294s ,call.$.

Station 08

2808 caU-=

691 Alarms Installed

Station 01

2727 calls

2416 calls

Station l4

577 Smoke Alarm Batteries Replaced

Station 48

1937 calls

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MISSION CRITICAL

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TOTHE HURRIC NE HELENE C

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Since 2002, the Greensboro Fire Department (GFD) has maintained an Urban Search & Rescue (USAR) team as part of North Carolina Task Force 6. Over the last 23 years, the team has been deployed across the state, region, and beyond-most often for hurricanes and swift water emergencies. But nothing could have fully prepared us for what unfolded on September 27, 2024, when Hurricane Helene brought unprecedented devastation to North Carolina's western mountains.

Two days before landfall, our Swiftwater team began preparing for deployment. At first, Helene's track was uncertain-models suggested it might hit central or eastern North Carolina. Its dramatic turn westward came as a shock, striking communities in the mountains with catastrophic force. GFD was ready to answer the call. Upon arrival, our team coordinated with Transylvania County Emergency Management and was assigned as one of several search teams tasked with locating victims. These missions involved both rescues and, tragically, recoveries. Using advanced land-search technology, including specialized tracking and mapping systems, our members methodically tracked search progress, documented damage, and identified areas requiring secondary searches. The work was grueling. Many locations were so badly damaged that teams had to travel on foot, carrying gear through nearly impassable terrain. The scale of devastation weighed heavily on everyone involved. To protect physical and mental well-being, team members rotated in and out over the nearly month-long operation. Each returning 12

crew carried the visible toll of the storm's impact, yet their commitment to the mission never wavered. GFD's contribution to Hurricane Helene went far beyond USAR operations. We provided critical support across multiple fronts.

Greensboro Fire's Task Force 6 wasjoined by two other teams to form the Trinity Task Force

HELENE HIGHLIGHTS:

Fire Suppression Support One engine company (four personnel), two personnel staffing a water supply unit and a battalion chief deployed to Asheville, covering calls so that local firefighters could focus on their own families and homes. During their assignment, they responded to more than 22 calls for a variety of incidents such as three fully involved structure fires, other non-structural fires, medical calls, motor vehicle accidents and several alarms and assists. Fire & Life Safety Two GFD fire inspectors assisted with building inspections and damage assessments, using advanced reporting technology to provide real time data to central command. In total, they assessed 991 structures. Incident Support Four members of our USAR team served with the Incident Support Team at the regional coordination center, specializing in logistics to ensure the right people and equipment reached the need. Tactical Communications Several areas of Western North Carolina had all communication infrastructure completely destroyed, which included their emergency communications. This meant calls couldn't come in for help and dispatchers could not contact public safety to send help.

A small example of the devastation team members saw as they worked on rescue and search missions. GFD personnel supported Mitchell County dispatch by establishing reliable communications infrastructure, providing internet capabilities, and coordinating a comprehensive radio plan for all mutual aid organizations on scene. Emergency response to Hurricane Helene tested the limits of the personnel who came from far and wide to help. Over nearly a month, GFD deployed 61 personnel in multiple rotations. Hurricane Helene tested North Carolina's emergency response system, but the department rose to the challenge. GFD demonstrated technical expertise, compassion, and resilience that not only saved lives but also helped communities begin the long road to recovery. 13

CITY ON A MISSION

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The City of Greensboro continues to grow through new development and annexations, bringing new opportunities and challenges for the Greensboro Fire Department. With every new neighborhood, business, or roadway that becomes part of our city, the Fire Department must ensure that our residents and visitors continue to receive the same high level of service they expect and deserve.

What is the Standard of Cover? The Standard of Cover guides how we provide fire protection and emergency response throughout the city. It sets specific performance goals that ensure we can respond quickly and effectively to emergencies.

Why Growth Matters As Greensboro expands, it becomes more challenging to meet these time-based performance standards. Longer travel distances or increased call volumes can slow response if stations, staffing, and apparatus are not carefully planned to grow alongside the city. This is why planning ahead with new stations, equipment, and personnel is essential. The Importance of Full Staffing A key factor in meeting our Standard of Cover is maintaining four personnel on each truck. This staffing level allows us to quickly build toward the 17 firefighters required on scene for a moderate structure fire. See facts below from NFPA 1710 Fact Sheetfor the Public: • Fire suppression operations have three basic functions: (1) rescue; (2) work involving ladder, forcible entry, and ventilation; and (3) the application of water. To raise ladders, ventilate, search, and rescue simultaneously takes quick action by at least four, and often eight or more firefighters, each under the supervision of an officer. • If 16 trained firefighters plus an incident commander are not operating at the scene of a working fire within the critical time period, then dollar loss and injuries are significantly increased as is fire spread.

For Greensboro, the Standard of Cover means:

• First Unit Response: The first fire apparatus, staffed with four firefighters, must arrive at any residence within four minutes of travel time, 90% of the time. • Effective Response Force (ERF): For a moderate structure fire, we must have 17 firefighters on scene within eight minutes of travel time, 90% of the time. This staffing level allows us to conduct essential fireground operations safely and effectively. These standards are based on national best practices and are critical for firefighter safety, civilian safety, and limiting property damage. Today's structure fires can go from a small flame to flashover in just three to five minutes, leaving little time for escape.

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• As firefighting tactics were conducted and judged for effectiveness: o 5-person companies were 100% effective o 4 -person companies were 65% effective o 3-person companies were 38% effective When trucks are not fully staffed, it creates unsafe conditions for both the public and our firefighters, as our training and tactics are based on full crews. During the 2024-25 fiscal year, staffing challenges have led to increased overtime costs and strain on our personnel. The importance of keeping our fire apparatus fully staffed cannot be overstated doing so ensures both safety and efficiency while protecting the community we serve. Moving Forward Greensboro's growth is a sign of progress, and the Fire Department is committed to ensuring that our service keeps pace. By planning for future annexations, maintaining adequate staffing, and

continuing to uphold our Standard of Cover, we can provide the rapid, effective, and professional emergency response on which the community depends.

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MISSION 2040

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As Greensboro continues to grow and evolve, the Greensboro Fire Department is focused on planning for the future. The City's 2040 Plan provides a roadmap for how our community will develop over the next two decades - and our department must be ready to meet those changes with the same high standards of service and safety our citizens expect today;

With a population approaching 300,000 residents and a median age of 34, Greensboro is a young and growing city. However, the city's 16.7% poverty rate and 50% homeownership rate highlight the importance of understanding how economic and housing factors influence fire risk. Older housing, limited resources, and reliance on alternative heating or cooking methods can all increase the likelihood offires in certain neighborhoods. Greensboro's diverse and dynamic population also emphasizes the need for clear, accessible communication and inclusive fire and life safety education. Ensuring that every resident regardless of background or language-has access to vital safety information is central to our mission of protecting all who live, work, and visit our city. Risk data shows that Greensboro's highest structure fire risks occur in the territories of Stations 52, 7 and 4, particularly during the winter months, on Saturdays, and between 1 O am and 5 pm. Understanding when and where risk is greatest allows us to focus prevention efforts, target inspections, and deploy resources effectively.

Greensboro by the Numbers

Population: 298,500 I Median Age: 34.1 years Median Income: $58,884 I Poverty Rate: 16.7% Homeownership: 50.3%

Fire Risk Snapshot: Top Risk Territories: Stations 52, 7 and 4

Highest-Risk Month: January Highest-Risk Day: Saturday Peak Hours: 10 am - S pm

Why It Matters: Growing population and annexations challenge our ability to maintain coverage. Economic and housing factors increase fire risk in vulnerable neighborhoods. A diverse community calls for accessible, inclusive safety education. Greensboro's Class I ISO rating highlights strongsuppression capability, but ongoing investment in prevention and planning is key to reducing risk and preparing for the future.

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FUTURE FIRE STATIONS

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Next station to be built - Station 62 Short Farm Road investment secured in line with the City's 2040 Plan

While the Greensboro Fire Department maintains a Class I ISO rating, representing the highest level of fire suppression capability, our l ong-term success depends on continuing to invest in prevention, education, and strategic planning. Future annexations, changing demographics, and new development patterns will all influence how we deliver services in the decades ahead. By aligning with the City's 2040 Plan, we can ensure Greensboro remains a safe, resilient, and thriving community-one where every resident benefits from a modern, proactive fire department that's planning not just for today, but for the future.

Ladders 43 and 52 were replaced in FY24-25 with a Sutphen 100' aerial ladder.

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HIGHLIGHTS

ACCOMPLISHMENTS AND ACTIVITIES

�,, SENIOR RESOURCES OF GUILFORD THAN�YOU

GFD Command staff and Meals on Wheels volunteers after spending the morning visiting meal recipients. MEALS ON WHEELS PARTNERSHIP Each month on the fourth Friday, Greensboro Fire Department Command Staff partner with Meals on Wheels to deliver meals across our community. These visits go beyond food-they provide connection, check on residents' well-being, and show that our commitment extends beyond emergency response. Through this partnership, we strengthen trust and demonstrate that the Greensboro Fire Department is always here for our community, guided by our core values of professionalism, respect, trust, and integrity. SUMMER FIRE CAMPS In the summer of 2025, Camp Blaze (for boys) and Camp Spark (for girls) delivered hands-on firefighting experiences that sparked learning, leadership, and unforgettable memories. With the dedication of our staff, volunteers, and supporters, campers gained real-world skills, teamwork experience, and confidence in themselves.

Blaine Wyrick works on Reserve Engine 1 in the pit.

FIRE GARAGE The fire garage is staffed with five personnel that maintain and repair a fleet of 170 vehicles. Fire garage staff work from 7 am to 6 pm, Monday through Thursday, and rotate an on-call person weekly to keep the fleet operational every day. In FY 24-25, the garage staff completed 633 work orders that included 1390 specific repairs. The annual cost to maintain and repair the fleet was nearly $1 .2 million in 2024-25.

Camp Spark campers try their hand at repelling from the training tower under the watchful eye of experienced firefighters.

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strengthening community engagement, and advancing physical and mental health programs. Built on three core pillars Physical & Mental Health, Community Outreach,

Camp participants trained in: • Personal Protective Equipment and safety • Hose handling and water flow • Ladder operations and search techniques • Forcible entry and fire extinguishing • Vehicle fire and Hazmat scenarios • Ropes, knots, CPR, and Vent-Enter-Search drills The two camps concluded with water and trail rescue simulations at Lake Brandt, followed by a cookout, leaving campers with practical skills, self belief, and a sense of accomplishment. The impact carries into our Fire Explorer Program, which now includes 28 active Explorers-17 male and 11 female-showing how the camps inspire and develop the next generation of fire service leaders. We are grateful to everyone who made this summer extraordinary for these young leaders.

and Recognition & Morale-the Foundation hopes to ensure that those who serve our city are supported in every way. Through these efforts, the Foundation plans to not only uplift our firefighters but also reinforce the Department's enduring bond with the community we protect. Stay tuned for more from the Foundation and visit greensborofirefoundation.org.

The Grand Re-Opening of Fire Station 1 4 included many members of the City Council, community members, personnel from Station 14 and the department's executive staff, including Fire ChiefJim Robinson. FIRE STATION 14 RENOVATED In the FY 2024-25, Station 14 underwent a major renovation to modernize the facility and better meet operational needs. Updates included a new female bathroom and locker room, expanded fitness space, a raised apparatus bay ceiling to accommodate taller fire trucks, and rapid-action bay doors for faster response times. These improvements ensure the station's infrastructure will serve the community for decades to come.

Camp Blaze campers participate in the Firefighter Abilites Test as part of their physical fitness.

INTRODUCING THE GREENSBORO FIREFIGHTERS FOUNDATION

Founded in 2025, the Greensboro Firefighters Foundation is a 501 (c){3) organization created to support the members of the Greensboro Fire Department. Its mission is to enhance firefighter well-being by promoting recognition,

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MISSION TO EDUCATE

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As Greensboro continues to grow, so do the needs of our residents. The city's population is rising especially among children under 14, adults over 65, college students, and families with limited income. With that growth comes an urgent need for targeted fire prevention and life safety education.

• Fire Safetyfor College Residential Assistants equips campus housing staff with hands-on training to prevent and respond to emergencies. • Community Safety Trailer delivers immersive, mobile fire-simulation experiences that bring learning to life. • Free Smoke Alarm Installation Program ensures every household-especially in low income communities-has access to essential fire protection.

Data show that fires occur disproportionately in economically disadvantaged neighborhoods. This reality underscores our mission: to bring proactive fire safety education, prevention resources, and community partnership to every corner of Greensboro.

BEHIND EVERY EMERGENCY CALL IS A STORY-ONE THAT COULD OFTEN BE PREVENTED THROUGH AWARENESS, PREPARATION, AND PARTNERSHIP.

GREENSBORO FIRE SAFETY TRAILER

Empowering Through Education The Fire & Life Safety Division operates 22

community outreach programs, each designed to reach residents at different stages of life and risk. These initiatives go beyond awareness-they build confidence and capability. • My Friend the Firefighter introduces preschoolers to fire safety through stories, songs, and engaging demonstrations. • Fifth Grade Fire Education teaches emergency preparedness and prevention skills • Steps to Safety helps older adults reduce the risk of fires and falls-the two leading causes of emergency calls for this age group.

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MEET THE TEAM BEHIND THE MISSION

ROLE

KEY RESPONSIBILITY

Community Relations Specialist

Promotes programs and manages public communication efforts.

Fire Educator

Delivers interactive, customized fire safety education.

Community Risk Reduction (CRR) Captain

Oversees partnerships, scheduling, and logistics to maximize impact.

Provides strategic oversight, ensuring all programs align with department goals and performance standards.

Battalion Chief

EVERY SMOKE ALARM INSTALLED, EVERY CLASSROOM VISITED, AND EVERY LESSON TAUGHT MOVES US CLOSER TO A SAFER GREENSBORO.

One growing focus is preventing falls among older adults, which have become a leading cause of emergency response calls. By connecting data with outreach, we continue to innovate our approach to injury prevention. Commitment to a Safer Future Through data, dedication, and strong community partnerships, the Greensboro Fire Department remains committed to advancing safety, education, and well-being across all neighborhoods. We are not just responding to emergencies-we are building a culture of prevention. Together, we're shaping a Greensboro where every resident is empowered to live safely and thrive. Through collaboration and education, we're not only saving lives-we're strengthening the fabric of our city. 21

With over 600 full-time employees, the Greensboro Fire Department responds to more than 40,000 emergency calls annually. The Fire & Life Safety Division, within the Support Services Branch, plays a critical role in prevention enforcing fire codes, conducting investigations, and leading educational initiatives that protect lives and property. Data-Driven Community Risk Reduction Our work is guided by the Five E's of Community Risk Reduction: Education, Engineering, Enforcement, Emergency Response, and Economic Incentives. These principles help us: • Identify and target high-risk neighborhoods • Strengthen fire code compliance • Provide public education and outreach • Analyze community impact and resource use • Evaluate and adapt programs annually

M I SSION TO RECRUIT

HELPING THE G D REFLECT OUR COMM

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With the retirement of the department's first recruiter, Captain Martin Barrow took the reins in 2024 and is leading the department into a new age of recruitment; one that involves meeting people one on-one to learn more about them and teach them as much as he can to make sure they understand the steps needed to become a Greensboro Firefighter.

Q: What sparked your interest in recruiting and mentorship within the fire service? I never grew up wanting to be a firefighter. At the time, I didn't see anyone who looked like me in the profession. A friend introduced me to Greensboro Fire, and it sparked my interest. Since then. I've had great mentors who showed me the way. Now, I want to give back, help others learn, and expose all communities to fire service as a career. Q: When you hear "reflecting the community we serve," what comes to mind? The fire service is more than putting out fires. We serve, educate, and act as a community resource. That means helping residents in times of need, offering fire safety and prevention programs, participating in community events, and mentoring kids in schools. Being visible and engaged helps the community understand the full scope ofwhat we do. Q: Why is this representation so important to you? When our department reflects the community we serve, residents feel more comfortable, and we bring diverse perspectives to problem-solving. People from different backgrounds approach challenges differently, which strengthens the department. It also ensures that when we respond to someone's worst day, they see a team that looks like and understands them.

Above, Capt. Martin Barrow participates in many employment fairs throughout the year but his biggest impact is reaching people through one-on-one mentoring. Below, Recruitment Team members and NC A&T graduates walked in the A&T Homecoming Parade representing GFD.

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Q: How do you approach recruiting the next generation of firefighters? The fundamentals of fire service don't change fires still need to be put out, medical calls still require response-but technology and the community are constantly evolving. We look for candidates who can grow with these changes and help the department stay current while maintaining high service standards. Q: What barriers might keep people, especially from underrepresented groups, from considering this career, and how are you addressing them? Many communities lack visible role models in fire service. We go into all schools in Guilford County to expose young people to the career, emphasizing that it's rewarding and fulfilling. We want kids to see that serving their community can also be a career option and to give them the confidence to pursue it. Q: What's been the most rewarding part of seeing diverse candidates come through? Knowing I play a role in affecting change and bringing in the best candidates, regardless of race or gender, is rewarding. The goal is to recruit those who are committed to serving their community while ensuring we reach all neighborhoods and communities.

Q: What impact do you hope these interactions have on young people?

I want them to realize they can achieve more than they imagine, even if they don't choose fire service. Mentoring in schools and community centers shows them opportunities beyond what they may have considered and encourages them to set high goals. Fire service may be one path, but the lessons about confidence, mentorship, and community impact carry further. Q: As our recruiter, what legacy do you hope to leave? I want our team to understand the importance of excitement, outreach, and diversity. Leading by example, passing on what I've learned, and ensuring we continue engaging all communities is key. Local firefighters connect more deeply with the community, so building a strong local base is a priority. Any new initiatives that succeed can be passed on to the next generation of recruiters. Q: What message would you share with someone on the fence about joining the fire service? I didn't think I fit the mold at first. Greensboro has given our recruitment team the resources to support potential candidates. We offer tours, ride alongs, and mentorship so they can see what fire service is truly about. This exposure gives them confidence and helps them decide if it's the right path while showing them they can succeed. 23

Members of our Recruitment Team and potential applicants have volunteered at various department events. Those pictured in grey t-shirts are potential recruits who helped out with GFD's Home-run Derby fundraiser for Leukemia and Lymphoma.