Staffing Requirements - Toronto Fire Services
The Policy and Finance Committee recommends:
(1) the adoption of the recommendations of the Community Services Committee embodied in the communication
(July 14, 1999) from the City Clerk;
(2) that hiring of the remaining 55 firefighters be contingent on the Fire Chief reporting back by the beginning of
December on a viable strategy to reduce absenteeism with its implementation to take effect in the year 2000;
(3) that a method of centrally monitored absenteeism for all former municipal departments be done on a daily
basis;
(4) that the Commissioner of Works and Emergency Services, in consultation with the Fire Chief, the Chief of
Police and the General Manager of Ambulance Services, be requested to report to the appropriate Committee on
the efficiencies and related savings on a better co-ordinated tiered response;
(5) that the Chief Administrative Officer and the Chief Financial Officer and Treasurer be requested to report to
the Policy and Finance Committee on the feasibility of a phase II review of Fire Service's business processes,
operations, and practices in an effort to streamline services supporting front line firefighters and thereby
permitting redeployment of resources;
(6) that the Fire Chief be requested to report to the appropriate Committee on the scheduling of the recruitment
classes, and on the issues identified by Councillor Pitfield in the following Committee Recommendation No. (8);
(7) that the Chairs of the Administration Committee, the Community Services Committee and the Budget Advisory
Committee and Councillor Norman Kelly, member of the Policy and Finance Committee, be requested to meet with
the Fire Chief and the Toronto Professional Fire Fighters Association to discuss mutual areas of concern to ensure
that the appropriate Committees are dealing with the concerns raised by the Policy and Finance Committee; and
(8) that the Fire Chief be requested to submit a report to the appropriate Committee on:
(i) a staff vacation management plan which may improve staffing throughout the summer;
(ii) the implementation of some form of mandatory physical fitness;
(iii) sick leave usage throughout the year, and if there is any type of pattern, how this can be addressed in the fire
service; and
(iv) the issue of doctors certificates being required after three days of absence.
The Policy and Finance Committee reports having requested the Fire Chief to submit a report directly to Council for its
meeting scheduled to be held on July 27, 1999, on the 25 per cent of firefighters time not spent on firefighting and that this
time be broken down into various categories including short-term and long-term absenteeism.
The Policy and Finance Committee submits the following communication (July 14, 1999) from the City Clerk:
Recommendations:
The Community Services Committee on July 14, 1999, recommended to the Policy and Finance Committee, and Council:
(i) the adoption of the joint report dated July 12, 1999, from the Commissioner of Works and Emergency Services and the
Fire Chief respecting staffing requirements - Toronto Fire Services; and
(ii) that the City of Toronto request the Province of Ontario to fund the transition costs of Fire Services and the impact of
the extra responsibility pertaining to inspection services caused by the downloading legislation.
The Community Services Committee reports, for the information of the Policy and Finance Committee, having further:
(1) directed that the Chief Administrative Officer and the Chief Financial Officer and Treasurer be requested to review the
recommendations contained in the aforementioned joint report, and report on a funding mechanism directly to either the
Policy and Finance Committee for its meeting on July 20, 1999, or Council for its meeting on July 27, 1999;
(2) directed that the Commissioner of Works and Emergency Services and the Fire Chief be requested to report to the
Policy and Finance Committee for its meeting on July 20, 1999, or Council for its meeting on July 27, 1999:
(a) providing justification for an increase in staffing levels in contrast to the recommendations of the recent KPMG Fire
and Ambulance Facilities Study and the Ernst and Young report from the former Metropolitan Council;
(b) on the issue of absenteeism and on a strategy to reduce the numbers;
(c) on the process to be used in the hiring of fire fighters, particularly with respect to equity and diversity;
(d) on the progress of the co-ordination of the tiered response of emergency services (Police, Ambulance and Fire
Services);
(e) if possible, on the implementation of the KPMG Fire and Ambulance Facilities Study;
(3) directed that the City Solicitor, in consultation with the Fire Chief, submit a legal report to the Policy and Finance
Committee for its meeting on July 20, 1999, or Council for its meeting on July 27, 1999, outlining Council's potential
exposure to liability with regard to staffing level decisions;
(4) directed that the Commissioner of Works and Emergency Services and the Fire Chief, in consultation with the
Executive Director of Human Resources and the Toronto Professional Fire Fighters Association, report to the Community
Services Committee on options, if any, to more effectively manage vacation time to reduce the frequency of vehicles being
out of service;
(5) directed that the Executive Director of Human Resources be requested to report to the next meeting of the Community
Services Committee to be held on September 9, 1999, on the timetable for the Collective Agreement with the Toronto Fire
Fighters; and
(6) supported the Fire Chief's efforts to consult with the Medical Advisor, Human Resources staff, the Commissioner of
Works and Emergency Services, and the Toronto Professional Fire Fighters Association in developing a common
attendance management policy; and directed that the Commissioner of Works and Emergency Services and the Fire Chief
be requested to provide a progress report to the meeting of the Community Services Committee to be held on October 7,
1999, including an analysis of vacation time and sick leave impacts on service levels.
Background:
The Community Services Committee had before it a joint report (July 12, 1999) from the Commissioner of Work and
Emergency Services and the Fire Chief providing the historical data and statistics on the levels of vehicle staffing and fire
protection services presently provided to the citizens of Toronto; and recommending that:
(1) City Council authorize the Fire Chief to hire an additional 117 fire fighters, with 62 starting in November 1999 and the
remaining 55 to start in March 2000; and
(2) this report be forwarded to the Policy and Finance Committee for consideration of the budgetary implications.
The Committee also had before it a communication (July 14, 1999) from Councillor Brian Ashton, Scarborough Bluffs,
expressing concern with respect to a notice that had been circulated within his community from the Toronto Professional
Fire Fighters' Association; and suggesting that the Community Services Committee consider conducting a series of random
personnel audits over select time periods, including the weekend in question.
Mr. Jim Lee, President, Toronto Professional Fire Fighters Association, appeared before the Community Services
Committee in connection with the foregoing matter.
The following Members of Council appeared before the Community Services Committee and asked questions of the Fire
Chief in connection with the foregoing matter:
- Councillor Doug Holyday; and
- Councillor Frances Nunziata.
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(Joint Report dated July 12, 1999, addressed to the
Community Services Committee from the
Commissioner of Works and Emergency Services and
the Fire Chief)
Purpose:
To provide Committee and Council members with historical data and statistics on the levels of vehicle staffing and fire
protection services presently provided to the citizens of Toronto, and to request approval to hire additional fire fighters.
Funding Sources, Financial Implications and Impact Statement:
This report proposes the hiring of an additional 117 fire fighters; 62 to start in November, 1999, with the remaining 55 to
start in March, 2000. The estimated increases to the Fire Services' operating budget are: $340,000.00 for 1999, and $5.1
million for 2000, staff benefits included at 23 percent.
Recommendations:
It is recommended that:
(1) City Council authorize the Fire Chief to hire an additional 117 fire fighters, with 62 starting in November, 1999, and
the remaining 55 to start in March, 2000; and
(2) this report be forwarded to the Policy and Finance Committee for consideration of the budgetary implications.
Council Reference/Background/History:
N/A
Comments:
In order to meet budgetary constraints, Fire Services eliminated 136 positions in 1998. Of this total, 17 were management
positions, 69 reflected positions listed as complement but were, in fact, unfunded, and 50 represented positions to be
eliminated through attrition. Fire Services has operated through 1998 and into 1999 with a total established level of 3,016.
This level of staffing includes 2,703 positions assigned for fire fighting operations staff.
A number of factors have combined to make effective deployment of fire suppression staff difficult:
(1) the need for integrated support infrastructure and revised equipment;
(2) the need to deploy and reallocate equipment across the 80 fire stations;
(3) attrition and turnover rates which necessitate the hiring and training of new fire fighters; and
(4) an absenteeism rate which exceeds the average for other jurisdictions.
The first three issues have been actively addressed through:
(1) obtaining capital budget approvals for infrastructure and equipment, and then proceeding to implement projects for a
new radio system and computer-aided dispatch, and a single type of self-contained breathing apparatus for Fire Services;
(2) the KPMG Facilities Study with recommendations on the present and future needs for fire stations and the appropriate
deployment of vehicles and equipment; and
(3) recruitment and training programs which will bring new fire fighters into service in 1999.
The issue of absenteeism has recently been high-lighted by the increasing need to take vehicles out of service due to
unavailability of staff. It has become clear that due to the timeframe necessary to address the issue of infrastructure,
facilities and collective agreements, that there is a need to review whether current staffing levels can be sustained. The
following eight attachments illustrate a number of the factors affecting staffing.
Attachment No. 1 is a graph which shows the reduction in total fire fighting staff since 1993. As the graph notes, the new
Fire Services is presently operating with 227 fire fighters less (2,930-2,703) than the six former fire departments had in
1993. This reflects service decisions made by the former municipalities.
Attachment No. 2 is a chart which shows all of our present vehicles with both the minimum staffing levels indicated, and
in addition the full-time fire fighters needed to meet these minimum vehicle staffing requirements. This chart indicates that
actual staffing levels (2,703) exceeds the minimum but are below the preferred (2,930) staffing levels by 227 positions
(2,930 - 2,703). The reason for the difference between the minimum staffing and fire fighters needed is noted below.
The Toronto Fire Services operates a four-platoon system that provides continuous emergency protection for the
community 24 hours/7 days a week, 365 days a year. Each platoon works 182 shifts/tours per year. There are two
shifts/tours per day and four fire fighters assigned to physically staff each vehicle. Throughout the year, fire fighters are
absent from duty due to a variety of reasons: vacation entitlements, days off in lieu of statutory holidays, illness, fire
college, bereavement, time owing, special (modified) duty, workers' compensation, etc. This results in the average fire
fighter actually being on duty for 140 shifts/tours per year of the 182 shifts/tours covered by each platoon. Accordingly,
and in order to maintain preferred staffing levels on the vehicles, fire departments typically staff each vehicle with an
average of 5.25 fire fighters knowing that only four fire fighters will actually be on duty that day for a variety of the reasons
noted earlier.
From Attachments Nos. 1 and 2, it has been identified that a previous and preferred staffing level was 227 fire fighters over
and above the current complement. In order to address the number of vehicles out of service, it is recommended that we
hire an additional 95 operational fire fighters. The remaining 132 positions (227-95) equate to 33 aerial vehicles each being
shorted by one fire fighter multiplied by four platoons (33 x 4). We will work together to address the absenteeism concerns,
the vacation policy, and the future implementation of the KPMG Study in order to enhance the staffing of the aerial
vehicles.
Attachment No. 3 indicates that we took a total of 2,115 vehicles out of service during the last six months of 1998, and
1,829 vehicles out of service during the first five months of 1999 - all due to staffing constraints. It also shows that we
placed 9,352 vehicles into service in 1998, and 6,336 vehicles into service in the first five months of 1999, all of which
were each short a fire fighter. When staffing shortages occur, Fire Services' policy is to reduce the number of staff on an
aerial vehicle (not a pumper) by one. Beyond this, we proceed to take a vehicle out of service. This shortage of apparatus
and staffing constrains the ability to respond to a fire-related emergency.
The practices in the former fire departments for dealing with shortages in the staffing of emergency response vehicles are
as follows:
Former Fire Department Provision
Toronto Cancel staff lieu days/take vehicle out of service.
Etobicoke Cancel staff lieu days/take vehicle out of service.
York Pay staff overtime/take vehicle out of service.
East York Pay staff overtime/take vehicle out of service.
North York Take vehicle out of service.
Scarborough Take vehicle out of service.
In the first five and a half months of 1999, in the East York district, in excess of $152,000.00 was paid in overtime to fire
fighting staff in order to keep the vehicles staffed. In the Toronto and Etobicoke districts, it has been necessary to cancel
lieu days in order to keep vehicles in service. As a result, 5,537 lieu days have been accumulated representing a liability of
approximately $1.7 million to the City. Until a new single Collective Agreement is negotiated, we are obligated to honour
the unique terms and conditions of each of the Collective Agreements from the six former fire departments.
There is currently a staffing issue in Fire Services as to the appropriateness of fire fighters and apparatus working across
the "boundaries" of the former cities to address operational needs and continue to ensure public safety. There are at least
eight grievances put forward by the Association challenging the right of the City to utilize its resources across the
boundaries of the former cities.
Approximately half of our 80 stations are equipped with only one emergency fire vehicle. We have very few two-pumper
stations and these placements have generally occurred in areas which have a very high volume of calls. To date, we have
been able to remove vehicles from a two-vehicle station when manpower shortages occur. Fortunately, it has not yet been
necessary for Toronto Fire Services to close a fire station due to staffing constraints.
Our communications centres are staffed by highly trained and skilled employees who by necessity must provide the fire
fighters on scene with the highest levels of support, backup and advice. In some communications centres, the provisions of
the collective agreement require staff on overtime to be paid double time. In addition, when staff of the communications
centre call in "sick", then staff from operations (fire suppression) must be reassigned from a vehicle to fill in for them
which further reduces the total number of fire fighters on duty that shift.
Attachment No. 4 shows fatalities City-wide. In all of 1998, we had 21 fatalities City-wide due to fire-related reasons.
From January 1, 1999, to date, we have had 17 fire-related fatalities. Our public education and fire safety programs need to
be effective in reaching the entire community. Fire Services needs to accelerate these community-based programs so that
our message of fire safety and emergency preparedness is heard and understood by the public.
Attachment No. 5 illustrates the total emergency calls we responded to over the past five years. This chart shows a slow
annual increase in the total number of calls. The total annual property loss per year is averaging $45 million, a figure we
would like to reduce. Through maintaining a constant state of preparedness, training and full staffing, we can limit
significant property loss in the future.
Attachment No. 6 shows two charts which represent average vehicle response times by former municipality and by time of
day/time of season. We are aggressively attempting to lower these response times by - amongst others - introducing
leading-edge technology to the call-taking/dispatch function via the acquisition and implementation of our centralized
computer-aided dispatch system.
Attachment No. 7 is a table showing fire fighter "sick days" from a sampling of larger fire departments in North America.
As the chart shows, the average fire fighter from this North American sampling took 6.86 sick days in 1997 (and 6.28 sick
days in 1998). The Toronto Fire Services average for 1997 is 8.23, about 20-25 percent higher than the other fire
departments sampled across North America.
Attachment No. 8 shows the average fire fighters sick days from the former six fire departments since 1993. The 1998 and
1999 figures (since amalgamation) have been shown separately as the data is still kept separately by the Payroll Division.
Staff of Fire Services realize that our average fire fighter sick days per annum are higher than the sampled data.
Furthermore, we also know that in some areas of the City, the averages are better than they are in other areas. We are
working with our Medical Advisor in this regard and attempting to get this situation under control. We anticipate that the
Professional Fire Fighters' Association will have a similar goal, and thus be co-operative in this review. Bringing
attendance in line with standards would result in having more staffing resources.
We are working together with the staff of the Human Resources Division in developing a common attendance management
policy based on other successful models. We will need both short-term and long-term solutions to this problem as the
collective bargaining initiatives currently underway may set some parameters for managing attendance.
Fire Prevention:
Through The Fire Protection and Prevention Act, 1997 (Bill 84), the Province has downloaded legislation now requiring
municipal governments to inspect a greater percentage of buildings for compliance with the Ontario Fire Code. Heretofore,
these buildings were inspected by provincial officials.
Our Fire Prevention staff are also charged with the responsibility of inspecting buildings under the provincial retrofit
legislation to ensure older buildings are brought up to present standards for occupant safety. With the present staff
complement, it is estimated that an additional ten years are required to complete this retrofit inspection program. We find
this to be an unacceptable time frame.
The Hotel Fire Safety Act has now been incorporated into the Fire Code requiring a phased-in transfer of inspection
responsibilities to the municipal fire inspector. Part IV of the Ontario Fire Code has recently been effected and addresses
Flammable and Combustible Liquids. This brings an additional burden to our fire inspection workload.
On November 1, 1998, a by-law requiring dwelling units to be equipped with carbon monoxide detectors came into effect.
Under this by-law, our Fire Prevention Inspectors have been appointed as Property Standards Officers for the purposes of
administering and enforcing its provisions. Our administration staff continue to receive numerous telephone calls
respecting this by-law.
We are proposing to increase our inspection staff by ten (which is included in the 117) in these mandated inspection areas
to comply with provincial legislation.
Training Section Staff:
Our Training Section is charged with the responsibility of adhering to provincial legislation regarding the requirements of
the Occupational Health and Safety Act which was introduced to ensure standards of safety in the workplace. The fire
ground is a dangerous environment for anyone and, accordingly, we take all measures to ensure the safety of our fire
fighters. In addition, our Training staff are presently conducting a massive retraining program as we amalgamate the
processes, and standard operating procedures of the six former fire departments into one fire service. Some of these
training programs are highly specialized as they address procedures for containing and handling hazardous materials and
chemicals.
As a result of under-staffing in the Professional Development and Training Section, many operational training programs
have been constrained. Under the Occupational Health and Safety Act, we must provide training for all staff. Specifically,
we must meet our contractual obligations to Sunnybrook Base Hospital for the Fire Fighter First Responder Defibrillation
Program, the standardization of technical rescue programs across the Fire Services, the implementation of the Ontario Fire
Fighter Curriculum/Certification Program, and the provision of officer training to meet the OHSA component supervisor
requirement.
To meet these immediate staffing needs, the Training Section requires 12 additional staff which are included in the total
request of 117. Of the number of positions previously approved for this section, these 12 remain vacant. We intend to staff
them as follows: the Emergency Medical Support unit with one District Chief and three Training Officers, the Health and
Safety Unit with four Training Officers, and the Professional Development and Training Section with four Training
Officers to implement the OFM Curriculum/Certification and Company Officer Diploma Programs.
Fire Suppression Staff:
Staffing levels not only determine the rate of fire extinguishment and victim rescue but also have a direct relationship to
fire fighters' safety. The improved efficiency (the time it takes fire fighters to perform a prescribed menu of tasks) of a
four-person crew has been proven in studies across major fire departments in North America, as well as organizations such
as the National Fire Protection Association (N.F.P.A.). Ratepayers pay for protection of life and property through their tax
dollars and assume that the elected and appointed officials will make informed decisions regarding that protection.
It has been well demonstrated that a minimum of 13 personnel must be assembled on the fire ground at a single family
residence in order to accomplish the initial goals of victim rescue, fire control and property conservation. To assemble less
staff in a rapid response, an aggressive attack will not be made and the fire fighters must resort to defensive operations or
risk their own personal safety.
Fire fighting has always been labour intensive and remains so. Although new technology has improved fire fighting
equipment and protective gear, it is still the fire fighters who perform the critical tasks necessary to contain and extinguish
fires. When staffing falls below preferred levels, service levels can be impacted.
We advise that due to attrition, we are presently recruiting 40 new fire fighters for an August 9, 1999, start. Earlier in the
year, we trained 28 new fire fighters.
Conclusions:
Operating budget pressures continue to have an impact on vehicle staffing which ultimately affects the levels of fire
protection service provided to the residents of Toronto.
Over the years, we have had in excess of 227 positions reduced in Fire Services. While we will be reporting further in
September 1999 when we provide our response to the KPMG Fire and Ambulance Facilities Study - a report which will
undoubtedly have an impact on staffing levels, and the potential to reallocate resources across the City - we are
experiencing an immediate need for additional fire fighters.
Accordingly, Council approval is requested for the Fire Chief to receive additional funding so that 117 additional fire
fighters may be recruited and started on the 14-week training program. We propose to start 62 fire fighters this November
with the other 55 fire fighters to start in March 2000. A detailed evaluation of fire fighter strength will be provided to
Council in September 2000.
Under the six Collective Agreements, staff vacations are allocated and selected in accordance with previously negotiated
policies. In most cases, the prime summer months see the maximum number of staff on vacation while many of the
remaining months have varying amounts of available time. We are seeking to address this through collective bargaining.
By working together with staff of the Human Resources Division to improve upon our attendance management system, it
will result in more staff being in duty. We will be addressing this issue with the Fire Fighters' Association as we work
diligently to reduce the absenteeism as it currently exists.
The recommendations of the KPMG report, when implemented, will result in additional staff being made available. The
total number has yet to be determined. However, it is important to note that full implementation to realize complete staff
restructuring will take up to two years depending upon the availability of vehicles, fire station modifications, and the
introduction of the communications technology now in progress.
Contact Name:
Alan F. Speed, Fire Chief, Tel: 397-4315
(A copy of each of the attachments referred to in the foregoing report was forwarded to all Members of Council with the
Supplementary Agenda of the Community Services Committee for its meeting on July 14, 1999, and a copy thereof is on
file in the office of the City Clerk.)
The Policy and Finance Committee also submits the following report (July 15, 1999) from the City Solicitor:
Purpose:
To advise on the status of our legal report outlining Council's potential exposure to liability with regard to staffing level
decisions made with respect to Toronto Fire Services.
Funding Sources, Financial Implications and Impact Statement:
Not applicable.
Recommendations:
This Report is for information only.
Council Reference/Background/History:
At its meeting of July 14th, 1999, the Community Services Committee directed that the City Solicitor, in consultation with
the Fire Chief, submit a legal report to the Policy and Finance Committee for its meeting on July 20th, 1999, or Council for
its meeting on July 27th, 1999, outlining Council's potential exposure to liability with regard to staffing level decisions
made with respect to Toronto Fire Services.
Comments and/or Discussion and/or Justification:
Due to the complexities involved in advising on the issues in question (e.g., negligence, occupational health and safety)
and the time needed to address those issues properly, our report will be submitted directly to Council for its meeting of July
27th, 1999, which is provided for in the July 14th, 1999 Committee Report.
Conclusions:
Our report will be to Council for its meeting of July 27th, 1999.
Contact Name:
Brian Loreto, Telephone: 392-8530; E-mail address: brian_loreto@mta1.metrodesk.metrotor.on.ca
The Policy and Finance Committee also submits the following joint report (July 19, 1999) from the Commissioner of
Works and Emergency Services and the Fire Chief:
Purpose:
To provide additional information to City Council regarding the recent request by Fire Services for 117 additional fire
fighters.
Funding Sources, Financial Implications and Impact Statement:
Fire Services has proposed the hiring of an additional 117 fire fighters; 62 to start in November, 1999 with the remaining
55 to start in March, 2000. The estimated increases to the Fire Services' operating budget are: $340,000 for 1999, and $5.1
million for 2000 including staff benefits calculated at 23 percent.
Recommendation:
That this report be received for information.
Council Background:
A report from The Commissioner, Works and Emergency Services and the Fire Chief was presented to the Community
Services Committee at its meeting held on July 14, 1999 requesting Council approval to hire an additional 117 fire fighters.
These fire fighters are needed as: (a) crew on the various vehicles which are placed out of service on a daily basis due to
staffing shortages, (b) training officers, and (c) inspectors and public education officers.
The report noted that the amalgamated Fire Services has 227 less fire fighters now than the pre-amalgamated fire
departments had in 1993.
Community Services Committee requested that the Commissioner of Works and Emergency Services and the Fire Chief
provide the additional information noted below to either the Policy and Finance Committee for its meeting on July 20,
1999, or Council for its meeting on July 27, 1999:
(a) providing justification for an increase in staffing levels in contrast to the recommendations of the recent KPMG Fire
and Ambulance Facilities Study and the Ernst and Young report from the former Metropolitan Council;
(b) on the issue of absenteeism and on a strategy to reduce the numbers;
(1) on the process to be used in the hiring of fire fighters, particularly with respect to equity and diversity;
(2) on the progress of the co-ordination of the tiered response of emergency services (Police, Ambulance and Fire
Services); and
(3) if possible, on the implementation of the KPMG Fire and Ambulance Facilities Study.
Discussions:
(a) Justification for an Increase in Staffing Levels in Contrast to the Recommendations of the Recent KPMG Fire and
Ambulance Facilities Study and the Ernst and Young Report from the Former Metropolitan Council:
Firstly, both the KPMG Fire and Ambulance Facilities Study and the Ernst and Young studies recommended that the Fire
Services maintain all vehicles in service. This is presently not happening.
Secondly, although KPMG felt that certain fire fighter positions could be saved through: (a) the use of the rescue/pumper
restructuring program, i.e. using rescue/pumpers instead of pumpers, and (b) the withdrawal from service of two aerial
vehicles, this initiative will take many years to implement largely due to the necessity to place 20 rescue pumpers into
service - the majority of which will have to be purchased at an approximate cost of $350,000 each. KPMG also
recommended the building of six new fire stations across the city - some now, the rest as the need arose.
Thirdly, the Ernst and Young report advocates the use of a factor of 5.0 fire fighters to staff each vehicle (pumper) for each
of the four platoons. Using their figures, 20 fire fighters (5 x 4) could conceivably keep a vehicle in operation 24 hours a
day, 7 days a week. We have found that the factor of 5.0 is both unrealistic and unattainable. Fire Services uses a factor of
5.25 fire fighters per vehicle per platoon - 21 fire fighters per vehicle. Although the Ernst and Young report was able to
theoretically reduce manpower needs by 5 percent, we have found this concept unworkable as noted above.
Furthermore, the Ernst and Young report contains the following caveats:
(1) "We were requested not to, and did not have direct contact with any of the six municipalities' officials. We did not
conduct any interviews or working sessions with these municipalities to verify or clarify the public information we used."
(2) "Further analysis, in the form of independent, comprehensive operational reviews, will be needed to confirm these
estimates and determine more precisely the full extent of the financial impacts to be realized."
(b) Absenteeism and on a Strategy to Reduce the Numbers:
With the assistance of a steering committee representing the interests and ideas of both corporate and business units,
Corporate Human Resources has developed a draft attendance management program intended for review and
implementation across the entire Corporation. It should also be noted that currently within the Toronto Fire Services,
attendance management programs exist in both former Etobicoke and Scarborough but do not have widespread application.
The Toronto Fire Fighters Association have publicly endorsed the concept of attendance management and, in the spirit of
co-operation, it is our intention to meet with representatives of both Human Resources and the Association to see how best
to capitalize on our experiences with the existing programs and to customize the Corporate program to meet the unique
needs of the Division. It is believed that this approach will result in an effective and mutually beneficial program which is
also consistent with the corporate initiative.
(c) The Process to Be Used in the Hiring of Fire Fighters, Particularly with Respect to Equity and Diversity:
The inaugural Firefighter Recruitment Process for the City of Toronto commenced in January of 1999. Toronto Fire
Services is committed to a workforce that reflects the community we serve and encourages applications from Aboriginal
peoples, people with disabilities, racial minorities and women and has engaged in outreach initiatives to maximize the
participation of these groups. The recruitment process has been reviewed by the Human Rights Commission and is being
conducted consistent with its legislated requirements. As an example, previous recruitments focused on the scored or rank
order of candidates. In this process, we developed a system to identify a level, above which all candidates were deemed
equally qualified.
The recruitment process conducted included providing the following:
Flyers / Public Service Announcements:
Prior to the commencement of the process, the Recruitment Office stepped up their activities to include an information
blitz to community and ethnic groups. This included providing flyers outlining the timing for the upcoming recruitment
drive and providing specifics on the process. (See Attachment "A" for a sample flyer.)
Information Sessions & Special Smaller Community Information Sessions:
Fire Services held four large information sessions at the Fire Academy. The sessions were quite popular and process
experts provided specific information on the process itself and how to prepare in order to be successful. Specifics were
provided on the prerequisites: written test, interviews, York fitness testing, medical testing and the exact steps of the
recruitment process as well as a presentation by Toronto EE/Access & Equity.
The Recruitment Office also held smaller Community Information sessions for different groups at community centers (e.g.
the Aboriginal Center) to provide the above-noted information on a smaller scale to interested groups
The Recruitment Office is investigating the feasibility of bursary programs to assist any interested community members
with the costs associated with proceeding in the recruitment process.
Newspaper Advertisements:
Newspaper advertisements outlining the notice to recruit for Probationary Firefighters were placed in the major daily
papers as well as in 53 selected community newspapers - e.g. Caribbean Camera, Chinese World Jrl. (See Attachment "B"
and "D" for the entire listing of advertisement placements and the advertisement copy).
Career Guide for Fire Fighting / Web site / Recruitment Hotline:
New Career Guides were prepared and available at various locations throughout the City. The Guide outlines areas on
"How to Qualify", "How to Apply", and provide specific information and pictures on what to expect at the York University
Occupation Specific Vision, Hearing and Fitness Assessment. The Career Guides were available for pick-up at various
locations around the City. (See Attachment "C" for a photocopy of the front page of a 12-page Career Guide).
The Career Guide also notes the phone number for the Recruitment Hotline 416-392-FIRE (3473) which provides
information on any current recruitment drives and updates on future activities. The Web site is also available at
http://w3.city.toronto.on.ca./index.htm and provides detailed information on the recruitment process.
Written Test Sessions:
Each successful candidate must undergo and pass an aptitude test which, amongst other things, assesses:
(a) memory and understanding oral information;
(b) understanding written firefighting material;
(c) arithmetic reasoning;
(d) mechanical aptitude; and
(e) teamwork/public relations/community living.
The City held 10 Written Test sessions. Over 2,400 people registered to write the test and 2,049 applicants actually wrote
the test. There were 873 applicants who passed the test and were invited to proceed to the next stage of the process. The
test selected for this process has been widely used and validated to ensure no systemic discrimination.
Application and Resumé Submission:
At this stage, applicants were invited to submit completed application forms and provide resumes. Along with the
applications, candidates were to submit an original and valid York Fitness Assessment, Valid Basic Rescuer
Cardiopulmonary Resuscitation - Level "C" and "Standard", or higher, First Aid Certificate. The applications submitted
were screened by Fire Services and First Interviews were scheduled.
1st Interviews:
Selected candidates were interviewed by a three-member panel including representation from Fire Services and Human
Resources. Recommendations were made on which candidates were to proceed to the next level.
2nd Interviews:
From the applicants deemed to be qualified from the 1st Interview, candidates were selected by random draw to attend the
2nd and final interview stage.
Conditional Offers:
Conditional Offers are extended to candidates who are successful at the 2nd Interview Stage. Offers are conditional upon
the candidate providing:
(a) drivers abstract, showing not more than 5 demerit points and no unpaid fines;
(b) valid Ontario Class "D" Licence, with "Z" air brake endorsement;
(c) satisfactory employment references; and
(d) passing a medical examination.
Final Offers:
Upon completion of this process, final offers are extended to candidates who then commence their new career as
Probationary Firefighters by entering an intensive 14-week training program.
Attachments:
Attachment "A" Career Information Flyer
Attachment "B" Newspaper Advertising Invoice
Attachment "C" Career Guide for Fire Fighting
Attachment "D" Newspaper Advertisement
(d) Progress of the Co-ordination of the Tiered Response of Emergency Services
The 9-1-1 system in the City of Toronto provides a timely, efficient response to critical emergency incidents. As part of
the tiered response protocol, the Toronto Fire Service responds with Toronto Ambulance Service to all life threatening
medical emergencies. Successful emergency medical response requires early intervention. The distribution of fire stations
throughout the city often positions firefighters as the first-to-arrive at a medical emergency.
Representatives from all three emergency services are meeting regularly to review the tiered response system and working
towards optimizing the allocation of resources to emergency responses. When the new computer-aided dispatch system for
the Fire Service is implemented, there will be opportunities for improved coordination and notification amongst the three
emergency response agencies through the use of technology.
(e) Implementation of the KPMG Fire and Ambulance Facilities Study
The recommendations contained in the KPMG report are presently being reviewed and analysed by a Fire Services' project
team comprised of 15 staff with specific operational and technical expertise. We do not anticipate endorsing all of the
KPMG recommendations, but at this time, it is premature to speculate prior to the completion of this review. The Fire
Services' response to the KPMG recommendations will not be ready until the end of September, 1999 at which time it will
be placed on the agenda of the Community Services Committee.
Conclusions:
With current staffing levels, if fire fighting staff did not take any "sick time" at all, Fire Services would still have to take
vehicles out of service on a daily basis. It is anticipated that an acceptable attendance management program can be
implemented to reduce the absenteeism rate. Staffing needs can best be addressed through the immediate recruitment of
additional firefighters, reduction of absenteeism; and a redeployment of resources subsequent to Council's approval of
recommendations arising out of the Facilities Study.
(A copy of Attachments A, B, C and D referred to in the foregoing report which was distributed to the Policy and Finance
Committee at its meeting held on July 20, 1999, and a copy thereof is on file in the Office of the City Clerk.)
________
The following persons appeared before the Policy and Finance Committee in connection with the foregoing matter:
- Mr. Jim Lee, President, Toronto Professional Fire Fighters' Association;
- Councillor Michael Walker, North Toronto;
- Councillor Jane Pitfield, East York; and
- Councillor Brad Duguid, Scarborough City Centre.
