ADVERTISING Please contact Bill Monson at 416 466 1167 or e-mail monson@torontofirefighters.org
2023 First Prize Winner Kris Chraba Bonus Second Prize Winner Ian Doherty 2 tickets to Nate Bargatze
W PRESIDENT’S MESSAGE
e find ourselves approaching the halfway point of this term of office for your Executive Board. As I look forward, there are many changes on the horizon. Some that we have no control over, others that we will have some control over, and some that you will be able to provide direction on as a membership.
By now, you are aware that the bargaining for our next collective agreement has, thus far, not resulted in a deal being struck. This was my first time involved in the process, and the learning curve has been steep. We brought in Jeff Nester, who has acted as an advocate many times previously in Toronto and elsewhere. There were many people who offered their services for this incredibly important position, but we felt strongly about using someone who knew Toronto and understood the complexities of our collective agreement.
Normally, a local would not bring an advocate on board until the bargaining team had reached an impasse, after making their own attempt to reach a freely negotiated agreement. In our case, we felt it best to bring Jeff in from the beginning - a decision that hindsight has shown to be correct. After several initial meetings, we spent two sessions locked down in the Pan Pacific Hotel in Toronto. The first of the two sessions lasted from Wednesday morning through Sunday night, with us working from 8 a.m. to 11 p.m. each day. After spending some time reaching consensus on procedural matters, we began the process of working through the significant number of issues and demands that had been tabled by both sides. We were able to make progress with respect to many of the issues before the session concluded on Sunday. We returned to the Pan Pacific two weeks later for another lengthy session. This time, things moved very slowly. We had reached the point where it became obvious to our bargaining group that we would not be able to reach an agreement that would reflect the needs of our Association and be acceptable to our members. At that point, we decided to step away from the process for a
while to see if that would cause either side to reconsider their position. It did not.
We are now moving to the Mediation/ Arbitration stage. Early on, both sides agreed that Arbitrator John Stout would be utilized if we reached an impasse. Arbitrator Stout has extensive experience within the fire sector. We will meet with him for the first time in early August for a mediation day, to see if he can assist in moving both sides towards achieving a freely negotiated agreement. If that is unsuccessful, we will move to the Arbitration phase in the fall.
We thank you, the membership, for your patience and confidence as we work through this process to achieve a renewal collective agreement.
In mid-May, Fire Chief Pegg announced that he will be leaving Toronto Fire on October 4th, 2024. This announcement followed an unsuccessful recruitment process to replace outgoing Deputy Chief Higgins. The Chief felt that announcing his impending retirement plans would allow the city to focus on hiring a new Chief prior to replacing the Deputy.
We have enjoyed a very strong working relationship with Chief Pegg. His open-door policy has provided us with unprecedented access to the department. We are rarely in a position where we do not know what is going to happen before it happens, and we are usually asked to provide comments or concerns beforehand. This type of relationship is uncommon.
But with every door closing, another opens. The TPFFA will be one of the largest stakeholders in the process of finding a new Fire Chief. I have already had conversations with the mayor about the process. We will have input on the qualifications for the next Chief. Additionally, I have requested to speak with the union leadership from any department that a shortlisted outside candidate may come from. It is imperative to us that the next Fire Chief maintains the type of relationship that we have enjoyed with Chief Pegg.
Finally, you will have the opportunity to address a couple of issues in the near future. By the time you read this, you
may have already had the chance to decide on the first issue. A constitutional change proposal was brought forward by a member to extend the term of office from two years to three years. This change has been proposed previously. While it received more than 50% of the vote, it did not achieve the two-thirds support required to amend the constitution.
At our May meeting, your Executive Board decided not to provide a recommendation to the membership on this issue. Since we are all directly affected by this proposal, we felt it was best not to comment and to allow the membership to decide. I am sure this will be a close vote again, as this proposal has many pros and cons. I will refrain from sharing my personal feelings on the issue, as this message may reach you before the vote.
The second issue that will be in your hands involves amendments to the Stewards Policy. Earlier this year, I formed a committee to investigate these changes. The committee, led by Executive Officers Ryan Grech and Michael Smith, has conducted significant research, including reaching out to other large locals in the province. If and when this report is passed by the Executive Board, it will be brought to the membership for approval.
This summer will be busy. We have an OPFFA business session as well as an IAFF Convention. Additionally, TPFFA will have 104 new members graduating. We will also host our annual Picnic at Canada’s Wonderland and our Golf Tournament at Royal Woodbine. I hope you get the opportunity to attend one of these great events.
Thank you for your continued support and dedication.
James Reed, President
Professional Fire Fighters’ Association I.A.F.F. Local 3888
SECRETARY-TREASURER’S MESSAGE
Learn Your CA, Know Your CA
You’ve probably heard the term CA or CBA kicked around when sitting at the table or having your ‘daily briefing’ on the apparatus floor. So, what is it and why do we need it? A collective agreement or collective bargaining agreement is a contract between an employer and a union through negotiations which typically outline the terms, conditions, duties, rights, and privileges of the parties involved. In short, it’s our contract, and like any contract, you should read it through.
When I started on the job, many moons ago, my first Captain and DC both stressed the importance of ‘knowing your CA’. Being an eager rookie and wanting to heed their advice, my first question was ‘what’s a CA?’. Since I came to the fire department after spending a few years in the military and the private sector, the idea of a collective agreement was new to me. Now that I have spent a few years on the Executive Board, I experience the importance of ‘knowing your CA’ almost every time I answer an email or a phone call. With that in mind, I believe that some further understanding of the Collective Agreement could benefit the membership. While memorizing the complete CA is not necessary –that’s why we have a book – it is important to read through it at least once. I find that when I run into an issue, it helps to read the appropriate article to find the answer. What’s interesting is how different people read the same thing in different ways. It’s hard to write intent into language, which is why we sometimes must reach out to those involved to get the intent of the language.
There are common articles in the collective agreement that are discussed more often than others, so I will focus on those as we move along and jump over the basic ones.
Article 3 – Management Rights
The Collective Agreement is designed to define and protect the membership’s rights, but management also has rights, as pointed out in this article. We stress the necessity for fair and equitable treatment by management’s decisions, but we must allow them the ability to run the fire department.
Article 4 – Probationary Period
Every new employee coming into L3888 is under a 14-month probationary period, which is essentially the go-nogo stage of hiring. This is the time that
management has the exclusive right to discharge, providing it is not done in bad faith. As PFFs, you are entitled to the same rights and benefits as the rest of us, with a few exceptions. Know those exceptions – see article 4.06.
Article 8 – Wages and Salaries
The ever important ‘what’s in it for me’ article. This is where you find the agreed to wages for the duration of the Collective Agreement. The chart will be broken down by position and year. The title of the article can be confusing as it refers to a salary, which is a fixed amount, yet we are paid an hourly wage and paid for the hours we work. To make it even more confusing, we are paid for a 42-hour week – this is to help ease payroll calculations. The alternative (using Operations staff) would be a paycheque for 96 hours in one pay period and then a paycheque for 72 hours in the next pay period. That would make budgeting fun. On the flip side, the Executive Board is paid a salary. No matter how many hours we put into the work week, our salary remains the same.
Article 11 – Vacation Entitlement
Another very popular article, as firefighters love their time off. There are a few important points in this article to consider. How many weeks am I entitled to, and when can I choose them. Once you get past the PFF stage and have completed one year of service, you can start enjoying 3 weeks of vacation yearly until your ninth year. Here is where some confusion begins. We accrue vacation the year prior to our picking year –the vacation we choose in the fall is used in the following year. You are entitled to a vacation increase in the year you complete nine years. This means you will be picking your extra week in the fall of your eighth year, this also applies for increases in your 17th and 22nd years. Those in their 25th and 35th year will receive an extra week (seven weeks in total) for those years only. Something else to consider is seniority with City of Toronto employment. If you were employed by the CoT, you may be eligible to bring that seniority with you for the purpose of vacation entitlement. This would have been addressed at your hire date and is at the sole discretion of the City.
Article 12 – Vacation and Lieu Day Selection
One of my favorite times of the year
is picking vacation. Although many halls have some house rules they follow, there is language in this article that addresses procedures. Let’s start at the beginning. Let’s say that you get to a new hall and they must slide you into the picking rotation. Where do you go? Providing you are not picking for the first time as a Probationary Fire Fighter (PFFs picking for their first time go to the bottom of the list), you take the place of the person that left. If there are multiple vacancies, the Officer should have a list of who went where and should replace accordingly. Remember to pick vacation in tours or consecutive tours, limited to three weeks for your first selection in the summer months. Tuesdays are considered a tour and should be picked with their adjoining tours if desired. Choosing two Tuesdays would be two separate picks. Tours cannot be broken up when picking – you cannot take Monday in May and Thursday in June. Lieu day picking differs here. You can choose to take LDs within a tour (a maximum of one tour) or split them in two selections.
Something to consider should you change platoons, TFS should do their best to give you the same time or same shift as you had on the previous platoon – Monday/Thursday in July for Monday/Thursday in July or that same week which could be the Wednesday/ Saturday on the new shift.
Remember, if you’re last pick for vacation, you are first pick for LD selection and the picking list rotates every year.
I’ll tie in Article 13 – Designated Holidays to the end of this section. You will find a list of designated holidays (12), as well as the pay rate for those working the holiday. Hopefully, you gained a little more insight to our Collective Agreement and the language involved. Words to the wise - know your CA.
Chris Sornberger, Secretary-Treasurer
Toronto Professional Fire Fighters’ Association
I.A.F.F. Local 3888
VICE PRESIDENT’S MESSAGE
This Fire Watch issue outlines the demographics of the fire services and provides a few updates on what we have been working on as an Association.
Recently, we held yet another successful and rewarding annual retirement reception for members who retired in 2023 and prior. It was so great to see faces I worked with from my past and observe retirees laughing, joking, and reconnecting with their crew(s) from days gone by. We cannot fail to recognize that these members sacrificed aspects of their own lives, missing countless dinners and symbolic occasions with their families, for others, by performing their duties with professionalism, empathy, and compassion. This is now their time to close this chapter of their lives and spend time with family and friends on the “retired platoon.” We deeply thank you for your service. They not only served the City of Toronto but also responded to calls from our loved ones and friends in times of personal crisis. Congratulations to you and yours. I wish you the very best life can offer and that your journey be filled with love and laughter.
We recognize there has been, and continues to be, a significant turnover within Toronto Fire. Historically, the City of Toronto, Scarborough, Etobicoke, East York, York, and North York were separate fire departments until 1998. At this time, amalgamation in 1998 resulted in six fire departments falling under the City of Toronto umbrella, making us the fifth largest fire department in North America with the creation of (IAFF) Local 3888 International Association of Fire Fighters. The blending of the six fire department collective agreements into one collective agreement was a massive undertaking.
Following two years of meetings with Toronto Fire management and 24 elected Executive Officers, the Collective Agreement was finalized via Arbitration by Queen’s Council, Martin Teplitsky, in the fall of 2000.
The impact was felt by the members in November of 2000, affecting hundreds of active firefighters. Newly designated Acting Captains created large movements across the City of Toronto. The ripple effect allowed members to transfer to other areas of the city.
Fast-forward to today. After 26 years of the amalgamated Toronto Fire Services, there are approximately 400 or fewer active firefighters from the six original fire departments.
To expand on the significant turnover, a search will begin for our fifth Fire Chief. On May 10th, communication announced Chief Matthew Pegg’s forthcoming retirement from Toronto Fire Services, effective October 4, 2024, following an impressive career spanning 32 years in the fire service.
I first had the pleasure of meeting Chief Pegg at a Provincial Health and Safety seminar in 2008. I quickly recognized that Chief Pegg was a fierce mental health advocate with a personal vision to improve all Fire Service employees’ health and safety standards. His passion and dedication will undoubtedly leave a legacy of improvements protecting Toronto Fire Services employees for generations to come.
I want to personally take this opportunity to thank Chief Pegg for his countless contributions over the years as a Toronto Fire Services leader and mentor. Notably, he has climbed through the ranks, earned his stripes, and, following decades of service, will soon be closing this chapter with dignity and respect. I invite all Toronto Fire employees to honour Chief Pegg’s upcoming retirement and wish him many years of memorable moments toward his next journey with his family and friends.
As members retire, years of experience have been replaced by a new generation of hires. Typically, transfer sheets with the names of the retirees, those promoted, or filling vacancies are posted every two
months, with January having the highest number of names. Most recently, we have noticed larger transfer sheets throughout the year.
In the past five years, Toronto Fire has hired approximately 500 new firefighters to continue the strong union commitment developed over the past 26 years. Many years of building a strong and viable collective agreement from your Association have provided job security, a secure pension, benefits, and safety measures that continue to adapt to workplace hazards.
As you have read above, Toronto Fire is on the cusp of real change. Our experience is leaving, and the torch will be passed on to the younger generation. This is the time when history has been made, and new chapters are built. Not all experience is documented and readily available in a file folder or collective agreement. Know your collective agreement, ask questions, show interest in the Executive Board, and run for election. You are the face of the future, and now is the time to tap into the history of the Association and become engaged. Sage advice comes from experience, trials, and tribulations. You reap the awards of job protection, benefits, pensionable earnings, and so much more. Never take what we have for granted and protect what has been bargained. Your mission should always be to improve and not to give up what your past has bargained for.
In closing, I hope you have a great summer; keep up the great work and stay safe.
John MacLachlan, Vice President
Toronto Professional Fire Fighters’ Association I.A.F.F. Local 3888
Where Are You On The Spectrum?
A CHAPLAIN’S CORNER Traveling Light: A Mindset for Life’s Journey
e all are somewhere on the spectrum of grief.
W CHAPLAIN’S CORNER
Grief is a natural response to a loss. We generally associate grief with death, however, we can encounter emotional suffering over various types of losses related to relationships, career, health, etc.
If life is perceived as a book, then my work as a chaplain at a long-term care facility allows me to be part of the last chapter of people’s lives, and also gives me the privilege to read some of their life’s previous chapters. They, or their family and friends, share their stories with me, and when they can’t speak, the pictures hung on their walls silently narrate their accomplishments and life journey.
My bedside conversations with the ones living out their last chapter of life, often consist of the residue of unprocessed grief
s the chill of winter fades into memory and the warmth of summer beckons, I eagerly plan my next adventure. With multiple tabs open on my computer screen – Expedia, Kayak, Travelocity, Eurorail, Viator – and my itinerary calendar at hand, the anticipation of summer travel to Europe fills me with excitement. They say that the joy of anticipating a much-awaited vacation often surpasses the experience itself, and as I navigate through booking flights and accommodations, one aspect stands out: the lightness of summer travel. No more bulky winter coats, boots, and layer upon layer of clothes to pack. With summer’s arrival, packing becomes a simpler task. Lighter fabrics replace heavy winter gear, allowing for ease of travel. The prospect of flying with budgetfriendly airlines, which normally charge for checked baggage, and the long lineups around the luggage carousels upon arrival no longer daunts me. Traveling light means I
related to losses they experienced over their lifetime. As they share with me their loss of loved ones to death, distance, or conflict, loss of possessions and statuses which brought them joy, a sense of pride and identity, and loss of abilities that once strengthened or enriched them, I witness their deep pain that accompanies their words.
I recall one elderly man who said to me, a few days before his death, “life has given me both great joys and great sorrows,” as he reflected on his life. Succinctly, he had described what life looks like for many of us.
Borrowing the hindsight of the elderly, I have noticed that our skills in celebrating our joys and successes outweigh our knowledge and endurance to process grief. It is especially true when our grief is not understood by our family and
tallahseen@gmail.com
friends. When we experience an overload of multiple losses, its cumulative impact on us is harder to navigate. In my work, I regularly come across families dealing with ambiguous grief related to their loved ones with Dementia/Alzheimer’s – losing them mentally and emotionally while they are still present in the body.
One of the wisdom books in the Hebrew scripture and the Bible says, “there is a time for everything…time to weep and a time to laugh, a time to mourn and a time to dance” (Ecclesiastes 3:1- 4). Yet, with our constricted schedules and busy lifestyles, we frequently rush the grieving process – we are uncomfortable to take time to weep and mourn.
When I read verses in the Bible like “Jesus wept” (John 11:35); “Blessed are those who mourn, for they will be comforted” (Matthew 5:4); and several other Biblical passages related to grief, I find an encouragement to acknowledge our grief and to work through the series of difficult emotions that go along with that ride.
leaving us feeling overwhelmed and emotionally drained. Adopting a mindset of traveling light means carrying only what is necessary and addressing these issues that weigh us down. It is important, however, to accept that some life events do require us to pause; acknowledge its impact, grieve, and even seek support. Just as we may encounter unexpected turbulence during a flight, life can throw unexpected challenges our way. During these times, it’s crucial to lean on our support networks, seek professional help if needed, and give ourselves permission to process our emotions fully so we don’t have to carry its compounded heaviness. In the midst of life’s uncertainties, a timeless biblical verse offers wisdom: “Therefore do not worry about tomorrow, for tomorrow will worry about itself. Each day has enough trouble of its own” (Matthew 6:24). These words encourage me to focus on what is within my control in the present moment, to deal with each day’s troubles as they come, without being burdened by the anticipation of future difficulties. To me, a traveling light mindset means taking intentional moments of self care and seeking out spaces that give you peace; nurturing and honouring relationships that anchor you and bring you joy; borrowing wisdom from both the obvious and the unexpected places; and mostly counting your blessings more than your misfortunes. So, let’s travel light, taking with us only what’s necessary—like peace, joy, wisdom, and gratitude. And if you are traveling this summer, I would love to hear your travel stories. Travel safe and light!
I think to live well, we need to grieve well. Each unaddressed grief cumulates and may erupt like a volcano in the last chapter of our life. Prayer, reflection, nature, and talking to someone are a few of the tools of grief work, however, asking ourselves where we are on the spectrum of grief is conceivably the beginning of grieving well.
Canada Task Force 3 – Toronto HUSAR
Introduction
If a large-scale emergency were to happen that was beyond an emergency service’s capabilities, what group would be called in? In many places around the world, it would be the military. While they have a large number of workers and some heavy equipment, are they properly trained and equipped to do the job safely?
In North America and around the world, the job is given to a HUSAR (Heavy Urban Search and Rescue) team. The City of Toronto operates one, but exactly how does it work? How is it structured? How does it get deployed and how can someone be a part of it? This article presents the history, structure, and operations of the team and how it fits into the bigger world of disaster response.
History
In 1989, the U.S. Federal Emergency Management Agency (FEMA) established the National Urban Search and Rescue (US&R) Response System as a framework for structuring local emergency services personnel into integrated disaster response task forces. Today, there are 28 national task forces staffed and equipped to conduct round-the-clock searchand-rescue operations following earthquakes, tornadoes, floods, hurricanes, aircraft accidents, hazardous materials spills and catastrophic structure collapses.
In 2001, after amalgamation, the City of Toronto created a HUSAR team using the FEMA model. It was named “Canada Task Force 3”, as Vancouver (CAN TF1) and Calgary (CAN TF2) had already been established. Manitoba followed suit by creating CAN TF4. Recently, Ottawa (medium), and Windsor and Thunder Bay (light) have developed provincially recognized teams and Montreal and Halifax have been developing federally recognized teams.
BY KEN DE JONG, TORONTO FIRE CAPTAIN, 445-A
The Challenge
Everyday, first responding police, fire and paramedics services are doing their work. When structures collapse and live people are trapped and the local resources are overwhelmed with work, a HUSAR team is deployed. Some of the possible events that cause structural collapses are:
• High Wind/Tornados
• Floods/Heavy Rains
• High Snow Load
• Earthquake/Large Sinkholes
• Large Construction Accidents
• Structural Failures (Bridges)
• Transportation Accidents (trucks into buildings, train derailments)
• Acts of Terrorism (Crime, Bombings)
In Ontario, if the local responders are undertrained or underequipped, they can request assistance from the Ontario Fire Marshal and, depending on the needs, Toronto or one of the light/medium teams (or all of them) can be deployed. The local services remain in command of the incident and the HUSAR team acts as a resource under the unified command structure.
Because the local infrastructure and resources may be affected by the call itself, CAN-TF3 is designed to be selfsufficient for at least 10 days (including shelter, food, water and power) and be able to operate in two separate work locations.
Another challenge is timing. When disaster strikes, the clock starts right away on the survivability of the victims. CAN-TF3 must be able to mobilize in under six hours. To meet this timeframe, equipment is prepared on trailers, ready for hookup. Team members must be able to report to a muster point in under two hours. Not an easy task for a team of 160 members and multiple vehicles full of equipment.
The Toys
As mentioned earlier, the team has to be self-sufficient, and it has to be mobile. Its sheltering system is comprised of “army style” tents for lodgings, kitchen, planning and even showering. Cots, sleeping bags, tables, chairs, computers, monitors, water filtration systems, even coffee makers must be stored in boxes that can be moved around with forklifts. Search tools, breaching and shoring tools, a full medical equipment cache (including drugs) and HazMat detection and mitigation equipment is also boxed up, and for every item, there is usually two of them in case one breaks. For resources such as lumber, the team can’t assume that the local Home Depot will be open for business, so lumber is stored in transportable “sea containers” which can be transported using a roll-off truck. Additional resources such as large generators and lighting stations are also available depending on the disaster. For food and water, the members may be required to consume military style MREs (meals ready to eat). These are prepackaged meals with their own heating system that only required some water to activate it. The MREs also have some crystals for juice and desserts like cookies or pudding. The team varies the menu a little with other non-perishable food and there is always coffee and hot water for tea, as this is a 24-hour, around the clock operation.
Structure of CAN-TF3
The Toronto HUSAR team is comprised of employees from Toronto Fire Services, Toronto Police Services and Toronto Paramedic Services. The team is broken up into sections and the staffing for these sections are sometimes exclusive. The sections are:
Management
This section is represented by all three emergency services and leads the team in both strategic, as well as tactical planning, financing and decision-making.
Planning
This section supports the management team. At deployments, they coordinate the staffing and logistical resources, as well as keep real-time documentation of all activities of the team. Outside of the deployments, they also plan training exercises, which are essential for the team to learn and grow with their skills. This section has members from all three services.
Information Technology (I/T)
Can-TF3 is very proud of the fact that they have the latest technology in communications. Real-time video can be streamed back to the Home of Operations for management to view, and remote areas can have on-site repeater systems to enhance radio communications. All this technology requires Info Techs to keep it running smoothly. This section has primarily TFS members.
Logistics
The team has a vast equipment cache, as it must be self-sufficient in a large disaster. The logistics crew not only supplies the searchers, rescuers and Haz Techs with their tools and supplies, they also must maintain them, doing on-site repairs, setting up and maintaining lodgings and water systems - sometimes working around the clock to keep the team in operation. This section has primarily TFS members.
Search
The search component of the team is exclusively police officers. Members come to the team already being search managers for the TPS, and the K-9 division has dogs that are trained for HUSAR search as well (both live and cadaver dogs). This section trains in the use of listening devices, small cameras and K9 search techniques, to search for victims in a collapse environment.
Rescue
The rescue section members are trained in breaching and breaking concrete, torches for metal cutting, as well as building of mechanical and wooden shoring systems when a structure is unstable. The equipment cache also has the technical rescue equipment you would find on the Squads. Those members who are trained in the TFS disciplines can be called upon to use their skills in the HUSAR environment. This section is exclusively TFS, both Squad and non-Squad trained.
HazMat
The HUSAR environment can present some serious hazardous material challenges, so the team employs HazMat Technicians to assess and mitigate the hazardous materials. This section is exclusive to TFS and members must be Haz Technicians.
The Approach
If one of the above disasters were to happen today (within the City of Toronto, the province of Ontario or Canada), the HUSAR Coordinator would be notified and the level of deployment would be decided. Depending on the location and nature of the call, a reconnaissance (or RECCE) team would be sent with basic search and rescue tools. Their main objective would be to assess the situation and report back, so that the proper level of staff and resources can be deployed. To deploy the team, each member provides a cell phone number and email address. The City of Toronto operates a software program called RAVE, which is used for other deployments such as POU. It can be programmed with one message and the team will receive an automated phone, text and email message. The message will have very basic information and a request to reply if they can respond or not.
At the same time, a management and planning team starts to coordinate the deployment and a logistics team starts mobilizing the equipment. The remaining members are asked to report to a “muster point”. At the muster point, the members have secure parking, have their gear bags available (which has their HUSAR uniforms and PPE in them) and they complete a medical screening by HUSAR medics to ensure they are fit for duty. The team members are usually transported to the deployment site in a police greyhound-type bus or in one of the various vehicles transporting the equipment.
Once on site, it’s all hands on deck. By this point, the command staff will have their priorities decided and tasks ready for “the pile”. In the case of an earthquake or tornado, there could be multiple sites and they could be quite remote from the Base of Operations (BoO). The commanders will have organized the personnel into teams for both search and rescue. Generally, a medic is assigned to a team, and recently, a planning member is assigned to a team so they can keep the information flowing in real time back to the command tent.
A Haz Tech will also be deployed to assess any HazMat concerns.
Once the first shift of search and rescue teams are assigned, the remaining members focus on setting up the camp. Tents are erected, the command tent is furnished, generators are started and power is supplied to all facets of the camp. A water purification system can be set up and the logistics area must be organized. In the last few training exercises, a lot of attention has been given to the flow of personnel into the potentially contaminated area of “the pile”. The HazMat section deals not only with issues of HazMat on the pile, but also coordinates the deconning of members returning from their shift. This has a second benefit, as it aligns with the need for accountability where workers can pit in and out of the working area.
When a team is “off-duty”, they must remain in the camp. Due to the 24-hour nature of the deployment, a member may work through the night, have a hot shower, eat an MRE and try to catch some sleep in a blacked out tent during the day. As I mentioned earlier, the coffee is always hot in the kitchen tent and there is usually someone there to chat with if you just can’t get to sleep! It’s emergency services “camping” – with a serious goal in mind.
Conclusion
With over 160 members, the Toronto HUSAR team is an organized and well-trained team that is ready to deploy when disaster strikes. A lot is expected of the member in terms of commitment and training, but the rewards are high if you can help your fellow citizens in a large-scale deployment. If this team sounds like something you would like to be a part of, consider joining the team at its next intake. FCC #23-068 describes the positions, the eligibility requirements and the application process that was used in 2023. Until next time, stay safe and see you on the pile.
Fire Investigations Origin & Cause
BY STUART WEST, CAPTAIN, TORONTO FIRE INVESTIGATIONS
Most firefighters are familiar by now with the Fire Investigations (FI) unit, if only in a passing manner. You may have filled out the dreaded incident observation form (IOF), or you may have spoken with one of the investigators directly at a fire scene. Even still, maybe you’ve just seen one of the investigation vans arriving at a fire scene as you were leaving after packing up your hose.
The odds are, you may not be fully aware of exactly what the investigations unit is responsible for and how it fits into the larger organization that we are all a part of. Previously, there was an article in Firewatch Volume 14, issue #2, written by two of our former investigators, so I will attempt to try and avoid duplicating their efforts by covering some new ground with this article. This will be the first in a series of articles covering investigative issues, with regard to fire investigations and the unit.
The investigations unit was officially created in late 2016 and was officially enshrined when a memorandum of agreement was signed between
the city and local 3888 in 2017. The unit is still less than ten years old and undergoing growing pains, as we are a small part of a very large organization! There are two shifts with five investigators assigned to each shift. Each shift works a rotating schedule that includes 12.2-hour and 11-hour days, with after hours on-call and one District Chief that works Monday through Friday on straight days. The shift schedule provides coverage seven days a week, with stand-by coverage after hours and holidays.
WORKING WITH OTHER AGENCIES
One of the duties of the Ontario Fire Marshal (OFM) is to investigate the origin and cause of fires in the province of Ontario. This duty is delegated to incident commanders in operations and to the investigators in our investigation’s unit.
The fire investigations unit is responsible for determining origin and cause when requested by operations or when an incident occurs that meets our own response criteria or the OFM notification directive (2019-002). Toronto Fire Services (TFS) investigations notification criteria (G-NOFM) mirror the OFM’s, with some additional criteria. Usually, a notification is sent by TFS Communications to the on-call fire investigator, who will then contact the incident commander to gather some preliminary information and triage the request. When an incident occurs that meets the OFM notification criteria, a TFS FI will attend and gather information before informing the OFM, who will then decide if they will send an investigator or decline to attend. Most of our investigations do not require OFM notification and are left to our investigations team to handle. The investigations unit also conducts post-fire inspections for the purpose of determining if any fire code violations impacted the incident negatively, both in terms of occupant safety and in terms of whether fire operations ability to mitigate the incident was impacted. If warranted, a TFS FI will submit fire code charges for prosecution.
The OFM also has a duty to gather statistics on fires in the province of Ontario. Once again, this duty is delegated to Toronto Fire Services (TFS) as assistants to the fire marshal. The need for improvements and changes in the fire code are often based on these statistics. The statistics are helpful for identifying fire trends and deficiencies in the fire code. Fire investigations are complex in that there are many different agencies who have a vested interest and come together to work alongside our investigations team. Our investigators work hand in hand in assisting OFM investigators when the OFM decide to invoke their mandate. TFS investigations also works closely with Toronto Police Services (TPS), most notably when a fire is suspected of having an incendiary cause. When a fire is suspected of being incendiary, TPS is the lead agency, however they still depend on our investigations team to determine origin and cause, as they don’t have any expertise in this regard. TPS are very often instrumental in assisting FI with information gathering at many of our scenes, regardless of the fire cause. TFS investigations also coordinate with private fire investigators who are often hired by insurance companies or other stakeholders to identify origin and cause. There are many other agencies that come together at a fire scene, including the Ministry of Environment, Ministry of Labour, Toronto Water, and the Toronto Building Department to name just a few.
DETERMINING ORIGIN AND CAUSE
At one of my first fire scenes since coming to investigations, I ran into one of my former classmates from when I was an operations recruit, more than 20 years ago. He was in charge of one of the first arriving apparatus at a lithium-ion battery (LIB) fire. He told me he could save me a lot of time investigating by just telling me what the obvious cause was. Now, I’m quite sure this was very, “tongue in cheek” and I certainly appreciated the suggestion, however, every investigation must follow the proper scientific protocol which is based on the scientific method. However obvious the cause may appear at first glance, the rigid adherence to the process helps prevent any perceived biases or a rush to judgement. Regardless of how simple or complex the fire may appear to be, a scientific report still has to be generated, and any potential fire cause has to be backed up by the evidence. If the evidence doesn’t point to one specific fire cause, or if the evidence is simply lacking, then it must be classified as undetermined. Attributing a fire cause that is not supported by the evidence is wrong and will destroy one’s credibility as an
investigator. A potential fire cause need not be proven beyond a reasonable doubt, but rather is based on a reasonable degree of certainty. However, when police are investigating an incendiary fire cause, the bar is set higher as all criminal cases must be proven beyond a reasonable doubt.
One important item of evidence that is included in our reports and aids in arriving at a cause determination are the firefighter witness accounts, or IOF’s as you know them. These statements are important in that they can help determine a timeline of fire progression, and can assist with fire scene reconstruction by identifying where items were located before suppression activities were initiated. It’s important that firefighters are aware that these documents are evidence and can and will be used in legal proceedings. They should be factual and include all pertinent information regarding what you did and what you saw, as it pertained to the fire. They should also include a simple overhead diagram of the building. I would highly recommend using a straight edge for any lines. They don’t have to be perfect, but they should be neat and typed on the computer. Nobody wants to read someone’s handwriting, including mine. The job of a fire investigator is not glamourous. It often involves long hours, digging through fire scenes, sitting in the office writing reports, conducting research, and taking care of other paperwork. However, it can be very rewarding, such as when you are able to assign a fire cause at a particularly challenging scene after many hours of digging through fire debris. The investigations team appreciate very much the efforts of the operations crews in keeping overhaul to a minimum when the situation permits, and on the occasions the scene must be held to maintain scene continuity, separate and distinct from fire watch duties. These efforts are crucial for maintaining the integrity of the investigative process. Stay safe!
Off-Duty Awards
There is no doubt that positive public perception of Toronto firefighters is directly influenced by the selfless actions of our members and supporters each and every day, on and off-duty.
The Toronto Professional Fire Fighters’ Association established our Off-Duty Awards to recognize the actions of individuals who have gone above and beyond to serve others while off-duty. These awards recognize efforts that include sudden moments of selfless bravery as well as ongoing commitments of devoted volunteerism.
Each of the Off-Duty Award recipients has made our community a better, safer place, and has brought honour to our firefighting community. We hope our award winners and their selfless acts continue to serve as an inspiration to our members and the community we serve.
Roy Silver Award
Awarded to the Local 3888 member(s), who during the past year, while off-duty, has distinguished themselves by performing first aid/CPR for a fellow citizen.
Kevin Gentile
In the summer of 2023, while on vacation with family, Kevin’s father-in-law began having a medical emergency and eventually went VSA. Kevin’s training and experience kicked in as he initiated CPR and instructed his brother-in-law on how to help. Kevin sent his son to the end of the driveway to meet paramedics. About 15 minutes later, EMS arrived, with a patient already on board as they were en route to the hospital and diverted to the VSA. On their arrival, the paramedics took control and continued CPR; they would shock Kevin’s father-in-law and eventually get a pulse back. A second ambulance arrived and transported Kevin’s father-in-law to the hospital, where he would remain for approximately a week. He would go on to make a full recovery. Needless to say, Kevin has now moved up to the #1 son-in-law spot.
Bernard ‘Ben’ Bonser Award
Awarded to the Local 3888 member(s) who during the past year, while offduty, has distinguished themselves by making a rescue, or being involved in saving the life of a fellow citizen in a hazardous or threatening situation.
Dan Bellamy
While representing the Toronto Fire Honour Guard, attending the IAFF Fallen Fire Fighter Memorial in Colorado Springs, Dan and a few other 3888 members were walking to dinner. On the way, they witnessed a vehicle careening out of control across four lanes of traffic and crash through a retaining wall. As the group hurried to the car, Dan, moving with a purpose, was first to the car, where he witnessed a female unconscious and in medical distress. Dan quickly removed the patient from the vehicle and began providing first aid. Through his quick action, Dan was able to revive the female driver. Colorado Springs. Fire and EMS arrived quickly and transported the patient to hospital.
Al Pearsall Award
Awarded to the Local 3888 member(s) who contributed time, energy, and ability toward the improvement of their community and fellow citizens, while off-duty.
Natalie Nazar
Outside of her work in Communications at Toronto Fire Services, Natalie is a reservist soldier in the Canadian Forces and musician in the Queen’s Own Rifles of Canada regiment, dedicating countless evenings and weekends every year since 2016 to serving her community in various ways. She regularly performs at Toronto festivals, parades, and ceremonies. She volunteers to speak at school assemblies, spreading awareness about the role of women in the military. Her commitment to bettering the lives of her local community members shines through both in and out of uniform.
In 2023, Natalie dedicated significant time to the “Pink Campaign”, helping the TPFFA’s fundraising efforts for breast cancer awareness and research. She also performed at the Movember Battle of the Bands with the firefighter band “Low Hanging Fruit.” The band won the event and helped raise over $12,000 for Movember causes, supporting men’s health initiatives. Natalie gives numerous hours performing with the Columbus Concert Band and is a frequent guest at Villa Charities events. Natalie’s dedication to her craft and community exemplifies her exceptional ability to touch lives through the universal language of music.A mom of two young children, Natalie balances family life, responsibilities in Communications with Toronto Fire, and extensive volunteer work.
Off Duty Award: Barry White Award
Awarded to the Local 3888 member(s) who contributed time, energy, and ability toward the improvement of their community and fellow citizens, while off-duty.
Jennifer MacDonald
Jennifer’s longstanding dedication to the Greater Toronto Multiple Alarm Association is nothing short of remarkable. With an impressive tenure of 21 years, she has held pivotal roles within the organization, including President, current Vice President, and director. Her commitment to service extends far beyond her titles, as Jennifer embodies the essence of the Barry White award with her exemplary personality traits. Like Barry White, she exudes warmth, empathy, and a natural ability to connect with others on a profound level.On the fireground, Jennifer’s presence is both reassuring and invaluable. Whether it’s the dead of night or the break of dawn, she can be found tirelessly supporting firefighters, offering guidance to new members, and ensuring that no question goes unanswered. Her unwavering dedication to the well-being of her colleagues, coupled with her willingness to go above and beyond, makes her a beacon of inspiration within the firefighting community. Jennifer’s selfless contributions and compassionate spirit serve as a shining example of the ideals upheld by the Barry White award, leaving an indelible mark on all those fortunate enough to cross her path.
Media Awards
Since 1949, the Toronto Professional Fire Fighters’ Association has sponsored an annual Media Awards to honour and acknowledge media professionals who produce insightful and impactful coverage of the work that Toronto firefighters perform.
Firefighting is often dangerous and dramatic work. In Toronto, we are fortunate that our local media professionals do an excellent job of covering our efforts and capturing some of the dangers that we face on a regular basis. Many of our local journalists and media professionals also distinguish themselves through extensive investigation and insightful analysis of the people and stories behind the events.
The positive public perception of Toronto firefighters is undoubtedly as a result of the positive presentation of our profession by our local media professionals. Toronto firefighters are grateful for coverage of not only our professional actions, but also of our volunteerism and our charitable contributions to our community.
Our annual TPFFA Media Awards provides an opportunity for us to honour journalists who distinguish themselves with reporting of the highest quality on events involving our members. Award categories have been developed to recognize excellence in various mediums, whether coverage be in print, television, radio or posted online.
Best Print Article over 100,000 –Marissa Birnie & Kelly Skjerven
“Etobicoke industrial fire that escalated to 6-alarm blaze almost out , says Toronto Fire”
“House fire in Scarborough” CTV News, Dec 27,2023
Best Photo, Social Media – Derek Craig
“Coming Down”
A firefighter from Aerial 233 came down the aerial after opening up the roof and hitting some hot spots at a residential fire.
Best News Story, web based –Joanna Lavoie, CP24
“Toronto Fire urges caution after e-bike batteries catch fire twice in a month at same building” A follow-up service piece on the dangers of explosions/fires involving lithium-ion batteries after two such incidents in the same building in one month.
Best Photo by a Toronto Firefighter – John Hanley
“401 Tanker Explosion” TFS crews on Highway 401 near Brock Road in Pickering are working mutual aid with Pickering and Ajax fire departments to tackle a stubborn tanker truck fire.
Best ‘on air’ representation by a Toronto Firefighter –Frank Jones
2023 was the first year that TFS participated in the Caribbean Carnival. Many events were attended by TFS firefighters from many different divisions, culminating in the Grand Parade. Many Toronto Fire staff accompanied a pumper that led the parade. Frank Jones from Operations was interviewed by CP24 while on the parade route. Frank was professional, polished, and well-spokenand a great representative of TFS.
Best Photo, Web Based –Darryl Dyck
“Aerial Operations”
TFS Aerial crew operating at the 6 alarm Vulcan Street fire Globe and mail
Best Weblog –Jack Landau, BlogTO
“Fire breaks out after explosion in Toronto subway station”
“Gut Health”
Summary by Unit Type
Busiest Unit by Unit Type
5
5
2
TFS Fleet Purchasing Status
TFS Fleet Purchasing Status (as of March 15, 2024)
The company has delivered three of the five ordered, with the remainder expected by end of Q2 2024.
These five are in the build process with the delivery date currently undefined.
These thirty units are currently in the build process with the delivery scheduled for approximately 10 units in 2024 and 20 units in 2025.
These trucks are in production with delivery beginning Q2 2024.
The first unit is back at E-One after having the electircal components installed and is having the body mounted. The second chassis is in Scotland having the electrical componentry installed. Delivery of the first unit is expected Q2 2024. Charging systems are being installed at Stations 115 and 116. 1
A replacement for the William Thornton is in production, with delivery scheduled for Q3 2024. This vessel is a 55' Firestorm, aluminum hull, twin engine, jet propulsion, with twin 3000USG per/min fire pumps.
The existing District Chief Tahoes are being replaced with 4-door 4x4 Hybrid pick-ups with a cap and equipment slide-out unit. The trucks have been upfitted and are being placed into service now.
A large box van with liftgate has been ordered to improve the delivery capabilities of the Quartermaster Section. Delivery is anticipated for Q2 2024.
The pre-construction meeting has been held and the units are in the system for production. Delivery is anticipated for late 2025.
to
Unit Response Summary
Operational Events
Events (the last five years)
*Hazardous materials incidents are accidental in nature; CBRNE incidents are intentional in nature. ** Other emergency incidents include Police Assist, Public Hazard,
*Hazardous materials incidents are accidental in nature; CBRNE incidents are
in nature.
** Other emergency incidents include Police Assist, Public Hazard, Lake
Natural Gas Leak, and Vehicle Spill Clean Up.
(the last five years)
Operational Unit Response
(the
Unit Response (the last five years)
Operational Performance
(the last five years)
Operational Performance (the last five years)
Age of Current Fleet- (As of March 15)
- See attached Excel spreadsheet.
Fleet Purchasing Status (as of March 15)
- See attached Excel spreadsheet
Age of Current Fleet
RESCUES
SQUADS
Member Profile with
BY TONY MACDONALD, TORONTO FIRE CAPTAIN (RETIRED)
We all know Frank Ramagnano as the dedicated President Emeritus of our Association, but where did he come from, and what was his background?
Frank grew up in the City of York. The firehall at 555 Oakwood Avenue (Station 341) was right across the street from his childhood doctor’s office. Any time they went to the doctor, he would drag his mother over to visit the firefighters and fire truck. Frank still recalls one of his favorite childhood memories during one visit to the fire station, when he got a red plastic helmet from a firefighter. It was a lasting memory that helped form his career years later. Once he was on the job, he got the opportunity to work at that station two different times. “It was so cool to work there, and I loved to step up when kids came to visit. I had a lot of fun showing them around, and it brought back so many fond memories.”
Later, his family moved to Rexdale, and after amalgamation, he was thrilled to work a couple of shifts at Station 413. The guys were good to drive by his parents’ home, and it was a treat for his parents to see Frank and the fire truck. This station also responded to his parents’ home a few times. Frank says, “They also contacted me to let me know they had been to a call at my parents’ home. I can’t express how grateful I was for those updates. We won’t talk about the fire they had to put out that I accidentally started as a teenager!”
As a kid, he wanted to be a firefighter, but that desire faded as he got older. He never considered the fire department while still in high school. When he graduated after Grade 13, he went to work full time at the airport for Cara Foods. He was encouraged to enter the company’s management training program and he was responsible for the catering and duty-free goods for various airlines.
This was where he first became involved with unions. The members at Cara Foods turned down a contract and were on strike over the Christmas holidays. Frank was asked to be a Strike Captain, and he gladly accepted the role.
During the strike, there was a vote of non-confidence in the bargaining committee, and they resigned. Frank was drafted by his fellow workers to be a member of the new bargaining committee.
“I was surprised by the disparity of commitment of our members during the strike. On the one hand, I saw whole families on strike who were standing on the picket line, while I also saw others who had financial means, who crossed the picket line and continued to work.”
At that time in Ontario, it was legal for companies to hire replacement labour. We eventually settled the strike, but it was never the same workplace after that. Friendships were destroyed, and the company hired some of the replacement workers!”
“I became more involved with the union as a Health and Safety representative for the employees and eventually chaired the committee. I found myself having to stand up to some of those replacement workers. They seemed to be there to bully and intimidate the other workers. Something in me wants to fight for the little guy and stand up to bullies like that. By the time I left, there were no replacement workers remaining.”
At this time, Frank was dating the daughter of a District Chief from Etobicoke Fire. It was through her father that Frank became more familiar with the fire service as a career option. Frank and his girlfriend would visit him at work, and sometimes Frank would drive her to pick up her dad’s paycheck
Frank Ramagnano
for him. She noticed an ad for the Toronto Fire Department and showed it to Frank. He was interested and enrolled in a fire college program and courses to learn CPR/First Aid. She also helped him prepare and apply.
“I was at my girlfriend’s house one day when her father felt ill. He was scheduled to go to work in the morning, but he had flu-like symptoms. He booked off from work and went to the doctor, who immediately sent him to the hospital. They diagnosed him with advanced lung cancer. That was his first indication of illness. He never got back to work and passed away a few months later. He never got to see me get onto the Toronto Fire Department.”
“The further I got into the application process, the more I wanted the job, and the more effort I put in. I wrote for Toronto, Mississauga, and Etobicoke, and I received interviews for all three! Etobicoke delayed me due to demerit points on my driver’s license. They eventually gave me a job offer, but I was already in training with the Toronto Fire Department.”
Frank was grateful for all he had and shortly after becoming a firefighter, he got involved with Big Brothers of Metro Toronto. He sat on many committees, including the Soap Box Derby Committee. The firefighters at his station got involved too, helping to construct the soap box car and attending races as the pit crew. Frank was a Big Brother to two boys and helped with their group program. “This was a very rewarding experience and something I might consider doing again when I fully retire.”
Frank also became a member of the Toronto Fire EAP/CIS team. He became the specialist in helping members navigate through the resources available to gain assistance for their children. He helped grow the EAP/CIS program and was a member for over ten years. He only stopped after he became a principal officer, wanting to keep EAP/CIS separate from union/management control.
In continuing to want to do his fair share, Frank became the Canteen Manager for his large station, 426, that housed four crews at the time. As he states, “if you are going to point out problems then you have to be willing to do something about it”. Frank took over the canteen that was in a deficit. In short order, he turn ed it around and co-managed the canteen for several years until he transferred out of the station. As Frank likes to say, “if you want something done, give it to a busy person”.
He had learned about unions while working at the airport, but it was not a positive experience. That union was not transparent and encouraging, as he found the firefighter union to be. He loved being a firefighter and volunteered for all union events. The union executive noticed him at Muscular Dystrophy boot drives. They encouraged him to get more involved and attend union meetings. The change from his previous union, “was such a breath of fresh air.” He attended all the union meetings and was chosen to receive labour training.
“I considered running for an entry-level position and discussed it with Vice-President Jeff Nestor. He talked me into running for an executive position.” Frank was successful, and after two years on the job, he became an executive officer with the union!
He was still single and living at home, so he had the time to take on huge workloads. He quickly gained the trust of the principal officers. “I cannot thank the guys enough. They took me under their wings and shared all their experience and knowledge with me. Mark Fitzsimmons, Mark McKinnon, and Jeff Nestor were all mentors for me.”
In 1997, Frank had some extra time on his hands and because of his love for hockey, he started the first TFS District Hockey Challenge. He ran the B Shift Challenge until 2015 and assisted other districts to get their shift challenges going. There was a strong focus on fundraising, and they raised over $45,000 for cancer research while having fun. “I only started playing hockey after I became a fire fighter, so I am not very good, but I was lucky to have the guys support me. I was the general manager and a player on a team in the Southern Ontario Hockey Tournament, and we won our division! Some of my fondest memories came from playing TFS hockey.”
Frank was elected as Local 3888 Secretary/Treasurer and held that position for 12 years. It was a job he excelled at and really had a love for. During that time, he was on the board of the Credit Union for seven years, rising to vice-chair of the board.
Also during this time, he was approached by the President of the Newmarket Soccer Club to become the club’s Treasurer. They were experiencing very difficult financial times. They were building an indoor soccer facility that would not be ready on schedule, due to a building collapse while it was under construction! It was a difficult time because millions of dollars were owed and no money was coming in. Frank helped to put a business plan in place, and they were able to secure a loan from the town.
“I personally spoke to everyone we owed money to and talked about our plans moving forward toward getting them paid. After a two-year ordeal, our soccer facility opened. We paid everyone back and moved from a town loan to a bank loan, once the bank saw how we were operating. This was a volunteer position for me, but I gained so much knowledge! I had never owed so much money! On occasion, I would come home to find someone in my driveway wanting to talk about getting paid back. This experience taught me the value of communication and being transparent.” He was honoured to be named a lifetime member of the club, after 10 years of volunteering.
During Frank’s election campaign for Secretary-Treasurer in 2002, the idea of the Fire Watch magazine was conceived.
“I am so proud of the magazine and the various recognitions it has received
over the years. It is rewarding to be personally featured now in a Member Profile article in this magazine.”
“I am often asked what I am most proud of from my union work. People are always surprised that my answer is the Children’s Christmas Party. I started the format in 1999 and ran it until 2020. We teamed up with Variety Village to help them provide a Christmas party for their community, and we got a great space to operate our own party. I have had generations come up to me to talk about how they attended as a kid, and now they bring their kids. I enjoyed running it, although some may say it is because I like screaming at people who are working at it. I admit that sometimes I get a little intense, but I always wanted the best for our guests. I have so many memories, such as moving 1,200 gifts by hand at 4:00 am to be ready for the party, after they were mistakenly put in the basement. I am glad that the same overall blueprint for the party continues to be used. I have volunteered for the last two years and hope I can continue to do so.”
Frank answered the OPPFA call for pension board members. “The knowledge and experience that I received from OMERS helped me beyond measure. I am very proud of the work I accomplished on that board.” The rates that are in effect today are due to a proposal Frank made in 2010, and they were helpful to stabilize our plan. Frank became the first non-CUPE co-chair, and the first single chair of the OMERS Sponsorship Corporation board.
“When I was President, I was able to rely on both Mark McKinnon and Jeff Nestor for assistance. I was also able to work with Mark Fitzsimmons in his capacity as a TFS manager, to improve our promotional policy and find a better balance between seniority and merit. I would also like to thank the Principal Officers that I worked with as President. Damien Walsh, James Coones, Kevin McCarthy, and James Reed were always there for me, and I was so fortunate to work with them! Frank is also grateful for the assistance and mentorship that was provided by Jim Lee, Scott Marks, and Ed Kennedy. Frank appreciates the dedicated board members he had the opportunity to work with over the years, to improve the lives of Toronto Fire Fighters.
Once lung cancer became a presumptive cancer for fire fighters, Frank reached out to his old girlfriend to get her father the benefits he was entitled to. The family had abandoned a claim for her father’s cancer case years earlier. Frank put her and her sister in touch with the Provincial Occupational Disease Committee. They filed the claim and saw it through. The family mainly wanted recognition for their father, but they also had a disabled brother who was a dependent. With the dependent situation and the time that had past since the LODD, the WSIB representative said that it was one of the largest fire fighter claims they ever approved. Thirty years after being there on the day when this fire fighter was not feeling well and began his diagnosis, Frank, as Union President, presented the IAFF Medal of Honour to the family, honouring their father! Frank says, “there were so many deep feelings from all involved. I appreciated being able to make the presentation. It held a very special feeling for me, and I always wonder if sometimes special forces are at play.”
“I used to tell our newest members that their goal after their career as a fire fighter should be to look back and be able to say that they left it better than they found it. It’s a long-term productive mindset. ‘Leave it better than you find it,’ is a plan for the future. It is the opposite of short-term destructive consumerism, which only cares about one’s own needs and wants.”
I think we can all agree that Frank has left our world better than he found it!
Here are the union achievements that Frank was most proud of helping to accomplish:
• He oversaw the 2015 – 2018 arbitration award, where the city was asking for severe concessions. These concessions were not achieved. Wages became higher than the police, with no removal of our sick time gratuity. We also saw increases to rank differential and several improvements to benefits. The city appealed the ruling and Frank successfully had the city remove their application for judicial review.
• He oversaw the 2019 – 2023 contract negotiations. The contract passed with the highest ratification vote we have ever experienced (98%). This was the first contract we have agreed to before the previous one had expired.
• He negotiated the removal of blackout periods in the vacation booking process and moved to a credit system that increased the average vacation week from 45.6 hours to 48 hours.
• He negotiated reduced hours in Fire Prevention, Public Education, Investigators, and Training from 42 hours per week to 40 hours per week with no reduction in salary.
• He committed to a formal program of visiting a minimum of 52 work locations per year to keep our members informed and answer questions that they may have.
• He helped to establish online voting for many issues, including the promotional process.
• He established the online union substitution process.
• He established the President’s blog page.
• He worked with a member to establish a President Podcast.
• He established a Local 3888 Media Team.
• He had a leadership role within the City of Toronto Union Group, hosting meetings at the TPFFA office to discuss mutual pension issues.
• He conducted two FireOps 101sessions, including a high-rise scenario at city hall.
• He hired an actuarial firm (Eckler) to develop a staffing model for Toronto Fire. This brought information to elected leaders to illustrate how the staffing requirements need to change. This was well received and contributed to the increase usage of OT in operations. Many locals have inquired about the feasibility of them entering a similar project.
• He opened things up to allow members from the floor to sit on various committees.
• He established our own charity foundation to help develop progress in our community involvement.
• He oversaw new records in fundraising for Muscular Dystrophy, (the charity started by Toronto Firefighters), and record fundraising for our Pink campaign.
• He oversaw the sale of our union offices. The buying and renovating of a new office location was accomplished without raising union dues or any special assessment.
As the highest-ranking union officer left, as per the rules established by the old Toronto Local 113, Frank became president of the L-113 Non-Profit Building Corporation. He was proud that when they were able to finally dissolve the organization, the members of the old L113 voted in favour of his proposal of donating the remaining $550,000 in assets. It was used to establish a scholarship for the children of 3888 active members who pass away nonLODD, while still active.
An unusual hobby that Frank got into 15 years ago involves pinball machines. As a guy who always liked to tinker, he bought two machines, which included a broken one that was thrown into the deal. The broken one was from the 70’s and he determined that it needed a new transformer. That turned out to be a challenge, since he had to adapt a new transformer into an old system. With 40 connection points, he had to work through the wiring diagrams to sort out how to incorporate the new transformer. He was thrilled when he finally plugged it in, and everything worked! This story is a great example of Frank’s attention to detail. He has had 15 pinball machines and presently owns seven. He has restored two of them with new playfields and as he gets the time, he intends to continue to restore these machines to their original state. He has stated that if any members have any questions or require assistance with pinball machines, he is more than happy to help.
along with Paramedic and Services salute Humber River tribute health
Thank front-line works, the Elgin
Presidents Blog: TPFFA President Frank Ramagnano the brothers and sister of our Association
Letter from the Editor…
Lynn Sciberras
Welcome to the Peer Support team issue of The Mask, the update we tend to provide around this time every year.
The numbers speak for themselves and while our experience tells us our numbers have increased year to year, our status that we now track show this increase from 2023; below is a summary comparison from 2022. We understand that dealing with incidents can be challenging and may have a lasting impact on each of us differently. We want you to know that we are here for you and that you can rely on us for support.
With a significant increase in numbers since 2023, we have noticed a growing number of employees seeking the assistance of the Peer Team. We appreciate that more and more employees are becoming aware of the importance of mental health and taking care of themselves and their colleagues by reaching out to the Peer Support Team. Please note that all calls are confidential and that we respect your privacy.
Incidents may affect crews or leave a lasting impact on individual members. We have received more calls from members affected differently by similar incidents or situations, and we are here to listen and support staff from all TFS Divisions. We understand that effects can be traumatic for some, especially those in Operations, given the recent increase in crime-related and medical-type calls. It is essential to remember that we cannot predict when such incidents will occur or what our responses will be, but we can be prepared. We can learn about and know who to call, what effects we may experience, and who is in our network to get support from.
We are here for you and do our best to provide the support you need. Below, we have included more information on this topic. Keep reading to learn more.
The N1u2m3b4e5r6s are In
(WRITTEN BY LOUIS CHOW AND ADINA KAUFMAN)
There is no person who is immune to the challenges of life. We do our best to cope with whatever life throws, but we all have our limits and breaking points. Everyone needs a helping hand at some point. There are so many ways for our members to reach out for support when they need a listening ear, gentle support, helpful information and/or a referral to a mental health professional.
Where to Find Help:
1. TFS’ Peer Support Team gives all TFS personnel (and their family members) who need assistance, a way to reach out to someone who understands their workplace from personal lived experience, and who is trained to support personnel and their families. Our TFS Peer Support Team is on call 24/7 at 416-338-9327 with over 20 members from across TFS Divisions, as well as retired members and supportive clergy.
2. Our TFS Staff Psychologist, Chris Rodrigues, is available at 416-338-9557, chris.rodrigues@toronto.ca. He understands all aspects of the work done by TFS employees and can offer direct short-term support and referrals for our personnel.
3. As City of Toronto employees, we can access the City of Toronto Employee Assistance Program through TELUS Health at 1-833-382-5610. The City EAP offers short-term counselling, information and referral services for employees and their families. Employees can also access financial counselling and legal advice through the EAP.
4. Staff can also get help from their personal support network including friends, family, clergy, and health professionals including family doctor and mental health clinicians.
Who reaches out to the Peer Support Team and why?
We get calls, emails, texts and in-person requests for support from TFS employees from all ranks, as well as family members. The reasons people reach out are varied – to learn more, check out our statistics section below.
Who will answer when I call the TFS Peer Support Team?
When you call the TFS Peer Support Team at 416-338-9327, your call will be answered by the on-call Peer Support Team member (on-call members alternate every two weeks). Alternatively, if you want to reach out to a particular team member, you can find contact information on the Peer Support Team list in this issue of FireWatch – please consider removing this page and posting in your hall. You can always find an updated PST contact list and photos and bios of all PST members on the TFS Intranet under Wellness Resources, as well as on the TPFFA website under the ‘Contact’ heading.
Does the Peer Support Team ever reach out proactively?
YES! Our Peer Support Team is also trained in Critical Incident Stress/Psychological First Aid response. When TFS Peer Support Team members are aware of difficult incidents, we will reach out to affected firefighters in Operations, Communications, Investigations, Community Risk Reduction and other divisions as affected. We will make telephone calls and provide in person visits, including helping those impacted to understand what to expect following a difficult experience and how to reach out for help if they find they aren’t coping well. None of us knows who will experience ongoing effects after traumatic incidents but we know that it can happen to anyone, at any time.
TFS Peer Support Statistics 2023
We began an updated approach to tracking our statistics in 2022, to better understand how to help our members (see last year’s Fire Watch Demographics issue). After a full year of gathering statistics, we now have a better picture of how TFS personnel, their families and friends are reaching out to our peer support team. Our peer team members log all interactions without any identifying information, in order to honour our confidentiality commitment. Our logs capture information about: who we are helping (i.e. TFS employee - active, on leave, or retired, or family member); how they reach out to us (i.e. phone call, text, email, in person); and with what issues they are dealing (e.g. work issues, relationship issues, parenting issues, personal health concerns including anxiety, depression, substance use, gambling, post traumatic stress injuries, and many others).
7%
Of staff have reached out to the Peer Team.
1%
More retirees and family members reached out.
35
More staff reached out on their own behalf or out of concern for others.
5
Reasons staff reached out include:
• Health concerns
• Grief
• Anxiety • Substance Use
• Station Issues
1
Monthly station visits have increased.
As a team, we’d like to say thank you to all of you for your service and for the support you all give professionally and personally to each other and the public we serve on a daily basis. More and more staff are learning the value of practicing self-care and are reaching out. Please reach out to any PST member anytime. We are here to help and offer whatever support we can to our fire service family/colleagues and extended family members.
Retired Deaths from February 1, 2024 to June 4, 2024
Michael Paul Longo
Rondald Hill
Richard MacEachern
Douglas Farrugan
Allan Walker
Warren Bayley
Robert Archibald
Elizabeth Betty Jensen
Ralph Gordon Boddy
Lowell Sherwood Strain
February 2, 2024
February 2, 2024
February 5, 2024
February 23, 2024
February 29, 2024
March 4, 2024
March 4, 2024
March 5, 2024
March 7, 2024
April 12, 2024
Frank Powell
Burton ‘Bud’ Wice
William James Shedden
George Edward Evans
Howard Broadfoot
Lino Maniezzo
Walter Ernest Boyd
Michael Heinemann
Kenneth Bray
April 15, 2024
April 29, 2024
May 4, 2024
May 16, 2024
May 21, 2024
May 22, 2024
May 29, 2024
May 30, 2024
June 3, 2024
They shall grow not old, as we that are left grow old; age shall not weary them, nor the years condemn. At the going down of the sun and in the morning, we will remember them.
Captain Douglas W. Cook
At the age of 73, Retired Captain Douglas W. Cook passed away on May 14, 2024, surrounded by his loved ones and family.
Captain Cook started with the East York Fire Department on April 2, 1973, and concluded his career of over 41 years with Toronto Fire by retiring on February 28, 2015. His first and last assignment was at Fire Station 322, a local hall that he knew all too well, as he also lived in East York his entire life.
Brother Cook was a stand-up fire fighter, who always put others before himself, and took great pride in being a leader. As such, leading by example, Brother Cook took his career very seriously and was always willing to teach, and guide his fellow peers. Not only was he a Hazardous Materials Captain with TFS and a member of the HUSAR team, but he also played an active role in developing Hazardous material procedures and protocols for Toronto Fire and his crew(s).
At home, Doug was a family man, a traveler, sports enthusiast, and an all-round likable guy. He was someone who always encouraged those around him to do better; to be better. He was someone everyone wanted to be around. He will truly be missed by his friends, family, and his fire community.
In Honour of Captain Douglas W. Cook, a Memorial Plaque will be hung up at TFS Fire Station 322.
Jeffrey Hamill
On August 3, 2023, Retired Toronto Fire Fighter Jeffrey Hamill passed away at the age of 67 after succumbing to occupational cancer.
Brother Hamill started with the Etobicoke Fire Department on October 20, 1980, and retired in 2011 after 31 years. Records show Brother Hamill spent his entire career on “B” Platoon. He started at Hall 10, now 413, then Hall 9, now 435, but spent most of his career at Hall 6, now 431, on P431, where he retired.
Jeffrey was a proud member of the Toronto Fire Service and a great family man, peer, and leader. He will truly be missed by those who impacted him in his life.
In Honour of Fire Fighter Jeffrey Hamill, a Memorial Plaque will be hung up at a TFS Fire Station.
Captain Paul Manning February 3, 1965 – May 27, 2024
OFF TO A GOOD START
Greetings All!
We hope everyone had a good winter season, although we didn’t get much winter here! We hope that everyone’s year is off to a good start!
With most associations, a lot of emphasis is put on being proactive rather than being reactive. This is more difficult for us some days because of our reactive nature. We try to avoid hearing people say, “I didn’t see that coming,” and then get the request, “so what do I do now?” Over the past few years, we’ve done our best to avoid that, with most of our articles and training being focused on preparation. Our Retirement Checklist gets frequent attention, and the speakers that make presentations at our meetings have largely done the same.
The TPFFA has been the host of some seminars with a focus on financial planning, which is organized by the Education Committee. In keeping with this theme, we are creating another checklist. We hope that few have to use it, but we provide it just in case. Keep in mind that all our checklists are “one size fits all” and will not fit everyone. Further, we also advocate for the creation of a will and the accompanying documents. We also advocate for our members to seek out a Funeral Service Director, for whatever assistance they require.
In the last issue, we mentioned the number of obituaries we had written, and along with them, the focus on those families. We must mention here that the RTFFA is sometimes a referral agent, relying on our associated retiree groups from the original six departments.
In this article, we offer some guidance on the steps necessary when a loved one passes.
The death of a friend or family member is an emotional and difficult event. However, even while grieving, there are several things that must be done after a loved one’s passing. Here’s a step by-step guide.
Who to call Immediately.
If the death is unexpected, immediately call 911. If the death is expected, you should first call the Doctor who was caring for the deceased. The attending doctor or coroner will complete a medical certificate of death that includes the cause of death. Your loved one must be transported to a funeral home, cemetery or crematorium. If the death occurs in a hospital, you have a little
more time to make these arrangements than if the death occurs at a house or long-term care facility.
If you and your loved one are out of the country, there is both help and financial assistance available. This can be accessed by an immediate call to your respective Funeral Director. See “Safe Return” at https://www.safereturnassistance.com/en. You now need to get out your need to call list, make a cup of coffee and start making the appropriate notifications. Please, consider your own well being here. Call whomever you deem to be part of your family/social circle, so you have whatever support you need. We don’t recommend that you do this alone!
Your Need to Call List should include the following:
• 416-466-1167 Local 3888 Ceremonial & Bereavement Committee Chair (Leave a message)
• Member of your Original Retiree Group (Original 6) as required
• OMERS (If Required)
• City of Toronto Pension & Benefits Rep
• City Benefits Provider (As appropriate –(i.e. Green Shield Canada, MROO/Victor)
• Employment and Social Development Canada & National Defense (If they served) (Federal)
Contact a Funeral Director to arrange for your loved one to be transferred. They can also help you get a burial permit, which is required before they can be buried, cremated, or taken out of the province. Alternatively, the body may be donated to science or medical research, which is usually a medical school close to the donor’s home. You can contact the school directly or call the Office of the Chief Coroner at 1-877991-9959.
Organ and tissue donation
Organ and tissue donation to help people waiting for transplants is possible if death takes place in a hospital. Even if the deceased was not a registered organ donor, the family can usually consent on his or her behalf. Learn more and register to be a donor online at beadonor.ca.
Who decides what happens?
A deceased person’s wishes, as set out in a will, determine what will happen to their remains for funeral arrangements. If they don’t have a will, the deceased’s spouse (or next of kin if the deceased is single) is responsible for making those decisions.
Registering a death
A statement of death is filled out by a family member and Funeral Director. It must be submitted along with the medical certificate of death to the municipal clerk’s office to apply for a death certificate. You will likely need several copies of the death certificate to get the deceased’s affairs in order. This includes settling the deceased’s estate, cancelling their health card or driver’s license, accessing insurance benefits, contacting Canada Post to redirect or hold their mail and contacting the municipality to cancel utilities or pay property taxes.
Along with the Need to Call List, we offer you a suggestion of the other resources you may need to produce or rely on for information. We suggest that you prepare a binder or a file folder with all the important information that the Executor will need to settle the estate after you, or loved one pass away:
• a copy of your will; name and number of the lawyer who prepared it
• a list of items you want to go to specific people
• CPP benefits
• SIN number
• tax returns; name of tax preparer/ accountant
• employment pensions
• private health benefits or group insurance (Great West Life, Sun Life, etc.)
• list of bank accounts and investmentsnames of advisors/business cards
• house and car insurance policies
• life insurance policies
• property taxes
• driver’s licence, OHIP card
• car ownership
• password for your computer
• passport - copy of photo page
• credit cards and points cards - identify the primary card holder
• cell phone and utility bills and plans
• safety deposit box
• newspaper and magazine subscriptions
• doctors, dentists, optometrists, specialists, etc.
• copy of your funeral pre-arrangements and your Worldwide Travel Protection Plan
Finally, we offer this up as a guide in the hopes that it might help support anyone in need. It’s by no means a definitive list. We hope that this article will cause a general conversation amongst family members in the hopes that a plan is created that fits each individual member as appropriate.
Some Final Items
The new cancers continue to be a complicated issue. We encourage all members, past and present, to reach out to us with whatever information you wish to share. Further, if the member has passed, we are reaching out to the families to share as well. We ask that all requests are made by the members themselves or directly from the family. Anyone who contacts us will be forwarded to our WSIB Rep. This way, we can ensure there are less gaps. All information shared will either be added to a members existing file, or a new file will be created. Even if the cancer is not on the current list, we are asking for all members to share, so that we have case material to help add future illnesses for review. All information shared is strictly between the member and our WSIB Rep, as we completely understand the need for privacy. With the above checklist in mind, consider the binder’s importance should your or your loved one’s cause of death be covered by changes in the provincial legislation. It will provide the WSIB Rep with a wealth of information for the claim. Please Keep!
Should you wish, TFS Peer Support and the Chaplaincy Services are accessible through the Team Lead by calling 416-338-9327. The 9-8-8 (https://988.ca/) Suicide Crisis Helpline is a recently launched, 24/7 service that provides immediate assistance to individuals across Canada who are contemplating suicide or are concerned about someone who is.
RTFFA Membership
Our membership drive is continuous, if you’re interested in becoming a member, feel free to contact us at active.retired@ torontofirefighters.org. The dues ($25.00) are payable annually on the 1st of May and we will be holding two general membership meetings each year. One in the spring, where you can sign up and/or pay your dues in person, and another in the fall. Meetings will involve food and fellowship, what could be better! Come join us and be well.
Don’t forget to follow our Social Media Feeds: On The web: https://www.retiredtorontofirefighters.org/ On Facebook: https://www.facebook.com/TFSRetirees On Twitter: https://twitter.com/tfsretirees?lang=en
3 Bridlington Street, Scarborough, Ontario M1H2L2
Wayne Bridger President Bob Head Secretary Eric Motton Treasurer
Greetings! We hope everyone had a Happy Easter. First and foremost, we wish to offer our most sincere gratitude for all those that contributed to our Colour Fundraiser. The event took off faster than we had anticipated, which required us to get another supply of coins to keep up! The week following our goal being reached, we promptly delivered the cheque to Flying Colours International, the designer and maker of our new colour. While all this was taking place, we thought it was a good time to write an article describing the Colour and its unique history.
A brief insight into our “Colour”.
Our organization was founded at the beginning of 1935. Our combined military and fire history is very rich. Our firefighters have served in almost every conflict since the Fenian Uprising in the mid 1800s. Since 1936, upon receiving our first Colour, it remains a very sacred symbol of our heritage and is regularly and proudly flown at most events that our Colour Guard attends.
First, some history on the Colour.
In military organizations, the practice of carrying Colours, standards, flags, or guidons, acts both as a rallying point for troops and to mark the location of the commander. This is thought to have originated in Ancient Egypt some 5,000 years ago. The Roman
Empire also made battle standards, directed by their senate, as part of their vast armies. It was formalized in the armies of Europe in the High Middle Ages, with standards being emblazoned with the commander’s coat of arms. As armies became trained and adopted set formations, each regiment’s ability to keep its formation was potentially critical to its, and therefore its army’s success. In the chaos of battle, due to the amount of dust and smoke on a battlefield, soldiers needed to be able to determine where their regiment was.
Regimental flags are generally awarded to a regiment by a head of state during a ceremony. They were therefore treated with respect, as they represented the honour and traditions of the regiment. Colours may be inscribed with the names of battles or other symbols representing former achievements (see Battle Honours). New Colours shall not be granted the dignity of Colours until consecration has taken place, nor shall they be carried on parade until they have been consecrated. Once Colours have been consecrated and presented, they shall be always accorded the highest honours and treated with great respect and care.
Regiments tended to adopt “Colour Guards”, composed of experienced or élite soldiers, to protect their Colours. As a result, the capture of an enemy’s standard was considered as a great feat of arms. They are never capriciously destroyed – when too old to use they are replaced and then laid up in museums, religious buildings, and other places of significance to their regiment. However, in most modern armies, standing orders now call for the colours to be intentionally destroyed if they are ever in jeopardy of being captured by the enemy. Due to the advent of modern weapons, and subsequent changes in tactics, Colours are no longer carried into battle, but continue to be used at events of formal character.
On presentation, Colours are consecrated by the Chaplain Designate*. Through this means, Colours are sanctified and devoted to service as symbols of honour and duty; all members of the unit, regardless of classification, rededicate themselves to constancy in the maintenance of these qualities. Once consecrated, Colours are closely guarded, and they are honoured by the appropriate compliment while uncased.
Cheque Presentation - L to R - Alan Thomas, Eric Motton, Wayne Bridger, Murray Jefferies
Our Colour History –
We have had three Colours since inception. (Pic 2, 4, 6) We are still researching the actual origin of our first Colour, since there are few records. It resides predominantly in a display case at the Toronto Fire Academy. Our first Colour was consecrated in 1936 and carried until 1984. In 1984, our 50th Anniversary, it was replaced with the one we carry today. We just learned that it was consecrated in a ceremony at the Toronto Fire Academy on the 21st of June 1984. The 1984 Colour has three Battle Honours - The Great War, World War II, and Korean War. Since then, our department continued its military service in many campaigns.
Over the past few decades, our Association has suffered the same challenges as that of the Legion and many other similar organizations. The dwindling membership had to be augmented with the addition of associate members. This has seen some of the “military” style activities fade away and become less formal. The subsequent focus on recruitment was done on a very casual basis. Many of us who joined in recent decades have seen firsthand the change in the Association’s culture. The challenge has been to attempt to keep in touch with the current serving members of Toronto Fire Services and their military interests, which has proven to be a very daunting task.
Going forward, we are attempting to renew our focus on restoring the membership and traditions by conducting continuous recruiting and outreach. To make this happen, it was apparent that our Colour was no longer representing those who currently serve. Over the past few years, we have been surveying the members every opportunity we have, to see where they served, and perhaps what they would like to see in our Association in the way of change. We embarked upon a project to replace and upgrade our colour. It has taken over a year, but we were very successful and the outcome will make us relevant again. Our new Colour saw the renewal of the “United Nations” banner, the addition of “NATO”, and “Afghanistan”, to its display of Battle Honours, which better reflects our service since Korea. Upon raising the funds for the new Colour, we hope to have the new Colour created by early this fall. In 2024, Toronto Fire is 150 years old. Due to the many challenges facing our city, there has been little
Colour Guard with 2ND Colour
Steps of the Academy. June 1984 Red Book
Top Row: Ray Jackson, Leonard Dawson, John Barben, Kenneth Clark Ross Sawdy
Front Row: Ian Cochrane, Jack McIlvenny, Warren Riddell, David Warburton, Bruce Noble
opportunity to formally recognize our birthday. We remain optimistic that an opportunity will arise where we can both celebrate our anniversary, and have our Association conduct a formal Consecration Ceremony for our new Colour. Please keep an eye on all our social media platforms for updates as they become available. We hope to be able to “put on a show” for everyone in the fall!
In Solidarity, Your Executive!
Toronto Firefighters War Veterans Association
BY VERNON HILLER, TORONTO FIRE DISTRICT CHIEF (RETIRED)
When you think about how you would like others to see you, what image comes to mind? How do you see yourself? So much of what we come to see as our self-identity is often tied to the career we choose. While we may explore many different pursuits to find something that will support who we want to become, at the end of the day, many find their occupation becomes the defining component as to how they see themself. That is why choosing the right career can be one of the most important decisions you will ever make, not just for building your identity, but for finding fulfillment.
As I write this, I have two shifts left in a career that spans 36 years with the same employer. Wednesday January 31st, 2024, marks my last day as a firefighter. It has been an extraordinarily rewarding, enjoyable and insightful experience. It began when I realized the path I was on would never produce the kind of life I wanted or challenge me in areas I wanted to explore. Firefighting exhibited a camaraderie that I hadn’t witnessed in any of my previous roles. The profession also aligned with my desire to help others, appealed to my athleticism, aroused my curious nature, and encouraged me to grow. It just hit the mark.
The shared sense of compassion that weaves its way through firefighters has also always intrigued me. It never ceased to amaze me how those individuals who were sometimes the most boisterous, edgy, or even cynical around the station could be the first at a call to comfort a grieving wife or offer a gentle hand to a scared child. Somewhere
at the core of who we are runs that common thread of empathy, and a gentle nature that doesn’t always reveal itself until placed into the middle of a traumatic event. Whether it be a house fire, heart attack, automobile or industrial accident, firefighters are dispatched to what is often the most agonizing incident a person may have ever experienced. We provide the requisite tools and expertise, and then we leave. We are strangers, humbly allowed a tiny peek into the deepest most personal event of that person’s life, and all that is asked from us in return is our help.
Being a firefighter is a tremendous honour, and although I have never taken it lightly, I did take it in stride. It was my experience that we seldom discussed the impact of our actions. We tended to have multiple interests and an affinity for thinking and finding solutions outside the box. Many of us came from the trades and shared a common curiosity around what made things tick. Today we also come from many different cultures and backgrounds, and while the nature of the job and shift work can sometimes take its toll, when called on for support, we are often the first to lend a hand.
Fire stations can be like second homes, with crews becoming like families. This means spending a lot of time together around dinners, responding to calls, and sharing close quarters. We quickly learn one another’s idiosyncrasies, political views, who the big eaters and snorers are, and a whole lot more about one another’s personal lives. This is important, because this kind of rapport builds trust, which is essential in situations where that may become our strongest asset.
The countless incidents I’ve witnessed involving human suffering and personal loss have painted a reality of life and death that stand in stark contrast to what most people experience and take for granted in their daily lives. Such experiences have helped keep me grounded, strengthened my empathy and given me a much stronger appreciation for how similar we all are, and the importance of making the best of our precious moments on this earth.
For years, I worked in a part of the city that contained people at both ends of the financial spectrum. It was not uncommon to respond to incidents in homes full of antiquities and artwork where the wealthy owner who seemingly had it all, was in bed suffering from a medical emergency. Hours later, we would respond to an identical call at a disheveled apartment in a less affluent area that was sparsely decorated and without any of the luxuries seen previously. What always struck me was how similar both patients looked in their vulnerable state. At that moment, while both were in pain and in need of immediate care, their material possessions mattered little relative to their health and well-being. When health and empathetic care become paramount, one’s status, possessions, and wealth tend to give way to a shared common humanity.
Although I have always been aware of the risks associated with fires, I have never really understood why I wasn’t fearful of them. I seldom gave running into a fire a second thought. Although some might question that fearlessness, I readily admit to sharing many of the same fears and insecurities that everyone has.
Things like pushing myself into unfamiliar areas, fighting self-doubt, or fear about my abilities all haunted me at one time or another. It’s important to be aware of these, because such insecurities can often steer us away from making the right choice when choosing our career.
I was extremely fortunate to have found firefighting, but not unlike many young people today, it was a slow process of discovery. For several years after high school, and then again after college, I was directionless. But once I broadened my scope and began to consider previously unexamined professions, firefighting kept presenting itself. As my curiosity grew, I noticed that it checked off many of the boxes I was looking for. It aligned with my values, gave me a purpose, and as I started to visualize myself in that role, my passion for it grew.
Firefighting made all the difference. It stretched me into countless new areas. There were always those who challenged me to expand my horizons, try new things, and believe in myself. Whether it was developing the confidence to fix things myself, buy investment properties, or go back to school to get a degree, someone’s example always gave me strength.
Firefighting pulled me out of the box I had placed myself in and challenged me to reach beyond. That is what the right career should do. Contrary to confining or stunting you, it should encourage you to stretch your wings and explore everything life has to offer. I have firefighting and those I worked with to thank for that and will be forever grateful for what it all gave me.
Jr. Fire Fighter’s experiencing the Solar Eclipse; with their protective eye wear!
April 8, 2024
President of the RTFFA, Al Thomas, assisting TFS and the TPFFA with sorting and delegating Years of Service Medals and Bars to our Retired Fire Fighters.
Al has been an instrumental participant in this project, and we couldn’t be more appreciative for his time and efforts on this. Thank you, Al!
The TPFFA was awarded the John J. Rider Award from COMTECH.
Upcoming TPFFA Events:
TPFFA Charity Golf Tournament at Royal Woodbine Golf Club
TPFFA Children's Christmas Party at Variety Village
- Saturday, December 7, 2024
TPFFA GMM'S
- December 16 (Night), December 17 (Day), 2024
Photo credit: Larry Thorne
2024 Championship Team photo – A Shift Challenge at the Leaside Memorial Arena on April 10, 2024. Congrats Fire Prevention!
2024 Annual Charity Gala at Parkview Manor, April 25, 2024.
TPFFA Retirement Dinner and Dance, May 16, 2024. Congratulations to all our 2023 TFS Retirees and all their dedicated years of service to the City of Toronto!
IN CELEBRATION OF MY RETIREMENT AND THE ALMOST 27 YEARS OF SERVICE WITH THE TORONTO FIRE SERVICE I WOULD LIKE TO SHOW MY LOVE AND APPRECIATION TO ALL MY FELLOW MEMBERS OF THE TPFFA AND ALL THE EMERGENCY SERVICES THAT I HAD THE HONOUR OF WORKING WITH OVER MY CAREER.
SO TO CELEBRATE I AM OFFERING A 1.5% COMMISSION REBATE* WHEN PURCHASING OR SELLING A RESALE PROPERTY FOR THE REMAINDER OF 2024.
