Fire Watch: Volume 13, Issue 3 by Toronto Professional Fire Fighters' Association

HALL SHOWCASE ON STATION 314 VOLUME 13

ISSUE 3

THE OFFICIAL PUBLICATION OF THE TORONTO PROFESSIONAL FIRE FIGHTERSâ&#x20AC;&#x2122; ASSOCIATION

Publications Agreement No: 41203011

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THE OFFICIAL PUBLICATION OF THE TORONTO PROFESSIONAL FIRE FIGHTERS’ ASSOCIATION

VOLUME 13

ISSUE 3

IN THIS ISSUE 14

FIRE WATCH (ISSN 1715-5134) is published quarterly by the TORONTO PROFESSIONAL FIRE FIGHTERS’ ASSOCIATION 14 Cosentino Drive, Toronto ON M1P 3A2 Tel: 416.466.1167 www.torontofirefighters.org E-mail: firewatch@torontofirefighters.org CHIEF EDITOR Frank Ramagnano MANAGING EDITORS James Coones, Suzanne Boss Tel.: 416.466.1167 Fax: 416.466.6632 E-mail: firewatch@torontofirefighters.org

President’s Message

Secretary-Treasurer’s Message

Vice President’s Message

Chaplain’s Corner

Letters to the Editor

Roll The Heavy – Confined Space Rescue

Local 3888 HREI Committee

TFS Demographics

Member Profile on David Cossitt

Telling Stories: Where There is Smoke

Hall Showcase on Station 314

Meet the new TFS Medical Director…Dr. Morgan Hillier

Toronto Fire Historical Society

Behind the Mask – 2018 Year in Review

Retired Toronto Fire Fighters’ Association

Never Shall We Forget

Fit to Survive – Exercise & Injury Prevention, Pt. 3

3888 Recent Happenings

ASSISTANT EDITORS Rodney Johnston, James Kennedy, Mykhail Baehr, Jerami Haden, Matt Rayner DESIGN AND ART DIRECTION Bryan Middleton

HA LL SH OW CA SE ON ST AT ION 314 VOLUME 13

FIRE WATCH PHOTOGRAPHER Mykhail Baehr & TPFFA Media Team CANADIAN PUBLICATIONS MAIL Agreement No: 41203011

THE OFFICIAL

On The Cover

ADVERTISING Please contact Bill Monson at 416.466.9180 ext. 322 or e-mail monson@torontofirefighters.org

Aerial view of a structure fire in progress. Our Annual TFS Demographics Issue

Merchant Card Acceptance

PUBLICATION OF THE

ISSUE 3

TORONTO PROFESSIONA L FIRE FIGH TERS’ ASSO CIATION

Photo Credit: John Hanley All rights reserved. No part of this publication may be reproduced in any form or by any means, electronic, mechanical, or otherwise without prior written permission from the publisher. FIRE WATCH is an official communication tool of the Toronto Professional Fire Fighters’ Association. The Toronto Professional Fire Fighters’ Association (TPFFA) does not assume responsibility for statements of fact or opinion made by any contributor. Comments made by individuals may not reflect the official position of the TPFFA. Acceptance and publication of articles, advertisements, products and services does not indicate endorsement of same by the TPFFA, and the TPFFA assumes no responsibility for their accuracy.

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Publications Agreem

ent No: 41203011

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PRESIDENT’S MESSAGE

his is my favorite Fire Watch issue, as I like to look at trends and dissect numbers. You may have heard the statement that we have so many crews out of service because the city has not kept up with hiring. This is incorrect, however. Even if we had zero vacancies, we would still have crews out of service. Do not get me wrong, vacancies are a problem and certainly compounds the issue. However, it is not driving-up the current increase to out of service crews that we are witnessing. We are in this current state because many factors have merged to compound the problem. We require an adjustment to our staffing ratio, as well as a process to deal with long-term absence. The Fire Chief has stated, for the first time in a budget, that he has no mechanism to deal with long-term absence. The issues that have merged, are as follows: 1.Through WSIB, we have presumptive rights to PTSD benefits. We have increased the education and removed some of the stigma and rightfully members are seeking help. 2. Our parental and pregnancy topup benefit has increased from 12 months to 18 months with recent legislative changes. 3. Through the last arbitration award, we increased our lieu day allotment from twelve lieu days to thirteen. 4. The largest hiring group we have experienced are between the years 1987 to 1991. This period far surpassed the average hiring and accounts for almost 25% of our current active members. Their vacation entitlement is maximized. As well, with the older people, it is scientifically proven that it takes longer to recover from ailments. Our IDD usage has been relatively flat for the past four years, yet the sick time has increased during that same period. This would substantiate that, as we get older as a service, the length of time and usage of vacation and sick days increases.

Regarding vacancies compared to out of service crews, looking at February and March is a good illustration that the issue is multifaceted. The average number of crews out of service was 8.32 for February. The average for March was 6.96. Yet, in March, there was an increase of eleven vacancies from February – or 11%. If the only factor was vacancies, then we should have observed the 8.32 February number become 9.24, as opposed to seeing a 20% decrease. In February, if there were no vacancies in operations, 17 days out of 28 would still have crews out of service. The average would be 2.25 crews out for the month with full complement, and one day as high as 10 crews out with a full complement. This clearly shows that the issue is more complicated than just having full complement. The increase in February over March is attributed to excess vacation periods and more individuals being off on vacation in February, as opposed to March. There is no information I can discern to state that November to February should be able to absorb additional vacation. It is one of the reasons that black-out periods are being phased out, as this will balance the year more equally.

The chart above is only an average and it does not tell the true picture. We should be tracking crews out of service based on the 90th percentile. We have seen as many as 24 crews out for a shift and this problem gets lost in average statistics. The average stat is only useful in assisting us to recognize trends and to look deeper. What are we doing to communicate the problem and offer solutions to fix it? We have a MOA that states we must deal with a mechanism to try and keep all crews in service. In this committee, we have made it clear that we will not bring anything back to the members to ratify that does not address this 20-year issue. We have raised it with our councilors and

discussed it with the new Deputy City manager, who the Fire Chief reports to. We have hired an actuarial firm to develop and illustrate the staffing needs for Toronto Fire for the next 30 years. We need to change the 20-year mindset and we need to do it in such a way that the business case can be supported by the decision makers at City Hall. This is no easy task and will involve us looking for creative solutions. If we cannot find that solution, then we do have a dispute mechanism in the agreement that we would exercise. We have a class of 50 that graduated on March 29th and we have 50 more recruits that started on April 1. Toronto Fire has stated that 50 more will start right after the April 1st class graduates. The current time in the Academy is roughly 17 weeks. Recruit class time has varied over the years from as low as 9 weeks to as high as 25 weeks. Not waiting to reach 40 before hiring is a step forward and the

Fire Chief has stated he would not wait. We also need to have a system in place to deal with replacing members on longterm absences, as well as a review of the current staffing ratio. I would like to thank the membership for your professionalism. Regardless of the resources available, our members still deal with any and all emergencies. We understand the concern, we understand the underlying problems, and it is at the top of our list for resolution.

Frank Ramagnano, President Toronto Professional Fire Fighters’ Association I.A.F.F. Local 3888

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SECRETARY-TREASURER’S MESSAGE CHANGE: GOOD FOR ME AND GOOD FOR LOCAL 3888 “If you do not create change, change will create you.”

lthough I thought for quite some time that it was one of the worst kept secrets ever, apparently it was not, as phone calls, texts and emails started to appear on my phone following the close of the recent Executive Board Election Nominations. Comments such as, “Coonsie, am I missing something here? I don’t see your name on the nominations list to run for Secretary-Treasurer. Surely that’s a mistake or an oversight, no?” It’s not a mistake or an oversight. It is now official with the acclamation of James Reed - Local 3888 will have a new Secretary-Treasurer for the next two years and I believe it will be good for everyone involved. Change is often a difficult thing to embrace, especially when things are going well, and positive progress is being made. It’s the old saying, “If it ain’t broke, don’t fix it!” However, I feel that sometimes, these are the best times TO make a change. With change comes new ideas and new initiatives – a chance to look at certain problems in a new light and the opportunity to raise the bar even further. As I stated at the General Membership Meeting, following some very kind comments on the floor from an old Etobicoke mentor, “I feel a little bit like the prize fighter who is leaving the ring on top, with my head held high and the belt raised in victory.” This is very much how I choose to go out - having worked hard and been able to contribute to some very substantial achievements that will hopefully have a positive impact on all Toronto Firefighters for years to come. The recent freely-negotiated 5-year contract, finalized before the existing contract expired, was also the ultimate icing on the cake for me. Along with choosing to step away while things are good, there are several

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other reasons why I have decided not to run again and I feel it is only proper to share those reasons with the membership, to provide some honest insight into my decision. On November 2, 1992, at the age of 22 (but looking more like I was 17 – hence my first firehall nickname of “The Paperboy”), I started my journey down this incredibly rewarding path of being a firefighter. I remember being alone in my car, driving on Bathurst Street, after getting the call from HR to say that I would be starting in the next class. It was summer and the weather was perfect. The windows were rolled down and I had cranked up Guns ‘n Roses on my 6-pack CD player that was mounted in the trunk - remember those? I had such an incredible feeling of complete and total exhilaration, knowing that I had achieved my goal of becoming a firefighter, and anticipating the many great times that were to follow. It was easily one of the most thrilling moments of my life. My reason for telling that story is to convey why I started on this job in the first place, and to express the pure joy, excitement and happiness that it brought me. As much as I have enjoyed it, there is no denying that the past 4.5 years as the Secretary-Treasurer has certainly taken away from my time on the trucks as a firefighter, as I focused my efforts on fulfilling my duties as an elected representative for our 3,100+ members. I have missed it greatly and I look forward to my full-time return to the trucks in my new position as a Captain. I’m not sure if most members actually understand the amount of time that being on the Executive takes away from a person’s family life – especially in the position of a Principal Officer. It’s hard for all of us as firefighters to be away from our families for 24 hours at a time, especially

on special occasions. Unfortunately, after working a full week as the SecretaryTreasurer and then still reporting to the firehall on weekends and statutory holidays, it left far less time with my family than I am willing to accept for another two years. You can’t get that time back! Finally, and the proverbial straw that broke the camel’s back, my father was diagnosed with a terminal illness in August 2018. Although we haven’t been given a definitive timeline, and probably won’t, given the nature of the illness, I want to make it a priority to spend time with him while I can. In fact, the two of us will be taking a one-week Alaskan cruise together in August – special time together and memories that I can have long after he is gone. I am so proud of everything that has been accomplished and I thank the Executive Board, Stewards and Members for all of their support over the past 4.5 years as your SecretaryTreasurer. The successes that we have achieved would not have been possible without your support. I know quite well that I am leaving this position with our Association in very capable hands. Congratulations to all who have been acclaimed and to those remaining who will soon become elected Executive Board Officers.

James Coones, Secretary-Treasurer Toronto Professional Fire Fighters’ Association I.A.F.F. Local 3888

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VICE PRESIDENT’S MESSAGE MY VIEW FROM THE “HOT” SEAT November 2018… Looking out the window, I could see the TORONTO sign changing colour. With the back drop of city hall in the distance, snowflakes dusted the crisp winter night. As I watched the constant, never-ending circle of people skating, I wondered what the score was of my daughter’s hockey game? I hate to miss their games. It was the fourth night of bargaining and things were getting heated again. I allowed my mind to reminisce and contemplate how we got here. The work started a year prior, after meetings with the City Manager and the Head of Labour Relations. We set the ground work. Next, the fortifying of relationships with each Councillor, as they faced off against one another, after a forced reorganization, until there were just 25 left standing. It followed with discussions with management over common interests. As leaders in the Fire Service, it was clear there were many areas that needed improvement. Both sides realizing in order to achieve our goals, we had to think outside of the box. The message was clear and consistent; there would be no winners in arbitration. The provincial election was over, and Ontarians had made their choice. The result, a majority PC government who kicked things off by announcing changes to the arbitration process. That and a pending judicial review of our previous award compliments of the City of Toronto. The uncertainties were too risky. Taking direction from our Members and setting the mandate, the countless hours of research started. Our game plan was simple; freely negotiate our next contract. Something that so far had only occurred once in my 29-year career with TFS. It was time to negotiate. The process consists of meetings day and/or night. In order to accommodate everyone involved, each of us must be completely flexible. Everyone understood that as we got closer to the final days, time would be measured in 24hours, with lock down at a hotel to prevent distractions. There are countless hours spent discussing and then revising memorandum of agreements (MOA’s). Both parties scanning the documents, repeatedly, hoping that a new version offers an understanding that both sides can live with and ultimately agree upon. A game of chicken, waiting for the other to show their cards. A room full

of alpha dogs with personalities that every so often do NOT mix. The tension is often high and there are the occasional blow-ups, even with members of the same team. Everyone understands that with a stroke of a pen the outlook can change drastically on either side. Once a concept is agreed upon, the stakes get even higher. Another round of checking and re- checking begins to prevent a misunderstanding. The wording and the clear meaning of that wording will create the foundation to be used by future grievance(s) and/or bargaining teams. March 2019… It was day two on the stand at arbitration. With one more date looming in the future, while the City lawyers salivate at their chance to cross-examine me. The years as a thorn in their side will add to their anticipation; a badge of honour worn proudly as an executive member and now Vice President. After six hours of regurgitating my more than 18 years of benefits experience, my exhaustion started to show. This was not a typical arbitration. The complexity of this case required a full trial with both sides prepared to go the distance. The transition from Manulife to Green Shield wiped away years of bargaining for all Locals across the City, as was evident after several meetings of the union leaders. In some cases, the changes were blatant, totally disregarding the Collective Agreements. In other cases, the reductions were very slight which required a detailed search through old master plans and former Collective Agreements. The Toronto Firefighters Association was one of the only labour organizations that managed to obtain these administrative tools through their Collective Agreement language. The amount of reference documentation required was massive, each providing a piece of the story to how we obtained our benefits. The Benefits Committee worked around the clock. The hours and hours that turned into days as the weeks added up in preparation for this moment. As anticipated, our Members came through, providing the evidence by diligently filling out on-line benefits issue’s forms. At one-point complaints totaled over 1100. After many meetings with the Benefits Monitoring Committee going through each form in detail, the individual complaints reduced to 600. Unfortunately,

many members are still short hundreds (and even thousands) of dollars as more forms continue to arrive. This exercise ran independently to the arbitration (trial). There is lots of work still to be done and future dates have been set. Firefighters are not afraid of a battle. This stand by Local 3888 has set the stage for a war that will determine how employers will transition from one benefits provider to another. We have drawn a line in the sand, stating “enough is enough”. Our benefits cannot be taken without a fight. We understand how important it is to be united when faced with adversity. I began this article explaining what it takes to bargain. The time spent on wording. The detail put into research. The hours of debating amongst the City and ourselves. The nights when exhaustion sets in and you are forced to make a decision, which will be judged by a well-educated membership. The days away from family and loved ones; a sacrifice many have endured before to achieve what we have achieved. The years and years of comparisons to other Locals, searching for improvements. Like most things in life, there comes a day of reckoning. Where everything gained delicately hangs in balance with the hope that the foundation that was built is strong enough to withstand the force. The City of Toronto is reducing benefits costs on the backs of the unions that fought so hard to get them. Unfortunately, this is not being done at the bargaining table where these changes should take place. Instead, the City is attempting to achieve its goal by the transitions of benefits providers, leaving unions no other avenue than a grievance. All employers will use this method, if successful, across the Province. Today’s battle is not over a prescription, the cost or a single benefit. It is about saving the building we fought so hard to build together.

Kevin McCarthy, Vice President Toronto Professional Fire Fighters’ Association I.A.F.F. Local 3888 Vo l u m e 1 3 | I s s u e 3 | F I RE WAT CH

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CHAPLAIN’S CORNER Cortisol: Friend and Foe

he human body is a beautiful and amazing thing. Our bodies feature incredible design and order and the number of back up systems that are imbedded is astounding. Over the last little while, because I feel sometimes I’m stuck in “overdrive” and hence feel jittery and have trouble sleeping, I have been thinking about the function of a very small part of the human body, the adrenal glands. We have two of them. They sit on top of our kidneys and in an adult they each weigh approximately 4-5 grams. Like everything in our bodies they are not accidental and they are not inconsequential. The adrenal glands, when functioning properly, produce a number of hormones that are vital to our survival. The most important chemicals that they release into the bloodstream are: • Aldosterone, which helps the kidneys control the amount of salt in the blood and tissues of our body. • Androgens and estrogen which are sex hormones and vital to sexual development. • Cortisol, which helps the body manage stress. The adrenal glands also produce adrenaline, which is responsible for the fight or flight response.

About Cortisol though! Cortisol is an amazing steroid hormone that is released in response to stress. Stress can be good, and is normal, but it can also be harmful depending on its type and duration. When you encounter a perceived threat, such as a large dog barking at you, a situation at work or anything similar, your hypothalamus (which is at the base of your brain) sets off an alarm in your body. Through a combination of nerve and hormonal signals, this system prompts your adrenal glands to release a surge of hormones. While adrenaline increases your heart rate, elevates your blood pressure and boosts energy supplies, cortisol, the primary stress hormone, increases sugars (glucose) in the bloodstream, enhances your brain’s use of glucose and increases the avail-

ability of substances that repair tissues. cortisol also curbs functions that would be nonessential or detrimental in a fight or flight situation. It alters immune system responses and suppresses the digestive system. An example of this would be during times of grief or similar stressful moments we do not often feel hungry, even though our body needs its protein and fluids. This complex natural alarm system also communicates with regions of your brain that control mood, motivation and fear. The body’s stress response system is usually self limiting. Once a perceived threat has passed, hormone levels return to normal. As adrenaline and cortisol levels drop, your heart rate and blood pressure return to baseline levels, and other systems resume their regular activities. When these stressors are always present and you constantly feel under attack, that fight or flight reaction remains. It is like a tap that hasn’t been turned off and that’s not good. The long-term activation of the stressresponse system and the subsequent overexposure to cortisol and other stress hormones can disrupt almost all our body’s processes. This puts you and I at increased risk of numerous health problems, including anxiety, depression, digestive problems, headaches, heart disease, sleep problems, memory and concentration impairment. This explains why sometimes during stressful times you might be lying awake at night feeling jittery, distracted and anxious. When in a high alert state I also find that these feelings don’t just confine

WEST COMMAND Rev. Todd Riley 416.318.9167 tsriley@teksavvy.com

themselves to when I’m lying down; they follow me through my day. Some good news though! There is a way to cope! There are some strategies we can employ. Here’s how we can reduce our cortisol levels and that “rattled/jittery/on edge” feeling that attends it. The number one way is regular physical activity (20-30 minutes at a time if possible whether it is snow shovelling, chipping ice off the end of your driveway, jogging, swimming, etc ). Exercise is one of the most important things we can do to combat stress. Additionally, we can reduce your caffeine intake, eat a balanced diet, social connectivity, chew some gum, increase laughter and levity, play and cuddle our pets, listen to music that we love, pray and meditate, do breathing exercises, volunteer and serve others and express gratitude to God and others. The net result will be the reduction of chemicals that our body dumps when we get stressed, and that’s a healthy way to live. The bodies God gave us are an amazing thing and taking care of them and figuring them out, that’s where we, with the help and support of each other, come into the equation. Stay well and thanks for the opportunity to serve you. Todd PS: For this article I spent a number of hours researching a variety of medical and counseling websites. This information is not intended or implied to be a substitute for professional medical advice, diagnosis or treatment. If you have any questions you should consult a health professional or your own physician. Vo l u m e 1 3 | I s s u e 3 | F I RE WAT CH 11

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To All the Members of the Toronto Fire Service: No words can express our gratitude to the Toronto Fire Service for assisting us with making the funeral arrangements for Paul Macina. The funeral service was so touching, emotional and it meant so much to us that Paul was given a full Firefighters service. We would like to thank all of you who attended and took part in the funeral service. From start to finish the Bereavement Committee, especially Gerlando Peritore & Heather Morton, because of your dedication and attention to detail, our celebration of life for Paul was so wonderful, and something we will never forget.

Thanks To the Toronto Professional Fire Fighters’ Association, I’m writing to say thank you, I was very honoured to be one of the Scholarship recipients this year! Thank you so much, Grace Irwin

IAFF Charitable Foundation Dear the Toronto Professional Fire Fighters Association, Thank you for playing an important role in making the 100th Anniversary Gold & Black Gala a huge success. We had a wonderful evening! The funds donated and raised will go directly to support IAFF members and their families – aiding burn survivors, helping those who have been affected by natural disasters and providing scholarships to the children of firefighters who have died in the line of duty. Keeping our Foundation strong allows us to assist our members across the United States and Canada at a moment’s notice, just as they do for their own communities. Your generosity is truly appreciated. Sincerely and Fraternally, Harold A. Schaitberger Foundation Chair

Toronto Fire Fighter Paul Macina, 334-D

A special thank you to Station 334, to the Honour Guard, the Colour Guard, support 7, and to the pipers and drummers. Also to Frank Ramagnano and Stevie Wieclawek for their kind words and to Padre Todd Riley for spending time with us, to get to know Paul and the family to ensure the service captured his spirit. And finally, to everyone who took the time to say their final good byes to your fellow friend and crew member.

Paul’s kindness and generosity touched all of us and to see so many of you at the funeral to offer your support, and share your stories was so thoughtful and we feel so incredibly blessed to have met so many of you. We wish that we could thank each and every one of you personally, we are sincerely grateful and appreciate everything you have done to support our family during such a difficult time. Marcy, Danielle, Elisa, Claudia, and Nicolas Macina

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Health & Wellness Day I just wanted to thank you for providing all of us who participated in the day with a nice cross section of health and wellness topics! The only thing is that I wish is that more of the membership recognized the time and effort that this Association is providing them! A Great day; excellent topics and good speakers! The yoga was nice way to start the day as well! Stay Safe, Stay Well! And hope to see you next year! Paul Moffatt

Thank You With Warmest Thanks, Thank you so much for the beautiful wreath of flowers you sent in support on the day of my grandfather’s funeral. My family and I were so grateful for your thoughtfulness and support during this difficult time. Sincerely, Kimberly MacLean, Jonathan & David Monsen

Dear Brothers & Sisters of the TPFFA, The Oakville Professional Fire Fighters Association would like to express our sincere appreciation for your local’s assistance during our most recent Line of Duty Death funeral. The Family of Brother Jack McClay was overwhelmed by the professionalism and honour that was bestowed upon Jack during his funeral. We could not have done it without your help and guidance. It is reassuring to know that the TPFFA is always there for us if we need it. Sincerely, Carmen Santoro President Oakville Professional Fire Fighters Association

TPFFA I just wanted to thank everyone who was involved for an amazing kids Christmas party. This was our first year attending and I was so impressed by all the thought and effort that went into making the event so special. It was so much more than I was expecting. The kids and I had a blast, and that’s the best Christmas picture we’ve ever had! With our heartfelt thanks and deepest gratitude, Thank you and Merry Christmas, Vicki

Dear the Toronto Professional Fire Fighters’ Association, On behalf of my mother, sister and our families, I want to express our sincere gratitude to you and your team who worked so tirelessly with little notice to recognize my father, Blair Gibson, following his Line of Duty Death. Many firefighters and friends attended the funeral service and visitation, and I believe my father would have been very proud of the dignified celebration that took place. My family was comforted by the sympathies of many friends and acquaintances that came through the doors of the funeral home with a funny story or memory to share. The Ceremonial & Bereavement Committee was our first point of contact following my father’s death. They helped us immensely, they were our constant companion and assistant through meetings at the funeral home, making sure that everything was arranged at the drop of a hat when the news broke. Their availability, accessibility and candor are sincerely appreciated. A special thanks to the members of the Toronto Fire Services Honour Guard, who stood watch over my dad while he rested. Their ceremonies were conducted with professionalism and precision, which made all of us very proud. We were deeply touched by the flag ceremony, and the way they treated all our family with such respect. The same can be said of the Toronto Fire Services Pipes & Drums, who provided such a touching musical tribute that brought tears to our eyes. Thanks to the Colour Party who represented at the funeral – they are deeply appreciated. These fine members; the Honour Guard, Pipes & Drums and the Colour Party are the finest representation of what it means to be a Toronto Firefighter! We would also like to say thanks to Chaplain Todd Riley. The Padre made a special effort to get to know my family in the days before the funeral, coming to my Mother’s house to ask about the life of a man we all loved so much. Our meeting was a wonderful opportunity to cry, to laugh and remember the things we loved so much about my Dad. We thank you for celebrating the funeral service with such respectful solemnity. Finally, we would like to say thank you to TPFFA President Frank Ramagnano, for speaking so eloquently at the funeral on behalf of the Association. His words were well spoken and full of meaning for all of us as we dealt with our loss. We may have lost our beloved family member, but it was clear to us that on that day that all members of the Toronto Fire Service have lost a member of their family too. With our sincere thanks, Duncan Gibson Vo l u m e 1 3 | I s s u e 3 | F I RE WAT CH 13

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BY KEN DE JONG, ACTING CAPTAIN, STATION 445-A

â&#x20AC;&#x153;Roll the Heavyâ&#x20AC;? is a series of articles to inform members of the capabilities, equipment and limitations of the Heavy Rescue Squads. By sharing this information, we can better serve the citizens by fostering a professional, team approach. This will improve the chances of a successful outcome in the many complicated and technical emergencies that we respond to.

Introduction Confined Space Rescue The Section 21 Committee of the Ontario Ministry of Labour defines a confined space as one that is large enough and so configured that a person can enter and perform assigned work, that has limited or restricted means for entry or exit and that is not designed for continuous human occupancy. Examples are spaces like tanks, vessels, silos, storage bins, hoppers, vaults, and pits. In most workplaces, the employer and employees are aware of the spaces in their workplace that fall under this definition and they properly prepare for the hazards when they work in them. But sometimes, workers are ignorant to the hazards or the environment changes. When a difficult situation becomes an emergency, we are called to action. In larger factories and businesses, an Industrial Confined Space Rescue Team may already be established and deployed. In these cases, TFS responds and offers assistance and support in the rescue effort.

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The Challenge The main challenge we will likely face is right in the title – a space to work in that is very confined. When we package a patient in auto extrication, we work from outside the vehicle and have probably removed doors and the roof to gain access. Now imagine packaging the patient if you had to join them inside the intact car! C-spine, backboards and splinting may be required and if you are doing that in a phone booth sized space – it can be quite a challenge. Next is the atmosphere. Tanks, pits and sewers collect some nasty gases. We can’t risk entering into the unknown atmosphere and have the Rescuers become victims themselves. Even if the atmosphere does not contain poisonous or combustible gases, a reduced level of oxygen is a hazard and may have caused the emergency in the first place. The third challenge is the unknown. If the patient is overcome by fumes or has fallen and can’t self-extricate, it’s a quick grab and go. But what if they are pinned? What if they have fallen a distance and high-angle techniques are needed deep in the void? What if the situation is unstable (think building collapse) and tunnelling is necessary to access the patient? The challenges can be quite high depending on the situation.

The Toys Our main “ace card” is the SALBA (Supplied Air Line Breathing Apparatus) system (a.k.a. Supplied Air or Air Cart). This system supplies air to multiple rescuers through individual hoses. The system is designed with two air cylinders where one cylinder is supplying air at a time. The second cylinder can be engaged in line so that there is a non-stop supply of air. This allows the Rescuers to be in the confined space indefinitely and not have to be switched out due to low air. The limitation, of course, is the length of the hoses. In the event of a personal emergency for a Rescuer (example – a cut hose), each kit has an “escape bottle” which is worn on the hip of the harness and can supply about 10 minutes worth of air for an emergency egress. For communications, we have the Rescom Rope. This rope has a duplex communication system imbedded right in the rope, so Rescuers and the Rescue Sector Officer are in direct contact with each other. The mics are strapped to the side of the neck and the receivers are earphones that fit under a helmet – so the entire system is hands-free for the Rescuers. As the Rescuers enter the space, team members outside of the space feed the air hoses and Rescom Rope and keep them organized with tape so they don’t get tangled. Once they get to the patient, they may have to extricate them through a small area. An International Stretcher may be too big. To solve this problem, the Squads carry SKEDs. Aptly named as a cross between SKID and SLED, this device was originally designed to carry game out of the bush back to the hunt camp. It rolls up and is quite light and once deployed, is a stiff and strong cocoon for the patient. It can be rigged both vertically and horizontally and can have a backboard included if the patient needs spinal immobilization. If the entry point requires the Rescuers to be lowered and then hauled up, the Squads carry the Arizona Vortex. This device is an AHD (Artificial High Directional) and if you are dealing with a drop (such as a maintenance hole or vault), it is extremely useful when pulling the patient up out of the hole. It can be configured as a tripod, a bipod or even monopod, if necessary. A new piece of equipment that has been purchased and is awaiting training and deployment is the CMC CSR2 haul system. This is a compact, locking, 4 to 1 pulley system to haul or lower Rescuers and patients. Look for these to get on the Squads in the near future!

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Roll The Heavy...Continued from page 15

The Approach As with any technical rescue, the size up is probably the most important part of the rescue. This is when the first-in Company Officer (and eventually the Rescue Sector Officer) gathers as much information about the situation as possible. Who’s involved? What’s the situation? What’s the layout of the space? What additional resources are needed? Assessing the atmosphere is also a very important piece of information. Part of the confined space response includes a Heavy Haz team. Their air monitoring equipment, knowledge and advice are paramount before the Rescuers enter the space. Lock Out / Tag Out procedures are also very important in industrial settings to ensure that dangerous machines are properly shut off and will not start up again prior to the completion of the rescue work. When they do enter, the Rescuer(s) should have a plan and bring equipment with them that they may need. Having a direct Rescom communication line to the RSO means they can give a play-by-play of their situation and an assessment of the patient in real-time. If a new challenge pops up, they can discuss it right there and then, solving the problem as they go. Each scenario will be different, but the main goals are the same – find the patient, assess them, stabilize them and then extricate them.

What Else to Know

According to OSHA, two-thirds of fatalities in Confined Space Rescues are Rescuers. One can imagine how difficult it is NOT to make an attempt to save a co-worker or friend. We need to take control of the situation as quickly as possible and we also do not want any Firefighters to be a part of this statistic. When arriving first-in to such a call, crews can perform many useful tasks without entering the space. Tasks such as controlling the scene, gathering information, attempting to make verbal contact, ensuring the proper resources are deployed, updating the incoming Squads and even providing some initial ventilation and lighting are all very helpful actions that need to be done. This topic has a specific SOG (G-CONF) and Training Note (702 Confined Space – Operations Level) under the Technical Rescue series and there is plenty of information in various books and on the internet. With this knowledge and regular training, we offer the best chance of a positive outcome for those in need. Until next time – stay safe and we’ll see you on the pile.

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What is the HREI Committee?

LOCAL 3888

HREI Committee

Part One

Have you ever been involved in a conflict in the workplace? Have you ever been called into an “HR Interview” with management as a result of a workplace incident? Have you felt like you weren’t being treated fairly by a supervisor or peer? Have you felt harassed or discriminated against in the workplace? We have a L3888 Committee dedicated to helping you through these kinds of challenging workplace situations. The L3888 Human Relations & Equity Initiatives Committee is available to support you in many ways, including: accompanying you to meetings with management, educating you on your responsibilities and rights, helping refer you to supportive resources, or even simply offering an ear to listen about a challenging workplace situation. The HREI Committee focuses on ensuring the physical, emotional, social and psychological health and well-being of our members in the workplace through education, conflict mitigation and equity initiatives. Committee members are familiar with relevant Human Rights legislation and Collective Agreement clauses and have been provided with conflict resolution, mediation, and legal education training.

How can the HREI Committee help me? A primary goal of our Committee is to educate our members so that they can reach out to any of the trained, empathetic members of the HREI Committee long before workplace situations escalate. Human relations issues in the workplace can include but are not limited to: discrimination; poisoned work environment, harassment, sexual harassment, interpersonal conflicts, and violence in the workplace. While our Committee welcomes the opportunity to assist with informal resolutions, there are some circumstances when an informal resolve is not appropriate, and the issue must be reported to a supervisor immediately for a formal investigation. As soon as you discover yourself in a questionable or uncomfortable workplace situation, or have a question about a human relations issue, reach out to the HREI Committee so we can assist you to be proactive and avoid escalation. Many of our members have learned firsthand that contacting this committee for guidance, support, education and/or advice can help to resolve a situation before management becomes involved. 18

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What about my privacy? The HREI Committee deals with significant and personal issues on a regular basis. All members of the HREI Committee are required to respect the privacy of our members and follow established guidelines to assure confidentiality. The Committee’s resolution process does not afford short cuts or assumptions. Our goal is not to simply make problems go away, but to build understanding. Minor conflicts are often resolved when all parties are willing to adopt an open mind and proceed with honesty and good intent. Clearly, some issues involving human rights violations (e.g. sexual harassment, violence, etc.) cannot be resolved informally and are required to be reported right away.

How do IAFF and OPFFA approach Human Relations issues? As an organization, the IAFF recognizes that a human relations committee is a proven way to assist in resolving conflict and to develop strategies for change. In 2002, realizing that so much of its human relations work was crisis response, the IAFF resolved to incorporate human relations issues into all its efforts as an attempt to be proactive rather than reactive. The benefits of a similar approach at the OPFFA and L3888 level include mitigating conflict between members; proactively addressing the challenges and seizing the opportunities created by diversity and inclusion; ensuring all members are represented fairly, equally, and without discrimination; and handling human relations issues at a low level before they become grievances or litigation. While some locals, especially smaller ones, depend on the OPFFA Human Relations Committee to act as a resource, Toronto has long been proactive with developing in-house expertise in this area. In 2017, L3888 continued with its leadership in this field by altering our constitution to officially add the “Equity Initiatives” component to the committee name and including members from the floor in order for the committee to better reflect those they represent.

What does it mean that Equity Initiatives are included in this TPFFA Committee mandate? As this Committee works to fully explore its newly formalized Equity Initiatives mandate, we embrace the history of the labour movement. This movement was founded on the principle that all people are equal and deserve mutual respect, and that working together makes us stronger. This committee works to identify and address systemic issues, and works to bring about increased solidarity and equity across L3888 for the benefit of all of its members. Equity is fairness or justice in the way people are treated. Having said that, we need to understand that treating everyone exactly the same may be equal but is not necessarily equitable. An equitable approach is one that acknowledges, among other things, historic and social circumstances that keep people from being on a level playing field. For example, identifying that only those who are pregnant are able to access a maternity clothing allowance may not be seen as “equal” but there is little doubt that providing all members with safe, well-fitting clothing is certainly “equitable”.

This was a long article what do I need to remember? What do we want you to remember from this article? We are stronger together. And your HREI Committee members are here to serve you. If you find yourself facing an HR Interview for any reason, know that we want to help you throughout the process. No matter your workplace situation, allow us to help you proactively. If your problem is outside our scope, we will refer you appropriately and confidentially. You are not alone. Reach out to any of our HREI Committee members: • Rodney Johnston • Kevin McCarthy • Mike Russell • Janos Cspreghi • Adina Kaufman • Julie Petruzellis • Frank Jones

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Toronto Fire Services Staff Complement By Rank - 2018 (Council Approved) with in year adjustment DIVISION Fire Prevention and Public Education

FIREFIGHTERS

CAPTAINS

DISTRICT CHIEF/ SENIOR FIRE BOAT CAPTAIN

DISTRICT CHIEFS

MANAGEMENT/ EXCLUDING STAFF/ LOCAL 79

TOTAL

167

239

Information and Communication Systems

16*

Software/data analysis

46.3

55.3

Communications

Accreditation Service Accreditation Service Admin Services Mechanical Maintenance

Training and Technical Operations

36*

Emergency Planning

2,714

104.3

3,214.3

Operations**

2,121

Policy, Project and Public Information

509

Senior Management Staff*

2,405

619

2018 BUDGET CHANGES

• Add 1 crew for Stn B (17 FF Ops 4 Captains = 21) • Add TCHC Taskforce (6 FP, 1 FP Captain, 2 Investigators, 1 Data Analyst = 10) • Delete 1 Info & Comm Captain (temp capital) • Delete 1 Mgr of Quality Assurance (Training) • Net: 29 New • Add Quality Assurance Inspection Audit (6 FF, 1 Captain, 1 Engineer, 2 Support Assistant B=11) - 2018 In year adjustment 20

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Note: Based on approved positions as reﬂected in the 2018 Operating Budget and Organizational Chart. Senior Management Staff* - Fire Chief, Deputies & AA at Fire Chief’s Ofﬁce. Vo l u m e 1 3 | I s s u e 3 | F I RE WAT CH 20

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28 30 31 32 33 34 35 36 37 38 39 40

1 2 8 3 1 6 8 13 2 7 6 2

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Average Age Average Years of Service Average Age when starting

45.9 46.0 46.3 46.6 46.9 46.7 46.2 45.9 45.6 46 45.6 17.4 17.5 17.6 17.9 18.1 17.7 17.9 17.9 17.5 16.9 16.4 31.7 30.7 30.6 28.3 31.4 30.1 30.3 30.5 29.8 29.4 30

Average age when retiring 56.1 56.3 56.8 56.9 58.6 57.7 57.9 59 58.6 56.5 57.7 Average sevice when retiring 30.4 30.5 31.6 29.3 32.0 30 30.8 30.8 30.6 30.5 32.1

2018 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 1994 1993 1992 1991 1990 1989 1988 1987 1986 1985 1984 1983 1982 1981 1980 1979 1978 1977 1976 1975 1974 1973

149 97 87 157 89 160 93 40 89 97 79 49 50 52 40 63 158 84 93 105 0 135 68 133 67 69 68 126 190 181 129 111 67 99 83 71 35 52 52 24 27 9 5 3 0 1

Left TFS

1 1 2 2 8 6 5 9 10 7 4 3 1

# of Members

50 53 54 55 56 57 58 59 60 61 62 63 67

Start Date

7 73 107 113 67 47 22 30 23 11 5 2 3

# of District Chief per each Service Year

# of District Chiefs each age

27 28 29 30 31 32 33 34 35 36 38 39 40

District Chief Years of Service

Age of District Chiefs

2 4 11 18 24 32 43 57 53 51 48 44 44 29 23 16 5 2 2 1

# of Captains per each Service Year

47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66

Captain Years of Service

247 87 153 45 102 92 33 72 86 69 43 34 38 37 48 139 61 76 92 122 59 112 58 59 56 95 140 142 89 59 24 40 37 27 3 13 8 5

# of Captains each age

0-1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39

Age of Captains

# of Members each Service Year

# of Members each age 3 2 12 16 25 22 40 57 46 61 54 55 71 64 65 60 51 53 51 46 62 44 53 75 95 84 85 78 106 91 92 102 111 114 116 109 104 86 83 51 38 35 13 5 2 1 1 1

Years of Service 3888 Members

Age of 3888 Members 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68

107 100 91 78 120 116 70 120 84 113 87 60 49 60 50 91 65 98 124 70 65

Operations Captain Average Age Captain Avg Years of Service DC Average Age DC Avg Years of Service

52.9 28.0 58.2 33.8

53.3 28.3 57.4 33.7

53.9 28.6 57.6 33.8

53.9 28.5 56.8 33.2

54.4 28.9 57.1 33.1

54.7 29.1 56.9 32.6

53.6 28.8 55.8 32.4

54.2 28.2 55.8 31.2

53.6 28.5 56.3 32.1

54.8 28.7 56.1 32.3

55.4 30.4 56.6 33.8

* This chart is produced from data on record January 1, 2019 in Operations Division. 304 members can retire without a penality as of this date. 302 are over 50 years old with at least 30 years service and 47 are 50 with an 85 factor.

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When the shift is over, we’ll still be on call.

offers confidential counselling services* at no charge to first responders in our community for emotional support and guidance with issues that may be difficult to talk about with family or friends. We’re here when you need us, so don’t hesitate to call.

THE TORONTO FIREFIGHTERS’ COMPASSION HELPLINE

Please call 800-854-8080. Available 24 hours a day. A complimentary community program for the Toronto Professional Fire Fighters’ Association, brought to you by your local Dignity Memorial® providers. To find the location nearest you, visit www.DignityMemorial.ca.

ANDREWS Community Funeral Centre Bramalea Chapel

DELMORO Funeral Home

JERRET Life Celebration Centre

ROSAR-MORRISON Funeral Home & Chapel

NORTH YORK

THORNHILL

TORONTO

COMSTOCK-KAYE Life Celebration Centre

GIFFEN-MACK Funeral Home & Cremation Centre

JERRET Funeral Homes

THOMPSON Funeral Home

PETERBOROUGH

TORONTO

AURORA

COURTICE Funeral Chapel

GIFFEN-MACK Funeral Home & Cremation Centre

OSHAWA Funeral Home

TRULL Funeral Home & Cremation Centre

BRAMPTON

COURTICE

OSHAWA

WEST HILL

TORONTO

*All services provided by advanced-degreed professionals employed by Charles Nechtem Associates, Inc. Dignity Memorial is a brand of Service Corporation International (Canada) ULC.

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Demographics and Statistics...Continued from page 21

Fleet Purchasing Status as 11, 2019 11, 2019 Fleet Purchasing Status asof February of February Quantity

Budget Year

New Truck(s)

Builder Chassis/Body

2018

Quint Aerials

Spartan/Smeal

TBD

2018-20

Pumper/Rescues

TBD

2018

High Capacity Foam Pumper/Tender

EmergencyOne

2018

Command

Spartan/SVI

2018

Canteen

TBD

2020

Articulating Boom

TBD

2019

HAZ MAT

TBD

2018

Fire Investigator Units

Chrysler

Busiest Unit By Unit Type Busiest Unit by Unit Type Unit Type AERIAL Air Light CHIEF CAR Command Vehicle Fire Investigator HAZ High Rise N/A PUMPER RESCUE

Unit ID

Max of 2018

A312

2,817

LA421

294

C33

5,452

CMD10

253

FI4

HZ332

1,695

HR332

4,843

FI11

P314

5,743

R325

4,120

SumCount of 2018of Unit ID RowStation Labels 332 17,441 AERIAL 30 312 11,400 Air Light 325 10,047 4 CHIEF331 CAR 8,431 19 313 8,204 Command Vehicle 2 Fire Investigator 6 HAZ 2 High Rise 1 N/A 8 PUMPER 54 RESCUE 28 Senior Staff 9 SPECIALTY 5 SQUAD 5 Water Tanker 1 Grand Total 174

CFI1 20 Busiest Unit by Unit Type

AERIAL SQUAD

Air Light Water Tanker CHIEF CAR Command Vehicle Fire Investigator HAZ

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High Rise

Unit ID

FB334 S313

A312

LA421

WT211

Max of 2018

178

3,584 18

All three units now delivered, being prepared for service with radio/CAD systems and Mechanical pre-inspections The three-term bid process has closed, with the proponents currently being evaluated prior to award Pre-construction meeting performed, waiting for Purchasing authorization and a Legal Agreement prior to issuing the Purchase Order In the final stages of design waiting for a formal preconstruction meeting and Purchasing authorization and Legal Agreement Currently out to bid for the two units to replace the very old existing trucks Currently in the design phase to replace one of the existing Bronto Towers Currently in the design Spacification stage to replace HAZ332 Waiting for delivery of four purpose-built Fire Investigator response units designed with "office" space, and separated clean and contaminated sections

Top 5Summary Busiest Stations Sum byBy UnitUnit TypeType

Senior Staff

SPECIALTY Unit Type

Status

2,817 294

C33

5,452

CMD10

253

FI4

HZ332

1,695

Sum of 2018 50,425 905 37,878 472 271 3,344 4,843 176 130,221 63,004 92 236 13,110 18 304,995

TopTop 5 5Busiest Stations Busiest Stations Station 332 312 325 331 313

Sum of 2018 17,441 11,400 10,047 8,431 8,204

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Demographics and Statistics...Continued from page 23

Unit Call Report Responses From: 2018-01-01 to 2018-12-31

Unit Responses From: 2018-01-01 to 2018-12-31

Unit Responses From: 2018-01-01 to 2018-12-31 Command

2018

Total

East

61,893

Other

1,040

North

69,230

South

109,689

West

63,143

Total

304,995

Dispatch Summary

Events by Command

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332 114

Demographics and Statistics...Continued from page 25

Command Vehicle

CMD30

219

CMD10

253

333

Air Light

LA333

262

421

Air Light

LA421

294

212

CHIEF CAR

C21

823

321

AERIAL

A321

825

324

AERIAL

A324

847

Unit Response Summary Unit Responses From: 2018-01-01 to 2018-12-31 Unit Responses From: 2018-01-01 to 2018-12-31 Station

Unit Type

Unit ID

2018

Unit Responses

411 Station

AERIAL Unit Type

A411 Unit ID

863 2018

863 Unit Responses

234

SPECIALTY

DE234

421 234

AERIAL SPECIALTY

A421 DE234

1,058 2

4330

N/A

FI12

341 4330

AERIAL N/A

A341 FI12

1,066 2

4330

Senior Staff

423 4330

AERIAL Senior Staff

A423 C4

1,071 3

4330

Senior Staff

345 4330

AERIAL Senior Staff

A345 C3

1,134 5

4330

Senior Staff

222 4330

PUMPER Senior Staff

P222 C7

1,140 5

4330

Senior Staff

211 4330

PUMPER Senior Staff

P211 C9

1,203 7

4330

N/A

FI13

244 4330

PUMPER N/A

P244 FI13

1,217 7

4330

Senior Staff

432 4330

AERIAL Senior Staff

PL432 C2

1,227 9

4330

N/A

C50

235

SPECIALTY

TRS235

441 235

AERIAL SPECIALTY

A441 TRS235

1,277 10

4330

Senior Staff

226 4330

PUMPER Senior Staff

P226 C8

1,326 11

4330

N/A

REHAB01

131 4330

PUMPER N/A

P131 REHAB01

1,373 12

4330

Senior Staff

435 4330

CHIEF CAR Senior Staff

C43 C6

1,432 14

211

Water Tanker

WT211

135 211

AERIAL Water Tanker

A135 WT211

1,442 18

4330

Senior Staff

412 4330

RESCUE Senior Staff

R412 C1

1,456 18

4330

Senior Staff

CFI1

415 4330

AERIAL Senior Staff

A415 CFI1

1,482 20

322 4330

AERIAL SPECIALTY

A322 SUP7

1,483 21

21 4330 Responses SPECIALTY From:SUP7 Unit 2018-01-0121 to 2018-12-31

4330

N/A

MPV341

445

CHIEF CAR

C44

1,491

4330

SPECIALTY

BOX12

434

RESCUE

R434

1,504

4330

Fire Investigator

FI6

426

AERIAL

A426

1,505

4330

N/A

FI9

432

PUMPER

P432

1,532

4330

Fire Investigator

FI5

433

AERIAL

A433

1,534

4330

N/A

FI10

113

PUMPER

P113

1,548

4330

Fire Investigator

FI7

227

PUMPER

P227

1,566

4330

Fire Investigator

FI3

125

PUMPER

P125

1,596

4330

N/A

FI11

321

RESCUE

R321

1,601

4330

Fire Investigator

FI8

4330

Fire Investigator

FI4

444

RESCUE

R444

1,662

4330

CHIEF CAR

C10

326

RESCUE

R326

1,667

4330

CHIEF CAR

C20

109

131

AERIAL

A131

1,674

4330

CHIEF CAR

C40

110

214

RESCUE

R214

1,676

4330

CHIEF CAR

C30

147

332

HAZ

HZ332

1,695

231

Air Light

LA231

172

123

PUMPER

P123

1,720

Air Light

LA114

177

114

335 332 114

1,649 145 Responses HAZ 1,649 Unit From:HZ145 2018-01-01 to 2018-12-31

242

CHIEF CAR

C24

1,728

SPECIALTY

FB334

178

342

PUMPER

P342

1,729

PUMPER

P335

198

425

RESCUE

R425

1,740

CMD30

219

135

PUMPER

P135

1,769

AERIAL

A226

1,779

Unit Responses From: 2018-01-01 to 2018-12-31 334

1,272 215 Responses AERIAL 1,272 9 4330 N/A C50 9 to 2018-12-31 Unit From:A215 2018-01-01

Command Vehicle

CMD10

253

226

333

Air Light

LA333

262

315

AERIAL

A315

1,796

421

Air Light

LA421

294

241

RESCUE

R241

1,811

212

CHIEF CAR

C21

823

212

PUMPER

P212

1,829

321

AERIAL

A321

825

122

RESCUE

R122

1,831

324

AERIAL

A324

847

233

PUMPER

P233

1,853

411

AERIAL

A411

863

422

PUMPER

P422

1,868

421

AERIAL

A421

1,058

133

AERIAL

A133

1,885

341

AERIAL

A341

1,066

423

AERIAL

A423

1,071

345

AERIAL

A345

1,134

P222

1,140

P211

1,203

Fire Watch Volume 13 Issue 3 v18.indd 26 PUMPER 222 211

PUMPER

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135

PUMPER

P135

1,769

226

AERIAL

A226

1,779

232

PUMPER

P232

2,432

315

AERIAL

A315

1,796

443

PUMPER

P443

2,436

241

RESCUE

R241

1,811

224

RESCUE

R224

2,438

212

PUMPER

P212

1,829

415

PUMPER

P415

2,443

122

RESCUE

R122

1,831

143

SQUAD

S143

2,455

Unit Responses From: 2018-01-01 to 2018-12-31

Unit Response Summary Unit Responses From: 2018-01-01 to 2018-12-31 Unit Responses From: 2018-01-01 to 2018-12-31 233

PUMPER

P233

1,853

243

RESCUE

R243

2,465

422 Station

PUMPER Unit Type

P422 Unit ID

1,868 2018

1,868 Unit Responses

423 Station

RESCUE Unit Type

R423 Unit ID

2018 2,480

Unit Responses 2,480

234 232

SPECIALTY SQUAD

DE234 S232

2 2,490

1,885 133 Responses AERIAL From: A133 1,885 Unit 2018-01-01 2 234 SPECIALTY DE234 2 to 2018-12-31

431 4330

PUMPER N/A

P431 FI12

1,906 2

4330 311

N/A PUMPER

FI12 P311

2 2,498

445 4330

SQUAD Senior Staff

S445 C4

1,907 3

4330 115

Senior Staff RESCUE

C4 R115

3 2,500

113 4330

AERIAL Senior Staff

A113 C3

1,921 5

4330 225

Senior Staff RESCUE

C3 R225

5 2,511

121 4330

PUMPER Senior Staff

P121 C7

1,933 5

4330 421

Senior Staff RESCUE

C7 R421

5 2,519

426 4330

PUMPER Senior Staff

P426 C9

1,971 7

4330 323

Senior Staff CHIEF CAR

C9 C32

7 2,535

343 4330

PUMPER N/A

P343 FI13

1,972 7

4330 433

N/A PUMPER

FI13 P433

7 2,536

331 4330

AERIAL Senior Staff

A331 C2

1,980 9

4330 141

Senior Staff PUMPER

C2 P141

9 2,543

133 4330

RESCUE N/A

R133 C50

1,984 9

4330 142

N/A AERIAL

C50 A142

9 2,543

111 235

PUMPER SPECIALTY

P111 TRS235

1,992 10

235 334

SPECIALTY PUMPER

TRS235 P334

10 2,547

242 4330

PUMPER Senior Staff

P242 C8

2,003 11

114 4330

AERIAL N/A

T114 REHAB01

2,026 12

143 4330

225 4330

CHIEF CAR Senior Staff

C22 C6

2,034 14

325 4330

231 211

RESCUE Water Tanker

R231 WT211

2,039 18

413 211

415 4330

CHIEF CAR Senior Staff

C41 C1

2,047 18

331 4330

423 4330

CHIEF CAR Senior Staff

C42 CFI1

2,066 20

435 4330

RESCUE SPECIALTY

R435 SUP7

2,068 21

341

RESCUE

R341

2,087

2,109 222 Responses AERIAL From:A222 2,109 Unit 2018-01-01 to 2018-12-31

11 2,578 4330 Senior Staff From:R345 C8 11 to 2018-12-31 345 Responses RESCUE 2,578 Unit 2018-01-01

PUMPER N/A

P143 REHAB01

2,588 12

AERIAL Senior Staff

A325 C6

2,661 14

RESCUE Water Tanker

R413 WT211

2,669 18

SQUAD Senior Staff

S331 C1

2,674 18

112 4330

RESCUE Senior Staff

R112 CFI1

2,686 20

114 4330

PUMPER SPECIALTY

P114 SUP7

2,735 21

145

PUMPER

P145

2,745

134

RESCUE

R134

2,758

142

PUMPER

P142

2,132

234

PUMPER

P234

2,788

245

PUMPER

P245

2,154

312

AERIAL

A312

2,817

116

PUMPER

P116

2,174

111

CHIEF CAR

C11

2,870

445

PUMPER

P445

2,183

344

PUMPER

P344

2,891

235

RESCUE

R235

2,217

442

PUMPER

P442

2,979

231

AERIAL

A231

2,226

146

PUMPER

P146

3,004

333

AERIAL

T333

2,227

132

PUMPER

P132

3,086

322

PUMPER

P322

2,240

221

PUMPER

P221

3,161

244

AERIAL

A244

2,297

426

RESCUE

R426

3,173

324

PUMPER

P324

2,315

231

CHIEF CAR

C23

2,348

323

PUMPER

P323

2,355

223

PUMPER

P223

2,358

345

CHIEF CAR

C34

2,358

441

RESCUE

R441

2,366

142

CHIEF CAR

C14

2,387

213

AERIAL

A213

2,398

2,398 411 Responses RESCUE From:R411 2,398 Unit 2018-01-01 to 2018-12-31

232

PUMPER

P232

2,432

443

PUMPER

P443

2,436

224

RESCUE

R224

2,438

415

PUMPER

P415

2,443

143

SQUAD

S143

2,455

243

RESCUE

R243

2,465

423

RESCUE

R423

2,480

232

SQUAD

S232

2,490

311

PUMPER

P311

2,498

115

RESCUE

R115

2,500

225

RESCUE

R225

2,511

RESCUE

R421

2,519

CHIEF CAR

C32

2,535

Fire Watch Volume 13 Issue 3 v18.indd 27 421 323

3,251 132 Responses CHIEF CAR From: C13 3,251 Unit 2018-01-01 to 2018-12-31

Unit Responses From: 2018-01-01 to 2018-12-31 Unit Responses From: 2018-01-01 to 2018-12-31 Unit ResponsesPUMPER From: 2018-01-01 to 2018-12-31 3,252 315 P315 3,252 315 315

325

325 325

313313

PUMPER PUMPER

P315 P315

PUMPER

PUMPER PUMPER

P325 P325

3,252 3,252

P325 3,266 3,266

SQUAD SQUAD S313

S313 3,584

331331

PUMPER PUMPERP331

3,777 P331

333

PUMPER

313 331

333

333 312

312312 325

325325 312

312312 313 313

313

SQUAD

S313

PUMPER

P331

PUMPER

RESCUE RESCUE R325

4,120 R325

CHIEF CAR C31 CHIEF CAR PUMPER P313

4,601 C31

RESCUE

R325

CHIEF CAR

C31

P313

PUMPER

High Rise

332332

High RiseP332 PUMPER

332

332332 332 314

332

314

High Rise PUMPER

HR332 HR332 P332

CHIEF CAR PUMPERC33 CHIEF CAR PUMPER

C33

P314

CHIEF CAR

PUMPER

P314

Total PUMPER Total

Data obtainted from CAD

4,120 4,601 4,620 4,620

P313 4,843 4,843

HR332 5,232 5,232

5,452 P332 5,452 5,743

C33

5,743

304,995 P314 304,995

Total

3,266

P315

3,252

P325

3,266

S313

3,584

3,7773,777 331

PUMPER 3,777

P331

3,777

PUMPER

P333

3,782

PUMPER

P312

3,982

R325

4,120

C31

4,601

P313

4,620

HR332

4,843

3,584 3,777

3,982 312

P312 3,982

PUMPER

SQUAD 3,584

3,982

3,782

PUMPER

3,5843,584 313

P333

PUMPERP312 PUMPER

PUMPER

3,266

P312

P333

3,782

3,266

3,266 325

3,782 333

332 332

3,777

3,252

P333

PUMPER

3,584

3,252 315

3,782

3,9823,982 4,120 325

RESCUE

4,601 312

CHIEF CAR

4,620 313

PUMPER

4,1204,120 4,601

4,601

4,620

3,782 3,982 4,120 4,601 4,620

4,843 332

High Rise

5,2324,843 332

PUMPER 4,843

P332

5,232

5,4525,232 332

CHIEF CAR5,232

C33

5,452

5,743 314

5,452

PUMPER 5,452

P314

5,743

304,995 5,743 304,995

5,743

Total

304,995

4,843 5,232 5,452 5,743

304,995

Data obtainted from CAD

A unitobtainted responsefrom is defined Data CAD as a dispatched unit that has recorded either an A unit response is defined as a dispatched unit that has recorded either an enroute time or is andefined arrival time an event unit that has recorded either an enroute time or an arrival time to an event A unit response as a to dispatched

All Eventtime Types enroute orare an includedReport arrival time to anperiod eventfrom: 2018-01-01 to 2018-12-31 All Event Types are includedReport period from: 2018-01-01 to 2018-12-31

Data Station defined thefrom stationCAD where the unit dispatched from All Eventisobtainted Types areasincludedReport period from:was 2018-01-01 to 2018-12-31 Station is defined as the station where the unit was dispatched from A unit response defined dispatched unit Station is defined as theis station where as the a unit was dispatched fromthat has recorded either an enroute time or an arrival time to an event

All Event Types are includedReport period from: 2018-01-01 to 2018-12-31

Vo l u m e 1 3 | I s s u e 3 | F I RE WAT CH 27

Station is defined as the station where the unit was dispatched from

2019-04-02 5:37 PM

Demographics and Statistics...Continued from page 27

Operational EventsOperational Events 2014 2015 2016 2017 2018 Carbon Monoxide 3,720 3,562 3,814 3,238 3,154 CBRN & Hazardous Materials 1,309 1,459 1,429 1,608 1,576 Emergency Fire 34,647 35,093 32,879 34,095 36,415 Medical 51,963 54,318 57,574 61,511 68,089 Non Emergency 882 917 1,089 957 1039 Other Emergency Events 7,677 7,710 7,361 7,766 9,533 Technical Rescue 3,346 3,531 3,655 3,572 4,190 Vehicle Incident 8,182 9,030 9,070 9,341 9,408 Total Response Events 111,726 115,620 116,871 122,088 133,404 Total Emergency Response Events 110,844 114,703 115,782 121,131 132,365 % Change Total Emergency Events

2.1%

3.5%

0.9%

4.6%

9.3%

Operational Operational Unit ResponsesUnit Responses 2014 2015 2016 2017 2018 Carbon Monoxide 4,348 4,052 4,457 3,809 3,706 CBRN & Hazardous Materials 2,558 2,914 3,085 3,633 3,420 Emergency Fire 171,448 171,550 163,453 170,274 181,928 Medical 53,098 55,576 59,014 62,678 69,186 Non Emergency 942 989 1198 1,063 1,105 Other Emergency Events 15,246 15,793 14,808 15,168 16,910 Technical Rescue 8,054 8,652 8,894 8,888 10,346 Vehicle Incident 15,838 17,360 17,455 18,348 18,394 Total Response Events 271,532 276,886 272,364 283,861 304,995 Total Emergency Response Events 270,590 275,897 271,166 282,798 303,890 % Change Total Emergency Events 2.8% 2.0% -1.7% 4.3% 7.5%

Operational Performance Scorecard Operations Performance Scorecard 2013

# of Events All Emergency Events

First-In Response

Effective Fire Response

Fire Watch Volume 13 Issue 3 v18.indd 28

2014

2015

2016

2017

110,844

114,703

115,782

121,131

18,119

17,938

18,379

17,525

17,484

1:21

0:55

0:51

0:49

0:48

85% 2:12 43% 5:14 75%

93% 2:12 41% 5:06 75%

95% 2:12 45% 5:03 76%

95% 2:08 50% 5:02 75%

96% 2:20 50% 5:02 76%

7:55

7:17

7:11

7:03

77%

81%

82%

83%

10:45

10:37

10:29

10:28

10:29

88%

89%

90%

All 108,542 Emergency Effective Firefighting Call Processing 1:04 Turnout 1:20 Travel 4:00 Total Response 6:24 Total Response 10:24

Vo l u m e 1 3 | I s s u e 3 | F I RE WAT CH 28

2019-04-02 5:37 PM

Age of Current Fleet AERIALS

2007

24153

P432

Spartan

Smeal

2013

25053

R435

Spartan

ERV

2001

27014

A222

Spartan

Smeal

2007

24155

P426

Spartan

Smeal

2013

25047

R441

Spartan

ERV

2001

27015

A215

Spartan

Smeal

2010

25033

P211

Spartan

Crimson

2013

25045

R444

Spartan

ERV

2004

27024

A321

Spartan

Smeal

2010

25034

P333

Spartan

Crimson

2014

25064

R122

E-One

2005

27027

T333

E-One

2010

25035

P312

Spartan

Crimson

2014

25065

R241

E-One

2006

27029

A423

Spartan

Smeal

2010

25037

P325

Spartan

Crimson

2014

25062

R321

E-One

2006

27030

A131

Spartan

Smeal

2010

25038

P141

Spartan

Crimson

2014

25063

R345

E-One

2007

27031

A231

Spartan

Smeal

2010

25040

P322

Spartan

Crimson

2014

25057

R412

E-One

2007

27032

A113

Spartan

Smeal

2010

25041

P331

Spartan

Crimson

2014

25059

R425

E-One

2007

27033

A244

Spartan

Smeal

2010

25042

P314

Spartan

Crimson

2016

25072

R413

Spartan

ERV

2007

27034

A411

Spartan

Smeal

2010

25043

P323

Spartan

Crimson

2007

27035

A213

Spartan

Smeal

2013

25056

P332

Spartan

ERV

2007

27036

PL432

Spartan

Smeal

2014

25058

P433

E-One

2009

28015

S313

Spartan

2006

27037

T114

E-One

2014

25060

P445

E-One

2012

28016

S331

Spartan

2009

27038

A341

Spartan

Smeal

2014

25061

P315

E-One

2013

28017

S143

Spartan

2012

27039

A322

Spartan

Smeal

2017

25066

P227

Spartan

ERV

2016

28018

S445

Spartan

2012

27040

A142

Spartan

Smeal

2016

25067

P121

Spartan

ERV

2016

28019

S232

Spartan

2012

27041

A415

Spartan

Smeal

2016

25068

P132

Spartan

ERV

2012

27042

A441

Spartan

Smeal

2016

25069

P114

Spartan

ERV

2012

27043

A133

Spartan

Smeal

2016

25070

P233

Spartan

ERV

1998

30017

DECON 234

Freightliner

PK Vans

2012

27044

A433

Spartan

Smeal

2016

25071

P311

Spartan

ERV

2005

30031

WT211

Freightliner

Dependable

2015

26034

A315

E-One

2017

25073

P142

Spartan

ERV

2005

30032

HAZ332

Spartan

Seagrave

2015

26035

A331

E-One

2017

25074

P146

Spartan

ERV

2008

30034

COM10

Freightliner

PK Vans

2015

27045

A135

Spartan

Smeal

2017

25075

P221

Spartan

ERV

2009

30035

HMS332

Ford LCF

DEL Unicel

2015

27046

A421

Spartan

Smeal

2016

25076

P313

Spartan

ERV

2010

30036

HAZ145

Spartan

Dependable

2015

27047

A226

Spartan

Smeal

2017

25077

P344

Spartan

ERV

2010

30038

A/L 421

Freightliner

Dependable

2015

27048

A345

Spartan

Smeal

2017

25078

P442

Spartan

ERV

2010

30039

A/L 231

Freightliner

Dependable

2017

26036

A312

Spartan

Smeal

2017

25079

P145

Spartan

ERV

2012

30044

COM30

Freightliner

EVI

2017

26037

A426

Spartan

Smeal

2018

25083

P222

Spartan

ERV

2015

30061

MPV341

Ford F550

CET

2017

26038

A324

Spartan

Smeal

2018

25084

P226

Spartan

ERV

2015

30062

P552

Ford F550

CET

2017

26039

A325

Spartan

Smeal

2018

25082

P135

Spartan

ERV

2015

30065

TR235

Freightliner

Dependable

2018

25085

P343

Spartan

ERV

2015

30066

A/L 333

Freightliner

Dependable

2018

25080

P111

Spartan

ERV

2015

30067

A/L 114

Freightlinerr

Dependable

2018

25081

P232

Spartan

ERV

2015

30070

Rehab

Freightliner

PK Vans

2018

30073

HR332

Spartan

Dependable

2019

30076

HMS145

Isuzu

NRR DEL Unicel

2015

30062

P552

Ford F550

CET

PUMPERS

E-One E-One

SQUADS

SUPPORT

1997

24076

P335B

E-One

2004

24114

P131

Spartan

Smeal

2006

24118

P335

Ford

Dependable

RESCUES

2007

24133

P123

Spartan

Seagrave

2009

25032

R112

Spartan

Smeal

2007

24134

P422

Spartan

Seagrave

2009

25031

R115

Spartan

Smeal

2007

24136

P431

Spartan

Seagrave

2009

25030

R133

Spartan

Smeal

2007

24137

P443

Spartan

Seagrave

2009

25028

R224

Spartan

Smeal

2007

24138

P234

Spartan

Seagrave

2009

25029

R235

Spartan

Smeal

2005

24119

TRP2

Spartan

Seagrave

2007

24139

P244

Spartan

Seagrave

2009

25027

R341

Spartan

Smeal

2005

24120

TRP1

Spartan

Seagrave

2007

24140

P116

Spartan

Seagrave

2009

25026

R411

Spartan

Smeal

2004

24113

TRP3

Spartan

Smeal

2007

24141

P143

Spartan

Smeal

2010

25044

R225

Spartan

Crimson

2016

24156

TRP4

Spartan

ERV

2007

24142

P125

Spartan

Smeal

2010

25039

R423

Spartan

Crimson

2016

24157

TRP5

Spartan

ERV

2007

24143

P242

Spartan

Smeal

2010

25036

R426

Spartan

Crimson

2007

24144

P113

Spartan

Smeal

2013

25049

R134

Spartan

ERV

2007

24145

P342

Spartan

Smeal

2013

25051

R214

Spartan

ERV

2007

24147

P223

Spartan

Smeal

2013

25054

R231

Spartan

ERV

2007

24148

P245

Spartan

Smeal

2013

25048

R243

Spartan

ERV

2007

24149

P334

Spartan

Smeal

2013

25050

R325

Spartan

ERV

2007

24150

P212

Spartan

Smeal

2013

25052

R326

Spartan

ERV

2007

24151

P415

Spartan

Smeal

2013

25055

R421

Spartan

2007

24152

P324

Spartan

Smeal

2013

25046

R434

Spartan

TRAINING DIVISION

MECHANICAL & FIRE BOAT 1964

10111

WL Mackenzie

1982

10110

Wlm Thornton

2003

20285

MRU20

GMC C8500

Seagrave

ERV

2005

20299

MRU40

Freightliner

Dependable

ERV

2011

30037

MRU10

Freightliner

Dependable

Vo l u m e 1 3 | I s s u e 3 | F I RE WAT CH 29

Fire Watch Volume 13 Issue 3 v18.indd 29

2019-04-02 5:37 PM

Member Profile on D BY TONY MACDONALD, RETIRED TORONTO FIRE CAPTAIN

avid Cossitt was born and raised on a farm just outside of Brussels, Ontario. He attended high school in Wingham, then majored in Field Crops & Livestock at Ridgetown College of Agricultural Technology. He says “My first job after College was on a large dairy farm where my duties included milking cows and operating large farm machinery. After this I moved on to a job as a dispatcher for Boyd’s Feed Mill.” He comes from a long line of people who have served. His grandfather was in the Air Force, and his father was in the Royal Canadian Navy. He has two brothers-in-law, a sister-in-law, and a brother, who are either active or retired Police Officers. He also has a nephew who is a Firefighter. David has always had a strong commitment to help people, so it comes as no surprise that he became a Firefighter. He began as a Volunteer Firefighter with the Town of Ajax in 1994. He continued with Ajax until the Scarborough Fire Department hired him in June of 1996.

Fire Watch Volume 13 Issue 3 v18.indd 30

“One of the largest fires I have attended was the Hickson fire, just after amalgamation. It was a Sunday afternoon on the old shift and shortly after our arrival the flames broke through the roof. I can remember the immense heat coming off the building so much that we had to pull the trucks back from the building. The propane cylinders were exploding and blowing through the air and landing all over the place. This fire lasted for a number of days, a number of firefighters that were at this fire have been diagnosed with some form of cancer.” David has been a rope STI for 15 years, helping Squad members learn how to handle different rope rescue situations. He has gained valuable experience while rappelling from City Hall, out of the ceiling of the Rogers Centre, and down the inside of the CN Tower. “I’ve been involved in numerous Bluff Rescue calls where we had to rescue people who were trapped on the Scarborough Bluffs. One of the more difficult recues I have attended, involved a couple of girls trapped on a ridge part way down the bluffs. Even finding them was difficult. We used a combination of high angle work, and traversing across a long ridge to locate them, and to get to them. In the end it was decided best to bring gear with a second rescuer and lower them from where we found them. As much as it is serious work doing Technical Rescues, the training is very enjoyable and helps build comradery amongst the crews.” He worked as an A.R.T.I. for the last recruit class. “It was great to be able to get back into the burn tower with the eager recruits, and hone some of my Acting Captain skills.” He is currently assigned to P-313 on A Platoon. “I enjoy seeing recruits that I helped to train, working at incidents. It is fun to now see them working as a firefighters, and of course, giving them a hard time!” For five years he has worked as a Hall Steward and a Health and Safety representative. He served on the Ceremonial and Bereavement Committee for two years. “Being there for the family members of a brother or sister firefighter is very important. The family members

Vo l u m e 1 3 | I s s u e 3 | F I RE WAT CH 30

2019-04-02 5:37 PM

n David Cossitt appreciate the assistance we provide to them. The Ceremonial & Bereavement Committee has the organizational experience to help the family with the large number of people that attend LODD funerals. This assistance eases the pressure on the families.” They can offer advice on what will happen and provide information to the family on what to expect with this type of funeral. He has attended Line Of Duty Deaths in Cincinnati, Chicago, twice in New York City, as well as many local ones here in Ontario. “Another way I like to support, is by attending different St. Patrick’s Day Parades. I have attended parades as far away as New York City, Savannah, Georgia and Worcester, Massachusetts”. The project that has kept David busy lately is the Toronto Professional Firefighters Celtic Society. It was started in 2006 and he was one of the original executive members. In 2014 he became the President. The T.P.F.F.C.S. is a non-profit organization that raises money primarily for children’s charities, but also supports the T.F.S. Pipes and Drums and some other firefighter charities, such as the Canadian Fallen Firefighters Foundation. The T.P.F.F.C.S. is 100% volunteer run, and there are 4 board members. They have built up this organization, from originally donating a couple thousand dollars annually to currently donating $50,000 to 60,000 each year. They put on fundraisers and sell merchandise to help raise money to donate to many great causes. The Celtic Society works closely with TPFFA and the Toronto St. Patrick’s Day Parade committee to help increase the attendance at the Toronto Parade. “We have invited locals from across North America to join us and we have had the pleasure of hosting them”. The number of Firefighters marching in the parade has grown from 50 or 60 to close to 400 marching now. Camp Bucko is the only burn camp in Ontario for children who have suffered a burn injury. These children are the biggest recipient of the funds raised. T.P.F.F.C.S. hosts a Curling Bonspiel for Firefighters in February that sells out in one day! This is a great social event and is one of their largest fundraisers.

Vo l u m e 1 3 | I s s u e 3 | F I RE WAT CH 31

Fire Watch Volume 13 Issue 3 v18.indd 31

2019-04-02 5:37 PM

Fire Watch Volume 13 Issue 3 v18.indd 32

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Member Profile...Continued from page 31

“As a family we get away on yearly ski vacations, either in Whistler, or in various spots in Eastern Canada and the USA.” David still enjoys playing house league hockey in the Scarborough league. David says “I have always thought it very important to stay involved in our job. I respect the amount of work that past and present Firefighters have put into our profession, which has made firefighting a very respected career.” The Celtic Society attends, and also urges our members to attend the Canadian Fallen Firefighters Memorial in Ottawa on the second Sunday in September. “I have attended many memorials over the years, and I believe that the National Memorial is very poorly attended by Firefighters. I have seen the names of a few Firefighters that I have worked with, added to the wall.” After attending the 2016 memorial David started thinking about how they can draw attention to the memorial and increase the participation in it. He thought of the different rides and runs that other Emergency Services do and wondered why we don’t do one. He was a recreational cyclist and thought about organizing a ride. He reached out to fellow cyclists Matt Drenters and Ken De Jong. He ran his idea of putting together a two-day ride from Toronto to Ottawa to raise funds and awareness for the memorial. They both thought it would be demanding but attainable. He then proceeded to talk to Chief Pegg and President Ramagnano and received approval from each of them. In the spring of 2017, a notice was put out for the ride and they had 12 riders from Toronto participate in the inaugural ride. They were able to get some sponsorship to help cover the costs and reserved some seats on the TPFFA bus back to Toronto from Ottawa. On the day of the ride, a number of media personnel were in attendance to cover the riders departure and raise some awareness for the ride. “We rode to Napanee the first day, and then rode to Ottawa the second day! Although we came up short on our goal of raising $10,000.00 for the Foundation I was extremely happy that 11 out of the 12 riders were attending the Memorial for the first time”. On the Saturday night before the Memorial there is a tradition in Ottawa’s market area called Pipes and Pints. Firefighters and Pipers gather in the market for the evening. This has become an annual event for many who attend the memorial where a lot of laughter and good times occur. The 2018 ride was opened up and we had 26 riders from Toronto,

Hamilton, Ottawa and Whitby. Ten out of the twelve riders from the previous year were back for the 2018 ride. Due to some hotels issues they had to ride to Kingston the first day. This made the first day a 270 km ride! With the generosity of Comtech Fire - Credit Union who hosted them on their arrival, it was all worth it. The second day was a much easier ride and they actually arrived 45 minutes ahead of schedule. With a very generous donation from M & L Supply - Fire & Safety, they were able to make their financial goal, as well as having new members attend the Memorial. Comtech even bought radio ads to promote the ride and that was greatly appreciated! David would also like to thank TFS Management and the Executive of TPFFA for their support because without it, the ride would not be possible. The 2019 ride looks to be bigger and better with lots of interest and a possibility of extending the distance. Stay tuned for more information. David received the Al Pearsall award from the TPFFA in 2017. This award is presented annually to the 3888 member who contributed time, energy, and ability towards the improvement of their community and fellow citizens, while off duty. After outlining his many services to others, his award states “David’s exemplary service to others while off duty clearly demonstrates what the Al Pearsall award is all about.” David responds “I was honoured to receive this award and am very proud of it. It means a lot to be recognized by your peers!”

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Telling Stories:

Where There is Smoke BY JULIE PETRUZZELLIS, TORONTO FIRE FIGHTER, STATION 331-B

How do you change a story that everybody thinks they already know? How do you change it when it’s already been written and repeated over and over again?

Imagine this story is about you. It’s all over the media. Everyone hears it and repeats it back to you like it’s the only story there is. Imagine telling the media: “Hey, that’s not my story.” And then imagine them responding: “Don’t be silly, we know your story and we can tell it better than you.” The story goes something like this: “Firefighting is a man’s job. Some women have made inroads, but firefighting is really a job performed by firemen since most

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women aren’t strong enough to do the work or aren’t interested in the job. Because firefighters are overwhelmingly men, women will experience ongoing sexual harassment and assault in their workplaces. Men will remain hostile to women joining the profession because women have been hired to fill equity quotas without being fully qualified for the job.” With this story dominating the conversation, any firefighter could be forgiven her hesitation to get out of bed in the morning. The Women Firefighter Narrative Visibility Project was conceived as a way to interrupt the repetitive loop of this story. Fire Service Women Ontario partnered with community arts organization Red Dress Productions to find a way for women firefighters to tell their own stories in their own words without having to rely on the media to get it right. There is no denying that workplace sexual harassment and assault are a problem to which the first responder community is not immune. But the presumption that this is the only experience that women have as firefighters underscores the limits of the public’s understanding of our profession. Consider how little the public, your friends, and even your families actually know about your profession - the calls you run, the tools you use, your traditions, uniforms, expectations, career trajectory,

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protocols, hierarchies, health and safety risks, linguistic idiosyncrasies, mourning practices, subcultures … the list goes on. The Women Firefighter Narrative Visibility Project became “Where There Is Smoke” - an evocative multimedia art installation with 30 minutes of curated audio recordings as centerpiece. These audio pieces were created by the artists at Red Dress Productions from recordings made at a dozen writing workshops across southern Ontario. The stories range from humorous workaday moments at the station to deeply personal accounts of fire calls. Personally, I found the piece recounting a high-rise fire in a hoarder’s home particularly resonant. By challenging the established story about firefighters we could also challenge the image of the archetypal firefighter: that strong white guy we all picture. Several audio pieces used a layering technique with similar statements repeated multiple times by different workshop participants, such as “Do they let you drive the truck?” The end result is a funny crescendo of voices that makes the question seem absurd. Of course we drive the truck. The piece challenges the listener to reexamine assumptions they might have about us. Disrupting this archetypal image and the story he embodies was the primary goal of the project. But the project also had the objective of mitigating the effects of alienation women feel in the workplace when they are “the other.” Workshop participants included more than 30 professional and volunteer firefighters ranging in experience from pre-service college students to women contemplating retirement after 25 years of service. It’s hard to describe what the two-hour workshops were like. They involved a lot of laughter and commiseration, some surprises and tears - all guided by thoughtful writing exercises led by community-based artists.

Here is what one participant had to say: “I will often be the only woman, not only on my truck, but at a fire scene or a training session, the only woman among a dozen or more firefighters. And most of the time I don’t really notice it and it’s fine. But when I do get to be in a room of all female firefighters, that’s when I realize what I’ve been missing … You don’t know what you’ve been missing until you suddenly have it … The storytelling and camaraderie was something I didn’t know I needed so badly.” The workshops met the key need to increase women’s sense of inclusion in the fire service workplace. They also created networking and mentorship opportunities for women firefighters. An inaugural installation of Where There Is Smoke was presented at a public event on June 16, 2018 at the Workers Arts and Heritage Centre in Hamilton. The event was open to all and many southern Ontario fire chiefs and union leaders were in attendance. The presentation furthered the project goal of increasing public understanding of the work of firefighting, including showing little girls that they can grow up to be firefighters. One member of the public had this to say about the installation: “I thought I knew what firefighting was about; this experience made me realize how incomplete that idea was. It showed me the human and the humane aspects of something that now I can hardly call a job.” There are plans afoot to bring these stories to more firefighters and members of the public. An installation is currently being organized for next year in New York City at the FDNY museum, and other events and workshops are being planned for the future. Going forward, the stories will be used by various fire departments as public education and recruitments tools. Where There Is Smoke was made possible by the generous support of the Workers Arts and Heritage Centre in Hamilton, the Toronto Professional Firefighters’ Association, Toronto Fire Services, Fire Service Women Ontario, Red Dress Productions, and the Ontario Arts Council.

This article was originally published in the Fall 2018 issue of the Fire Service Women Ontario magazine, available at www.fswo.ca

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STATION 314 BY BERNICE HALSBAND, TORONTO FIRE FIGHTER, STATION 343-C

A PROUD HALL There’s no doubt that our job can be a weird one. Not only is what we do often far from the expectations of the public and what they think our job entails, but the tactile part of our job can also be overlooked and often be seen as weird!

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When people ask me what it’s like to see gory things when firefighters arrive to a call, my answer has become very simple: I’m lucky and haven’t been exposed to half the unfortunate things some of my brothers and sisters on Toronto Fire have, and everything gory can be boiled down to the most honest truth - ‘It’s what happens when velocity, gravity and solid objects meet’. In other words, it always makes complete sense to me. Of course, I, like many other individuals on the job, can be speechless when it comes to the truly puzzling part of why people get sick, commit suicide or even hurt each other; it’s something that can be very difficult to understand, let alone comprehend. I’m always surprised and for some reason, morbidly fascinated by the stories that come out of station 314. They are, of course, similar to the stories that come out of other halls, but definitely nuanced to the history or the area. All the shifts on 314 are welcoming, sociable and funny but at the same time, you can tell all the crew members take hall pride very seriously.

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The feeling of the former is evident the second you walk through station 314’s front door. It’s the open concept of the kitchen, dining area and living room that sucks you in and brings you together so easily; it’s so clear that this is where all the action happens! The latter is evident by the way the room is put together. The centrepiece is the station’s logo on a beautiful dinner table. The old walls keep the evidence of the front-page news on fires, rescues and other incidents. There are citations, blueprints, a cool firefighter standard bearer with a rainbow flag, old relics from the former Toronto Fire Department and much more. It really is quite interesting to review and absorb when visiting the station. The original wood lockers from 1924 are still in good working order, and probably have not changed much. Pictures of loved ones, one or more spare mag-tags, razors, shaving cream and it’s lids full of change, some extra fatigues or hats, floss, toothpaste, toothbrush, gym stuff and of course, the odd rubber chicken; all of which symbolize a functioning fire station and working crews, no matter what generation you are from! There have been times when I’ve parked at 314 and, as expected, I poked my head in to ask for permission and without a doubt, I usually see the whole crew hanging out together and enjoying each other’s company. Don’t get me wrong, of course the crews who work in station 314 are like many of the fire halls in Toronto but one thing has been fairly constant over the past many years: It’s the busiest truck in Canada. According to Volume 12 Issue 4 of the Fire Watch magazine, station 314 ran an average of 4,580 calls between 2014 and 2016 and has since increased to 5,743 calls during 2018! It will be interesting to see the statistics for 2019! When a fire hall has as many calls as station 314, and has a steady average of calls that only seem to increase over the years, it automatically exposes our members to a very long list of emergencies. Not all calls are horrible, and some can be easy to handle both mentally and physically, but then there are the difficult calls, both mentally and physically; the tragedy of human life is no joke to any firefighter, and we do all that we can to support each other on how we handle each and every situation. One call I will always remember when I worked at 314 was when we ran a medical call for a woman dressed in multiple layers of clothing, some still with price-tags on. Her dyed green hair looked like it was falling out even though it was tied back into a wet ponytail; she looked haggard, cold and exhausted to the core. She didn’t want our help and kept picking at her dirty pink tutu that she had pulled over the layers of pants she wore. She asked if I had any money and when I told her I didn’t, but we were there to help her, she sadly did not want our help. She disregarded us and ran away.

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Station 227...Continued from page 37

The crew told me that over the past six months they had responded to her a handful of times and each time she looked a little more exhausted, skinny and disheveled. In a span of six months, they watched her decline from a vibrant, healthy woman in her early 20’s to the person I met that day. They knew her name, though I forgot it soon thereafter. It was a small glimpse into the life around the run area. In most halls you don’t see the same people more than once or twice. Yonge and Grosvenor has a community or regulars around it that gives it a nice vibe, but it is also at the heart of a big city that will ambush, overwhelm and swallow you whole if you’re not careful. But I digress.

A COMPLEX HISTORY Station 314’s history extends past the building itself. The original Hall 3 was at 484 Yonge Street, set back about 25 feet from the sidewalk. It was built in 1872, on land originally owned by John Elmsely, Chief Justice of Upper Canada in the 18th century, when York was founded. The hose tower’s trademark Union Jack shaped wood trusses never disappeared from Yonge Street’s skyline, even if the rest of the building was semi-demolished and built to reach the sidewalk. The original structure had one bi-fold door that housed one of the first steam engines, though back then it would still have been drawn by horses. Toronto didn’t get away from using horses until WWI when the first engine-drawn fire apparatus started to take over. This is why Station 343, former No. 25 has a hayloft incorporated into its plans but not into the actual build itself. Station 3 was also one of the last stations to have horse-drawn steam engines. Traditionalists from the start! Even the new 38-storey condo building that is set to tower over the Yonge and Grosvenor area will see the old hose tower preserved and restored; the plan is to move it 20 feet south and 20 feet west. A triumph for old fire hall architecture when you consider all the fire halls that have been torn down to make way for something else.

“MEET ME UNDER THE CLOCK” According to the ‘Torontoist’, a publication that researches and writes about Toronto’s history, “Meet me under the clock” was a common phrase used by the LGBTQ community back in the days when it was still frowned upon. It was a slogan that was printed on the menus of the St. Charles Tavern that occupied the space for a few decades. The building that housed 314 has been in the forefront of the LGBTQ community from at least the 1950’s onward. That’s pretty far back considering that in 1972, homosexuality was still a “legal grounds for rejection” for immigrants, according to a June 2017 article in Toronto Life named, “Eleven amazing photographs that tell the gay history in Toronto”.

Homosexuality had only been decriminalized in Canada in 1971, through the efforts of Pierre Trudeau, who was justice minister at the time, famously stating that the government had no business in the bedrooms of people. Given the close proximity that the new TFD Hall 3 was built, the firefighters of that station would have served the area that the St. Charles Tavern occupied. According to the Torontoist, the decades leading up to the St. Charles Tavern saw several ventures occupy the building once the firefighters had packed up shop and moved up the street. A Bicycle shop and several car dealerships made use of the already present apparatus bay floor. Charles Hemstead, whose self-styled elevation to sainthood gave the Tavern its name bought the building and opened the restaurant in 1951. According to The Globe and Mail, sports celebrities abounded, people set their watches by the clock-tower and instead of sliding down the brass pole they now slid up it to the second floor: ‘water pressure is the least of your troubles’. Hemstead held on to the tavern until 1958 when he sold it.

THE NEW GUY The current Tudor structure that 314 is housed in started its life as Toronto Fire Department Station 3, in 1929. Although it isn’t clear who exactly drew up the plans for the 1929 build, it’s fairly safe to say that J.J. Woolnough had a hand in it, since he oversaw the building of all municipally owned structures during his time in office from 1925-1932. This talented architect and his colleague George F.W. Price were old veterans of many city fire halls and other structures, some of which were falsely credited to a previous city architect, Robert McCallum. Woolnough had extensive training and education as an architect in England where he was born. He started his apprenticeship at age 14 and worked in the field continuously until his death. He immigrated to Toronto in 1889, almost two decades after the original Hall 3 was built. The two storey fire hall feels like a home in the middle of a sprawling metropolis and everything about it feels historic and steeped in tradition even if its denizens are people of today’s era. Vo l u m e 1 3 | I s s u e 3 | F I RE WAT CH 39

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Meet the new TFS Medical Director…

Dr. Morgan Hillier BY DREW FOWLIE, TORONTO FIRE FIGHTER AND EMS COMMITTEE MEMBER, STATION 325-C

I wanted to understand how and why you came to be the Toronto Fire Service (TFS) medical director. Can you tell us about yourself? A. It’s been a long and circuitous route to getting here. Initially, I was

probably ‘bitten’ by the 1st Responder bug when I became a lifeguard in high school. I really enjoyed it and was able to perform a couple of rescues that, as a 16 or 17-year-old, were incredibly rewarding. I attended McMaster University in Hamilton, Ontario and was a part of their Emergency Response Team. I proceeded to become involved with the Canadian Red Cross as an instructor and later as a member of the Red Cross’ Scientific Advisory Committee. I just really loved the first response experience & the prehospital medicine aspect. I ended up going the medicine route and attended Medical School at McMaster. I continued to try and include the prehospital medicine aspect, becoming involved with the London Base Hospital (Southwest base hospital) while in Medical school and undertaking Paramedic curriculum development and research. I ended up coming to Toronto, working with the Base Hospital primarily in education & research throughout my residency. When the position became available, they graciously asked me to become the new interim medical director here at Toronto Fire. I consider myself very lucky to have the opportunity and I’m really looking to get to know ‘Fire’ and what I can do to maintain what we have and to improve it. I’ll keep coming back to this, it all comes down to patient care – how can what we do affect patient care in a positive manner? I think we all have the same mandate in this regard.

You currently work as an Emergency Room Physician at Sunnybrook Hospital here in Toronto. Can you talk a little about your experience there? A. Yes, absolutely. Up until recently, I worked at both Sunnybrook and

at Sick Kids Hospital in their respective Emergency departments. What I found with my new role with Toronto Fire that it was too much to balance with three organizations. So currently I am a medical doctor in the Sunnybrook Emergency Department, involved in cases involving trauma patients as well as any pediatrics due to my background and experience at Sick Kids. I’m also the medical director for our EMS elective program that is affiliated with the University of Toronto. Our college requires that every emergency resident spend at least a month doing an EMS prehospital intensive, so I am one of the doctors that has a resident throughout the month. The residents participate in several experiential activities including ride outs, ambulance communications, ORNGE and base hospital rotations. This allows the residents to learn about tiered response and prehospital medicine. Lastly, I am involved with the Base Hospital program at Sunnybrook as the medical director for Toronto Fire Services.

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Further to your new position for TFS, how do you see your role as the medical director? A. My mandate through the College of Physicians and Surgeons of Ontario is to delegate my medical license to Firefighters and have them deliver appropriate prehospital care actions. It is also to ensure we have quality assurance through training that ultimately results in a high level of prehospital care to the citizens that we serve.

Prehospital medicine can present its own unique challenges, many times with positive outcomes but, unfortunately, some with negative outcomes. Could you share some personal strategies that you use in your role as a physician to cope with the emotional/psychological toll of the job? A. We use positive and negative outcomes and the associated adversity

to learn. When involved in stressful situations, using them as learning opportunities can be a method with which to cope. I obviously also don’t need to tell the readers about PTSD and how hard that has been for many first responders. We still need more work on this topic and more recognition. Physicians, like firefighters, work in teams and that team aspect is essential. I remember in medical school, my ViceDean saying, “Look to your left and look to your right, these people are the only ones that will understand what you are going though in this process.” That group of people, much like your firefighter crew members, are experiencing the same thing and understand the toll these calls can take. For that reason, I’m big on teams and big on colleagues who do the same as we do. There is also a formal mechanism in place for our firefighters to utilise. I’m also happy to see more recognition from administration about those needs.

Do you have any insight on new education or equipment that Base Hospital/TFS is considering for the delivery of TFS prehospital care? A. Yes. The most recent development is the introduction of tourniquets

and haemostatic dressings for use by TFS personnel. The equipment and training should be rolled out within the next couple of months. This training requires a medical directive which I’ve written and is currently being vetted by the other medical directors. I’m actually very proud of this TFS medical directive as the language is one that is going to be adopted by all the Toronto Paramedics. One of my goals is that the messaging between Fire and EMS be the same (Note: As of the publication date of this article, this equipment/training has been delivered to all TFS Operations personnel). The other big one is Defibrillation recertification which we hope to deliver in 2019. Part of this will be the introduction of new Defibrillators to accompany the training. There is also a new study within Toronto EMS that is going to happen and may involve the use of our defibrillators. Another upcoming topic is powered suction units that we would like to move

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photo credit to Karen Reid

Your EMS committee had the opportunity to sit down with Dr. Hillier and discuss a wide range of topics.

towards. I think a real focus on airway management is important. It will be a chance to look again at Naloxone training (where an important focus is on airway management) and to talk about airway adjuncts and when to use them.

As our medical director you provide medical oversight and delegation to our firefighters. Quality assurance, ongoing monitoring and evaluation are important aspects of our prehospital care program. What are your thoughts or guidelines that you would like to see for TFS EMS instructor qualification to ensure that the delegation process remains safe and effective? A. That’s a really interesting question and we’ve been having discussions

about this very topic at the base hospital level. I’ll give you an example: there have been issues on the EMS/paramedic side with training on having physician-led training versus faculty (paramedic)led training. Interestingly, and this is purely anecdotal at this point, the thought is physicians can sometimes cognitively overload the paramedic during training. So from the EMS side of things, they’ve basically eliminated the physician-led continuing medical education (CME) save for some specific training to discuss research, etc. They would like paramedics teaching paramedics. I see an equivalent here with firefighters teaching firefighters. Ultimately, I want firefighters instructing who have been doing this for awhile and understand what it’s like on the road. I do also like the idea of firefighter instructors having some advanced medical training. Not necessarily a nurse or a paramedic but perhaps they are an EMR instructor who has been doing this for quite awhile or has other medical experience. I think that can be helpful for when the “What if’s?” happen during training; it’s nice when someone can answer those questions. So, in summary, perhaps somewhere in between. I think experience in firefighting is important if you’re going to teach firefighters in order to have that “street cred”. Some advanced medical knowledge would be great. And, to be honest, just an ongoing intrinsic interest in learning would be a quality that I’d like to see.

photo credit to Karen Reid

Further to that, the delivery of training within TFS is a co mplicated issue. The uniqueness of the EMS section (where a good portion of the training falls under medical delegation)

may provide an opportunity to formalise instructor qualification. While appreciating the challenges associated with a unionised environment, is that something that you’d like to see in the future? A. I think the short answer is yes. The longer answer is that I think we need to have more faculty development. As a first step, what are the minimum qualifications that we would want? Faculty development and advancement would be step two.

There has been a long history of instructor development via a robust “Train the Trainer” program. We have recently departed from that model. Seasoned instructors help to develop techniques that assist less experienced instructors in developing confidence and program delivery. This includes development of the EMS Section. Are there plans to return to this type of development model? A. I have not been involved in the “Train the Trainer” model with TFS.

I do think that is a model that needs to be revisited but not one that I’ve been directly involved in. My thoughts have been more about “faculty development” days. There is literature, some of which I’m studying for my Master’s, about educational motivational theories. How, as an instructor, do we get students to attend (because they have to) to transitioning to a more intrinsically-motivated state for that learner? There are ways to facilitate that. Fundamentally that’s separate from “Train the Trainer” models but could be incorporated into that model during faculty development sessions. We’re going to need new trainers and it’s reasonable to have trainers with experience and trainers that are new getting together in that type of format.

What’s the most interesting thing about you that we, as readers, wouldn’t learn from your resume alone? A. I was thinking about what wouldn’t embarrass me. In high school,

before thinking about a future in medicine, I toyed with the idea of theatre and becoming an actor. I quickly realised that it wasn’t going to be a very stable career and perhaps a career in medicine might be a better choice (grin). I’d like to take this opportunity to thank you for doing this.

To conclude, is there an overall message that you would like to convey to the firefighters of the Toronto Fire Service? A. One of the best things with the last recruit class was how keen they

were and how hard they worked. I told the class that I used to teach a lot of first aid. I taught students how to perform CPR and maybe once in their life they’ll use that skill. Firefighters will perform this skill multiple times and will do it well. You will save people’s lives. In teaching and in delegating that, my medical license gets used often. It’s not a theoretical thing that you learn in a weekend course, it’s skills that I’ve seen taken very seriously and seen used in the field. I’m very proud to work at this high level such that so many firefighters are using medically-delegated skills. We have evidence that these skills are saving lives. I’m proud to be able help a lot of patients through all of you taking the job seriously, learning the skills and responding the way you do. Thank you and I look forward to working with all of you.

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Letter from the Editorâ&#x20AC;Ś

Lynn Sciberras

2018

2018 was a Dynamic Year for the Toronto Fire Services Peer Support Team. We are now a total of 28 members strong and responded to an inordinate number of incidents, several of which were very significant across Toronto Fire Services. Assisting us through these was the on-going support of TFS Management and the Association Executive, as well as training received, and for the very first time, funds were submitted in the TFS budget for Team training. We continue to support the TFS rank and file and have several initiatives both new and on-going and look forward to 2019.

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TORONTO FIRE SERVICES EAP/CIS NEWSLETTER 2 2019-04-02 5:37 PM

Below is a summarized list of the many endeavours, incidents and activities we were involved in: 11. Inauguration of budget fund allotment for on-going annual Team Training and Neck up from Check Ups (NUCUs).

1. Supported TFS staff on site in Lake Placid, New York, in search of Brother Danny Filippidis. 2. Responded to TFS Crews involved in Yonge Street Incident.

12. Apparel purchased to identify Team Members at incidents and responses.

3. Responded to TFS Crews involved in Danforth Incident.

13. 3 Mask Articles published in Fire Watch.

4. Nomination and Recruitment Process that increased the Team by 7 to a total of 28, representing Support and Operations Divisions, Chaplains and Retirees.

14. Opportunities to meet with and have presentations from Mental Health Professionals and several people supporting Mental Health.

5. Completed one of two Road to Mental Readiness (R2MR) Trainer Facilitator Programs to internally deliver 4 hour R2MR Program to all TFS staff.

15. Completed Peer Support Survey. 16. Formalized Peer Support SOGs & Team Terms of Reference.

6. Rolled out R2MR 4 hour program to Operations and Support Divisions.

In addition, as part of the Wellness Portfolio:

7. Over 300 on duty and 700 off duty hours logged for responding to TFS incidents and staff impacted by Mental Health issues.

1. Signed Management/Association Memorandum of Understanding with Wounded Warriors.

8. Team Training:

2. Hosted Annual Wellness Day with Michael Lansberg as Highlight.

Psychological First Aid ASIST â&#x20AC;&#x201C; Suicide Intervention Resilience Peer Support

3. Exchanged ideas and training opportunities with Mental Health Professionals and those affected by mental health.

9. Check Ups from the Neck Up for Team Members and Deputy Bavota.

4. Supporting Wellness Portfolio and exchanging ideas moving forward.

10. Attended information sessions at various Mental Health Facilities specializing in Post-Traumatic Stress Program for First Responders.

5.Supporting Wellness Plan. The Toronto Fire Services Peer Support Team

TORONTO FIRE SERVICES / TORONTO PROFESSIONAL FIRE FIGHTERS' ASSOCIATION L 3888

PEER SUPPORT / CIS RESPONSE TEAM CONTACT SHEET 416-338-9327

On-Call Team Lead TEAM MEMBER

235/D JOHN DRIMMIE CARY STATHER 244/A LYNN SCIBERRAS Training& Tech Ops LOUISE CHEN 143/A BRIAN MCALINDEN 242/C RODNEY JOHNSTON 226/B 315/D TONY MELLOZZI 345/D BERNIE LEUFKENS 322/B JOHN MALCOLMSON UNION CONTACTS

HUGH DOHERTY UNION OFFICE

CONTACT #

905-903-2574 289-314-8100 647-409-3135 416-919-8098 416-723-8376 647-223-2121 416-676-3105 905-449-3047 416-553-6046

332/A L3888

416-433-0446 416-466-1167

East West

416-450-8372 416-318-9167 416-271-7540 647-461-4047

24 hr Line EMAIL johndrimmie@gmail.com cstather@sympatico.ca lynn.sciberras@toronto.ca louise.deanne.chen@gmail.com bmcalinden@me.com johnston@torontofirefighters.org tony_rockclimb@hotmail.com tapemeasure92@hotmail.com johnmalcolmsonpeerteam@gmail.com doherty@torontofirefighters.org mail@torontofirefighters.org

CHAPLAINS

HUGHDONNELLY TODD RILEY BARRYPARKER TED LECK

South North

hughdonnelly@rogers.com tsriley@teksavvy.com bparker@stpaulsbloor.org tleck@rogers.com

October 2018

City EAP - 416-392-6633

TORONTO FIRE SERVICES EAP/CIS NEWSLETTER Fire Watch Volume 13 Issue 3 v18.indd 45

Communications - 416-338-9001

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With this being our introductory article, we will fill you in on who we are and where we are going; with future articles regularly updating the Fire Watch community with how you can join or support us. We are constantly evolving. What we do and how we help our members by staying in contact between issues. It is always great to hear from all members and their families. It is hard to believe that our amalgamated city is over 20 years old. In the years before that anniversary, there could be a possibility that a retiree from the Toronto Fire Services had no affiliations with any of the six former municipalities. After consultations with the existing groups it was decided that we needed to create a new retiree organization, that would represent the members of Local 3888, members from the past and frequently remembered original locals. A little over a year ago in January of 2018, the first Active-Retiree Committee was established. It was comprised of active and retired members, representing all four Commands. The committee met monthly until October 2018; it was that fall when we became a unified association. Dedicated during the months prior to that October, our members reached out to as many brothers and sisters as possible to gather all the information as they could to provide the most impressive, informed and responsible group to represent the members of the Active-Retired firefighter community. Ultimately all that great work led to us achieving our goal of becoming an association, committed torepresenting and assisting while showcasing our members.

The meetings were lively, and the opinions shared were as diverse as our membership is. The predominant question of course, was about membership. It was our intention from the beginning not to have any borders. We unanimously agreed to accept any and all members, regardless of which municipality they started with. At our fall membership meeting, we tabled all the work done by the committee, we introduced our first Constitution and Bylaws and elected the first Executive. Many thanks to the members of the original committee; as their hard work and commitment to getting things started was very much needed and appreciated! In the coming months, you will start to see our new organization emerge into the mainstream of social media. As of our last count, we have just over 200 members and are still growing! In the coming issues of Fire Watch we will continue to keep all of you updated on our progress. Our membership drive is continuous; if your 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! Please, come join us! In Solidarity, Retired Toronto Fire Fightersâ&#x20AC;&#x2122; Association IAFF Local 3888

Photo Left to Right: Secretary/Treasure Chuck West, Alan Hall, Paul Halls, President Alan Thomas, Ron Coates, AL Falkner

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August 15th, 2018 - January 12th, 2019 Robert Lee Saturday, September 15, 2018 Brian McPhie Tuesday, September 18, 2018 Sydney Oxenham Tuesday, September 18, 2018 David Irwin Tuesday, September 25, 2018 Thomas Jackson Wednesday, September 26, 2018 Donald Kyle Saturday, October 6, 2018 Murray Kelly Sunday, October 7, 2018 Erwin Gustke Wednesday, October 10, 2018 Russ McTavish Saturday, October 13, 2018 Edward Batten Tuesday, October 16, 2018 Bill Scott Wednesday, October 17, 2018 Harry Guyatt Wednesday, October 17, 2018

Robert Martin Saturday, November 3, 2018 Ken Maxwell Wednesday, November 21, 2018 Bruce Lockie Thursday, December 6, 2018 Hayward Sibbald Saturday, December 8, 2018 Frank Timleck Wednesday, December 12, 2018 Tony Bellavance Thursday, December 13, 2018 Jack Chapman Thursday, December 20, 2018 Charles Dalton Monday, December 23, 2018 Robert Scott Saturday, December 29, 2018 Ronald McCarthy Thursday, January 3, 2019 Ralph Rosebush Saturday, January 12, 2019

Paul Donald McCrossin, District Chief 42-C June 1st, 1962 â&#x20AC;&#x201C; January 31st, 2019 48

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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.

Steve Cudnik

On November 15, 1994. Captain Steve Cudnik passed away from Non-Hodgkinâ&#x20AC;&#x2122;s Lymphoma. Steve joined the Toronto Fire Department August 9, 1957 and made Captain July 28, 1986. He was well liked and respected by his fellow fire fighters. Steve was quick to smile and is well remembered for his stories, which were told over and over, and always with a new twist. Steve loved his job and had immense pride in being part of such a honourable profession, and he was most proud when his only son joined the Fire Department. To Steve, the fire station was his home away from home; his crew was his second family. Steve retired May 31, 1992 earlier than expected, succumbing to lymphoma. Of course his greatest joy in life was his wife and 3 children. He was an incredible father, always there when needed and a loving kind husband.

Alan Wilson

Alan Gordon Wilson Died on June 9th, 1994, at the age of 59, after battling colon cancer. Alan worked as a firefighter for 29 years. He was a Captain in the City of Toronto Fire Department (Local 113). According to his family: Captain Alan Wilson proudly served as a Toronto Fire Fighter for 29 years. Alan loved his job and he never complained; he was always ready for any challenge. Alan was a beloved husband and father; he was a very caring person who loved children and animals and was a friend to all. When his children were young and he would take them to the fire hall, you would never know who was more thrilled, the children or him! Alan loved the Labour Day parade and never missed a march. He died too soon of colon cancer at the age of 59. The last six weeks of his life, he spent at home surrounded by family and friends. Alan was and will forever be our hero. His death is regarded as a Line of Duty Death by the WSIB as his cancer is recognized as a work related illness. Colon cancer is presumed to be an occupational disease that occurs due to the nature of the work as a firefighter, based on Presumptive Legislation in the Workplace Safety and Insurance Act. The TPFFA Memorial Plaque Dedication was made on April 17th, 2008 and can be found in station 313.

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Fit to SURVIVE

The fire fighter’s guide to health and nutrition

EXERCISE AND INJURY PREVENTION- PART 3 Keep your shoulder centred in its socket BY ALEX BOERSMA, ACTING CAPTAIN, 415-A

In the first installment of this series, (Making Exercise Matter – Making Practice Perfect, May 2018) we emphasised that, at least from an injury prevention perspective, how we move when we exercise is probably just as important as whether we move. It was pointed out that the human body is designed to move in very specific ways, and that when we deviate significantly or repetitively from biomechanically-sound movement patterns, we make ourselves more susceptible to injury. In that installment, we discussed how focusing on the quality of our movement might help to reduce the risk of injury to the knee. We said that making sure your hip, knee and foot were always in good alignment is an effective way of reducing risk for a variety of knee injuries. Last time (A Stable Spine Improves Performance and Reduces Risk of Injury, December 2018) we discussed how maintaining a relatively neutral spine in most activities could help to reduce the incidence of lower back injuries while also allowing to perform more effectively and efficiently. We focused, as well, on choosing exercises which challenge you to resist lower back bending and twisting instead of exercises which challenge you to create forceful bending and twisting. In this third and final installment, we will focus on the shoulder:

Do you know a firefighter who has had shoulder surgery? I’m guessing you probably do. And if not there is a good chance you have at least had a captain or a senior firefighter who grimaces every time they try to reach back and turn their bottle on! Shoulder injuries are ubiquitous in the fire service, and they are the kind of injury that many firefighters just put up with for a long time because, even though they limit what the firefighter can do, they are often not completely debilitating. The shoulder joint is a ball and socket joint, which allows the arms to move in multiple planes (unlike the knee, which is a hinge joint and allows movement primarily in the sagittal plane – bending forward and backward). We can move our arms forward and up, out to the sides, from front to back, or in an infinite number of ways that combine these patterns. In order to keep the shoulder safe when performing all these movements in multiple planes, it is imperative that we keep the ball (the top of your upper arm bone – the head of the humerus) well centered in the socket (the glenoid fossa). As long as you can keep this joint in good alignment, you should be able to produce significant force in multiple planes. However, as soon as you allow misalignment of this joint, you put it at risk for injury.

THE MOST COMMON WAY IN WHICH WE MISALIGN OUR SHOULDER JOINT IS: Anterior rotation of the humerus. The top of your upper arm bone moves too far forward in the socket. This usually happens when your elbow travels too far backward, especially if you forget to squeeze your shoulder blades together and down. Think of the bottom of a push-up or the elbows back position of any kind of pulling movement. In the picture to the right, you can see that this individual has allowed the top of his arm to move forward in the shoulder socket.

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PREVENTING MISALIGNMENT OF THE SHOULDER JOINT In order to prevent misalignment of the shoulder joint when we move, we should consider the following cues:

1. Straighten your back. In the picture above, you will see that this personâ&#x20AC;&#x2122;s upper back is rounded forward slightly. This is known as an excessively kyphotic position. Whenever you are pushing or pulling a load, think about straightening out (extending) your upper back. This will allow more safe range of motion at the shoulder joint.

2. Move your shoulder blades. One thing many people do not understand about the shoulder sockets is that the socket parts (the glenoid fossae) are attached directly to your shoulder blades. So whatever direction your shoulder blades are pointing in, that is the direction your shoulder sockets will be pointing in. Many people tend to have a rounded upper back posture with the shoulder blades excessively protracted (sliding around the rib cage so the socket is actually pointing slightly forward). When you adopt this posture during pushing and pulling movements, the elbows will not be able to move very far back without the humerus traveling forward in the socket. In order to correct this problem, think about these three things when you are pushing or pulling: a. Squeeze your shoulder blades back and down whenever your elbows are moving backwards. Some people like to think of putting their shoulder blades into their back pockets. b. Allow your shoulder blades to separate and rotate slightly around the sides of rib cage as your elbows are straightening out (think about the top of the push-up or the bottom of a bent over row) c. Make sure that your elbow and shoulder are always moving in the same direction. As the elbows move backward, the shoulder blades squeeze together, and the shoulder joint rotates slightly backward. When your shoulder blades are completely squeezed together, your shoulder joint will stop moving backward and this is the point where you should stop moving your elbow backward. Any further backward movement of the elbow at this point will probably result in anterior rotation of the humerus in the shoulder joint.

3. Tuck your elbows. If you keep your elbows slightly tucked while performing most pushing or pulling movements, your shoulder joint will be much more likely to stay in good alignment. To visualize this, think of bringing your elbows out to your sides until your elbows are at the same height as your shoulders. Now bring your elbows back down towards your sides so that they are a few inches below your shoulders. This slightly tucked position should be your default position when pushing or pulling. As soon as you try to perform pushes or pulls with your elbows higher than this, your potential for shoulder injury will increase. Your shoulders have a long career ahead of them. Think a little about how you are positioning them when you move. They will reward you with years of pain-free performance.

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3888 RECENT HAPPENINGS

TPFFA Annual Children’s Christmas Party celebrated the holiday season this year with friends, family, holiday treats and inflatable activities! Santa & Mrs. Claus were busy throughout the day interacting with all our Jr. Fire Fighters, while floor entertainers created balloon animals, magic tricks and painted faces. Special thank you to Honourable Mayor John Tory, Councillor Paul Ainslie and Fire Chief Matthew Pegg for attending and supporting Variety Village with the TPFFA as they presented a cheque for $30,000 to help strengthen their cause. A very special thank you to the Entertainment Committee, the TPFFA volunteers and the student volunteers who helped make this special day run so smoothly. We are already looking forward to this years Children’s Christmas Party! TPFFA Principle & Executive Officers hard at work during the 2018-2019 Bargaining Season!

This years Camp Bucko Bonspiel by the Toronto Firefighters Celtic Society was a big success! Members dressed up to the theme of their “favourite holiday” and challenged each other with stones and brooms at the Whitby Curling Club!

Toronto Fire Recruit classes participating in our TPFFA BootDrives! Always a success in raising almost $100,000 to help support Muscular Dystrophy. 52

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Toronto Fire Celtic Society Ride to Ottawa, 2019 26 riders 270 km’s to Kingston Sept. 6 170 km’s to Ottawa Sept 7 2 beers 2 broken spokes 1 rain storm 1 very sore butt Priceless!

2018 International Fallen Fire Fighters Memorial in Colorado Springs, Colorado. Family members of LODD Toronto Fire Fighters who have passed were honoured by adding their name to the IAFF Memorial Wall.

The TPFFA 2018 Movember campaign raised $30,000 for the Movember Canada & Movember Toronto charities! Thank you to our Charity Committee and all the TPFFA volunteers who worked together on making this campaign so successful; Special thank you to all our TPFFA members who psychically took part in creating awareness by growing their own Movember mustache; You’ve never looked better! Thank you!

Donating $15,000 to the United Way at the end of 2018, the TPFFA is happy to continue participating in the United Way Employee Campaign again this coming year! The United Way is one of the main sources of funding for hundreds of not-for-profit health and social services within Toronto. This communal campaign involving the TPFFA, TFS and many other Toronto Public Services helped the United Way exceeded their campaign goal by raising a grand total of $1,693,919!

‘Be More Than Pink’ 2018 campaign raised $32,030 benefiting the Princess Margaret Cancer Centre. Thank you to our Charity Committee and all the TPFFA volunteers who helped make this annual campaign another great success! Until next year! Vo l u m e 1 3 | I s s u e 3 | F I RE WAT CH 53

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