York Fire Fighters

By the early 1980's, all first line pumpers were equipped with Diesel engines with automatic transmissions, and air brakes. Two new pumpers purchased for Lambton and Oakwood carried separate foam tanks and on-board eductors, and were equipped with deck guns. Metro Toronto's first Telesquirt was also put into service at Oakwood fire hall. Bunker gear replaced old petch coats and roll-up boots, and new provincial helmet standards gave fire fighters improved head protection.

Staff levels remained relatively constant, but fewer fire fighters staffed the trucks as the Fire Prevention division, Training division and Administration division all expanded. In 1981, the first Civilian Dispatchers were hired, taking the duties away from suppression staff. These were the first people hired "from the street" directly to a support division. The Fire Prevention division was not far behind, hiring people straight out of community college for inspectors' positions.

This reassignment of staff, and the later decision to staff a minimum four firefighters on a pumper, essentially removed two aerials from service permanently. One pumper was also subject to being taken out of service in low staffing situations. Call volume increased steadily from 2865 runs in 1980 up to 5150 in 1990. Most fire fighters believed that the number of fires reduced in this period, but fire calls actually remained relatively steady, fluctuating between 700 and 800 per year throughout the decade. Medical responses and rescues increased substantially from a low of 685 at the start of the decade, to 2613 in 1990. Metropolitan Toronto Department of Ambulance Services started its paramedic program as a pilot project in York, and the role of the fire fighter as first responder increased. Paramedics later expanded service to all of Metro in the mid 80's. Protocols for the responsibilities for each service were drawn up, and fire fighters obtained training in first aid, oxygen therapy and CPR. Ambulance crews sometimes visited the halls to demonstrate techniques, and discuss what fire fighters' roles should be at different types of medical responses.

Rescue services also expanded, with the purchase of a new "Rescue 10" vehicle, and training in auto extrication and high angle rescue. An extension of Highway 400, called Black Creek Drive, increased the possibility for high speed vehicle accidents and the need for extrication. Fire fighters were trained on duty, and at seminars held through community colleges and fire departments. A dedicated group of Rescue 10 crew members established the York Extrication Team, and became the self-taught North American champions at competitions for the rest of the decade, and into the 1990's. The team changed members often, but always earned respect and top rankings all over the continent.

Training and education were encouraged and rewarded in the 80's. Many fire fighters entered fire service courses at community college, as well as seminars and competitions. All officers were expected to attend the Ontario Fire College, and crews were required to complete mandatory training, as well as special topics and subjects selected by the station officers. The department allowed lieu days to be split into halves or thirds for all employees taking courses when time was available. At least four employees completed university degrees at this time, and many others completed fire service courses.

Management made use of committees to make suggestions, develop programs or do work to enhance the department's image. While it was progressive to seek input, the Chief had the final say of which ideas to accept, and indeed who would even sit on a committee. While effective for the department, the use of committees proved divisive to Local 411 members. There was a belief by many that committee participation was a short cut to promotion, and there were several complaints about the differing ways members were rewarded for their participation. Some committees got equivalent time off, some got paid, and most got nothing at all. Standard Operating Procedures were also introduced during this time. These "guidelines," often written by Local 411 members, established unnegotiated working conditions and policies.

Coming into the 1980's, the Local 411 Negotiating Committee signed an unprecedented five-year collective agreement with the corporation. The negotiated salary rate established, and indeed exceeded parity with police salaries. Salary was automatically indexed to Metro Police settlements until 1986. This agreement cemented the police parity argument for other fire fighters' locals in Ontario, and ensured timely raises. However, as other unions continued to negotiate through these five years, York fell behind in the areas of benefits and working conditions. These improved benefits took a few years to negotiate when bargaining resumed. When bargaining did resume after the five-year agreement expired, concession bargaining was rampant across the province. While benefit and salary gains were substantial in the second half of the decade, two very important and rare benefits were lost. Firstly, a clause requiring union and management to agree to any changes to department rules and regulations was eliminated, effectively giving management the right to develop SOP's as a management's right. Secondly, a lucrative sick credit payout on retirement available only in York was reduced to levels found in other fire fighters' collective agreements. Sick day payouts could be capped or sold, resulting in very large payouts for several members. But the benefit had been reduced and capped for future fire fighters, and those with fewer than 130 sick credits who chose to keep them. Probationers' pay rates were reduced, and mandatory medicals were required for future employees.

The 1980's marked the time when power was taken from the Fire Chief, and bureaucrats at 2700 Eglinton Avenue West had more to do with the day to day operations in the fire department. Health and safety legislation allowed fire fighters a safer work environment, more resources and access to information, but it also resulted in a larger bureaucracy at the municipal offices. Paperwork within the department rose significantly, and fire fighters had to sign for truck checks, SCBA tests and some training. Fire fighters who were used to workplace protection were finding their Workers' Compensation claims were automatically challenged. Human resources played a larger role in hiring and employee discipline issues. To the old-school fire fighter, attacks on tradition were everywhere. Riding on the tailboard was discontinued. All crews had to wear SCBA, even after the fire was out. Women and minorities were given preference for hiring. Computers were being used to file reports and process statistics, and the booster lines were gone. If you became disabled, you couldn't automatically transfer to another division without the training or experience. However, these changes meant little to the fire fighters hired in the decade, who were usually hired in small groups to replace retirees.

The 1980's saw the Borough of York become a City, York's first women fire fighters hired, and the application of more conventional management style. Fire fighters were given the tools to excel at emergency responses, but were urged to give more back to the job by volunteering for committees, and getting out in the community to inspect, preplan and train. The expectation was to do more with less. As suppression staff was reduced and trucks were taken out of service, the Metropolitan Toronto Fire Emergency Service Plan was used more widely than ever, with neighbouring departments helping with major emergencies. The favour was seldom returned. To end the decade, a brand new headquarters station was built on Lawrence Avenue West to replace the small, aging building on Weston Road and the inadequate office and parking space at 6 Lambton Avenue. It was also designed with a large training facility, classroom and boardroom to facilitate a continuation of management's vision introduced in the 1980's.

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