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PITT MEADOWS FIRE & RESCUE SERVICE

2011 ANNUAL REPORT

AND

PERFORMANCE MEASUREMENT ANALYSIS

Fire Chief Don Jolley January 2012

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“We recruit Men and Women, but we retain Families”

PITT MEADOWS FIRE & RESCUE SERVICE

12007 Harris Road

Pitt Meadows, BC

V3Y 2B5

604-465-2401

fire@pittmeadows.bc.ca

www.pittmeadowsfire.com

www.pittmeadows.bc.ca

Fire Chief Don Jolley

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Table of Contents Introduction .................................................................................................................................................. 4

Fire Chief Report – Year in Review .............................................................................................................. 4

Out in the Community ..................................................................................................................... 6

Operations ....................................................................................................................................... 7

Training ............................................................................................................................................ 8

Fire Prevention & Public Education ................................................................................................ 9

Apparatus, Equipment & Facilities ................................................................................................. 11

Administration ............................................................................................................................... 12

Emergency Program ....................................................................................................................... 12

2011 Business Plan Actions and Results .................................................................................................... 15

2011 Performance Measures Highlights

Operational Response .................................................................................................................... 17

Fire Prevention & Public Education ............................................................................................... 20

Training ......................................................................................................................................... 21

Administration ............................................................................................................................... 23

PMFRS Member Commitment for 2011 .................................................................................................... 24

Recommendations for 2012 and Beyond .................................................................................................. 25

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Introduction

The Pitt Meadows Fire & Rescue Service (PMFRS) is proud to present its 2011 Annual Report. On

behalf of the membership of the Pitt Meadows Fire & Rescue Service, I want to thank you for taking

the time to read this document and learn more about our role within the community. It is a duty and a

privilege to serve and the reporting of our activities ensures that we maintain a responsive and

transparent operation to the public. Since its inception in 1941 this department has been a leader and

innovator and this tradition is as strong as ever. Our Vision Statement is: To be the best volunteer-

based fire and rescue service in British Columbia. We hope you feel that we are; we do!

The past year was a watershed year for the department and its membership. The progress the

department has made is both remarkable and expected. We have great individuals and an even better

team to respond to the needs of the community and expectations of its citizens.

Performance Measurement is once again a central component of the Annual Report. The PMFRS is at

the forefront in the use of performance measurement within the fire service; particularly in

performance measures beyond simple output/workload reporting. The use of comprehensive

performance measures is vital to identifying trends, demonstrating efficiencies and opportunities, as

well as improving programs. I am very proud to state unequivocally that the citizens of Pitt Meadows

are very well protected by a professional and committed department – the measures prove it!

FFiirree CChhiieeff RReeppoorrtt –– YYeeaarr iinn RReevviieeww

The year 2011 was a turning point in the departments’ history. The following sections will highlight

each departmental core function and how it performed. Once again we demonstrated superior

capability in the prevention of fire, response to incidents and training of personnel. As we move into

2012 the department has positioned itself to be an example of the effectiveness of risk management

and prevention as a means of continued provision of an effective and efficient fire & rescue service.

In 2011 there were really three significant changes to the department that have moved us forward

significantly. As highlighted above, these items are: the transition to a paid on call (POC), but still

volunteer-based, service delivery model; the formation of the Pitt Meadows Fire Rescue Members

Association; and, the full implementation of the Fire Safety Technician (FST) positions.

First, the Paid on Call (POC) model has been a great success. It is a program designed to better

recognize the effort and commitment of the volunteers by providing them with a competitive

remuneration package for attendance at incidents, training, prevention and educational activities. The

development of the Platoon System within the POC model has worked well to reduce the unnecessary

call-out of numerous members for smaller incidents while simultaneously providing relief from the

continued pressures felt by the members in terms of time commitment.

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The organizational structure changed little from the previous volunteer system and this has provided

some necessary stability within the larger transition. At present, the POC model provides continued

high levels of service in an economical and “member friendly” way.

Second, the creation of the Members Association is an historic event within the department, and one

many feel should probably have occurred many years ago. Under strong formative leadership the

Association has developed into a self-sustaining and wide ranging organization. The Association

manages our volunteer community service participation in events such as the Muscular Dystrophy

Drive, Pitt Meadows Day, the Food Hamper Drive, and others. The social activities of the POC

volunteers are now also coordinated by the Association which ensures that no single individual has the

burden of managing this busy aspect of our culture. The department has always worked hard to

incorporate our families into the culture as well as demonstrating leadership within the general

community. Our motto “We recruit men and women, but we retain families” sums it up well.

Third, with the hiring of the second Fire Safety Technician (FST) in late 2010, the year 2011 was the

first full year in which these new full-time members could establish themselves. The FST’s primary

roles are to provide maintenance support to the POC system and fire and life safety education to the

community. Additionally, they supplement our weekday business-hour response capability and

enhance our pre-fire planning activities. These positions have had a very positive impact in terms of a

reduction in the necessary time for POC staff to perform maintenance activities as well as education

sessions; thus removing a couple of hurdles in retaining members due to large time burdens. In

another first for us, the FST’s are now represented by the International Association of Fire Fighters

(IAFF) Local 4810 and bargaining for a first Collective Agreement is underway.

Similar to 2010, last year saw a continued decline in

emergency incident responses. The continued small

decrease is interesting and must be viewed

cautiously yet optimistically. Once again, we had

very few serious incidents with only two significant

structural fires, both extinguished by in-building

sprinkler systems. Kitchen fires constituted a large

percentage of fires causing damage.

Tremendous success occurred related to illegal burning of debris in the community. In early 2011 the

fire prevention division established a focussed site visit program to all the agricultural properties

outlining the Burning Regulation Bylaw requirements as well as the penalties for violation. As a result

of that work, a sharp decline in illegal burns occurred in 2011. While this action decreased the

department’s cost recovery budget substantially, the bigger goal that was achieved was of a cleaner

environment and decreased fire safety risk due to fire spread or accident.

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The department completed the design and tender for a new Engine apparatus, which was delivered by

Pierce Manufacturing and Wholesale Fire Rescue in December. This unit provides firefighters with an

excellent platform from which to provide multiple services and it incorporates new technologies

designed to enhance operational capability.

Finally, by the end of 2011 a number of members had left us, but none as impactful as the retirement

of long-time volunteer/POC firefighter Jack Dougan. After 32+ years with the department, including

stints with both of his sons as members, Jack leaves us at the top of his game. He leaves a legacy of

incredible commitment, passion, skill and unparalleled pride in our department. Jack, you will be

profoundly missed and we all wish you the very best in retirement!

Out in the Community:

Compared to 2010, last year was quite quiet in our community. No Olympics meant that we could

focus our community efforts on local activities which we are always a part of. From Canada Day and

Pitt Meadows Day celebrations, to Muscular Dystrophy and the Christmas Food Hamper and Toy Drive,

the membership was lead by the new Association in re-committing ourselves to the community at

large. We know that the firefighters are recognized as role models for our participation in community

events and we take that responsibility very seriously.

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Operations Division:

The total call volume in 2011 was 498, including 26 burning complaints.

The 472 volunteer page-outs - the lowest since 2006 - continue the

downward trend in calls since our peak year of 2008 where we had almost

600 incidents. The vast majority of paged incidents continue to be from

three main areas; MVA’s, Medical (MESA), and Alarms (including Billable).

These are the traditional high volume call types for every fire service.

Burning complaints are responded to by the Duty Chief Officer only. Actual

fires, of all types, compose a very small percentage of overall call volume.

Every fire category has seen a marked decrease in occurrences over the

past 5 years! We continue to maintain strong response metrics across all

categories; a fact the membership is very proud of.

Fire - Brush/Grass

2%

Alarms 17%

Fire - Structure

1% Assistance

7%

MESA 32%

Hazmat 1%

MVA 23%

Fire - other 3%

Fire - Vehicle 2%

Other 12%

2011 Incident Types

0

100

200

300

400

500

600

2006 2007 2008 2009 2010 2011

# Incidents with volunteer page-outs

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Training Division:

Under the direction of Asst Chief Rob Chatton, the Training Division was again very busy in 2011, with

an increase of 20 training sessions over last year. Five (5) Recruit Firefighters who started in January

2010 have now completed their 12 month probation and are now very strong regular members.

Evaluations’ for NFPA 1001-Firefighter Certification are continuous as our probationary members

strive to achieve full certification. 2011 saw two (2) members finish their certification with several

others within 1 or two training sessions of completion. Currently, over 70% of the members have

obtained their full certification, and by mid-2011 we expect that number to approach 80%. This is a

very important milestone and emphasizes our commitment to training of firefighting personnel.

0

5

10

15

20

25

30

35

40

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Incidents by Hour of Day

Sun 16%

Mon 11%

Wed 16%

Fri 17%

Sat 18%

Thurs 11%

Tues 11%

Incidents by Day of Week

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The end of 2011 saw the department and City agree to fire service use of an unused City property

where we will be establishing a purpose-built training ground. This will help keep firefighters within

the community as much as possible as they attend more advanced and regular training sessions

designed to improve their response skills in a wide variety of emergency disciplines. Continued use of

outside specialized facilities will remain, but general training will be greatly enhanced with this facility.

There will soon be two new large developments comprised of both light-industrial and multi-family

residential which will require some focussed training, as both present challenges for our department.

However, with the inclusion of strict compliance to Code and the heavy use of fire sprinkler systems,

we expect the safety and fire resistance of these buildings to be among the best anywhere.

Finally, another successful recruiting process was conducted for 2012 and four new recruits began

their training in the second week of January this year. We wish them well and know they will succeed.

Fire Prevention & Public Education Division:

The long term goal of the Division is “To be the most fire safe community in Canada”. A lofty goal to be

sure, but well within their capabilities based upon the successes they achieve every year.

Under the direction of Asst. Chief Brad Perrie, the Fire Prevention Division initiated a number of new

programs and processes designed to improve safety as well as decrease unnecessary call volumes.

The Fire Prevention Division has three (3) significant mandates; Fire Inspections, Fire Investigations,

and Fire & Life Safety Education. The City is required to provide Inspections and Investigations in some

manner by Provincial Legislation under the Fire Services Act and BC Fire Code. Fire & Life Safety

Education is recognized as critical in the effort to reduce fire related damage, injuries and death as well

as other safety issues. A 3-Year Plan for Prevention and Education was completed by the Division in Q3

of 2010, and continued implementation will occur into 2012.

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Fire Prevention Inspections are

critical to minimizing the risk of life

and property loss due to fire and

other emergencies. Occupancy

inspections of multi-family

residences, schools, restaurants,

commercial businesses, and industry

provide staff the opportunity to not

only enforce Fire Code and local

Bylaw Regulations but to educate

occupants on proper emergency

procedures, safe handling and

storage of dangerous goods, use of

fire safety equipment, and

preservation of safe access and

exiting routes. In 2011 the Fire

Prevention Division conducted 527

occupancy inspections, including a significant number at the Pitt Meadows Regional Airport where on-

going efforts continue to manage improper use of facilities and inadequate fire protection measures.

Fire & Life Safety Education programs are a focus area for the FST positions. The intent of Chief Perrie

and the FST’s is to increase the number and diversity of public education sessions during business

hours. In 2011 the focus was on school programs and agricultural burning. In 2012 the focus will shift

to education of homeowners who have residential fire sprinkler systems in their residence and the

development and delivery of programs aimed at the senior population. With the imminent completion

of the first and only designated large senior complex in our community, there is a recognized need to

target this demographic for specific education, including kitchen safety.

The Youth Firefighter Academy was again a huge success. Another group of four (4) enthusiastic and

skilled Grade 11/12 students from Pitt Meadows Secondary School will complete the program in May

and hopefully we will one day see one or more of them start as regular recruit members. They won’t

be the first if they do; we currently have 3 former Academy graduates who are paid on call members.

As in 2011, residential home fire safety surveys will be a service we will offer to residents who would

like a safety inspection of their home. Private homes are the number one location for accidental fires;

most notably kitchen/stove related ones. Providing CPR/First Aid and continuing to develop our

departmental emergency preparedness training is an internal priority. While our firefighters deal with

a major emergency in our City we must ensure their families are capable of taking care of themselves

and each other using a program we created in house called “PIRATES”. Programs in public CPR training

as well as fire extinguisher training to local businesses, community groups and City staff, are under

consideration and may be rolled out in late 2012; time and resources permitting.

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Apparatus, Equipment and Facilities:

Under the direction of Asst Chief Rob Chatton, 2011 saw the arrival of a new Duty Officer vehicle (301)

and the design, build and delivery of a new Engine. The firehall kitchen was totally renovated after the

original one began to literally fall apart. We completed the first cycle of the Evergreen Personal

Protective Ensemble (PPE) replacement program which ensures firefighters are outfitted in the safest

turn-out gear available. We have no resource more valuable than the firefighters themselves, so their

equipment and safety is priority #1.

FIRE INVESTIGATION

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Administration:

The department has now reached its goal for staffing. With the two FST’s, over 30 Paid on Call volunteer

firefighters, three Chief Officers and a new Administrative Assistant, we are well positioned to continue

to provide exceptional service through a highly efficient system. The department has implemented

most of the recommendations of the 2009 Master Fire Plan, and the few remaining are either under

long-term planning development (firehall facilities) or have undergone review and alternative plans have

been formulated for the near future (staffing and training facility).

The department will continue to seek a leadership role within our peer group of fire services, as well as

provide a voice for innovation and cooperation within the region. Partnerships, cooperative efforts and

outsourcing will remain an integral part of our operation. We are very proud of our membership and

staff who provide service at a level very comparable to other much larger organizations. Performance

Measurement is an integral piece to the operation to ensure we are current, effective, efficient and

reliable. It is regularly utilized to monitor our operational efficiency and budget allocation.

Emergency Program:

Under the direction of Asst Chief Brad Perrie, the Emergency Program for the City of Pitt Meadows is

administered from the fire & rescue service. The City maintains its own emergency preparedness

capability as well as being a full partner with the District of Maple Ridge in a Joint Emergency Program

that sees the two communities support and assist each other in the event of a more regional or major

incident. This partnership is somewhat unique and certainly is the envy of many communities who, like

Pitt Meadows, would struggle to meet the expectations and demands of a major emergency alone.

In 2011 there was a “re-focussing” of City staff to ensure that we have the capacity and coordination to

plan for, respond to, and recover from a major emergency effecting Pitt Meadows. A large scale

Emergency Operations Center (EOC) exercise was planned, along with our partners in preparedness

from the District of Maple Ridge, and will be conducted in Feb/March 2012.

There was also a table-top exercise for the Joint Program specifically designed to look at the issue of

Farm Animal Mass Carcass Disposal in the event of a large number of animal deaths as a result of an

emergency. Participants included representatives from local government, response agencies, and the

Provincial and Federal governments.

Training is, as always, a major focus area. The City strives to have 100% of its employees trained to

operate during an emergency in either an EOC role or one under a site level Incident Command System

structure. We currently have over 80% compliance and enthusiasm is such that our goal of 100% is not

unrealistic. This degree of participation and commitment is vital but also demonstrates the tremendous

personal commitment to the community that each and every City employee has.

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Emergency Preparedness Week, “Shake-out BC” and other community focussed programs are all

supported by the City. The public is strongly encouraged to attend and participate in these events in

order to spread the message of personal preparedness and to assist in making our wonderful city

resilient and capable of fast recovery from a major incident, such as a flood, earthquake or major storm;

at least one of which will surely affect us one day.

Summary:

This department could not function as well as it does year after year without the continued support of

City Council and City staff. The support from the community and its citizens make the necessary

sacrifices of paid on call volunteers worth the effort. We believe that we provide the City of Pitt

Meadows and its citizens with the best volunteer-based fire service in British Columbia and we promise

to continue to deliver high quality service. Our support of the community at large is invigorating to the

membership and we strive to do our best in demonstrating the volunteer spirit that makes Pitt

Meadows such a wonderful place to be.

The PMFRS maintains a very strong public service at an exceptional value to the City and taxpayers. Pitt

Meadows is the sole volunteer/POC-based fire service in Metro Vancouver, outside of tiny Anmore-

Belcarra. While the PMFRS operating costs have increased significantly in recent years they are still

dramatically lower than other local jurisdictions, while still maintaining response capabilities that

compare very favourably.

There are many significant reasons for the increase in the department operating budget in the past 5

years. There was a large budget transfer from recurring capital into operating in 2009. The number of

full-time employees has gone from 2.5 to 6. The remuneration for volunteer/POC firefighters has risen

significantly to reflect their commitment, responsibilities and time burden. There have been additions

and changes in apparatus as well as escalating fuel and maintenance costs.

Over the previous 5 years the City has grown dramatically, which has been the main driver of changes in

the fire department and its budget. Moving forward, the growth is slowing and the department is

responding appropriately with a near-zero change in budget for 2012. Still, a number of large

commercial, multi-family residential and industrial developments are underway adding new hazards,

potentially increased call volume and the need for specialized training. City growth will always impact

fire services and we must plan accordingly.

There is an obvious strategic economic advantage to maintaining the Paid on Call service delivery model

into the future. Efforts will continue through prevention measures to control and hopefully reduce call

volumes, and thus firefighter time demands. The department is fully capable of meeting its

expectations under this model for the foreseeable future. The commitment of the members cannot be

overstated in making this possible.

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The 2010 performance measures directly impacted the 2011 business plan which, in turn, focussed the

department in many of its activities. This demonstrates the value of both the performance measures

program as well as the business planning process. The use of these valuable measures will continue into

the future as we identify new areas for attention in all aspects of operations and administration.

The year 2012 will hopefully be one of stabilization after the major changes that have taken place

internally over the past 3 years. The department has responded well to these challenges and it will be a

well deserved opportunity to focus on rejuvenating and closing the loop on many items that have begun

or been set aside over the past few years.

The following pages highlight the 2012 PMFRS Work Plan Recommendations, results of the 2011

Business Plan, and summary of the important 2011 Performance Measurements used by our

organization. This material may be of interest to everyone as the data reported is both meaningful and

educational. We hope that you are pleased and proud of our performance for 2011.

We continue to be very proud to serve you!

Thank you and be safe,

Fire Chief Don Jolley

On behalf of the Firefighters and families of the Pitt Meadows Fire & Rescue Service

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2011 Business Plan Action Items & Results 1. Action: Completion of Replacement Engine

Goal: Retire/Replace Mack Engine due to expiring ULC rating (20 yrs)

Outcome or Measure: New unit operational by December 1, 2011

Result: Delayed. Delivery was completed in late December

2011. Estimated date for full operational implementation is

March 1, 2012

2. Action: Initiate new Paid on Call service delivery model

Goal: Seamless transition into new model from old volunteer model

Outcome or Measure: Minimal impact on public service, minimal formal

complaints from staff on changes and improved performance overall

Result: System fully in place with positive results in all areas

3. Action: Implementation of City Records Management filing system at firehall

Goal: Organize and implement RMS at firehall using City-wide MOA

Outcome or Measure: Filing of all administrative materials following the

MOA protocol

Result: Initiated but progressing slowly due to system challenges

4. Action: Continued implementation of Master Plan recommendations

Goal: Research, describe and implement resolves to recommendations in the

Master Plan document identified beginning with 2010 initiatives

Outcome or Measure: Completion or compliance with Master Plan

recommendations

Result: All recommendations completed except those requiring

significant future capital or operating costs not identified in

current budgeting processes

5. Action: Updating of existing Rural property Pre-plan inventory

Goal: Full update of pre-fire plans for rural farm properties with target hazards

Outcome or Measure: Full update of all address plans

Result: 30% complete. Delayed by competing priorities

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6. Action: Enhance Fire Prevention and Life Safety Education Programs

Goal: Initiate innovative programs for target demographic groups utilizing new

partnerships within the community and FST staff members

Outcome or Measure: Documented delivery of added program types

and volume (e.g. smoke detectors, seniors, ethnic cultural programs)

Result: 75% complete. Seniors program to be completed in

2012

7. Action: Improve Leadership Training for front-line volunteer supervisors

Goal: To improve operational effectiveness through use of established and

consistent leadership skills at the crew level. Consultant training sessions

Outcome or Measure: Improved operational effectiveness

Result: Complete & on-going. Consultant engaged and training

session complete in Dec 2011. More to follow in 2012

8. Action: Development of a fire training ground area/facility

Goal: Develop partnership with Pitt Meadows Regional Airport for increased

use of Apron 4 or locate an alternate fire training ground area

Outcome or Measure: establishment of a designated area of use

Result: On-going. Delays due to permit process required by

Metro Vancouver over Right of Way Access to site

9. Action: Integration of 2nd FST and unionization process

Goal: integrate 2nd position and begin bargaining with new IAFF Local

Outcome or Measure: full operation of FST and working labour-Mgmt

Result: Complete. Impacts significant with prevention and

maintenance programs. Weekday, business hour dedicated

response proving effective with 2 FST’s

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Performance Measures Highlights

Operational Response:

Following the recommendations of the 2010 Annual Report the department focussed on the reduction of false

alarms, particularly from specific problem occupancies. For the most part we were successful in this but the

continued high percentage of false alarms remains a burden on the department. Efforts will continue into

2012 to reduce false alarms to levels below our previously established target.

Burning Complaints have historically been a large burden. In 2011 however, the department made this a

priority and major results were obtained. An aggressive education program was undertaken and, combined

with non-compliance fines, the results were dramatic. As the above graphic illustrates, the number of burning

complaints was reduced by over 50% from 2010 and is the lowest in years. Efforts will continue in 2012 to

sustain this improvement and work toward our target level.

As we look at the trends in the above graph it is readily apparent that the department is experiencing either a

gradual decrease, or relative stability, in most calls types. The exception is MESA (medical assist calls) in

support of BC Ambulance. While the PMFRS does not respond to all calls for paramedic assistance, we do

attend those serious calls where our first responder medical skills can assist either the patient or paramedics.

9% 9% 12%

7%

11% 11% 10%

% responses for False Alarms

5% 5% 6%

10% 12%

5% 3%

% responses for Burning Complaints

0

2

4

6

8

10

12

14

16

2006 2007 2008 2009 2010 2011

Structure fires per 1,000 occupancies

FR calls per 1,000 population

MVA calls per 1,000 population

False Alarm calls per 1000 population

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With the addition of Fire Safety Technicians (FST’s) in 2010 and 2011 we have seen some stabilization of the

trend that was occurring toward fewer firefighters responding during weekday time periods. Increased desire

to hire qualified shift workers, when available, will also play a future role in this.

Retention of members and large numbers of new recruits are both significant long-term challenges that

contribute greatly to attendance issues. It is expected that if we can decrease our annual turn-over of 4-5

members, this trend will subsequently reverse or at least stabilize overall. Measures are being looked at to

increase retention which will obviously assist with attendance numbers. The added benefit of improved

retention is that it will also increase our mean seniority to between 6-7 years (currently at 4.5) which will

benefit the department in many other ways as well.

0

5

10

15

20

2006 2007 2008 2009 2010 2011

Staff turn-out by Time - Weekend

0000 - 0700

0700 - 1700

1700 - 0000

0

5

10

15

20

2006 2007 2008 2009 2010 2011

Staff turn-out by Time - Weekday

0000 - 0700

0700 - 1700

1700 - 0000

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The introduction of Platoon response (for medical-type calls) within the POC model is designed to minimize

the burden on members by only paging half of the department for calls where only 3-6 members may be

required to attend. This measure is expected to improve attendance, help reduce attrition and keep costs

stable. The 3 platoons are divided into the FST’s (weekday business hour only), and two POC groups of half

the members (approx 15) each. The POC platoons cover all weeknights and weekends.

Even with all the changes in demographics, community growth, and individual expectations the number of

firefighters answering the pages has remained, for the most part, pretty consistent for the past 6 years. There

have been fluctuations as the department profile changes (i.e. more or less shift workers, career staff, etc) but

the general consistency speaks volumes about the community commitment that the members have.

The average number of firefighters responding to emergency pages for non-medical (Platoon) calls for 2011

was 11-12. This number continues the very slow trend of decreasing average attendance over time.

Retention of members and large numbers of new recruits are both significant long-term challenges that

contribute greatly to this trend. It is expected that if we can decrease our annual turn-over of 4-5 members,

these numbers will subsequently reverse in trend or at least stabilize.

The department has done well to reduce the number of incidents with fewer than 8 firefighters responding; a

significant benchmark within the industry for the vast majority of calls (see following diagrams). In 2011 we

saw a sharp improvement in the percentage of turn-out of 12+ members for all time periods. This is a

sufficient number for most significant incidents. As we improve this number specifically, we will have fewer

requirements for Mutual Aid resources from neighbouring communities. The Mutual Aid system is very

beneficial to all partners and provides support for major incidents. In 2011 we only requested Mutual Aid

from outside once, while we responded to requests from others twice; a very rare occurrence in our

departments history. The number of non-medical calls where we have less than 4 firefighters responding is

virtually zero, a positive sign over previous years.

Fire Safety Technicians

(FST), 30

A Platoon (POC), 63

B Platoon (POC), 57

Platoon Calls - 2011(medical-type incidents)

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The department has been fortunate to have City Council support the hiring of a small contingent of career

staff, including Chief Officers and firefighters. We are now at an organizational capability where the

operational and administrative support for the core group, the POC volunteer firefighters, is at an optimum

level. It is not anticipated that any changes will be necessary into the near future unless some significant

political, public or legislative demands require it.

Fire Prevention and Public Education:

0%

10%

20%

30%

40%

50%

60%

70%

80%

2006 2007 2008 2009 2010 2011

Staffing Levels - Weekday

% Responses with ≤ 4 staff

% Responses with ≤ 8 staff

% Responses with ≤ 12 staff

0%

10%

20%

30%

40%

50%

60%

70%

2006 2007 2008 2009 2010 2011

Staffing Levels - Weekend

% Responses with ≤ 4 staff

% Responses with ≤ 8 staff

% Responses with ≤ 12 staff

0

100

200

300

400

500

600

2006 2007 2008 2009 2010 2011

Number of inspections performed

# burning permits issued

# burning complaints received

# education/prevention sessions performed

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A lot of goals were achieved in 2011 by the members and leadership of the Fire Prevention and Education

Division. The number of inspections being performed reflects a very high commitment to safety in the

community. Approximately 80+% of our multi-family and commercial properties were visited last year for fire

& life safety inspections to ensure compliance with Code and local Bylaw requirements.

This aggressive methodology for inspections has resulted in a dramatic decline in the number of required

re-inspections. As businesses, building managers and building owners become more compliant, as a general

rule, safety for the occupants rises significantly. Additionally, the reduction in re-inspections has enabled the

prevention and education division to undertake new and innovative programming which will further enhance

public safety. Ultimately, from a business viewpoint, Code and Bylaw compliance results in fewer violation

fines, improved occupant safety and potentially better insurance ratings.

Unlike previous years, the number of education sessions rose significantly in 2011. While the obvious benefits

of teaching the public, especially children, about fire safety are easily understood, the long term cultural and

economic impacts are not. Major fires have far reaching effects in a community beyond the building. They

impact businesses, they impact citizens (directly and indirectly) they impact community spirit, they impact

psychological health, and they can even impact whether a community continues to exist; at least as it did

before. In 2011, the PMFRS attended five (5) structural fires. NONE of these fires progressed beyond the

area/room of origin. This was due to two simple things: the institution of residential sprinkler requirements

backed up by a well-trained, operationally sound fire service. In Pitt Meadows we are very fortunate to have

both!

Training:

The training of firefighters is perhaps the single most critical function the department performs. In order to

provide safe and effective response a large body of work and time is devoted to this specific function. While

the number of training hours continues to increase as a result of outside regulatory forces and the constant

process of recruitment the cost per firefighter for that training remains fairly constant.

0

0.1

0.2

0.3

0.4

0.5

2006 2007 2008 2009 2010 2011 Target

% Re-inspections to primary inspections

[DM#97344v1] | 22

We have developed a strong internal instructional capability that is well supported by budget to send

firefighters to external facilities for specialized training sessions. A new dedicated fire service training ground

is being planned and will hopefully undergo initial development within the 2nd quarter of 2012. This will

enable us to enhance internal training capability while keeping firefighters within the community and able to

respond on a more frequent basis.

Regulations affecting firefighter training and safety are constantly changing. The demands on the

membership for training time are high; usually far in excess of those related to incident response. Each

member, on average contributed approximately 315 hrs to the department in 2011 – and well over half of

those hours were related to training. As a department, there were in excess of 5000 hrs dedicated to training

during 212 sessions.

Certification of the firefighters to the BC Firefighter Standard is critical both operationally and for risk

management. Last year was only the second time in the past 6 years where we had over 70% of the

firefighters certified to this standard; a major accomplishment given the challenge of constant turn-over and

retention. In 2011 we also had the highest number of members ever attending more than 75% of scheduled

training sessions which further illustrates the tremendous commitment these individuals have to their

profession.

122

130

150

164

192

212

0 50 100 150 200 250

2006

2007

2008

2009

2010

2011

# Firefighter training sessions

$500.00

$750.00

$1,000.00

$1,250.00

$1,500.00

2006 2007 2008 2009 2010 2011

Training costs per firefighter

[DM#97344v1] | 23

Another area of significant concern is the maintenance of skills in a largely POC/Volunteer force. A Job

Performance Review (JPR) process is used to correct this shortfall and has worked very well. If a member fails

to achieve the benchmark thresholds for training and calls in every 6 month period they are put through

retraining sessions followed by a formal skills evaluation. The measure of the JPR effectiveness is easily

demonstrated through the continuous decrease year over year in the % of JPR sessions required.

Administration:

Pitt Meadows residents and businesses have some of the lowest fire protection costs in BC – and certainly the

lowest in Metro Vancouver - for jurisdictions of our size. This situation is almost exclusively attributable to our

unique and effective organizational structure. This efficiency is expected to continue unless major growth or

political or regulatory changes occur. Ultimately, the individual household cost of firefighting services ready

and able to respond to any emergency costs approximately 25 cents per day in Pitt Meadows.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

2006 2007 2008 2009 2010 2011 Target

% Vol/POC attending >75% scheduled practices

% Vol/POC achieving Firefighter Certification

% JPR sessions for firefighters

$0.00

$20.00

$40.00

$60.00

$80.00

$100.00

2006 2007 2008 2009 2010 2011

Operating Cost per Capita annually

Annual Tax cost per average home

[DM#97344v1] | 24

PMFRS Member Commitment for 2011

Average number of hours contributed by each Paid on Call Firefighter 315

Number of Training Hours contributed – total 5312

Number of hours contributed for Emergency response – total 4040

Number of hours contributed for Fire & Life Safety Education / Prevention 106

Additional contributed hours for department business – total 862

Total number hours contributed by POC firefighters 10320

Average Seniority of firefighting staff 7.41 years

Mean seniority of firefighting staff 4.5 years

% of department POC members who are shift workers 38%

% department incidents responded to during business hours 42%

Turn-over rate of membership over past 2 years 4-5 annually

[DM#97344v1] | 25

Recommendations for 2012 and Beyond:

1. That continued efforts be made to deliver a specific fire inspection and education program to address

the disproportionately high number of false alarms occurring in multi-family residential complexes and

commercial facilities. Education, as well as pro-active site visits and strong enforcement are all

required.

2. That fire & life safety education programs be developed for implementation in the new large senior

complex currently under construction and due for completion in the 4th Quarter 2012.

3. That renewed focus on kitchen fire safety is undertaken during all fire & life safety educational sessions

regardless of the audience demographics.

4. That continued efforts to improve retention be developed in the face of potential loss of more senior

members to retirement in the coming year(s).

5. That the department strive to get the dedicated training ground operational ASAP through aggressive

action with City Engineering and Metro Vancouver.

6. Initiate discussions and planning with the City on future fire station location(s) and needs.

Development of a budget projection for the recommendations that come from these discussions.

7. Enhancement of the departmental emergency preparedness capability with specific emphasis on the

delivery of family and personal preparedness through the PIRATES program.

[DM#97344v1] | 26

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