fire department annual report 2011
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Calgary fire department
Annual report 2011
calgary.ca | call 3-1-1
Onward/ by 2020, Calgary communities are resilient, complete and connected.
1. A MessAge froM the generAl MAnAger 1
2. A MessAge froM the Chief 3
3. overview 5
4 A MeMorAble MoMent in 2011 7
5. foCusing serviCes to Meet Citizens needs 9
6. Providing And ProMoting PubliC sAfety 12
7. fostering A CoMMunity thAt CAres 26
8. Providing serviCes thAt CAlgAriAns vAlue And rely on 30
9. building And strengthening PArtnershiPs to Meet CoMMunity needs 38
10. fostering A Positive, innovAtive And sAfe workPlACe thAt AttrACts, retAins And develoPs MotivAted And tAlented PeoPle 40
11. finAnCiAl suMMAry 50
12. looking AheAd 54
13. honouring our fAllen 56
Table of Contents
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Message from the general Manager
1dear Council, Citizens and City Colleagues,
improving the quality of life in Calgary is at the heart of everything we do in Community services & Protective services. we deliver a broad array of social, recreation, leisure and public art programs and services that encourage active lifestyles, inclusive communities and vibrant neighbourhoods for all citizens. we protect, preserve and restore public safety through the programs and services of the Calgary fire department, 9-1-1, bylaw education and enforcement, and emergency and disaster response systems.
we do all this with a staff of 5,200 hard-working, dedicated employees, in partnership with community agencies, community and social recreation partnerships, civic partners and a network of provincial and federal departments and emergency management agencies. And we do so with the needs and priorities of citizens in mind.
Citizens have told us they value things like libraries, recreation facilities, culture and sport facilities, and fi re services. we have listened. And we are responding.
on July 25, 2011, City Council created a long-term sustainable funding pool to address both new and existing community infrastructure needs. their foresight
to create this fund demonstrates the City’s commitment to safe, sustainable and vibrant neighbourhoods for all Calgarians.
the community investment fund will allocate $252 million into tangible and useful community improvements over the next six years on things like libraries, recreation centres, swimming pools, arenas, athletic fi elds, parks, playgrounds and emergency services. while projects vary in scope, size and cost, every single one of them directly helps create more livable communities. i look forward to sharing more information with you on these projects in 2012!
we are proud to share with you the major accomplishments and milestones we have highlighted in our 2011 Annual reports. thank you to all the employees of our department who work in Calgary neighbourhoods every day to make our city vibrant, healthy, safe and caring.
erika hargesheimer
general ManagerCommunity services & Protective servicesthe City of Calgary
A Message from the Chief
2i am proud of the accomplishments of the men and women of the Calgary fire department (Cfd) over the past year. in 2011, we received a citizen satisfaction rating of 98 per cent. this is an exceptional achievement considering the challenges we faced over the past year, including meeting the needs of a number of emerging communities, implementing much needed life-cycle replacements, and strategically planning for future, anticipated growth. despite all this, citizens told us that we did the right things at the right times - another indication of our appropriate investment in services and setting of priorities over the past year.
in 2011 we showcased our department, our people, and most importantly, our commitment to those we serve – Calgarians. we were honoured to be the host city for the annual fire-rescue Canada Conference which brought together more than 400 fi re service leaders from across north America. “taking the lead” was both the conference theme and a great way to encapsulate how we successfully embraced the many challenges and opportunities of 2011.
And what better way to face challenges than by navigating into the future and developing a 10-year sustainability plan. the fire department sustainability Plan (2011-2021) was a signifi cant accomplishment as we were the only municipal service to provide a level of planning and analysis to City Council for consideration into the City’s future growth and service delivery. through the direction and innovative thinking set out in the plan, we intend to establish a leadership role in sustainable development within the fi re service, ensuring our operations are aligned with the needs of citizens today – and into the future.
throughout 2011 we also developed a comprehensive and inclusive business plan outlining strategic result areas and goals the department will pursue over the upcoming three years. Along with our sustainability plan, the three-year business plan will help shape the future of the fire department by focusing on continual improvement, organizational effi ciencies, and achieving the desired outcomes and priorities set out by Council and citizens.
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we also had the opportunity to challenge our resiliency and demonstrate our values – in a big way. while i am proud to say that Pride, Professionalism, teamwork and respect can be seen at all levels of the organization on a daily basis, we did prove this on a larger scale in response to the tragedy in slave lake. our members’ capabilities and competencies really stood out during the most signifi cant deployment in our department’s history. between the Calgary fire department, Calgary emergency Management Agency, and Canada task force 2, Calgary was well represented and our neighbours to the north remain extremely grateful for our assistance.
And that is just a snap shot. while i’d never be able to make mention of each of our achievements and successes in 2011, i wanted to depict the journey and leave the assurance that we are positioned for the challenges and opportunities that await us in 2012 as we continue to learn, grow and thrive to create an even stronger fi re service for the citizens of Calgary.
w. (bruce) burrellfire Chief
2011 Service to Citizens
over 1,400 fi refi ghters and staff work together to deliver world-class emergency services and participate in and lead community initiatives designed to support the safety of citizens of all ages. in 2011, fi refi ghters provided 100,695 responses to 50,520 incidents, an increase of 6.2 per cent over 2010. the breakdown of incidents to which the fire department responded remained consistent with previous years. Citizen calls for emergency medical assistance accounted for just over 46 per cent of total incidents, followed by false alarms, hazardous conditions and investigations.
Guiding Direction
fire department operations are guided by Council’s priorities and policies, the Community services & Protective services business plan, and the fire department’s own business plan, policies and procedures.
the fire department continues to achieve results for citizens through support of strategic areas identifi ed within the Community services & Protective services department’s 2009-2011 business plan including:
overview
3The Fire Department is an essential element of complete communities and every program and initiative is directed towards protecting the safety of citizens.
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• Providing and promoting public safety
• fostering a community that cares
• Providing services that residents value and rely upon
• building and strengthening partnerships to meet community needs
• fostering a positive, innovative and safe workplace that attracts, retains and develops motivated and talented people
these overarching principles are refl ected in the fi ve strategic result areas set out in the fire department’s 2009-2011 business plan:
• design fi re-safe communities
• build a sustainable fi re service
• be the international fi re service leader
• support our employees
• enhance the health and safety of our people and environment
Citizen-facing Services
• emergency response and fi refi ghting
• Community safety programming
• rescue/other incident responses
• Prevention and investigations
Support to Citizen-facing Services
• Planning, risk analysis and performance management
A Memorable Moment in 2011
4
on the afternoon of saturday May 14, 2011, two separate fi res burned within the Municipal district of lesser slave river near the town of slave lake and sawridge first nation. one fi re was burning to the southwest of slave lake, the other emerged east of the town of slave lake. on the afternoon of May 15, 100 kilometre-per-hour winds stirred up the fi res, threatening lives and infrastructure. despite efforts by Alberta sustainable resource development (srd), the fi re entered the town of slave lake destroying approximately 40 per cent of the town including the town hall and town library.
the government of Alberta formally requested the assistance of a number of agencies in Alberta and across Canada, including the
Calgary fire department, Calgary emergency Management Agency (CeMA) and Canada task force 2 (Cantf2), to assist with the disaster. the City of Calgary responded quickly. deployment began shortly after midnight and was completed within 12 hours of the request. over the following two weeks more than 100 staff members and several pieces of apparatus were sent to help with the salvage and recovery efforts.
the conditions on the ground in slave lake were such that most have not seen or experienced - to date, it is considered the single largest fi re devastation in Canada’s history. the government of Alberta upgraded the disaster to a level four emergency, the highest
The Calgary Fire Department is fortunate that its members are well-trained and well-positioned to assist communities in response to, and recovery from, large-scale disasters and emergencies.
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possible designation that involves a sustained government-wide response. the disaster not only destroyed private and public properties, it took down essential services. As a result, there was great demand to provide for the essential needs of residents and restore essential services such as utilities.
though it was physically and emotionally challenging, Calgary fi refi ghters at slave lake dealt with the fi refi ghting operations, conducted salvage operations, dealt with hot spots and removed debris. Calgary fi refi ghters also responded to a helicopter crash that was involved with the wildfi re suppression operations. CeMA was instrumental in establishing an effective emergency operations Centre, as well as, assisting with recovery planning. Canada task force 2 provided immense support to Alberta health services and to the responding crews by providing an emergency Medical Assistance task force, water fi ltration units, heaters, tents and power generators, in addition to a number of other resources.
the slave lake disaster was a monumental and historic event. the successful response by the Calgary fire department, the Calgary emergency Management Agency and Canada task force 2illustrates the City of Calgary’s preparedness. the Calgary fire department is thankful to those who deployed and those who supported the deployment.
focusing services to Meet Citizens needs
5
in 2011, the fire department continued to deliver on citizen expectations as evidenced by receiving the highest level of citizen satisfaction of all City of Calgary services. in addition, citizens rated the quality of fire department services top among all services provided by the City of Calgary’s Community services & Protective services department.
The Fire Department strives to deliver on its values of pride, professionalism, teamwork and respect. As an essential element of complete communities, citizens often share their thoughts and thanks for a job well done, which speaks volumes about the quality of service and care the Fire Department provides.
Citizen Satisfaction Survey, 2007-2011 Citizens Responding Somewhat or Very Satisfi ed
2007 2008 2009 2010 2011
80%
60%
40%
20%
100% 98% 97% 99% 99% 98%90% 90% 89% 89% 90%
64% 64% 68% 71%75%
CFD CS&PS Corporation
0%
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Citizens surveyed revealed that they expect the fire department to effi ciently and reliably respond to emergencies, that prevention and public safety programs are an essential part of the community, and that having a safe community is important.
Service Expectations of Local Community Fire Stations
42%
23%
15%
13%
12%
11%
9%
7%
5%
5%
4%
3%
6%
7%
respond to emergencies (fi res, accidents)
educate people/ run awareness program in the community
fire prevention program
effi cient/ fast response
Public safety program
home/ building inspection (carbon monoxide, fi re alarm)
reliable/ always there when needed
do a good job/ service
Collect/receive chemicals/hazardous waste
Provide information/courses on safe handling/disposing of chemicals/hazardous materials
Community presence
keeping the community safe
other mentions
don’t know
As the nature of community fire and safety demands continues to change, the Fire Department engages with its citizens and adapts its service to meet developing needs.
6Providing and Promoting Public safety
fire department apparatus responded 100,695 times to 50,520 incidents in 2011, a 6.2 per cent increase in incidents responded to and a 1.2 per cent increase in apparatus responses than the previous year.
the most common call for help from citizens was for medical assistance, which accounted for 46.3 per cent of all incidents responded to in 2011.
fires represented 3.7 per cent of total responses, while false alarms represented 16.7 per cent. hazardous condition calls, which include fuel leaks from vehicles and gas releases, represented 15.8 per cent of total calls. Although only 3.7 per cent of all incidents emergency response crews responded to were confi rmed as actual fi res, in 2011, the Calgary fire department responded to 10,685 calls (21.2 per cent of all incidents responded to), where an alarm or other indication of fi re was present. 2007 2008 2009 2010 2011
120,000
0
103,481109,476
100,761 99,476 100,695100,000
80,000
60,000
40,000
20,000
Number of Apparatus Responses Number of Incidents
44,89549,876 46,992 47,554 50,520
Incidents and Apparatus Responses, 2007-2011
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Incidents by Major Incident Type, 2011
rupture/explosions (0.1%)
severe weather (0.4%)
fires (3.7%)
Public service Assistance (7.0%)
investigations (9.1%)
hazardous Conditions
(15.8%)
false Alarms (16.7%)
rescues (1.0%)
Medical Assists (46.3%)
In providing services fundamental to the quality of life of citizens, the Fire Department adapts its services, education and approaches to reflect the social fabric of citizens and changes in the community.
Providing and Promoting Public safety
As a result of the fire department’s continued efforts to support the building of fi re-safe communities, the number of fi re incidents declined for the fourth straight year. in 2011, the fire department responded to 1,860 fi re incidents, a decrease of 4.9 per cent from 2010.
More than half of all fi res occurred in structures, such as homes, garages and businesses. this was followed by outside rubbish fi res and mobile property or vehicle fi res, which accounted for 14.7 and 13.9 per cent of fi res, respectively.
2007 2008 2009 2010 2011
structure fi res 1,029 1,137 1,075 1,037 943
natural vegetation fi res 282 299 258 211 187
Mobile property (vehicle) fi res 302 274 275 223 258
outside rubbish fi res 392 467 314 291 274
special outside fi res 82 130 87 72 62
Cultivated vegetation / crop fi res 1 1 2 2 1
other fires 121 159 152 120 135
total fires 2,209 2,467 2,163 1,956 1,860
Fires by Major Fire Category
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2007 2008 2009 2010 2011
100%
0%
80%
60%
40%
20%
59.8%55.2%
68.8% 66.9%69.3%
Percentage of Building/Structure Fires where Flame Spread was Limited to within the Room or Object of Origin, 2007-2011
to protect the lives and property of citizens, the fire department aims to contain 65 per cent of fi res to the room or object of origin.
in 2011, the fire department achieved its target and limited fi re in 69.3 per cent of building and structure fi re incidents.
Providing and Promoting Public safety
The Fire Department is an essential element of complete communities and every program and initiative is directed towards protecting the safety of citizens. The Fire Department aggressively works to reduce injuries and fatalities through its inspection, prevention and public education programs.
As a result of the fire department’s continued efforts to encourage fi re-safe communities, the number of fi res in Calgary declined for the fourth consecutive year. this focus also contributed to a decrease in the number of civilian fi re-related injuries and deaths in 2011.
despite best efforts, in 2011 there were three civilian deaths and 35 fi re-related injuries.
2007 2008 2009 2010 2011
80
0
26
51
63
37 35
70
60
50
40
30
Civilian Injuries Civilian Deaths
3 37 5
3
20
10
Civilian Fire Injuries and Deaths, 2007-2011
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on the morning of february 23, fi re crews were called to a house in southwest Calgary. upon arrival, crews were faced with fl ames and heavy smoke conditions. Crews quickly knocked down the fi re and upon their search, found one male victim.
in the early morning hours of March 2, emergency crews responded to a report of a house fi re in northeast Calgary. the home was fully engulfed in fi re when crews arrived, and upon quickly knocking down the fi re, discovered a single male victim that had succumbed to the fi re.
in the early morning hours of september 13, fi re crews were dispatched to an explosion call in southeast Calgary, and upon arrival at the scene, found a brush fi re. After extinguishing the fi re, fi refi ghters discovered one male victim that had died asa result of the fi re.
Providing and Promoting Public safety
Demand for fire and community safety services have steadily increased over the past decade as the population has increased. The Fire Department has seen a growing need for service in other areas vital to the safety the community and the environment.
As Calgary’s population has increased by 7.0 per cent over the past fi ve years, the number of fi res has declined by 15.8 per cent.
2007 2008 2009 2010 2011
number of fi re incidents 2,209 2,467 2,163 1,956 1,860
estimated loss from fi res $35,805,985 $52,634,093 $30,465,711 $42,126,848 $24,151,683
fire loss per capita $35.11 $50.47 $28.59 $39.32 $22.14
total population 1,019,942 1,042,892 1,065,455 1,071,515 1,090,936
estimated value of property $3,422,021,014 $2,024,034,215 $2,979,283,525 $1,200,203,064 $1,041,447,739
estimated value saved from fi re $3,386,215,029 $1,971,400,122 $2,948,817,814 $1,158,076,216 $1,017,296,056
Percentage of value saved 99.0% 97.4% 99.0% 96.5% 97.7%
Estimated Fire Loss and Saves
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of the total estimated property and content value of $1.04 billion affected by fi re, the fire department limited those losses due to fi re to an estimated $24.1 million.
the fire department achieved a return on investment of an estimated $1.02 billion, representing a save rate of 97.7 per cent.
Estimated Fire Loss, Value Saved and Save Rate, 2011
estimated value saved $1.02 billion
estimated fire loss $24.1 million
Save Rate = 97.7 per cent
Providing and Promoting Public safety
As a leader in the fire industry, the Calgary Fire Department strives for continuous improvement, ensuring that it operates as efficiently and effectively as possible.
Performance measure/Council approved long-term benchmark
2011 Comparative Cities benchmark survey results
Calgary fire department 2011 results
number of fi re stations per capita at or near comparable Canadian cities
An average of 29,603 persons protected per station
Cfd’s 37 fi re stations each protected an average of 29,485 persons.
number of fi re suppression personnel per capita at or near comparable Canadian cities
one fi refi ghter for every 832 personsCfd’s staffi ng level was at one fi refi ghter for every 840 persons.
Average service area covered per fi re station at or near comparable Canadian cities
An average service coverage area of 27.33 km2
Cfd’s 37 fi re stations each cover an average service area of 22.92 km2
fire suppression cost per capita at or near comparable Canadian cities
Average of $124.99 per capitaCfd provided fi re suppression service at a cost of $136.09 per capita.
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Performance measure/ Council approved long-term benchmark
Calgary fire department 2011 results
first-in engine emergency response within seven minutes at fi re rescue incidents, 90 per cent of the time.
64.0 per cent of fi rst-in engines arrived within seven minutes.
first-in engine emergency response within six minutes and 30 seconds at life-threatening emergency medical incidents, 90 per cent of the time.
73.3 per cent of fi rst-in engines arrived within six minutes and 30 seconds.
ninety second or less turnout for the preparation of the fi rst engine company at fi re rescue incidents, 90 per cent of the time.
54.7 per cent of fi rst-in engine turnout times were within 90 seconds.
sixty second or less turnout for the preparation of the fi rst engine company at life-threatening emergency medical incidents, 90 per cent of the time.
27.0 per cent of fi rst-in engine turnout times were within 60 seconds.
four minute and 30 second or less travel time for the arrival of the fi rst engine company at fi re rescue incidents, 90 per cent of the time.
72.2 per cent of fi rst-in engine travel times were within four minutes and 30 seconds.
four minute and 30 second or less travel time for the arrival of the fi rst engine company at life-threatening emergency medical incidents, 90 per cent of the time.
78.2 per cent of fi rst-in engine travel times were within four minutes and 30 seconds.
full fi rst alarm assignment at a fi re suppression incident within 11 minutes, 90 per cent of the time.
56.1 per cent of full fi rst alarm assignment total response times were within 11 minutes.
eight minute and 30 seconds or less travel response time for the deployment of a full fi rst alarm assignment at a fi re suppression incident, 90 per cent of the time.
54.9 per cent of full fi rst alarm assignment travel times were within eight minutes and 30 seconds.
flame spread limited to within the room or object of origin in 65 per cent of building and structure fi re suppressions.
flame spread was limited to within the room of origin or object of origin in 69.3 per cent of building/structure fi res.
Providing and Promoting Public safety
Fire Rescue Incidents
the fire department target is for a fi rst-in engine to arrive at the scene of an incident within seven minutes 90 per cent of the time at emergency fi re rescue incidents.
• in 2011, fi rst-in engines responding to fi re rescue incidents achieved a total response time of seven minutes or less 64.0 per cent of the time. ninety per cent of all fi rst-in engine responses were made within nine minutes and 22 seconds or less (29 seconds faster than in 2010).
• first-in engines achieved a turnout time of 90 seconds or less 54.7 per cent of the time. ninety per cent of all fi rst-in engine responses achieved a turnout time of two minutes and 15 seconds or less (three seconds faster than in 2010).
• first-in engines achieved a travel time of four minutes and 30 seconds or less 72.2 per cent of the time. ninety per cent of all fi rst-in engine responses achieved a travel time of six minutes and 2 seconds or less (23 seconds faster than in 2010).
Life-Threatening Emergency Medical Incidents
the fire department target is for a fi rst-in engine to arrive at the scene of an incident within six minutes and thirty seconds 90 per cent of the time at life-threatening emergency medical events.
• in 2011, fi rst-in engines responding to life-threatening emergency medical incidents achieved a total response time of six minutes and 30 seconds or less 73.3 per cent of the time. ninety per cent of all fi rst-in engine responses were made within seven minutes and 58 seconds or less (21 seconds faster than in 2010).
• first-in engines achieved a turnout time of 60 seconds or less 27.0 per cent of the time. ninety per cent of all fi rst-in engine responses achieved a turnout time of two minutes and 10 seconds or less (one second faster than in 2010).
• first-in engines achieved a travel time of four minutes and 30 seconds or less 78.2 per cent of the time. ninety per cent of all fi rst-in engine responses achieved a travel time of fi ve minutes and 29 seconds or less (12 seconds faster than in 2010).
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Response times are an important marker of citizen safety and service. In the event of a fire rescue or life-threatening emergency medical incident, the first engine on-scene plays a critical role in initiating life-saving actions, such as providing CPR or establishing a means of access to occupants trapped in a building.
2007 2008 2009 2010 2011
80
60
40
20
100
0
66.9
%
61.1
%
63.3
%
64.0
%
58.6
%
Total Time Benchmark Met(7min)
64.6
%
55.4
%
62.2
%
54.7
%
57.3
% 70.3
%
69.3
%
69.0
%
72.2
%
68.1
%
Turnout Time Benchmark Met(1min 30sec)
Travel Time Benchmark Met(4min 30sec)
Benchmark 90%
First-in Engine Response Time PerformanceFire Rescue Incidents, 2007-2011
2007 2008 2009 2010 2011
80
60
40
20
100
0
76.9
%
70.8
%
74.6
%
73.3
%
70.5
%
Total Time Benchmark Met(6min 30sec)
26.9
%
24.2
%
26.6
%
27.0
%
23.6
%
81.7
%
76.7
%
80.0
%
78.2
%
78.4
%
Turnout Time Benchmark Met(60sec)
Travel Time Benchmark Met(4min 30sec)
Benchmark 90%
First-in Engine Response Time Performance, Life-Threatening Emergency Medical Incidents, 2007-2011
Providing and Promoting Public safety
Assembling a full first-alarm is vital to allowing firefighters to safely, adequately and properly attack and extinguish a fire.
the fire department has set a target for getting 14 fi refi ghters to a fi re rescue incident, referred to as a full fi rst-alarm assignment, within 11 minutes 90 per cent of the time. Amassing these resources to a fi re suppression incident ensures that appropriate levels of fi refi ghters and equipment are in place to safely set up equipment and simultaneously handle critical fi refi ghting tasks to control and limit a fi re and protect people, property and the environment.
• in 2011, units responding to fi re suppression incidents met the total response time benchmark of 11 minutes 56.1 per cent of the time. ninety per cent of responses requiring a full fi rst-alarm assignment were made within fi fteen minutes and 34 seconds or less (49 seconds slower than in 2010).
• units met the travel time benchmark of eight minutes and 30 seconds 54.9 per cent of the time. A full fi rst-alarm assignment arrived at 90 per cent of all fi re suppression incidents within a travel time of twelve minutes and 50 seconds (11 seconds slower than in 2010).
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2007 2008 2009 2010 2011
80
60
40
20
100
0
64.5
%
57.8
%
60.0
%
56.1
%
60.2
%
Total Time Benchmark Met(11min)
58.2
%
56.9
%
55.0
%
54.9
%
61.2
%
Travel Time Benchmark Met(8min 30sec)
Benchmark 90%
Full First Alarm Assignment Response Time Performance, Fire Suppression Incidents, 2007-2011
7fostering a Community that Cares
when not fi ghting fi res the department’s dedicated and competent staff commit their time and energies to a range of programs and charities designed to support the citizens of Calgary.
Canadian Military family resource Centrestaff make contributions to wear red epaulettes or clothing to recognize the efforts of military forces, with funds going to the Centre.
Canadian blood services sirens for lifeAn annual challenge between Calgary and edmonton emergency services, members donate blood that save lives.
big brothers & sisters of Calgarystaff participate in events like the Annual bowl for kids to raise funds for big brothers & sisters of Calgary.
united way of Calgary staff make pledges as part of the annual City campaign and volunteer their time with the organization.
Project warmthfire stations accept clothing donations on a year-round basis and volunteer fi refi ghters collect, repair, clean and distribute outerwear to those in need.
uniCef fire crews collect and sort money collected during halloween.
raise a readerthe fire department accepts book donations at local fi re stations, and personnel donate their time to sell papers to raise funds and awareness of the Calgary herald’s raise-a-reader program.
Calgary firefi ghters benevolent fundstaff volunteer and donate to the Calgary firefi ghters benevolent fund which supports fi refi ghters, retirees, and their immediate families in times of sickness and distress.
MAdd red ribbon Campaignfire engines sport red ribbons to promote the message that deaths and injuries from impaired driving are preventable.
Meals on wheelsthe Calgary fire department and Meals on wheels launched a pilot program where Calgary fire department Community safety offi cers taught Meals on wheels volunteers how to assess smoke alarms in their clients’ homes.
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Through their close ties to the communities they serve, firefighters engage area residents, businesses and agencies in preparing and educating others on ways to reduce risk, bolster resiliency and foster self-sufficiency.
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fostering a Community that Cares
The Fire Department promotes safe, sustainable environmental practices, and works to reduce risks to the health, safety and protection of Calgary’s waterways, land and air by pioneering safe management practices for hazardous materials in homes and businesses.
Waste Diversion and Reduction
five fi re stations and three landfi ll throw & go locations designated as household hazardous waste program sites collected 852,133 kilograms of household hazardous waste chemicals from citizens.
household hazardous waste program sites collected 81,332 kg of propane tanks, helium tanks and other cylinders from citizens.
household hazardous waste program sites diverted 473,200 litres of waste oil and fl ammable liquids from Calgary landfi lls.
household hazardous waste program sites diverted 1,899,029 litres of latex paint and waste oil paint liquids from Calgary landfi lls.
in partnership with waste & recycling services, the household hazardous waste program sites collected 3,125 metric tonnes of hazardous materials from citizens.
Reducing Environmental Contaminants
fire crews picked up an estimated 48,255 litres of fl uids from motor vehicle accidents and other emergency calls.
throughout 2011, the fire department experienced many successes in reducing its environmental footprint and in leading initiatives to minimize impacts on the environment.
in addition to cleaning up fl uids from accidents and emergency events, and diverting and reducing waste from Calgary’s landfi lls, the fire department helped to keep the community safe by removing discarded needles from playgrounds, school grounds, public parks and streets. in 2011, the fire department collected close to 7,400 needles through the drop-box program and attended 59 incidents to pick up discarded needles.
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In Their Own Words
“they’re the fi rst on the scene. i couldn’t imagine life without the fire department.”
“your personnel were instrumental in helping us evacuate more than 200 tenants, some due to complex needs who required gentle coaxing and others who do not speak english. your personnel also helped tenants retrieve critical items, removed pets and patiently awaited the arrival of the private security fi rms. the Public information offi cer, brian McAsey was on site to help with media relations the night of and in the following days.”
“thank you for being an everyday hero. you sacrifi ce your life to save others from danger.”
“i am writing today to give a special thank you to brad Mcdonald (fire investigator). As my husband was being checked out by the eMs team, brad took especially good care of my six year-old son and i. i so appreciated his assistance in coaching me through this diffi cult process of contacting the insurance, and making sure the house was secured before they all left. if it weren’t for his kindness and patience, i don’t think that i could have kept it together.”
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8Providing services that
Calgarians value and rely on
An integral part of Calgary’s complete communities, the Fire Department’s 37 emergency response stations provide both emergency and non-emergency services that residents rely on.
in 2011, the Calgary fire department had eight emergency response facility projects in various stages of development and construction to improve services to the citizens of Calgary.
• ground breaking at douglas glen emergency response station occurred in June. Construction is expected to be completed by Q3 2012.
• ground breaking at symons valley emergency response station occurred in June. Construction is estimated to be completed by Q3 2012.
• ground breaking for replacement south Calgary station #5 took place in August. the project is expected to be completed by Q4 2012.
• detailed design, permitting, and community engagement work was underway for upgrades to windsor Park station #11. this project is expected to be completed by Q4 2013.
• land acquisition was fi nalized in Q4 2011 to support construction of the seton multi-use facility. estimated project completion date is early 2013.
• Project initiation and permitting was underway for the evergreen permanent emergency response station, replacing the existing short-term facility located in bridlewood. estimated project completion date is Q3 2013.
• site location for the royal vista permanent emergency response station, replacing royal oak’s interim facility, was in the process of being fi nalized. Project completion is estimated for 2014.
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WARD 8WARD 6
WARD 1
WARD 3
WARD 12
WARD 9
WARD 2
WARD 14
WARD 4
WARD 13
WARD 10
WARD 11
WARD 7WARD 5
Kilometers
0 1 2 4
KEYSTONE HILLS
NORTH ANNEXATION(INDUSTRIAL)
31
NORTHEASTINDUSTRIAL/AIRPORT
38
1332
40
34
NORTHWEST ANNEXATION
NORTHWEST INDUSTRIAL
ROYAL VISTA (#34)
SYMONSVALLEY (#40)
36
28
18
10
7MOUNTPLEASANT
E.O.C.
DOWNTOWNEAST (#1)
162
8
SOUTH CALGARY (#5)
533
29
17VARSITY
15
21
35
TUSCANY(HOUSE)
22
4
12
23TRAININGACADEMY PROJECT
BELVEDERE
EAST CORE
16 HQFIRE HEADQUARTERS
WINDSORPARK (#11)
11
14
9 25
20
24
PROVIDENCEEVERGREEN (#37)
37
19
26
WEST MACLEOD
EAST MACLEOD
SHEPARDINDUSTRIAL
SHEPARDRESIDENTIAL
SOUTHEASTANNEXATIOIN
FAR SOUTHEASTANNEXATIOIN
DOUGLAS GLEN (#39)
30
SETON (#41)
Current stationfunded Capital Projects under ConstructionMsi and Crl funded Projectsfuture Capital Projects required (unfunded)
Stations and firefighters are core to Calgary’s communities and are key to delivering programs, services and education that enhance the health, safety and preparedness of Calgary’s citizens.
Providing services that Calgarians value and rely on
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Calgary Fire Departmentstation locations and services Provided
(as of december 2011)
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no. name Address
1 downtown east 450 1 street se • • • •
2 beltline 1010 10 Avenue sw • • •
4 vista heights 1991 18 Avenue ne • • • • • •
5 south Calgary 3129 14 street sw • •
6 louise Crossing 360 8 street sw • • •
7 Mount Pleasant 2708 4 street nw • • •
8 rosscarrock 1720 45 street sw • • • • •
9 ogden 2515 78 Avenue se • • • • •
10 briar hill 1909 16 Avenue nw • • • • •
11 windsor Park 5536 4 street sw • • •
12 forest heights 123 44 street se • • • •
13 Airport 2021 78 Avenue ne •
14 haysboro 9840 horton road sw • • •
15 bowness 6328 35 Avenue nw • • • •
16 highfi eld/headquarters 4124 11 street se • •
17 varsity 3740 32 Avenue nw • • • • •
18 huntington hills 415 68 Avenue nw • • • • •
19 Parkland 13807 Parkland boulevard se • • • • •
20 lincoln Park 2800 Peacekeepers way sw • • • • • • •
Calgary Fire Departmentstation locations and services Provided
(as of december 2011)
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no. name Address
21 silver springs 209 silvergrove drive nw • • • • • • •
22 temple 7199 temple drive ne • • • •
23 dover 2727 26 Avenue se • • • • •
24 Cedarbrae 2607 106 Avenue sw • • • • • •
25 foothills industrial Park 4705 76 Avenue se • •
26 Midnapore 450 Midpark way se • • • • • • •
28 edgemont 7925 edgemont boulevard nw • • • • •
29 Coach hill 7027 Coach hill road sw • • • • •
30 Mackenzie towne 6 Mckenzie towne gate se • • • • • •
31 Country hills 11955 Country village link ne • • • •
32 saddleridge 800 saddletowne Circle ne • • •
33 signal hill 3800 69 street sw • • •
34 royal oak 1 royal birch hill nw • •
35 valley ridge 11280 valley ridge boulevard nw • • • •
36 hidden valley 10071 hidden valley drive nw • •
37 bridlewood 2375 162 Avenue sw • •
38 skyview ranch 3 skyview springs Cove ne • •
40 sage hill 121 sage bank Crescent nw • •
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Providing services that Calgarians value and rely on
Ingraining fire and community safety service into communities, the Fire Department plays a pivotal role in helping build and support fire-safe communities.
in 2011, the fire department achieved its goal of reaching 1 in 10 Calgarians annually through non-emergency initiatives.
2007 2008 2009 2010 2011
120,000
0
86,11891,562 93,359
106,947 108,815
100,000
80,000
60,000
40,000
20,000
Non-Emergency Public Contacts, 2007-2011
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What Our Citizens Say
“i go to school at Captain John Palliser elementary. in our school, we have a goal called Making Mondays Matter. each Monday, a goal is set and the next week, a new goal is made. these are tons of fun to achieve. for example, we had to draw a fi re escape plan for our houses.”
“i would like to thank you because you put out fi res and you are always there, ready to help. you take care of the environment. thank you for fi xing and testing our fi re alarms and for making thousands of people feel happy as can be. firefi ghters need to be strong and physically fi t, that is just what you are. these things make you brave, selfl ess and educated about fi re awareness.”
“you are a hero because you save our lives, putting yourselves in danger, you have determination. Making a difference is what you do for us. you are persistent and fearless. the hard work that you do pays off in the end. you use search and rescue plans to help protect building and homes. thank you for making me feel safe.”
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Providing services that Calgarians value and rely on
Visits-Presentations- Public Assistance
After-the-emergency Community support Program – providing caring support to citizens affected by crisis.
home safety Program– canvassing homes in the community, fi refi ghters provide home safety education.
youth firesetter intervention referral and education service (y–fires) Program – educating youth, children and their families about the dangers of playing with fi re.
firefi ghter school visits – voluntarily visiting schools, fi refi ghters promote age-appropriate community safety messages.
Public fire station educational tour Program – providing an opportunity for citizens to visit a community fi re station to learn about the importance of fi re safety with the people who make it happen.
fire Prevention week – offering open houses to the public at community fi re stations to create fi re safety awareness.
Education – Prevention – Inspection
river patrols – promoting water safety with boaters and rafters.
Community safety events – in the community delivering safety messages.
fire hydrant inspections and testing.
Health and Wellness
street safe needle Program – keeping the community safe by removing discarded needles from playgrounds, school grounds, public parks and streets.
Community health Assistance – providing cholesterol screening and blood pressure testing free of charge to the community at fi re stations.
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Working to reduce the risk of injury, the Fire Department is committed to delivering prevention-based outreach to Calgarians and encouraging citizen responsibility and safe practices.
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9building and strengthening Partnerships
to Meet Community needs
the fire department continually looks at issues impacting the community, and collaborates with other city services and agencies to reach citizens with programs that improve safety. in its effort to reach even more Calgarians in non-emergency settings, in 2011 the fire department piloted several new programs in partnership with other City business units and external organizations.
• the fire department launched the Partners in bow river safety Pilot Project in conjunction with Animal & bylaw services to increase the safety awareness and education of recreational bow river users. the pilot project saw two bylaw offi cers join fire department aquatic crews on regularly scheduled boat patrols throughout the summer. focussed on river safety through education, almost 4,300 bow river users were educated.
• Calgary’s City Council approved a pilot program to allow taxis to use fi re hydrant space to wait or stand for fares in sections of Calgary’s downtown area. this new concept, believed to be the fi rst of its kind in north America, was a collaborative effort between the fire department and the City of Calgary transportation department.
• As part of fire Prevention week, the fire department partnered with Meals on wheels to launch a pilot program aimed at increasing home fi re safety for Calgarians in need of assistance. during the week, fire department Community safety offi cers accompanied Meals on wheels volunteers on their delivery routes to teach volunteers how to assess smoke alarms in the homes of their clients, and what to do if smoke alarms are lacking or non-functional.
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The Fire Department ensures it is operating as efficiently and effectively as possible. To further enhance its sustainability, the Fire Department strives to leverage leading-edge knowledge and practices, as well as the resources available within the community.
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10fostering a Positive, innovative
and safe workplace
The Fire Department develops the knowledge, capabilities and motivation of its staff, and aligns them with the vision and goals of the Fire Department.
in 2011, 1,402 employees delivered emergency and non-emergency services to over one million Calgarians.
• over 92 per cent of all employees are uniformed staff.
• 85.6 per cent of employees provide frontline emergency services to citizens. the remaining 15 per cent of staff either directly support fi refi ghting staff through health and wellness, training and technology initiatives, or are responsible for programs to enhance service to citizens, such as public education and response and station planning.
2007 2008 2009 2010 2011
1,500
0
1,2291,289
1,356 1,369 1,402
1,200
900
600
300
Total CFD Employees, 2007-2011
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Uniformed and Non-Uniformed Employees, 2011
uniformed 92.6%
non-uniformed 7.4%
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fostering a Positive, innovative and safe workplace
The Fire Department values diversity and inclusion and is committed to providing recruitment and outreach to a broad range of skilled talent that exists in the community.
the number of potential retirements is expected to increase over the next fi ve years as almost a quarter of fire department employees are over the age of 50. in 2011, 47 employees retired from the fire department, a 57 per cent increase over 2010.
recruitment 2011
number of people hired 91
number of outreach events 7
number of classes 3
number of applications received 2,634
number of aptitude candidates tested 384
number of interviews 185 over 45 days
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recognizing that recruitment and retention of a skilled workforce are critical to effective, long-term service delivery, in 2011, the fire department hosted several recruitment information sessions for people interested in a career in the fi re service.
two month-long recruitment competitions were held in 2011, the fi rst time since 2009. through these month-long recruitment drives over 2,600 applications were received.
three recruit classes were held, adding 91 new fi refi ghters to the department.
2007 2008 2009 2010 2011
200
0
170
97
119
39
91
150
100
50
New Recruits, 2007-2011
the 2011 City of Calgary employee satisfaction survey indicated that the fire department continued to make gains in employee satisfaction.
• satisfaction index scores increased in 2011, representing the fi fth consecutive year of increased employee satisfaction results.
• overall, 57 per cent of employees are satisfi ed with the overall quality of their work life, compared to 47 per cent who were satisfi ed in 2010.
• demonstrating the greatest gains were employees feeling they have the resources needed to do their job and that the balance between their work and personal commitments is right.
• employees also indicated they get a sense of accomplishment from their work, and that they are satisfi ed with the fairness and respect they receive from the person they report to directly.
Employee Satisfaction Survey Index Score, 2007-2011
2007 2008 2009 2010 2011
100
80
60
20
120
0
69.9
CFD CS&PS Corporation
4088
.3 101.
5
63.4
88.6
108.
5
75.3
100.
2 113.
6
81.7
102.
6 118.
4
100.
6 111.
8
119.
5
The Fire Department’s workforce is its most important asset and is an essential element of sustainability and success.
fostering a Positive, innovative and safe workplace
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in addition to its regular fi tness and health guidance, in 2011, the wellness Centre oversaw a vaccination program for on-duty personnel to help combat the spread of seasonal fl u, which is particularly important for emergency responders who regularly work with the public.
wellness Centre statistics 2007 2008 2009 2010 2011
Member attendance 968 992 1,148 1,071 1,086
Pre-employment medicals conducted 238 114 104 43 152
driver’s medicals conducted 137 135 220 237 257
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Building on its health and safety initiatives, the Fire Department continually works to expand its occupational health and safety programs to focus on injury prevention and healthy lifestyles.
fostering a Positive, innovative and safe workplace
in addition to delivering over 207,000 person hours of training, the fire department leveraged new technologies and developed scenario-based training courses to provide consistent and timely
training without adversely impacting staff availability for emergency response. this included computerized driving simulations in a controlled environment.
number of person-hours of training delivered 2008 2009 2010 2011
recruits and incumbents 55,452 95,950.45 69,888.50 76,498
Cadets 4,320 4,878.50 4,202 3,988
oversight of technical training 15,480 11,216 11,680 8,070
fire Crew instructional hours 114,000 119,870 121,480 119,000
total person hours of training delivered 189,252 231,915 207,250.50 207,556
The Fire Department provides opportunities for staff to learn and excel, and works to ensure its employees have the skills and knowledge to deliver fire and community safety service to citizens.
in 2011, the fire department worked to expand its leadership acumen. leaders within the fire department completed the Masters Certifi cate in Municipal leadership through a partnership with the york university school of business, and ten managers and supervisors completed the supervisory leadership development Program offered by the City of Calgary in partnership with the Canadian Management Centre. the fire department also developed an incident Management system training course to foster leadership amongst fi re offi cers in mastering the complexities of fi re ground command protocols and standards.
in addition to delivering over 207,000 person hours of training, the fire department leveraged new technologies and developed scenario-based training courses to provide consistent and timely training without adversely impacting staff availability for emergency response. this included computerized driving simulations in a controlled environment.
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fostering a Positive, innovative and safe workplace
in 2011, the fire department leveraged its experience and shared its achievements to drive success in community and fi re safety.
• the 20th Annual kevin brown Memorial Award was held and a member of the fire department’s aquatic rescue team was awarded a scholarship to attend aquatic-related training. As part of the 20th anniversary celebrations, the insurance bureau of Canada donated a new rapid deployment craft rescue boat to the aquatic rescue team.
• on behalf of the Province of Alberta, the fire department was proud to host the 2011 fire services exemplary Medal Awards for southern Alberta to recognize fi re personnel with 20, 30 and 40 years of service. in total, 78 fi refi ghters from
across Alberta, both professionals and volunteers, were recognized for their distinguished service, which included 33 recipients from the Calgary fire department.
• the fire department partnered with the Province of Alberta to host the Alberta emergency services Medals honouring members with 12 years of service. thirty-one deserving recipients of the Calgary fire department received this medal, demonstrating loyalty and dedication to emergency services in Alberta.
The Fire Department is proud of the contributions its members make, and for their work in upholding the values of pride, professionalism, teamwork and respect.
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• the fire department was honoured to receive the national Municipal environment Award from the Canadian Association of Municipal Administrators for the fire training water re-use Project. in partnership with the City of Calgary Parks, this initiative allows water used for fi re suppression training to be captured, treated and re-used – saving up to 150-million litres of water a year and reducing its environmental footprint. this project also received the globe Award for excellence in urban sustainability and was nominated for an emerald Award.
• the fire department received an award from the Canadian forces liaison Council in recognition of supporting reservist members. seventeen organizations from across Canada, including government, business and academic institutions, received national awards to recognize those that have made signifi cant efforts to accommodate reservists commitments to military training and operations. the Calgary fire department was the employer from Alberta chosen to accept the national honour.
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11financial summary
For every dollar of The City residential property tax bill, 43 cents is collected on behalf of the province. Of the 57¢ collected for the municipality, The City spends 13 cents on Community Services & Protective Services. Of that amount, the Fire Department spends 6.5 cents.
Proportion of Tax Dollar by Business Unit
Provincial government 43
Municipal services & Programs 57
Community & neighbourhood services 0.1
Parks 2.8
recreation 1.5
Animal & bylaw services 0.4
Calgary fire department 6.5
Public safety & Communication (9-1-1) 0.7
* based on the combined current municipal and provincial property tax rates as independently determined by each level of government. figures presented are in cents.
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the fire department’s 2011 Council-approved operating budget was $184.4 million, 4.9 per cent higher than 2010 funding. in 2011, the fire department’s actual operating expenditures were $183.6 million, one half a per cent lower than the approved operating budget.
The Fire Department is committed to providing efficient and effective services and optimizes the use of its resources to achieve desired outcomes and the priorities as set out by Council and citizens.
Calgary Fire Department Operating Budget vs. Actual and Full Time Employees (FTEs), 2007-2011
2007
$ M
ilion
s
2008 2009 2010 2011
200
0
127.2
150
100
50
1,000
500
Budgeted Operating Budget Actual Operating Budget
1,2291,289
1,356 1,369 1,402127.9137.1 134.7
158.5 153.2
175.8 170.8184.4 183.6
FTEs
FTEs
2,000
1,500
0
financial summary
the fire department’s total 2011 Council-approved capital budget was $234.2M, distributed over 2011-2016. the budget allocation for 2011 capital expenditures was $60.94 million, with just over
half (50.7 per cent) being allocated to growth and replacement of emergency response stations and facilities.
Capital Budget Allocation, 2011
emergency response stations and facilities (50.7%)
facility lifecycle (11.0%)
technology and Communications equipment (8.0%)
Apparatus and equipment (30.3%)
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Capital Budget Highlights
• Phase 1 installation of emergency generators in nine stations was completed and Phase 2 of a further nine locations was initiated. these generators support the off-grid sustainability ensuring service will be available in any circumstance.
• 2011 marked the completion of the department’s 2009-2011 fl eet acquisition plan. the department was fortunate to take possession of 15 engines, 4 rescues, 8 quints and a driver simulator unit.
• in 2010, 18.9 per cent of the fire department’s fl eet was past its approved lifecycle replacement age. in 2011, this declined to 8.6 per cent.
• investments were made in other supporting infrastructure as well, including rolling stock, duty gear, and hazardous materials equipment.
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12looking Ahead
Through the direction and innovative thinking set out in the Fire Department’s Sustainability Plan 2011-2021, the Fire Department intends to establish a leadership role in sustainable development within fire service.
As the nature of our city changes and citizen expectations change, so must the fi re service. As we evolve to meet the needs associated with growth and emerging community safety demands of Calgarians, we will be looking at how we can leverage our stations, fi refi ghters and relationships with other City business units and agencies to address these needs. we will be a vital partner in identifying and delivering safety and community services to our citizens, and we will work diligently to ensure the level of service we deliver strikes the best balance between appropriate, acceptable and affordable.
Moving towards sustainability - Aligning our short-term planning to meet our long-term vision
the fire department’s sustainability Plan 2011-2021 has shaped both our short-term and long-term planning. the plan is an integrated, innovative and long-term approach for achieving a more sustainable fi re service for our citizens, our employees, our fl eet, our fi re stations and our fi nances while addressing the social, environmental and economic issues facing the city and the fire department in the next decade.
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As part of the work we completed for our 2011-2021 sustainability Plan, an analysis of the issues and trends most likely to impact our organization over the next three to ten years was completed. the goals and objectives we have set out in our 2012-2014 business plan are designed to address these key emerging issues, and will advance the our 2011-2021 sustainability Plan and the vision for Calgary as set out by City Council and City Administration. our focus from 2012-2014 will be on fi ve key strategic result areas.
1) safe, complete communities.
2) A sustainable service through a more effective and disciplined organization.
3) A resilient workplace.
4) ongoing program review and improvement.
5) environmental stewardship.
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Fire Department Sustainability Plan (2011-2021) Priorities
1. Managing Growth.
2. Ensuring Safe Communities.
3. Leading in Service to Citizens.
4. Elevating our Environmental Stewardship.
5. Valuing and Empowering Our Workforce.
6. Building Service Resiliency Through
Emergency Management.
13honouring our fallen
each year, the fire department carries out the proud tradition of remembering and honouring the memories of those who lost their lives in service of others. to mark the 10th anniversary of the attacks on the united states, the us Consulate general attended Calgary and hosted an event on september 11, at which representatives from the Calgary fire department, Calgary Police service, Alberta health services and the Canadian Military honour the lives lost a decade ago and celebrated the strong friendship between our two countries.
Fire� ghter Hugh McShane(1923) Apparatus Accident
Captain Arthur Simmons(1948) union Packing Plant fire
Fire� ghter Norman Cocks(1962) training Accident
Lieutenant Lloyd Dutnall(1970) Calgary stockyards fire
Lieutenant Harold Smith(1971) Mctavish block fire
Fire� ghter Jerry Walter(1972) beachcomber night Club fire
Fire� ghter David Allan(1976) Apparatus Accident
Fire� ghter George Look(1981) Manchester racquet Club fire
Fire� ghter Morley James(1992) forest lawn hotel fire
District Chief Reuben Poffenroth(1998) occupational Cancer
Captain Ron Renard(1998) occupational Cancer
Division Chief Ken Moody(1999) occupational Cancer
District Chief Maurice Simonin(2000) occupational Cancer
Chief Training Of� cer George Heming(2003) occupational Cancer
Captain Edward Briggs(2004) occupational Cancer
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Deputy Chief William Beattie(2005) occupational Cancer
Captain Alan Edwards(2005) occupational Cancer
Fire Chief Thomas Minhinnett(2005) occupational Cancer
Captain James Symon(2005) occupational Cancer
Fire� ghter Robert Elder(2005) occupational Cancer
Captain Bruce Dancy(2006) occupational Cancer
District Chief Sidney Gilbert(2007) occupational Cancer
Fire� ghter Gord Paul(2007) occupational Cancer
Captain Olaf Wilson(2007) occupational Cancer
Division Chief Jim Carrington(2008) occupational Cancer
Captain Ron Lindberg(2010) occupational Cancer
Calgary fire department
Annual report 2011
2012-0230