A5
ADMINISTRATIVE REPORT
Date: May 10, 1996
TO: Vancouver City Council
FROM: Assistant Chief - Support Services, Fire and Rescue Services
SUBJECT: Funding for Recruitment and the Fire Services Outreach Program
RECOMMENDATION
THAT Council approve the expenditure of $81,000 to allow
Vancouver Fire and Rescue Services to start on a new
outreach and recruitment program; source of funds to be
Contingency Reserve.
GENERAL MANAGER'S COMMENTS
The General Manager of Fire and Rescue Services RECOMMENDS
approval of the foregoing. This is the request for funding
report previously promised following the February 1, 1996
New Selection Process for Hiring Firefighters, City Council
approved report.
COUNCIL POLICY
Council policy on providing Equal Employment Opportunity, adopted
on February 18, 1986 is as follows:
"The City of Vancouver is made up of many racial and
cultural components, each contributing uniquely to the
community as a whole. In recognition of this, and of the
dignity and worth of every person, City Council reaffirms
its commitment of the policy of Equal Employment Opportunity
for visible minorities, women, aboriginal people and people
with disabilities."
The aims of this policy are to create a workforce which reflects
the composition of the qualified labour pool available in the
community and to foster a climate of understanding and mutual
respect among employees in the workplace and the community at
large.
PURPOSE
The purpose of this report is to seek Council approval for
$81,000 to allow Vancouver Fire and Rescue Services to start the
outreach and recruitment process.
BACKGROUND
In September 1992, City Council directed the Fire Chief to
develop an action plan to achieve a workforce more representative
of the community and to ensure the recruitment process and the
selection criteria for positions in Fire and Rescue Services more
adequately reflected contemporary and future standards for the
variety of tasks required.
On February 2, 1993, Council approved $50,000 to hire an external
consulting firm to assist City staff in the development of valid
entrance standards and criteria for the entry level position of
Firefighter. As a result of approval of this funding the
consulting firm of T. Turner Inc. was retained. Also, a
Firefighter Selection Steering Committee was established with
three members of the Vancouver Fire and Rescue Services, two
representatives from Human Resource Services, two representatives
from the Equal Employment Office, and two representatives of the
Vancouver Firefighters Union. The Steering Committee produced a
report that recommended a new selection system for entry level
Firefighters. (Appendix "A") This report identified the needs
and the process necessary to achieve Council s and the
Department s desire for a more representative work force through
outreach and recruitment. Council approved the implementation of
the new selection process on February 1, 1996.
Outreach and recruitment for Vancouver Fire and Rescue Services
has been a joint effort between Human Resource Services, the
Equal Employment Office and Vancouver Fire and Rescue Services.
While staff costs were absorbed by the respective departments,
the majority of the funding for recruitment was provided by Human
Resources Services, either by special request to Council or, if
preplanned, from within the Human Resource Services budget.
There has never been a specific budget for outreach. These costs
were identified and presented in the report to Council on the new
selection system for entry level Firefighters Appendix "A".
DISCUSSION
Using recently adopted selection criteria Fire & Rescue Services
is currently preparing for a recruitment drive, with outreach
being part of the process through the Outreach Program. The
Department is looking to replace approximately 75 Firefighters
over the next three years.
In keeping with the goal of achieving a more representative
workforce and meeting the needs of the diverse community, we need
to enhance our Outreach Program. Through information
demonstration, practice/coaching session and constant
communication
with the diverse community, the Outreach Program will provide
information and encouragement to women, visible minorities and
aboriginal people who traditionally have not chosen firefighting
as a career. By reaching out to a wider applicant pool, we
expect to increase the representation of these groups.
Following the outreach process, the Department will begin the
process of recruiting new Firefighters. Recruitment is the
process that identifies the candidates that meet the requirements
to be a Firefighter with Vancouver Fire and Rescue Services.
There is more detailed information on both these processes and
their relationship to each other in Appendix A.
As the experienced professionals, Human Resource Services and the
Equal Employment Office will continue to provide support to Fire
and Rescue Services throughout the outreach and recruitment
process. Firefighters Union Local 18 are an important partner
and have committed their support for the outreach and recruitment
process.
Outreach must begin immediately in order to ensure that
individuals selected for a 1997 start date will be more
reflective of the diversity on the community. Any delay in
starting the outreach process may result in a lack of opportunity
to reduce overtime expenses during the June to September period
when vacation and service leaves are most frequent.
At the present time there are no funds specifically identified
for outreach or recruitment within the Department s budget.
However, there is a study currently in process to identify
savings from within the Department s budget and a future report
to Council will deal with funding for the program.
Program costs in 1996 are estimated at $81,000. This funding
will cover the initial costs of outreach. The Department will be
coming to Council with a report on the funds required to run an
ongoing and effective outreach and recruitment program for the
next three years.
ENVIRONMENTAL IMPLICATIONS
There are no environmental implications.
SOCIAL IMPLICATIONS
There will be positive social implications in that service to our
diverse community will be enhanced by a more representative fire
service. Children from diverse backgrounds will see Firefighting
as an available career opportunity.
PERSONNEL IMPLICATIONS
In order to run an effective outreach and recruitment program,
existing staff resources will need to be increased. A recruitment
officer was identified in the Department s strategic plan and in
a previous report to Council where the position was approved
subject to a report back to Council identifying funds within the
Departments resources. The Department will report back to
Council at a later date regarding staffing needs for a
recruitment officer and support staff.
FINANCIAL IMPLICATIONS
While the overall cost of outreach and recruitment process over a
three year cycle is $347,000, some of these costs are staff
related and are within the existing budgets of Human Resource
Services, the Equal Employment Office and Vancouver Fire and
Rescue Services. For more detail see Appendix B and C. The
Department has not identified funds in its 1996 budget
specifically for outreach or recruitment. Vancouver Fire &
Rescue Services is currently looking at the implementation of the
Tri-Data report along with a review of the administrative
structure. It is anticipated that some of the savings may be
applied to this program. In order to move ahead with outreach
$81,000 is needed. The Department will be coming to Council with
a more comprehensive report on needed funding for both outreach
and recruitment later in the year.
Whenever possible on duty staff will be used to assist with the
Outreach Program. However included in the $81,000 is $22,000 in
overtime as a continency to be used in the event that this is not
possible. Overtime costs will also be incurred by having current
Firefighters who themselves reflect the diversity of the
community assist in the outreach program by attending various
public session. Source of funding for the $81,000 expenditure is
Contingency Reserve.
CONCLUSION
To make the outreach process successful and to manage overtime
costs it is necessary to immediately start an outreach program.
To do this, Vancouver Fire and Rescue Services requests $81,000.
* * *
APPENDICES
APPENDIX A Report to Fire Chief - Vancouver Fire and Rescue
Services Proposed New Selection System For Entry
Level Firefighters
APPENDIX B Outreach 1996
APPENDIX C Recruitment Costing for 1996 (1000)
APPENDIX D Outreach Recruitment Immediate Needs
* * * * *
APPENDIX A
Report To The Fire Chief
Vancouver Fire And Rescue Services
Proposed New Selection System
For Entry Level Firefighters
Prepared By The
Firefighter Selection Steering Committee
OCTOBER 1995
APPENDIX A
Page 1 of 25
INDEX
A. Summary Page 03
B. Methodology used by the Steering Committee Page 07
C. Recommended Firefighter selection process
and supporting policies. Page 12
D. Policy Alternatives Page 18
E. Resource Requirements associated with
recommended selection process. Page 20
F. Importance of Recruitment Outreach program Page 24
G. Closing Page 25
APPENDIX A
Page 2 of 25
A SUMMARY
During August 1993 the Firefighter Selection Steering Committee
was established. The members of the committee are:
Fire Department: D.C. Bob Babcock
A.C. John Bach/(Rtd)
A.C. Leon Brown
A.C. Brian Singleton
City of Vancouver - Human Resources: Bill Baker
Betty Dawes
Firefighters Union: Capt. Dave Mitchell
F.F. Lance Ewan
City of Vancouver Equal Employment Office: Deborah Cushing
Lorna McCreath
T.S. Turner Consulting Inc.: Tom Turner
The Committee's objective was to design and develop a valid,
equitable and cost effective recruit Firefighter selection system
that would be compatible with the City's policy of hiring the
best qualified candidate. To achieve its objective the committee
went through an 24 month, four stage process.
The first stage of the Committee's work was to plan and complete
an extensive task and selection criteria analysis to identify the
knowledge, skills, abilities and personal qualities required of a
competent Firefighter in the Vancouver Fire and Rescue Services.
This analysis was conducted over several months and involved in one way or another, a majority of the V.F.& R.S. members. A
number of interested external parties* also took part in the
analysis. The identified selection criteria are:
Physical Fitness Courage
Teamwork Oral Communication Skill
Honesty / Integrity Mechanical Ability
Practical Intelligence Interpersonal Skill
Practical Learning Ability Stress Tolerance
Adherence To Authority Driving Skill
Listening Skill Reading Skill
Motivation Writing Skill
Building Construction Knowledge
The second stage of the process involved the design of a
APPENDIX A
Page 3 of 25
selection system that focussed on the above noted criteria. This would ensure that any system developed
would be valid, fair and cost effective.
The third stage of the committee work involved the design and implementation of a pilot program to test the
initial design. A pilot program, assessing 40 candidates, was completed during the November 17th, 1994 to
December 11, 1994 time period. A volunteer group of incumbent Firefighters also completed the proposed
physical assessment process just before this time period. The results of the pilot provided the committee
with the information to establish a baseline of competence to complete the fourth stage of the overall
process, that of critical review and redesign. This stage was completed in February 1995.
As a final result of its work the Committee recommends the Chief endorse a Recruit Firefighting selection
process that consists of the following eight steps.
1. Meeting Basic Entrance Requirements
mandatory
beneficial (non-mandatory)
2. Firefighter Aptitude Test
3. Physical Performance Assessment
stair climb/hoisting
forced entry
hose advance
victim rescue
4. Panel Interview
5. Background Check
6. Final Candidate Evaluation
7. Medical Examination
8. Interview With Fire Chief
A detailed description of each of the above steps is contained in Section C of this report.
The Committee recommends the following supporting policies for use with the eight step selection process.
APPENDIX A
Page 4 of 25
That access to the selection system will be unrestricted and voluntary.
That cut-off points will be established to determine which candidates advance to the next
component of the process. The cut-off points will be the following standard scores
1. Aptitude Test 75
2. Physical Performance Assessment 68
3. Panel Interview 60
That a numeric score will be awarded at steps 2, 3 and 4 of the selection system to
permit an overall quantitative evaluation of candidates.
That the candidates who successfully complete all selection process components
will be divided into two groups based on the standard numerical scores achieved on the
Aptitude Test, Physical Performance Assessment, and Interview. The two groups are described below:
Group A
Candidates must achieve all of the following:
- an aptitude test score of 80 or higher
- a physical assessment score of 68 or higher
- an interview score of 65 or higher
Group B
Candidates must achieve all of the following:
- an aptitude score of 75 or higher
- a physical assessment score of 68 or higher
- an interview score of 60 or higher
Within the two above described groups a final numerical point total will be calculated for each
candidate. The standard scores achieved in the Aptitude Test, Physical Performance Assessment and
Panel Interview will be weighted to achieve an overall point total. In addition, candidates will
have 1 point added to their final point total for each Beneficial (Non Mandatory) entrance
requirement met. The weighting factors used to calculate the overall score will be:
Aptitude Test 25%
Physical Performance Assessment 45%
APPENDIX A
Page 5 of 25
Panel Interview 30%
The committee recommends that the order of hiring be according to group - Group A first
and Group B second. The committee believes there is no significant demonstrable
difference in qualifications between candidates within a group. The committee further
recommends that the selection committee be reconvened to assemble each recruit class in
accordance with the groupings mentioned above. In making up each class the
committee will have to consider a number of factors such as class diversity and good training
principles.
That the eligibility list be valid for a period of three years from the date of the completion
of the physical performance assessment component.
That a comprehensive outreach program be designed and used in conjunction with the new selection
process. The committee believes the outreach program should be a team effort
involving Fire and Rescue Services personnel, Union representatives, Human Resource Services
personnel, and Equal Employment Opportunity personnel. The committee strongly believes
the success of the selection process depends on a well organized and thorough strong outreach
program. From the experience gained through previous
outreach programs and the pilot project it is clear that
there is a need for a continuous outreach program with
dedicated staff and resources.
That the proposed new Firefighter selection process be jointly presented to Vancouver City
Council by the Fire Chief and a representative of Local 18 Vancouver Firefighters
Union.
APPENDIX A Page 6 of 25
B. METHODOLOGY USED BY THE STEERING COMMITTEE
The Committee's overall objective was to design a Recruit Firefighter selection process that was
valid, fair and cost effective, i.e. the system should select people who make good Firefighters and
do so in a fair and non-discriminatory manner and in such a way that costs are kept to a reasonable
level. An important consideration for the Committee was that any system developed would contribute
in a positive way to the City's policy of having its work force reflect the diversity of the City's
qualified labour pool.
To achieve its objective the Committee undertook a process that involved four stages:
Task and selection criteria analysis
Initial selection system design
Pilot program
Critical review and redesign
More detail on each of these stages follow
1. TASK AND SELECTION CRITERIA ANALYSIS STAGE
A thorough and comprehensive task and selection criteria analysis was completed during the September
1993 to February 1994 time period. Its purpose was to identify and define the selection criteria
(knowledge, abilities, skills and personal attributes) required for success in the Firefighter
position. The task analysis used the methods of literature search, observation, interviews,
questionnaires and critical incident analysis. The methods used for the selection criteria
identification were literature search, observation, interviews, critical incident study and
questionnaires. In one way or another, a majority of the V.F.& R.S. members were involved in the
analysis. The methodology, materials and results of the task and selection criteria analysis are
contained in two separate reports.
The end result of the task and selection criteria analysis stage was the identification of sixteen
selection criteria (knowledge, abilities, skills and personal attributes). The criteria of
"Motivation" was added after the pilot to enhance the list with another critical attribute. The
Appendix A
Page 7 of 25
criteria and their definitions, in order of importance, follow. However, each item of the 17 items
are considered very important or they would not be on the list.
1. Physical Fitness
Ability to make and sustain strenuous exertions; ability to lift, carry or control heavy
weights; ability to maintain physical exertion over a long period of time; demonstrated manual
dexterity, agility, quickness, coordination and a high energy level.
2. Teamwork
Ability to work cooperatively with others as part of a team effort; supporting, encouraging
and helping fellow team members to work competently and safely.
3. Honesty / Integrity
Being honest and straight-forward with others; not lying or exaggerating to others; behaving
in an ethical manner that is commonly expected from public safety professionals.
4. Practical Intelligence
Ability to quickly analyse the key elements of a situation or problem, to identify and
evaluate possible courses of action and to reach logical conclusions; judgment or common
sense.
5. Practical Learning Ability
Willing and able to understand, assimilate and apply new job related information. 6. Adherence To Authority
Willingness to comply with instructions, directions and orders given by officers; acceptance
of departmental rules, policies and practices.
APPENDIX A
Page 8 of 25
7. Motivation
The extent to which actions have been initiated and completed that demonstrate a
strong desire to be a Firefighter. Active efforts toward learning about and
preparing for the occupation.
8. Listening Skill
Ability to hear, extract and understand information in oral communication.
9. Courage
Willingness to apply their skills in dangerous or unpleasant situations; to take calculated
risks to help others in need; to continue working despite physical discomfort.
10. Oral Communication Skill
Effective expression, in English, in both individual or group situations (includes gestures
and non-verbal communications).
11. Mechanical Ability
Ability to understand and properly use mechanical systems, tools, equipment and apparatus.
12. Interpersonal Skill
Ability to accept and get along with co-workers, patients, public and other first responders;
to be well liked and friendly, have a sense of humour.
13. Stress Tolerance
Stability of performance and behaviour under pressure caused by a variety of mental and
physical job stressors.
14. Driving Skill
Ability to aggressively, yet safely, drive emergency vehicles and apparatus trucks in various
types of traffic and weather conditions.
APPENDIX A
Page 9 of 25
15. Reading Skill
Ability to read English and to comprehend the meaning of what has been read.
16. Writing Skill
Clear and concise expression of information and ideas in writing (includes spelling,
grammar and organization).
17. Building Construction Knowledge
A knowledge and ability to use building construction techniques, methods and materials.
2. INITIAL SELECTION SYSTEM DESIGN STAGE
From January 1994 until September 1994 the Steering Committee worked on putting together an initial selection system design. The design focussed on the identified selection criteria to ensure any system
designed would be valid (job related), fair (non-discriminatory) and cost effective. Numerous sources
of information were accessed and the opinions of other resource personnel were sought. The initial
design that resulted consisted of nine steps or elements that a prospective Firefighter would have to
complete to be successful. One element, the non-physical simulations, which involved a teamwork
simulation and group problem solving simulation, was deleted after the pilot program. The Committee
felt the information it provided was not sufficiently unique to warrant the cost of including it in the
new system. A detailed description of the eight remaining elements of the new selection system is
contained in Section C of this report.
3. PILOT PROGRAM STAGE
Between September 1994 and December 11th, 1994, a pilot program to test the initial design was planned
and implemented. A sample group of typical applicants was enlisted. The sources used were names on
file at the City of Vancouver, Human Resources Department and at the Fire Department, names on file at
the Richmond and Delta Fire Departments and registrants in a class at the Fire Academy, Justice
Institute of B.C. A representative sample group was structured to ensure a mix of different sexes and
cultural backgrounds.
The initial pilot group of thirty-three participated in the
APPENDIX A
page 10 of 25
Firefighter Aptitude Test and the Physical Performance Assessment. Then the pilot group was reduced to
twenty for the panel interview and twelve for the non-physical simulations. The materials developed up
to that date, the rating scales, tracking system and overall evaluation procedure were also tested in
the pilot. A background check of candidates was not done in the pilot.
As part of the pilot program a special all-female group of twelve went through the Physical Performance
Assessment on December 10th, 1994. This special session was organized to assure Steering Committee
members that well prepared female candidates could complete the physical component of the selection
system in an acceptable time. The special session provided this assurance.
4. CRITICAL REVIEW AND REDESIGN
Following the pilot program the Steering Committee critically reviewed the selection system design,
rating scales and supporting materials and made numerous changes and modifications. The significant
changes made were:
deleting the non-physical simulation element
adding a new selection criteria called "Motivation"
modifying some of the practical detail in the Physical Performance Assessment component.
The following section of this report details the Recruit Firefighter Selection process and its
supporting policies that the Steering Committee recommends the Fire Chief endorse.
APPENDIX A
Page 11 of 25
C. RECOMMENDED RECRUIT FIREFIGHTER SELECTION PROCESS AND SUPPORTING POLICIES
The Steering Committee considered a number of options to both the basic design of the process and its
supporting policies. The process that is described below is the Committee's first choice. The policies for
use within the various steps or components in the recommended process are also the Committee's first choice.
Section E of this report describes some policy alternatives that the Fire Chief may also wish to consider.
The cost and personnel requirements associated with the Committee's recommended choice are detailed in the
next section of the report. It is felt that the recommended selection system is compatible with the City's
mandate on representative recruitment and the policies with respect to that mandate.
The Steering Committee recommends the use of the following Recruit Firefighting selection process.
Step 1 - Basic Entrance Requirements
The Vancouver Fire Department has two types of entrance requirements, mandatory and beneficial. All the
mandatory requirements have to be met by a potential candidate before he/she will be admitted to the selection process. The beneficial areas are non-mandatory but if a candidate meets them he/she will be given
1 point for each non-mandatory requirement when the final point tally is done at the end of the selection
process.
The mandatory entrance requirements are:
1. High school graduation or its equivalent.
2. One year of accumulated work experience after completion of high school.
3. Vision - 20/30 unaided and uncorrected; colour and peripheral vision acceptable for the
occupation of Firefighter as acceptable to the City's Occupational Health
Physician.
4. Hearing - unaided hearing as acceptable to the City's Occupational Health Physician.
5. Valid B.C. Class 5 Driver's Licence.
6. Driving record that demonstrates responsible and safe
APPENDIX A
Page 12 of 25
driving behaviour. A record with more than 6 points may eliminate a candidate from further
consideration.
7. No unpardoned conviction for a criminal offense related to the Firefighter position.
8. Legally entitled to work in Canada.
9. Successfully completed air brake theory course.
The beneficial (non-mandatory) areas are:
1. One year post secondary education - academic, technical or trades.
2. Work experience related to the Firefighter selection criteria and job duties
e.g.s - experience in house building relates to criteria of Building
Construction Knowledge
- experience as truck driver relates to criteria of
Driving Skill
- first aid, nursing, paramedical experience related to a
Firefighter's job duties.
- experience in the Fire Service
3. Basic First Aid certificate.
4. Knowledgeable of a different culture(s)
5. Fluency in a second language other than English.
6. Ability to swim.
7. Non-smoker.
Each candidate must provide documentation to verify requirements are met or provide the V.F.& R.S. with
authorization to verify that the requirements are met. Those candidates who do not meet the mandatory
requirements are informed they will not be accepted into the selection process.
Step 2 - Firefighter Aptitude Test
The first step in the candidate assessment process is the Firefighter Aptitude Test (version B-3) developed
by the International Personnel Management Association. The test consists of 85 items and is administered
with a 2 hour time
APPENDIX A
Page 13 of 25 limit. No prior experience, training or preparation is required to take the test.
A candidate must achieve a score of 75% or more on the test to proceed to the next step of the selection
process. This cut-off score was set after considering numerous sample results and to reflect the increasing
complexity of the Firefighters work. There is need to be able to read and comprehend increasingly more
technical information, e.g. hazardous material information. Also, there is a need for more frequent
training on an ongoing basis and subsequent need for good reasoning skills. The mark achieved on the test is
converted to a standard score which is used in the final candidate evaluation process.
Step 3 - Physical Performance Assessment
Candidates who successfully complete the Aptitude Test proceed to the Physical Performance Assessment step.
Four physical simulations are involved at this stage of the process and the candidates are briefed and
allowed familiarization time before being assessed.
Stair Climb/Hoisting Simulation
Candidates carry a 40 lb. high rise pack up a series of stairs or to a height of 40'. Once up the
stairs they hoist up a 40 lb. donut roll of 5" hose using a 5/8" rope for hoisting.
Forced Entry Simulation
Candidates drive a 167 lb. I-beam 5', by striking the butt end with an 8 lb. sledge hammer. The
sliding area is cleaned after each testing session and candidates can use the hammer any way they
want.
Hose Advance Simulation
Candidates advance an uncharged 2-1/2" hose line for 100', by pulling it from a pre-connected bed of
hose on the back of a pumper. They can use whatever technique they want to carry the hose.
Victim Rescue Simulation
Candidates drag, backwards, a 175 lb. dummy 100'. The candidate chooses whatever method they want to
drag the dummy.
The candidates complete the simulations wearing full NFPA approved turn out gear, service coat, bunker pant,
helmet, gloves
APPENDIX A
Page 14 of 25
and boots. S.C.B.A. apparatus is carried but the face piece is not worn. The four physical simulations are
completed in the order listed above without a rest break. Each candidate's time is recorded in minutes and
seconds. Successful candidates have to complete all four simulations in 5 minutes and 30 seconds or less to
advance to the next step of the selection process. The time achieved by each applicant is converted to a
standard numerical score and this score is used in the final applicant evaluation process.
Step 4 - Panel Interview
Each candidate is interviewed by a panel of interviewers who have received special preparatory training and
meet an acceptable competency level. The interviewers are drawn from members of Fire And Rescue Services and
from the City of Vancouver's Human Resource Services. The interview uses a patterned or structured format
and takes approximately one hour to complete. Questions are asked about the applicable selection criteria.
After each interview the panel evaluates the information gathered and rates each selection criteria on a
one-to-five rating scale. These individual selection criteria ratings are weighted and a standard score is
determined. Candidates must achieve an interview score equivalent to three or more to proceed to the next
step. The overall interview score is used in the final candidate evaluation process. The panel interviewers
will also finalize the points for the "Beneficial" (Non-Mandatory) Entrance Requirements.
If a candidate receives a rating of less than three on the criteria of Teamwork, Honesty/Integrity, Adherence
To Authority and Oral Communication there is an automatic review of the candidate's results before deciding
if they are to go on in the process.
Step 5 - Background Check
The fifth step of the Firefighter selection process is an in- depth background check of each candidate who
has advanced to this point in the process. Normally, the panel interviewers will do the background check
using a "telephone reference check guide" to assist them. Any panel interview member can ask for a
reconvening of the panel to discuss unusual problems or situations that have been discovered in the background checks. After a candidate's background check has been completed an overall evaluation of
candidate suitability is made. If there are no problems the candidate proceeds to the medical examination
step. Particularly difficult, marginal or unique cases can be
APPENDIX A
Page 15 of 25
referred to the Steering Committee for a final decision on whether or not the candidate proceeds to the next
step.
Step 6 - Final Candidate Evaluation
Those candidates who successfully complete the five previous steps are divided into two groups based on the
standard numerical scores they achieved in the Aptitude Test, Physical Performance Assessment and Interview.
The two groups are described below:
Group A
Candidates must achieve all of the following:
- an aptitude test score of 80 or higher
- a physical assessment score of 68 or higher
- an interview score of 65 or higher
Group B
Candidates must achieve all of the following:
- an aptitude score of 75 or higher
- a physical assessment score of 68 or higher
- an interview score of 60 or higher
Within the two above described groupings a final numerical point total is calculated for each candidate. The
standard scores achieved in the Aptitude Test, Physical Performance Assessment and Panel Interview are
weighted to achieve an overall point total. In addition, candidates will have 1 point added to their final
point total for each Beneficial (Non Mandatory) entrance requirement met. The weighting factors used to
calculate the overall score are:
Aptitude Test 25%
Physical Performance Assessment 45%
Panel Interview 30%
The committee recommends that the order of hiring be according to group - Group A first and Group B second.
The committee believes there is no significant demonstrable difference in ability between candidates within a
group. The Committee further recommends that the selection committee be reconvened to assemble each recruit
class in accordance with the groupings mentioned above. In making up each class the committee will consider
a number of factors such as class diversity and good training principles.
APPENDIX A
Page 16 of 25
Step 7 - Medical Examination/Criminal Record Check
Prior to being hired each candidate undergoes and extensive medical examination performed by the City's
Occupational Health physician. Each candidate is assessed against predetermined standards and an evaluation
as to overall suitability is made. Successful candidates advance and unsuccessful ones are informed of the
reasons for their elimination from the process.
Prior to being hired, candidates will be asked to authorize a criminal record check on themselves. The
results of this check will be forwarded to the Fire Department for review. At this point further proof of a
driving record that demonstrates responsible and a safe driving behaviour may be required. A candidate could
be eliminated from further consideration at this point for valid, non-discriminatory reasons.
Step 8 - Interview With Fire Chief
This is a interview with the Fire Chief or his designate. This will take place just prior to the candidates
placement into a training class. Provided the candidate has successfully completed all the prior steps, the final acceptance or rejection of the candidate will be made at this time.
After completion of all these steps the successful candidate will be hired by the department and begin
recruit training.
APPENDIX A
Page 17 of 25
D. POLICY ALTERNATIVES
The Steering Committee recommends the selection system and its accompanying policies that were described in
the previous section. However, there are policy alternatives that the Fire Chief may wish to consider and
incorporate in his recommendation to Council. Those areas listed below are the policy alternatives the
Committee discussed most frequently but eventually rejected after careful and thorough consideration.
1. Basic Entrance Requirements
The requirements listed could be made more stringent or less difficult, e.g. High School graduation or
its equivalent could be increased to one year post secondary education or reduced to Grade 11 education
or its equivalent. Increasing the requirements results in fewer people being in a position to apply and
decreasing the requirements results in more people applying.
Some of the beneficial (non-mandatory) areas could be made mandatory. This would result in fewer
applicants being considered further.
2. Firefighter Aptitude Test
The cut-off score of 75% or more could be increased or decreased. A higher score results in fewer
candidates proceeding on to the Physical Performance Assessment step. A lower score results in more
candidates going on.
3. Physical Performance Assessment (P.P.A.)
The cut-off time of 5 minutes and 30 seconds could be increased or decreased. During the
committee meetings the cut-off time was discussed extensively before adoption. Increasing
the time to complete the P.P.A. would result in more candidates. Lowering the time would mean fewer
candidates
4. Panel Interview
Instead of the recommended 1 to 5 scale, a different rating scale could be used.
That interview panel be fixed at three.
The cut-off score of 3 or more could be increased or
APPENDIX A
Page 18 of 25
decreased. Increasing the cut-off score results in fewer applicants going on and decreasing it just
the opposite effect.
Participation as interviewers is restricted to certain rank levels and the City's Human Resources
Services personnel.
5. Final Candidate Evaluation And Order Of Hiring
The weighting factors used to determine the overall score could be changed from the recommended one
(Aptitude Test 25%, Physical Performance Assessment 45% and Panel Interview 30%) to a different
weighting.
6. Recruitment Policy
Recruitment is the process of obtaining candidates to go through the selection process. The Committee
recommends that anyone who meets the mandatory basic entrance requirements be allowed to apply for the
position. There are alternatives to this unencumbered, open recruitment policy that the Fire Chief may
wish to consider. These are sometimes referred to as restricted access policies. Two examples are: Applicants are put into a predetermined representative group that reflects the City's
qualified labour pool and only this group goes through the selection process.
Limit the total number of candidates who enter the process. The number would be based on
the number to be hired and the normal drop-out rates for each selection process
component.
E. RESOURCE REQUIREMENTS ASSOCIATED WITH THE RECOMMENDED SELECTION PROCESS
Our success in meeting the mandate of diversifying the workforce of the Fire service will depend in large
part on the integration of the recruitment process and outreach program. The following information describes
the personnel, time and costs associated with processing 1000 applicants through the selection process. In
estimating the time and cost it was assumed the screening-out rates would be the same as what was experienced
in the pilot program (1/3 of the applicants are screened out after each of the aptitude test, physical
performance assessment and interview components).
APPENDIX A
Page 19 of 25
Activity or Expense Item Estimated Cost
1. Basic Entrance Requirements (1000 Applicants)
Screening applications to ensure the basic entrance requirements are met.
Activities include advertising, printing, paper screening, telephoning, filing and
entering data.
assessment
Clerk (140 HRS.) $ 2550
Outreach Officer (20 HRS.) $ 700
other costs:
Application form and info. booklet $ 6000
Stationary $ 1200
Advertising $10000
Computer hardware and software $14000
Total $ 34450
2. Firefighter Aptitude Test (800 Applicants)
Activities include ordering, administering and
scoring the tests and entering the results
Administration of Test
2 Clerks (24 HRS.) $ 440
Outreach Officer (12 HRS.) $ 420
Test rental and marking
Clerk (10 HRS.) $ 180
Other Costs
Facility rental $ 2000
Test rental $11800
Total $ 14840
3. Physical Performance Assessment (534 Applicants)
Activities include planning, organizing, administering and recording the results of
the Physical Performance Assessment.
Staffing Costs
Clerk (120 HRS.) $ 2180
Outreach Officer (112 HRS.) $ 3870
APPENDIX A Page 20 of 25
2 Proctors (224 HRS.) $ 7970
Equipment (on-duty no additional cost)
1 Engine Company
1 Ladder Company
1 Rescue Company
Total $14020
4. Panel Interview (357 Applicants)
Activities include planning, organizing, conducting, evaluating and recording
the results. (Assuming a 3 person panel)
Preparation, recording and follow-up
Clerk (168 hrs.) $ 3050
Interviews
Assistant Chief (357 HRS.) $19640
Outreach Officer (357 HRS.) $12330
Human Resources Advisor (357 HRS.) $11150
Other Costs
Photocopying, printing $ 600
Total $ 46770
5. Background Check (230 Applicants)
Each person of the interview panel checks 1/3 of the backgrounds of the
successful applicants.
Staff Costs
Average rate of panel (230 HRS.) $ 7610
Follow-up (6 HRS.) $ 240
Clerk (11 HRS.) $ 200
Outreach Officer (7 HRS.) $ 240
Other Costs
Telephone (long distance) $ 700
Total $ 8990
6. Final Candidate Evaluation (200 Applicants)
APPENDIX A
Page 21 of 25
Activities include evaluating total scores, assigning to Group A or B, putting together class
lists.
Staff Costs
Assistant Chief (12 HRS.) $ 660
Human Resource Advisor (12 HRS.) $ 380
EEO Advisor (12 HRS.) $ 500
Total $ 1540
7. Medical Examination/Criminal & Drivers
Licence Check (80 Applicants)
Staff Costs
Clerk (12 HRS.) $ 635 Medicals
Examinations ($250 per exam) $ 20000
Lab tests ($35 per exam) $ 2800
Criminal and Drivers Licence Check
Fee $ 500
Total $ 23935
8. Interview With Fire Chief (75 Applicants)
The Fire Chief or his designate will interview each applicant tentatively selected for hire.
Fire Chief (75 HRS.) $ 1600
Clerk (2 HRS.) $ 36
Total $ 1636
9. Other Costs
Activities include providing feedback to candidates, maintaining the applicant list, and appointing
successful applicants to staff.
Staff Costs
Outreach Officer (50 HRS.) $ 1730
Clerk (80 HRS.) $ 1450
Total $ 3180
Total Estimated Costs $149031
APPENDIX A
Page 22 of 25
Taking all of the above described costs into consideration the total estimated cost for running each selection process for 1000
applicants would be $130518. The Steering Committee is recommending the process be run every three years. This equates to a
cost of $1740 per hired Firefighter, assuming 75 Firefighters are hired every three years.
Cost Reduction Possibilities
During the designing of the recommended selection process the committee considered a number of ideas that would have the effect
of reducing costs. For various reasons the committee did not feel they could include them in theirrecommendations at this time.
Those cost reducing ideas discussed most frequently were:
restricting the number of applicants going into the system and restricting the number that go on to each component
of the selection process
having applicants pay the cost of their:
- aptitude test
- medical exam
having applicants pay the cost of their assessment for the whole process
contracting out parts or all of the selection process
functional consolidation of Firefighter recruitment and selection services between all G.V.R.D. departments.
providing recruitment and selection services for other G.V.R.D. departments.
F. Outreach Recruitment Process
The steering committee believe it is a circular process, outreach leads into recruitment which in turn leads back to outreach.
Through the committee process we have recognized that working collaboratively and involving firefighters from the beginning of
outreach will help us seek out themost qualified candidates and will also help prepare the work environment to be moreaccepting
of increased diversity. Outreach is time consuming; itinvolves talking directly to individuals and interested groups, providing
information about the selection criteria and qualifications, providing opportunities for people
to learn about the job of a firefighter, providing the APPENDIX A
Page 23 of 25
opportunity for people to prepare and to becomefamiliar with the standards they will have to meet. It is also the targetingall
under-represented groups as well as other potential Firefighter groups. Outreach is the most effective place to advertise. The
committee recognized thatit is important to have an on-going continuous outreach program. This hasbeen the experience of other
North American fire departments with similar mandates. It is difficult to conduct such program solely with paid staff. The
Firefighters Union Local 18 has expressed its willingness to participate in an outreach program.
The committee believes that in order for the Outreach Program to work it is important to have one individual responsible for the
overall coordination of outreach and recruitment. There should also be a team approach involving Fire and Rescue personnel,
Union representatives and Human Resource Services and Equal Employment Program personnel. Previously staff in Fire, Equal
Opportunity Office and Human Resources were only able to dedicate a small portion of their time to outreach and it was periodic
rather than on-going. While those efforts resulted in some success it is clear that additional resources would be required to
meet Council s mandate for the Fire Service.
Therefore the committee recommends the establishment of an Outreach/Recruitment Officer and a clerical support person to work
with Fire, Equal Employment Office, Human Resources, andrepresentatives of Local 18 to plan,organize and implement the outreach
program and recruitment process. Responsibilities will include acting as a liaison to the community at large, to specific
interest groups and to schools. Coordinating the efforts of the outreach team in communicating that firefighting is a career
that is accessible to all members of the community, with particular attention to attracting qualified candidates from previously
under-represented groups will be a major responsibility.
The committee believes that the costs of the outreach program arean investment in the future of theFire Service, which enhances
the ability to meet the needs of the community. The following are the estimated costs:
1. Marketing Materials
Paper $ 1200
Pictures $ 150
Video $30000
Advertising/Media Cost $ 5000
Total $36350
APPENDIX A Page 24 of25
2. Information Sessions
Community/Job Fair/Schools
Staff Costs
Outreach Officer (150 HRS.) $ 5300
Firefighter (150 HRS.) $ 4700
Open House
Staff Costs
Outreach Officer (24 HRS.) $ 850
Firefighter (24 HRS.) $ 750
HR Advisor (24 HRS.) $ 750
EEO Advisor (24 HRS.) $ 1000
Total $ 13350
3. Pre-recruitment Training
Mentoring Physical Performance
Staff Costs
Outreach Officer (120 HRS.) $ 4300
HR Advisor (120 HRS.) $ 3800
EEO Advisor (120 HRS.) $ 5000
2 Proctors (120 HRS.) $ 8500
Mentoring Other Section Criteria
Staff Costs
Outreach Officer (36 HRS.) $ 1200
Firefighter (36 HRS.) $ 1100
HR Advisor (36 HRS.) $ 1100
Total $ 25000 4. Planning and Organizing the Program
Staff Costs
Outreach Officer (1050 HRS.) $35000
Clerk (1820 HRS.) $33000
Total $ 68000
Total Estimated Costs $142700
APPENDIX A
Page 25 of 25
G. CLOSING
The Firefighter Selection Steering Committee feels it has achieved its objective of designing and developing a valid and
equitable Recruit Firefighter Selection System thatis compatible with the City's hiring policy. There is some development work
still to be completed around recruitmentmaterials, protocol statements and some other supporting documents. The designedsystem
started from the foundation of a comprehensive job analysis that identified the critical selection criteria. Elements or
components were then designed to gather information about these criteria to ensure valid and equitable decisions.
The Committee recommends theFire Chief endorse the design presented inthis report. Policy alternatives have been presented and
the Committee would be pleased to meet with the Fire Chief to discuss this and its possible impact.
The Steering Committee would like to express its appreciation to all members of the V.F.& R.S., other City departments and
outside parties who have contributed to its work.
Firefighter Selection Committee
October 1995
APPENDIX B
Page 1 of 2
OUTREACH 1996
HOURS RATE TOTAL
MARKETING/MATERIALS
POSTERS
POSTAGE 500.00
PAPER 1200.00
FLYERS
BROCHURES
STATIONARY
PICTURES 150.00
VIDEOS 30000.00
ADVERTISING/MEDIA COST 5000.00
INFORMATION SESSIONS # OF
SESSIONS
COMMUNITY/JOB FAIR/SCHOOLS
STAFF COST
1 - O/OR 150.00 44.19 6628.50 1 - FF 150.00 36.71 5506.50
OPEN HOUSE
STAFF COST
1 - O/RO 24.00 44.19 1060.56
1 - FF 24.00 33.04 792.96
1 - HR-A 24.00 42.85 1028.40
APPENDIX B
Page 2 of 2
OUTREACH 96 HOURS RATE TOTAL
1 - EEO 24.00 42.85 1028.40
PRE-RECRUITMENT TRAINING
MENTORING PHYSICAL
PERFORMANCE
STAFF COSTS
1 - O/RO 120.00 44.19 5302.80
1 - HR - A 120.00 42.85 5142.00
1 - EEO 120.00 41.83 5019.60
1 - ENGINE 120.00
1 - RESCUE 120.00
2 - PROCTORS 240.00 36.71 8810.40
? - VOLUNTEERS 120.00
MENTORING OTHER SELECTION
CRITERIA
STAFF COSTS
1 - O/RO 36.00 44.19 1590.84
1 FF 36.00 33.04 1189.44
? VOLUNTEERS 36.00 42.85 1542.60
PLAN AND ORGANIZING PROGRAM
STAFF COST
1 - O/RO 1015.00 44.19 44852.85
SUPPORT TO PROCESS
1 - CLERK 1820.00 19.33 35180.60
VEHICLE
MAINTENANCE 4800.00 INSURANCE 3300.00
TOTAL 4335.00 169626.4
5
APPENDIX C
Page 1 of 3
RECRUITMENT COSTING FOR 1996 (1000)
HOURS RATE TOTAL
DECISION TO RECRUIT
Triennial (three years)
ADVERTISING AND MARKETING 10000.00
APPLICATION
Printing Cost(2 to 1 return) 6000.00
Stationary 1200.00
ASSESSMENT (1000)
SCREEN/REGISTRATION
1 -O/RO 20.00 44.19 883.80
1 - Clerk 140.00 19.33 2706.20
Software 14000.00
APTITUDE (800)
Facility Rental 2000.00
Proctor/Reg.
1 - O/RO 12.00 44.19 530.28
2 - Clerk 24.00 19.33 463.92
Test Rental & Marking 11800.00
1 - Clerk (before) 4.00 19.33 77.32
Data Entry/rescheduling
1 Clerk (after) 6.00 19.33 115.98
APPENDIX C
Page 2 of 3 RECRUITMENT COSTING FOR 1996
PHYSICAL (534) Hour Rate Total
1 - O/RO 112.00 44.19 4949.28
1 - Clerk 112.00 19.33 2164.96
Inquiries
1 Clerk 8.00 19.33 154.64
VF& RS - Staff Cost
1 - Engine x 14 Days
1 - Ladder x 14 Days
1 - R & S x. 14 Days
2 - Proctor 224.00 36.71 8223.04
PANEL INTERVIEW (357)
Assembly of Materials
1 Clerk (before) 140.00 19.33 2706.20
Photocopying/Printing 600.00
Interviewing
1 - AC 357.00 60.97 21766.29
1 - O/RO 357.00 44.19 15775.83
1 HR Advisor 357.00 42.85 15297.45
Data Entry & Follow-up
1 Clerk 28.00 19.33 541.24
BACKGROUND CHECK
@ Average of Panel 230.00 49.34 11348.20
Follow-up
1 - A/C 2.00 60.97 121.94
1 -O/RO 2.00 44.19 88.38
1 - HR Advisor 2.00 42.85 85.70
1 - Clerk 4.00 19.33 77.32
Telephone Long Distance 700.00
APPENDIX C
Page 3 of 3
RECRUITMENT COSTING FOR 1996 (1000)
INFORMATION CORRELATION
1 - O/RO 7.00 44.19 309.33
1 - Clerk 7.00 19.33 135.31 POST INTERVIEW FEEDBACK
1- O/RO 50.00 44.19 2209.50
FINAL CANDIDATE EVALUATION
CANDIDATE GROUPING
MAKE UP OF CLASS
1 - A/C 12.00 60.97 731.64
1 - HR/A 12.00 42.85 514.20
1 - EEO 12.00 41.83 501.96
ASSEMBLE OF ROOKIE CLASS
MEDICAL CHECK
Examinations 20000.00
Clerical 35.00 19.33 676.55
Lab-Test 2800.00
CRIMINAL RECORD & D/L CHECK
Fees 500.00
1 - Clerk 4.00 19.33 77.32
INTERVIEW WITH CHIEF
Interview 75.00 ? 1600.00
Data Entry (Clerk II) 2.00 19.33 38.65
LIST MAINTENANCE
1 - Clerk 52.00 19.33 1005.16
APPOINTMENT TO STAFF
1 Clerk 38.00 19.33 541.24
TOTAL 2409.00 165477.6
0
APPENDIX D
OUTREACH/RECRUITMENT IMMEDIATE NEEDS
MARKETING/MATERIALS
POSTAGE 500.00
PAPER 1200.00
STATIONARY
PICTURES 500.00
ADVERTISING/MEDIA COST 5000.00 INFORMATION SESSIONS # OF
SESSIONS
COMMUNITY/JOB FAIR/SCHOOLS
STAFF COST
1 - FF 150.00 33.04 4956.00
OPEN HOUSE
STAFF COST
1 - FF 24.00 33.04 792.96
RECRUITMENT TRAINING
MENTORING PHYSICAL
PERFORMANCE
STAFF COSTS
2 - PROCTORS 240.00 36.71 8810.40
OFFICE EQUIPMENT 14000.00
TELEPHONE
2 - LINES 3200.00
CLERICAL SUPPORT (28WKS) 20000.00
OVERTIME 22000.00
TOTAL 80609.00