Loon Lake Volunteer Fire Department · 2017. 10. 28. · Loon Lake Volunteer Fire Department Society which, in this situation is the AHJ. The purpose of the Society, as stated in

Loon Lake Volunteer Fire Department

Fire Service Inspection and Audit June 2016

Prepared by: Dave Ferguson

Glen Sanders

Table of Contents

1.0 Introduction ......................................................................................................... 3

Disclaimer .............................................................................................................. 4

2.0 Executive Summary… ............................................................................... 5

2.1 Summary of Recommendations ................................................................... 9

3.0 Inspection and Audit Overview… ........................................................................ 12

4.0 Part “A” – Fire Department Organization, Governance and Authority .............. 13

4.1 Governance and Authority .......................................................................... 13

4.2 Administration ............................................................................................. 16

4.3 Staffing ......................................................................................................... 18

4.4 Scope of Operations..................................................................................... 19

4.5 Training and Competency… ......................................................................... 20

5.0 Part “B” - Occupational Health and Safety… ....................................................... 23

6.0 Part “C” – Training Records ................................................................................. 24

7.0 Inspection and Audit Summary… ........................................................................ 25

8.0 Conclusion ........................................................................................................... 28

Glossary… .................................................................................................................. 29

Appendices

A - Volunteer Fire Service Audit Form Part “A”… ............................................. 30

B - Volunteer Fire Service Audit Form Part “B”… ............................................. 48

C - Volunteer Fire Service Audit Form Part “C”… ............................................. 60

D - Fire Department Apparatus List.................................................................. 63

E - WorkSafeBC “Duties of Employer, Worker and Supervisor… ..................... 65

F - WorkSafeBC – Informal Safety Program for Small Business ....................... 67

G – OFC Playbook, Structure Firefighters Competency and Training............... 72

www. Firewiseconsulting.com LLVFD Inspection and Audit June 2016 2

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1.0 INTRODUCTION

FireWise Consulting Ltd. (“FWC”) offers an inspection and audit service to fire

departments, and the relative Authority Having Jurisdiction (the “AHJ”) for local fire

service, on the training standards, equipment and operational preparedness of a fire

department. The inspections and audits are based on a checklist developed by the

Office of the Fire Commissioner (the “OFC”) as directed by the Chief Coroner in

response to the tragic line of duty death of a volunteer firefighter. The inspections and

audits are not a mandatory requirement but are encouraged in the interests of risk

management.

The Thompson-Nicola Regional District (the “TNRD”), on behalf of the LLVFDS, engaged

the services of FWC to complete an inspection and audit of the Loon Lake Volunteer

Fire Department (the “LLVFD”) as part of a project designed to undertake a

comprehensive review and analysis of all aspects of delivering an effective and efficient

fire service to the Loon Lake community. An overall evaluation of the administrative

and operational readiness of the fire department was a

key component of the scope of the project, which also

includes a second report assessing the feasibility of

building a second fire hall in Loon Lake.

With permission from the OFC, FWC modified the original

inspection and audit document into three parts and the

AHJ, in this case the Loon Lake Volunteer Fire

Department Society (the “Society”), was invited to

complete the checklists. This exercise, which was

completed with the assistance of the Fire Chief Norm

Dixon of the Loon Lake Volunteer Fire Department (the

“LLVFD”), establishes a benchmark for the LLVFD with

regard to their compliance with accepted standards.

The completed checklists form a part of this report and

are attached as Appendix “A”, “B”, and “C”.

One of the fundamental principles applied by FWC in developing this report, and the

recommendations contained herein, was to offer methods that will assist LLVFD meet

accepted practices and to work towards operating in a manner that is compliant with

federal and provincial regulations and standards. It is further intended that this report

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will address the overall efficiency and effectiveness of the fire service, delivered by the

LLVFD, in a manner that is realistic, achievable and sustainable.

The recommendations on the level of service to be offered and with respect to the

apparatus type will be practical in nature and scope.

FWC has also addressed specific services such as fire investigations, fire prevention

programs and emergency planning in order to present options, to the Society which will

provide them with a clear understanding of what is necessary for compliance with

legislation, WorkSafeBC regulations and best practices.

DISCLAIMER

This report is being submitted for your review and consideration. FWC makes no

representation or warranty to the Recipient with respect to the information and shall

not be liable for any errors or omissions in the information or the use thereof.

It must be noted that an assessment of the Command and Control capabilities

of LLVFD staff was not performed.

Firefighting is dangerous work and the ability of the Incident Commander to

create a command structure to organize and maintain control of firefighters at

an incident is fundamental to their personal safety.

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2.0 EXECUTIVE SUMMARY

The Loon Lake Volunteer Fire Department derives authority to deliver specified

services through the Constitution and Bylaws of a Registered Society known as the

Loon Lake Volunteer Fire Department Society which, in this situation is the AHJ. The

purpose of the Society, as stated in its Constitution, is to support the activities of the

Loon Lake Volunteer Fire Department, in providing fire suppression, fire prevention

and forestry interface firefighting to the residents of Loon Lake B.C. The service

provided by the LLVFD, shall be to a specified area of the Thompson-Nicola Regional

District. Since the LLVFD has been established by the Society, and the Society has

entered into a fire protection financial contribution agreement with the TNRD to

provide certain fire services to their constituents, they are now obliged to meet a duty

of care and corresponding standard of care. In the realm of fire services, the LLVFD

owes a duty of care to those within the geographical jurisdictions that it is authorized

to deliver fire services to. In simple terms this means that the Society must take

reasonable steps to equip and train its fire department and that the firefighters must

take reasonable steps, when carrying out their firefighting and related duties.

The standard of care is measured against what is reasonable in the circumstances based

upon standards of training and available resources. With respect to the provision of fire

services, this may allow for greater risks to be taken but it will also require heightened

vigilance.

The Canadian fire service and the fire service in many parts of the world, is evolving and

is challenged by the high expectations of the public versus the need for fiscal prudence

by the AHJ. The situation on Loon Lake is no different as the Society determines the

balance between the level of service and the available funding. In addition, other forces

are at play, which are often beyond the control of the AHJ who have decided to offer

fire protection to their communities. Everything from climate change to government

downloading is impacting the fire service.

In many communities the role of a fire department has gone beyond extinguishing fires.

The expectation of the residents of any community is that their fire department will

offer a large degree of personal and public safety if they have a fire, are involved in a

motor vehicle accident, are in need of medical assistance when a life-threatening

emergency arises, or if the community is threatened by a forest fire or other disaster.

Residents often take this service for granted and have little understanding of the

personal commitment firefighters make to keep their neighbours safe. Volunteer

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firefighters are subjected to the same regulations as career firefighters and the

administration of a fire department is a large task in itself because of the organization,

training, maintenance and documentation required for all aspects of the operation. To

address these issues, the Society has a significant investment in the building, equipment

and training associated with their fire department.

The elected executive of the Society has the power, to give the fire department the legal

authority to operate but they also have the obligated responsibility to give clear “pure

policy” statements on the services provided, or to restrict the services that their fire

department is not equipped or trained to handle. These two obligations must occur to

minimize liability.

Oversight and

administration is

necessary because of

the investment the

Society/LLVFD has

made in the fire

department and

because of the

dangerous nature of

the work. The

delivery of fire

service to the

customer is a team

effort even though it

is a monopoly. There is no second choice for the constituents to call for help. When they

call for a fire service the LLVFD will be answering the call. The LLVFD is the operational

component of the team and they have developed the capability to deliver the service.

Although a formal risk assessment was not conducted by FWC it would appear from our

tour of the fire protection district that the LLVFD has the basic equipment required to

respond to structural fire suppression incidents, including vehicle fires and initial attack

on small interface brush fires, that might occur in the Loon Lake area. It was noted that

the LLVFD and the TNRD recognize the threat of wildfire to the Loon Lake fire protection

district and that positive steps have been taken, and continue to be taken, to raise the

level of response readiness for such an event. It is recognized that resources, both

human and equipment, are at times limited and it is recommended that discussions

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occur with other fire departments in the region as part of developing and formalizing a

regional mutual aid strategy.

LLVFD has a challenging geographic shape to its fire protection area, with a length of

approximately 30 km and a width of less than 1 km. There is also a mix of structures

that they are responsible for, ranging from ranches to recreational vehicles in

campgrounds to modest cabins and residences valued in excess of a million dollars. The

growth of both vacation homes and permanent single family dwellings on the north side

of Loon Lake has generated increased demands for the LLVFD. It is hoped that the

reports being provided will assist the Society to strategically plan for the expansion of

LLVFD and ensure it is ready to respond to the consequential increase in the demands

for the LLVFD’s services.

This inspection and audit report is designed to provide a status report on the current

operational readiness of the LLVFD and to provide recommendations that can be used as

guides in the development of a plan designed to improve the overall service in

collaboration with the Society.

In September of 2014 the Office of the Fire Commissioner

(OFC) released the Structure Firefighters Competency and

Training Playbook (Playbook) which was updated in May of

2015. This document provides detail on the minimum training

standards for fire service personnel as mandated to the OFC

under Section 3. (3) (b) of the Fire Services Act. This will

shortly be changed to the Fire Safety Act under Section

4(1)(d)(iii).

The Playbook attempts to define three levels of service and

assigns responsibility, for declaring which level of service a

fire department will provide, to the Authority Having

Jurisdiction (AHJ). In the case of the LLVFD, the Society

provides authority, financing and oversight to its’ operational arm, the fire department.

The provision of fire protection to a community is not a provincially mandated

requirement. The residents through their local government determine whether they wish

the service or not and what services it should provide.

It must also be understood that the Playbook is a new development to British Columbia. It

is a fluid and dynamic document so more revisions and fine tuning are expected.

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A recommendation to declare Exterior Operations Level as the level of service provided

by LLVFD in compliance with the Playbook is contained within the report. Following

meetings with the LLVFD firefighters, and having visited the fire hall, it is understood that

the LLVFD has historically done training and has probably achieved some of the

competencies in this suggested service level. It is difficult, however, to verify this training

has been achieved, as there do not appear to be supporting records.

If the Society agrees with the recommendation outlines in this report, a policy should be

written establishing LLVFD as an exterior firefighting level of service level as set out in the

Playbook.

A provision should be included into this policy that allows for the fire department to move

to the interior firefighter service level if the required training is achieved. As a

consequence of the declared level of service, it is recommended that LLVFD train to the

corresponding training level as identified in the Playbook.

As the employer the Society has an obligation to provide training that ensures the safety

of all workers in their organization. The training provided should be in line with the

Playbook and with other similar sized communities that offer similar services. All training

should be applicable to the local situation, attainable and measurable.

A fire department does not exist for what it does.

It exists for what it may have to do!

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2.1 SUMMARY OF RECOMMENDATIONS

Recommendation A1

It is recommended that the revised Constitution and Bylaws of the Society reflect the

definitions and conditions contained in the Loon Lake Fire Protection Financial

Contribution Agreement, particularly with respect to the provision of fire protection

services and the responsibilities of the Society for training and standards.

Recommendation A2

It is recommended that the Society create policies determining both the level of service

they wish the LLVFD to deliver to the community and the standard of firefighter training

required to qualify the LLVFD firefighters to the necessary competencies.

Recommendation A3

It is recommended that the Society approach the Village of Clinton to discuss and formalize

the establishment of a mutual aid agreement between the two AHJs. It is further

recommended that consideration be given to entering into a similar agreement with the

Village of Cache Creek.

Recommendation A4

The Society develop a policy that clearly outlines the limitations of the traffic control that

LLVFD should engage in at incidents. If a formal training program for Emergency Scene

Traffic Control is not already in place, consideration should be given to the programs

offered by the BC Municipal Safety Association.

Recommendation A5

In addition to the annual provincial motor vehicle inspections which, must be completed,

the Society should establish a policy for the regular testing of the apparatus pumps with

records kept to show that this important maintenance work is being completed.

Recommendation A6

As in all training, the Society and LLVFD should establish a record of all driver-training

that takes place. A policy should be established to show that a search of the Driver’s

Abstract and Licence of each firefighter will be completed to ensure firefighters have the

appropriate licences and qualifications to drive LLVFD apparatus.

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Recommendation A7

It is recommended that the LLVFD ensure compliance by having a trip log book or form

located in each apparatus so it can be completed as required by the Commercial Vehicle

Regulation. These log books should also be filled out on practice nights or whenever the

vehicle is driven.

Recommendation A8

A regular system of air brake checks and documentation should be implemented on all

LLVFD apparatus with air brakes.

Recommendation A9

LLVFD develop an Incident Report form that can be completed by the Incident

Commander, to record details of any LLVFD response, and actions taken, at all call-

outs.

Recommendation A10

The Society identify and appoint two individuals who can assume responsibility for the

oversight of all matters relating to the WorkSafeBC requirements as the employer of

volunteer firefighters. It is suggested one of the individuals is chosen by the Society and

the other chosen by the LLVFD.

It is further recommended that the Society establish a policy statement that articulates

the commitment of the Society to ensure everything possible is undertaken to ensure

the safety and well-being of the volunteer firefighters.

Recommendation A11

The Society, with assistance from the Fire Chief, create written job profiles for the

positions in the LLVFD.

Recommendation A12

It is recommended that the LLVFD have a duty crew staffing formula in place for times

when firefighters may be involved in community social events.

Recommendation A13

It is recommended that a procedure of debriefing immediately after all emergency

incidents be implemented.

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Recommendation A14

It is recommended that the Society develop a strategy to implement Operation Guidelines

for the LLVFD. It is suggested that the process commence with the development of

guidelines that provide guidance on the fundamental aspects of occupational health and

safety, firefighter training, incident command, operational issues and equipment safety

and maintenance.

Recommendation B1 It is recommended that the LLVFD keep a simple written record of the fire hall safety

inspections undertaken and note in the record any actions taken to address or remedy

health and safety concerns.

Recommendation B2

It is recommended that the LLVFD develop a basic Incident Command system using the

chain-of-command where one firefighter is in charge of the firefighters and equipment at

every incident.

Recommendation C1

The Society has a responsibility to develop, and implement, a simple, effective, records

management system that will track the training accomplishments of the firefighters.

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3.0 INSPECTION AND AUDIT OVERVIEW

This Audit and Inspection report is designed to aid the Society and the LLVFD in areas

which appear to be non-compliant to ensure that any such deficiencies are addressed in

a timely fashion. Asa stated previously, the report is based on the checklists developed by

the Office of the Fire Commissioner, acting in response to a recommendation made by the

Provincial Chief Coroner that; “The Office of the Fire Commissioner together with the

employer of volunteer fire departments in British Columbia (Districts, Municipalities,

Regional Districts, Improvement Districts, Registered Societies, etc.) initiate and maintain

a regular inspection and audit process to ensure volunteer fire departments and

firefighters meet provincially recognized standards for equipment, training and

operational policy”.

The Chief Coroner and Fire Commissioner’s recommendation was the result of a

Judgment of Enquiry of a line of duty death of a firefighter in which deficiencies in training,

equipment and command and control were identified as

contributing factors in this tragic incident.

This Inspection and Audit report should also function as a

tool for strategic planning for the Society and the LLVFD.

Analysis of the documentation and information provided by

the Society and the LLVFD has been assimilated into this

report. This analysis was supplemented by visiting Loon Lake

to assess risks, conduct a site inspection to view facilities,

equipment, maintenance records, training facilities and

records etc.

It is important to note that the Inspection and Audit process

is not punitive but rather it is simply a status report intended

to provide a snapshot of the fire department with respect to administrative and operational

readiness noting any deficiencies of non-compliance with industry standards, best

practices and WorkSafeBC Regulations.

The following comments and recommendations are based on the responses to the

checklist questions as noted in Appendices A, B and C and on observations made by FWC

during the site visit. They rely on the accuracy of information provided by the client. FWC

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is not liable for anything that results from, or in relation to, incorrect or misleading

information in the possession of, or provided by the Society or LLVFD.

This report will also meet the objective of recommending a service level for the fire

department. There are also recommendations or strategies for improving the service,

improving bylaws, policies, service agreements, budgets, occupational health and safety

programs, enhancing the support structure, operational guidelines, training programs,

strategies for recruiting and retaining volunteers and capital asset replacement plans.

4.1 ORGANIZATION, GOVERNANCE AND AUTHORITY

Questions A 1 and A 2

It is understood that the Constitution and Bylaws of the Society are currently under

revision and it is intended that the recommendations contained in this report will

influence the changes being considered, prior to the final version being approved by

special resolution by the Society’s membership and subsequently registered with the

Province of BC Registry Services in Victoria.

TNRD Bylaws No. 1756 and 2033 deal with the recognition of the Electoral Area “E” (Loon

Lake) Fire Protection Grant-in-Aid Service Area. The Loon Lake Fire Protection Financial

Contribution Agreement, an agreement between the TNRD and the Society, provides

details of the terms and conditions under which the Society will receive and use the

financial contributions from the TNRD.

This agreement also defines Fire Protection Services and states that LLVFDS will be the

sole provider for those services.

The authority for LLVFD to provide fire suppression services is in question because it is

understood that the right to enter to suppress a fire is not automatically conferred to

LLVFD through the Financial Contribution Agreement. This is because a Society in this case

LLVFDS, would not be able to grant the authority to enter private property like a municipal

Council or regional district Board. The enabling legislation, a municipal Council or regional

district Board would draw on, is the Community Charter or Local Government Act and the

Fire Services Act. Without this authority being given to the LLVFD by the

4.0 PART “A” – FIRE DEPARTMENT ORGANIZATION GOVERNANCE AND

AUTHORITY

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TNRD Board, the LLVFD will be exposing the Society and themselves to liability if they

enter private property to fight a fire without permission or the right to enter in a bylaw.

If the TNRD would grant LLVFDS the right to enter private property to fight a fire, then the

following recommendation would apply.

Recommendation A1

It is recommended that the revised Constitution and Bylaws of the Society reflect the

definitions and conditions contained in the Loon Lake Fire Protection Financial

Contribution Agreement, particularly with respect to the provision of fire protection

services and the responsibilities of the Society for training and standards.

Question A 6

There does not appear to be a formal policy statement from the Society outlining the

level of training that the Society has established for LLVFD.

The Structure Firefighters Competency and Training Playbook (the “Playbook”),

introduced by the OFC, strongly recommends that the Society establish a level of service

they wish the LLVFD to deliver. From that determination will flow the standard of

firefighter training required to prepare firefighters to provide the services to the chosen

service level.

There is no criticism intended, by these comments, of the current training being

undertaken by the LLVFD, but FWC recommends the Society develop a policy that

guides the LLVFD to ensure that the firefighters have the recognized competencies to

deliver services in a manner that reflects the importance of firefighter safety and the

need to be compliant with the WorkSafeBC Regulations.

If a prior learning assessment of each firefighter was undertaken, it is possible that

most of the Job Performance Requirements (JPR) listed in the Playbook for the

Exterior or Interior Service Levels have been achieved by the LLVFD firefighters.

Without complete records of the training, it is difficult to verify the level of training

each member has achieved.

Recommendation A2

It is recommended that the Society create policies determining both the level of service

they wish the LLVFD to deliver to the community and the standard of firefighter training

required to qualify the LLVFD firefighters to the necessary competencies.

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Question A 17

It is understood that LLVFD has engaged in joint training sessions with Clinton Volunteer

Fire Department but that a formal mutual aid agreement has not yet been established

with the Village of Clinton. It is further noted, from comments provided on the Audit

checklist, that the Village of Clinton has indicated their support to such an agreement.

FWC suggests that TNRD staff would be in a position to provide guidance to the Society

in this regard.

Recommendation A3

It is recommended that the Society approach the Village of Clinton to discuss and formalize

the establishment of a mutual aid agreement between the two AHJs. It is further

recommended that consideration be given to entering into a similar agreement with the

Village of Cache Creek.

Question A 18

If the LLVFD is providing traffic control, then a formal policy statement from the Society

should be put in place stating the Society’s policy on the limitations of traffic control at

incidents. With the creation of the “Playbook”, all fire department personnel need to be

formally trained in emergency scene traffic control. The WorkSafeBC Guidelines for Part

18 (Traffic Control), of the WorkSafeBC Regulation, identifies what should be included in

this training, and allows for the employer or a third party to do the training. A course

designed for firefighters is available through the BC Municipal Safety Association (the

“BCMSA”) and an Emergency Scene Traffic Control – Train the Trainer course is also

available through the BCMSA. The BC Fire Training Officers Association was an active

participant in the development of both courses.

There does not appear to be a clear and precise policy from the Society regarding the use

of alcohol and drugs in Society facilities, during social events and on other special

occasions. A policy by the Society should be developed on the use of alcohol and drugs

with respect to firefighters attending approved LLVFD activities, including emergency

responses. Consideration should also be given to the use of designated duty crews during

social events as a risk management strategy.

Recommendation A4

The Society develop a policy that clearly outlines the limitations of the traffic control that

LLVFD should engage in at incidents. If a formal training program for Emergency Scene

Traffic Control is not already in place, consideration should be given to the programs

offered by the BC Municipal Safety Association.

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Information can be obtained through the following link.

http://www.bcmsa.ca/category/coming-events/emergency-scene-traffic-control/

It is further recommended that the Society develop a policy defining their expectations of

the firefighters with respect to the use of alcohol and drugs when firefighters are actively

participating in authorized LLVFD events and activities and other Loon Lake social events.

4.2 ADMINISTRATION

Question A 21

Records show that LLVFD has few emergency call-outs on an annual basis but there is an

expectation that when they are called, the apparatus is in a state of operational readiness.

This status can be achieved by regular checks and the testing of the component parts on

a basis that is reflective of both the human resources and the financial resources of the

Society and the LLVFD.

Recommendation A5

In addition to the annual provincial motor vehicle inspections which, must be completed,

the Society should establish a policy for the regular testing of the apparatus pumps with

records kept to show that this important maintenance work is being completed.

Questions A22 and A 23

When committing to the provision of fire suppression services on a 24/7 basis, it is

important that the Society is satisfied the available firefighters are qualified licenced

drivers able to drive the apparatus.

Recommendation A6

As in all training, the Society and LLVFD should establish a record of all driver-training

that takes place. A policy should be established to show that a search of the Driver’s

Abstract and Licence of each firefighter will be completed to ensure firefighters have the

appropriate licences and qualifications to drive LLVFD apparatus.

Question A 26

Record-keeping is a compliance requirement of many different agencies, including

WorkSafeBC and Commercial Vehicle Safety and Enforcement. Fire departments are

required to be able to present these records for inspection upon request. The

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maintenance of a Trip Log is one of these records and each piece of fire department

apparatus is required to have such a record established and maintained.

Recommendation A7

It is recommended that the LLVFD ensure compliance by having a trip log book or form

located in each apparatus so it can be completed as required by the Commercial Vehicle

Regulation. These log books should also be filled out on practice nights or whenever the

vehicle is driven.

Question A 27

The National Safety Code of Canada requires a check of air brake adjustments be

completed on a regular basis as part of a pre-trip inspection.

Recommendation A8

A regular system of air brake checks and documentation should be implemented on all

LLVFD apparatus with air brakes.

Question A 30

It is a best practice and risk management tool to complete an Incident Report for all

emergency call-outs attended by LLVFD.

Recommendation A9

LLVFD develop an Incident Report form that can be completed by the Incident

Commander, to record details of any LLVFD response, and actions taken, at all call-

outs.

Question A 32 It is noted that neither the hose inventory nor the ground ladders are tested on a

regular basis, an important record that WorkSafeBC requires to review in the case of a malfunction of this equipment.

Question A 33

While it is noted that the LLVFD has an excellent health and safety record, it is important

that a procedure is put in place to record work-related incidents and that these records

are retained to ensure compliance with WorkSafeBC requirements. In a workplace, such

as the LLVFD, it is required that worker health and safety representatives are appointed

to oversee the health and safety requirements expected to be in place by WorkSafeBC.

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Recommendation A10

The Society identify and appoint two individuals who can assume responsibility for the

oversight of all matters relating to the WorkSafeBC requirements as the employer of

volunteer firefighters. It is suggested one of the individuals is chosen by the Society and

the other chosen by the LLVFD.

It is further recommended that the Society establish a policy statement that articulates

the commitment of the Society to ensure everything possible is undertaken to ensure

the safety and well-being of the volunteer firefighters.

A policy statement addressing this topic might read similar to the following example:

“The executive of the Loon Lake Volunteer Fire Department Society will provide a safe

and healthy workplace for all volunteer firefighters and others that may visit or enter

our facilities. The Society will establish a Health and Safety Program designed to prevent

injuries and disease. The Executive are further responsible for providing the necessary

instruction in health and safety and for addressing unsafe situations in a timely manner.

All firefighters and other members of the Society are required to work safely and to know

and follow the Society’s policies and the LLVFD operational guidelines for safe work.”

4.3 STAFFING

Question A 40

It is a best practice that written job profiles are created for all positions in the LLVFD.

The profiles are helpful in defining the work and performance expectations of the

Society.

Recommendation A11

The Society, with assistance from the Fire Chief, create written job profiles for the

positions in the LLVFD.

Question A 42

It is important that LLVFD is prepared to respond 24/7 and if there is a social event

scheduled, the planning should include an assignment of a minimum duty crew to

respond in the event of an emergency call out.

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Recommendation A12

It is recommended that the LLVFD have a duty crew staffing formula in place for times

when firefighters may be involved in community social events.

Questions A 44 and A 45

Post incident critiques are an excellent learning/training opportunity and should be held

immediately after all incidents, where practical to do so, to ensure lessons learned are

shared with all firefighters on the department. It is noted that LLVFD does discuss

incidents at meetings providing an opportunity to share the lessons learned with all

firefighters and the use of email is an example of how this information can be shared with

all members who may not be able to attend all meetings.

Recommendation A13

It is recommended that a procedure of debriefing immediately after all emergency

incidents be implemented.

Question A 46

The job profiles referred to under Question A 40 will provide an excellent starting point

for new recruits to understand the commitment they are undertaking.

Question A 47

The checks and assessments listed under this question, for consideration when

recruiting new firefighters, are all recognized and valid best practices.

4.4 SCOPE OF OPERATIONS

Questions A 51 through A 96

It is noted that there do not appear to be Operational Guidelines (“OGs”) in place

providing the guidance to LLVFD with respect to many aspects of providing a community

fire service. FWC understands this is a daunting task to implement but there are

established and recognized templates available that can be adopted and personalized to

reflect the policies and objectives of the Society and LLVFD. WorkSafeBC expects OGs to

be in place, as they are intended to lead to the safe and efficient operation of the LLVFD,

in conformance with all Federal and Provincial legislation and regulations, to reflect the

Society’s bylaws and policies, and to provide firefighters with details of safe work

practices for all designated job duties.

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Recommendation A14

It is recommended that the Society develop a strategy to implement Operation Guidelines

for the LLVFD. It is suggested that the process commence with the development of

guidelines that provide guidance on the fundamental aspects of occupational health and

safety, firefighter training, incident command, operational issues and equipment safety

and maintenance.

4.5 TRAINING AND COMPETENCY

In September 2014 the Province of BC, through the authority outlined in Section 3 (b) of

the Fire Services Act, published minimum training standards for British Columbia in the

Playbook. It has identified that the National Fire Protection Association (NFPA) training

standards are recognized across the Province. NFPA 1001 is the most widely used

firefighter training standard. NFPA 1001 outlines the minimum job performance

requirements (JPR’s) for firefighters whose duties are primarily structural in nature.

It is important to understand that the OFC is obligated through legislation to establish

minimum training standards for firefighting in British Columbia but it is the responsibility

of the AHJ through policy, to determine the level of service for each service that will be

provided by the local fire department they are responsible for.

The Playbook is not a training manual and it does not include several important functions

a firefighter must possess to safely and effectively fight structure fires. For example, it

does not mention driving or incident command which are both important functions.

Neither does it cover the skills and competencies for other types of fires such as wildland

interface fires or rescue of any type.

The NFPA standards identified as applicable by the Office of the Fire Commissioner for

Exterior and Interior Attack Firefighters are listed in the May 2015, Second Edition

Playbook, starting on page 13 of that document. (See Appendix “G”)

The corresponding Job Performance Requirements (JPR’s) as set out by the National Fire

Protection Association (NFPA) can be found at; http://www.nfpa.org/codes-and-

standards/document-information-pages.

The NFPA invites individuals and organizations, to sign up through their web-site at no

charge to view all the NFPA standards referred to in the Playbook.

It cannot be overstated how important it is for the AHJ to determine the services they

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wish LLVFD to provide. Only then can a training program be considered so the appropriate JPR’s can be identified for the specific services authorized.

The AHJ should carefully look at the NFPA Standard referenced for firefighting (NFPA

1001) and only adopt those parts of the standard which would apply to their community.

Question A 97

As stated under Question A 6, a written policy from the Society should be developed

stating what level of training is acceptable to them for all services provided by the LLVFD.

The Fire Service Minimum Training Standards outlined in the Playbook provide guidance

on the options that should be considered by the Society to determine the level of service

that the LLVFD can realistically deliver to the fire protection area. Once the level of service

is determined, the level of training required to deliver the service can be identified. For

example, there is a real possibility LLVFD could be called to a boat fire. The level of service

determined by the AHJ in this case may be that LLVFD firefighters do not leave the shore

to fight a fire of this type. This could include firefighting on wharves or piers where

firefighters would be expected to be wearing approved flotation equipment.

Many of the JPR’s can be achieved by writing Operational Guidelines on the subjects

which, should be made available to all firefighters, then regularly reviewing the OG

content at fire practices and through the LLVFDS internal communication system to

ensure all members are aware of the policies around general knowledge, skills and

competencies.

Many volunteer fire departments have found compliance with NFPA training standards

to be onerous and difficult to attain.

The now defunct Basic Firefighter Program developed by the Justice Institute of BC, Fire

and Safety Division (JIBC) was designed to provide the minimum firefighter skills required

to operate safely at the exterior operations level. The JIBC and other training service

providers are developing a new basic curriculum reflecting the Exterior Fire Fighter

Operations level as defined in the OFC Playbook.

The defunct Basic Fire Fighting Program allowed departments to demonstrate that their

firefighters possess the minimum firefighter skills within NFPA 1001 and could be used as

a guide to the basic skills required for training LLVFD firefighters.

Topics included:

• Fire Fighter Safety

• Personal Protection Equipment & Self Contained Breathing Apparatus

• Rope and Knots

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• Ladders

• Ventilation

• Fire Hose, Fire Streams and Appliances

• Water Supplies

• Fire Behaviour (optional)

It was noted during the site visit that the above-noted subjects have already been

identified by the LLVFD as some of the core competencies they wish their firefighters to

be trained in. Other important topics Basic Structural Firefighting, Rural Fire Truck Driving

and Forest/Interface Firefighting were listed suggesting that the basic focus for a robust,

and appropriate, training program is in place. The next step would be for the Society, in

consultation with the leadership of the LLVFD, to identify how the training can be

delivered and documented in a manner that is both practical and within budget.

There are a number of agencies that offer training including the JIBC, Vancouver Island

Emergency Response Academy (VIERA) and the College of the Rockies. The TNRD may also

be able to provide guidance based on the firefighter training programs they have adopted

for the fire departments under their jurisdiction.

Most of the training could be done in-house through by taking advantage of on-line

learning opportunities from the International Fire Service Training Association (IFSTA),

Jones and Bartlett or Action Training Systems. Accredited training is not a formal

requirement by the OFC but the training must meet the JPR’s of the standards for the

service provided. The training must also be defendable and accurate records kept of all

the training all firefighters have received.

LLVFD has limited time to train its volunteers so the training must be convenient for them.

On-line opportunities will allow firefighters to take the theoretical training as their

schedule permits. The JPR practical skills components for each firefighter could be

evaluated during a scheduled training time when they are at Loon Lake. At an absolute

minimum, firefighters should have access to a firefighter training manual such as IFSTA

Essentials of Fire Fighting 6th Edition

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5.0 PART “B” - OCCUPATIONAL HEALTH AND SAFETY

It is understood that the Society has registered with WorkSafeBC which is an important risk

management decision as the “employer” of volunteer firefighters. It is also important that an Occupational

Health and Safety (OH&S) program, reflecting the size and activities of the organization, is

established to indicate compliance by the Society, as the employer, with WorkSafeBC regulation

requirements. The recommendation outlined as Recommendation A10 is designed to assist in

establishing an appropriate program. The checklists seek input on health and safety issues in a

number of different places, including the Questions A 101 through A 107 on Pages 15 and 16 of

Part “A”

This part of the checklists focuses on specific aspects of OH&S and is designed to evaluate the level

of understanding of the responsibilities that the Society and LLVFD have assumed, by operating

a fire service, and the steps that are being taken to ensure the health and safety of LLVFD

firefighters.

Question B 2

While it is noted that safety inspections of the fire hall and the equipment are routinely

completed, it does not appear that these activities are recorded in a documented form.

Recommendation B1

It is recommended that the LLVFD keep a simple written record of the fire hall safety inspections

undertaken and note in the record any actions taken to address or remedy health and safety

concerns.

Question B 9

While it is noted that the LLVFD has experienced no accidents or injury to firefighters, as a part

of the job hazard analysis it is a best practice to advocate a culture of personal safety, and the

safety of others. The meeting held with LLVFD firefighters suggests that safety is a priority and

the firefighters are aware of their responsibilities in this regard.

Question B 12

For information purposes, and to clarify the topics raised in the checklist, the incident

command principles of comprehensive resource management and modular organization, only

apply during large scale incidents. It is deemed unlikely that LLVFD would be expected to

assume Incident Command responsibilities in such cases. However, even small incidents

require some form of incident command in order to maintain discipline and to prevent free-

lancing which could result in injury to firefighters, equipment damage or excessive property

loss. Establishing the chain-of-command is critical in maintaining situational awareness and

the prevention of injury.

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Recommendation B2

It is recommended that the LLVFD develop a basic Incident Command system using the

chain-of-command where one firefighter is in charge of the firefighters and equipment at

every incident.

Question B 61

The notes attached to the 2016 Budget indicate that all of the Personal Protective Clothing

used by the LLVFD firefighters is outdated and an aggressive program to replace the

current gear is being contemplated.

6.0 PART “C” – TRAINING RECORDS

As been stated previously, record-keeping is a compliance requirement of many different

agencies, particularly WorkSafeBC, that fire departments are required to be able to

present for inspection, upon request.

The matter of keeping current and accurate records of the

training for all firefighters has been addressed throughout this

report and the adoption of an appropriate records management

system should be considered as a priority.

It is suggested that the Society and the leadership of the LLVFD

review the numerous references to “training records” in the

Playbook.

To assist the Society and LLVFD develop a firefighter program, it

should be noted that the Playbook states that assessments and

evaluations of Competencies can be carried out internally by the

Society so long as the evaluation instruments follow the criteria of the training standard

established by the Society and that detailed records of firefighter training and evaluation

are maintained.

Recommendation C1

The Society has a responsibility to develop and implement, a simple, effective, records management system that will track the training accomplishments of the firefighters.

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7.0 INSPECTION AND AUDIT SUMMARY

It is appreciated that the checklists were fully completed and it is the hope of FWC, that

the Society and the LLVFD will have gained an understanding of the magnitude of the

responsibilities they have assumed by establishing and maintaining a fire department in

British Columbia.

FWC believes the focus at all times is to ensure the health and safety of all parties is not

compromised by any of the activities of the Society or the LLVFD. The Society has stated

in their Bylaw that they will deliver services to those land-owners within the Loon Lake

Fire Protection Area and it is therefore the responsibility of the Society, as the Authority

Having Jurisdiction (the “AHJ”) to equip and train the human resources that volunteer to

provide those services for the good of their community.

As stated previously, the Audit and Inspection program is designed to provide the AHJ

with a snapshot of where their fire service is with respect to its operational readiness and

compliance with legislation, regulation and best practice as an active fire service

organization. It is hoped that the documents will assist the Society evaluate whether it is

meeting the expectations of those who are paying for the service.

An evaluation of whether the current fleet of apparatus is deemed appropriate for the

current demands on the LLVFD has not been addressed within this report. The question

of whether the addition of a tender is justified at this point in time is dependent on the

ability of the Society to undertake the expense of acquiring

such a unit and supporting the subsequent maintenance

and other implications of adding another piece of

apparatus.

In conjunction with the possible addition of a tender is the

consideration of reliable and accessible water supplies on

a year-round basis. The issue of identifying access points

to the lake and the possible installation of dry hydrants at

those locations is another project worthy of consideration

in order to supplement the current pressurized hydrant

system serving residents in a subdivision at the east end of

Loon Lake. The installation of well-designed and

maintained dry hydrants in strategic locations can reduce

travel time within the fire protection district to provide a

continuous water supply at the time of an emergency

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event. The addition of a tender would improve the overall value of any dry hydrant

installations in moving water effectively and efficiently during any fire-related incident

especially an interface incident with multiple fronts where both LLVFD engines might be

best deployed at scene rather than as water carriers.

The issue of recruitment and retention of firefighters is critical to the future of the LLVFD

and the implementation of some of the strategies discussed in this report must be

complimented by a commitment to recruitment and retention of firefighters.

Recruiting and retaining members is one of the biggest concerns most volunteer fire

departments have and LLVFD is no different particularly as a significant percentage of

their land-owners are termed as “seasonal”, meaning they do not live in Loon Lake on a

full-time basis further limiting the pool of potential recruits.

It takes strong leadership with extraordinary people skills to manage a highly motivated

group of volunteer firefighters. Mutual respect is paramount as is trust. That respect and

trust must also be evident from the Society and the LLVFD. The President of the Society

and the Fire Chief of the LLVFD set the tone for the department. It takes patience and

understanding on the part of the Society to provide the support and sometimes training

to fire department members how to properly provide the required administration for the

fire department. It has to be a team effort based on mutual respect and consideration.

Each side must honestly admit where they fit in and how they can use their talents and

abilities to achieve the desired outcome.

The Society appears to have attracted some outstanding community-minded members

who bring their experience to the membership from strong administration backgrounds.

The recommendations stated in this report reflect a need for a number of administrative

initiatives to be undertaken and it appears that the Society is well-positioned to

implement changes to the systems in place.

There are several reasons why people volunteer as firefighters. Upon joining the

department new members have high expectations. They are looking for training so they

can learn the skills required in the provision of fire services. Their families also have great

expectations that the leadership of the department will keep their loved ones safe and

not put them in harm’s way unnecessarily. Training is therefore very important in the

retention of members as is strong leadership. The fire department officers must be seen

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as leaders by the members which includes leading by example.

It is very important for every member to honestly determine where they can best serve

the organization. Most volunteer firefighters join to provide help to their neighbours in the

event of a fire-related emergency. Few join to do paper-work and so it is critical for the

organizational success of a volunteer fire department to attract people who are willing to

make a contribution without jumping onto a fire engine.

The LLVFD fire hall is centrally-situated, within the current boundaries of the fire protection

area, and serves the basic needs of the operation from this location. It is not without

challenges however as the fire hall can only accommodate 2 of the 3 pieces of apparatus,

and those that are parked in the hall are of a size that does not allow for ideal deployment

in the event of an emergency. The issue of facilities for the Society and LLVFD is more fully

addressed in separate report which, has been developed to deal with the feasibility issue

of constructing a second fire hall in the community.

You can never learn enough about a job

that could kill you!

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8.0 CONCLUSION

LLVFDS is to be commended for its guidance and oversight of the LLVFD since its formation. The

members past and present have accomplished many things with very limited financial support but

a great deal of community support. What started as a good neighbour service has now evolved

into an entity which must comply with industry standards, best practices and regulations as a

liability risk management strategy.

Currently the LLVFD is prepared to provide basic fire protection to the property owners within the

fire protection area. It has two fire large structural fire engines in the existing fire hall at 1705

Loon Lake Road plus a mini-pumper kept at the residence of former Fire Chief Norm Dixon on

Stevens Road which is at the east end of the fire protection area. There are 15 members on the

roster but several of them have recreational or secondary homes at Loon Lake. Even though they

may not be permanent residents, they are committed to LLVFD and the community.

A few of the volunteers have been there since the beginning but have now reached an age where

they may no longer be able to do strenuous physical work but still want to contribute to LLVFD by

sharing their experience and talents in sustaining this important community service. New

volunteers have stepped up and are assuming new leadership roles and are willing to take on

administrative functions to ensure LLVFD is compliant with WorkSafeBC regulations and other

standards. New development along the lake indicate the community is attracting new people and

as these new people move into the area and realize the opportunities that are there, it is hoped

more volunteers will step up to join LLVFD. Innovative ways to recruit new volunteers need to be

explored and implemented. One of the ways to do this is through a training program where people

can learn new skills promoting personal growth while helping the community in the process.

Because LLVFDS is funded by residents through a through a TNRD parcel tax, it is obliged to meet

the duty of care and standard of care as other similar small fire departments must do. This

Inspection and Audit Report will serve as guide for LLVFDS to plan for the future as it strives to

meet the regulatory requirements.

It has been our privilege to have been provided the opportunity to look at how LLVFD is organized,

administered and equipped plus to offer recommendations on how to enhance the service.

Respectfully submitted,

Dave Ferguson

Glen Sanders

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GLOSSARY

AHJ Authority Having Jurisdiction

BCAS British Columbia Ambulance Service

CPR Cardio Pulmonary Resuscitation

DPG Dwelling Protection Grade – Private Dwellings

EMBC Emergency Management BC

FSA Fire Services Act - Fire Safety Act

FUS Fire Underwriters Survey

FSAC Fire Safety Advisory Council

FWC FireWise Consulting Ltd.

GPM Gallons per minute

IFSTA International Fire Service Training Association

JPR Job Performance Requirements

LAFC Local Assistant to the Fire Commissioner

LGA Local Government Act

NPFA National Fire Protection Association

OFC Office of the Fire Commissioner

OG Operational Guideline

OH&S Occupational Health and Safety

PEP Provincial Emergency Program (EMBC)

PFPC Public Fire Protection Class – Public Buildings not Private Dwellings

PPE Personal Protection Equipment

PSI Pounds per square inch

SAR Search and Rescue

SCBA Self Contained Breathing Apparatus

TNRD Thompson Nicola Regional District

TO Training Officer

ULC Underwriters Laboratory Canada

WMB Wildfire Management Branch – Ministry of Forests

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Pho

Pho

Loon Lake V olunteer Fire Department

Norm Dixon

Norm Dixon

Lois Harper

Appendix “A” Inspection and Audit Part “A”

VOLUNTEER FIRE SERVICE AUDIT FORM

PART “A” - FIRE DEPARTMENT ORGANIZATION, ADMINISTRATION AND STAFFING

To be completed by Fire Chief or Senior Officer

Name of Organization:

Governing Body (AHJ): Loon Lake Volunteer Fire Department Society

AHJ Representative: Phone:

Fire Department Representative: ne:

Person Completing Form: ne:

Rank: Fire Chief

Date Completed: 2016-05-01

Rating Scale: 1= No 2 = 25% Compliant 3 = 50% Compliant 4 = 75% Compliant 5 = 100% Compliant

.250-459-7045

250-459-2153

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• Are they specific to the service provided?

Yes

No

• Do you have contract area maps?

1

2

3

4

5

1) Is there a written agreement(s) with Emergency Health Services regarding First Response

Yes

x

No

2) Has it been duly authorized by your governing body?

Yes

x

No

3) Other agreement(s). List:

4) Clinton B.C. Fire Department for mutual aid

5) TNRD financial contribution agreement

6) Land Ownership Agreement TNRD (lot for second fire hall)

x

Yes

No

7) Have they been duly authorized by your governing body?

x

Yes

No

8) Are there written mutual aid agreements in place?

x

Yes

No

Approved by Clinton Village Council

9) If yes, is the following covered:

• chain of command 1

2

3

4

5

x

Clinton Fire Department is classified as the First

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Responder. They have

specialized equipment for handling vehicle incidents

• common terminology 1

2

3

4

5

x

• inter-agency training 1

2

3

4

5

x

One training exercise has been undertaken with Clinton Fire Department. A second is contemplated at Loon Lake now that insurance is in place for Loon Lake Fire Fighters

• interdepartmental communications 1

x

2

3

4

5

• maps 1

x

2

3

4

5

LLVFD has its own maps

• Are they current? 1

x

2

3

4

5

• Are they outlined in your operational guidelines? 1

2

3

4

5

x

• If yes, provide OG#:

• Have they been duly authorized by your governing body?

Yes

x

No

• Policy statement on traffic control at incidents (Limiting FD responsibility.)

Yes

No

Although no policy is in place the LLVFD provides traffic

control at incidents • Policy statement on use of alcohol and drugs

Yes

x

No

• Policy statement to have OH&S program. Yes

x

No

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Administration

Are the following types of records available for inspection?

10) Apparatus maintenance, including inspection and repair

x

Yes

No

11) Complete list of apparatus Yes

x

No

12) Other agreement(s). List:

13) Clinton B.C. Fire Department for mutual aid

14) TNRD financial contribution agreement

15) Land Ownership Agreement TNRD (lot for second fire hall)

x

Yes

No

16) Have they been duly authorized by your governing

body?

x

Yes

No

17) Are there written mutual aid agreements in place?

x

Yes

No

Approved by Clinton Village Council

18) If yes, is the following covered:

• chain of command 1

2

3

4

5

x

Clinton Fire Department is classified as the First Responder. They have specialized equipment for

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handling vehicle incidents

• common terminology 1

2

3

4

5

x

• inter-agency training 1

2

3

4

5

x

One training exercise has been undertaken with Clinton Fire Department. A second is contemplated at Loon Lake now that insurance is in place for Loon Lake Fire Fighters

• interdepartmental communications 1

x

2

3

4

5

• maps 1

x

2

3

4

5

LLVFD has its own maps

• Are they current? 1

x

2

3

4

5

• Are they outlined in your operational guidelines? 1

2

3

4

5

x

• If yes, provide OG#:

• Have they been duly authorized by your governing body?

Yes x

No

• Policy statement on traffic control at incidents (Limiting FD responsibility.)

Yes

No

Although no policy is in place the LLVFD provides traffic

control at incidents • Policy statement on use of alcohol and drugs

Yes x

No

• Policy statement to have OH&S program. Yes x

No

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Administration

Are the following types of records available for inspection?

19) Apparatus maintenance, including inspection and repair x Yes No

20) Complete list of apparatus

Yes x No

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21) Annual pump test records

x

22) Driver Training Records

23) Drivers Abstract and License

24) Vehicle pre trip inspection

x

25) Vehicle post trip inspection

26) Trip Log

27) Weekly Air Brake checks

28) Vehicle weights

29) Overweight Permits (if required)

31) Small equipment / hand tools maintenance records

e.g. axe handles, pike poles, ear protection

32) Hose inventory list

x

• Hose testing records

x

• Ladder testing

1

1

x

x

2

2

Y

e

s

3

3

No

4

4

5

5

Pumper

Trucks are kept filled at

1 2 3 4 5 all times

1

2

3

4 5 x

1 x 2 3

4 5

1 x 2 3

4 5

1 x 2 3

4

5

1 x 2 3

4

5

30) Incident Report 1 2 3 4 5

1

1

x

2

2

Y

x

e

s

3

3

No

4

4

5

5

LLVFD has this equipment but no maintenance records are kept.

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33) Personnel records including:

• Work performance 1

• Discipline

x 2 3 4 5

1 x

• WCB (work related incidents)

1 x

• Practice attendance 1

• Complete training records

1 x

Firefighter sign in at meetings

STAFFING

34) Current list of active department members x Yes No

35) Are standards and qualifications established for

officers? 1 x 2 3 4 5

36) Are department officers formally appointed by the

Fire Chief?

x Yes No

37) Is there a published and posted organization chart? Yes x No

38) Does this chart also illustrate the relationship with

governing and advisory bodies?

Yes x No

39) Does this chart show the Chain of Command? Yes x No

x

2 3 4 5

2 3 4 5

2 3 4 5

2 3 4 5

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OG

40) Are there written job descriptions for all positions? 1 x 2 3 4 5

41) Are there posted rules and regulations? 1 x 2 3 4 5

42) Is there a clear, documented distinction between operational and social activities?

Yes x No

43) Is there a written policy regarding a designated

duty crew during social events (re: alcohol consumption)?

Yes x No

44) Does a senior officer conduct a formal post-

incident critique (i.e. as lessons learned) for major incidents and all calls that resulted in injury or had a ‘near miss’ of injury?

1 x 2 3 4 5

• Is this covered by an OG Yes OG# No x

45) Are the findings documented and effectively communicated?

1 x 2 3 4 5 While no formal documents re

maintained there are post incident discussions at meetings

46) Are there written hiring practices for new recruits? Yes x No

47) Do they include the following:

• background checks (including criminal)

•

Yes No

• drivers abstracts Yes No

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OG

OG

OG

OG

OG

• physical/medical assessment

Yes No

• probation period with performance assessment

Yes No

48) Are the tasks permitted of probationary members

clearly defined and explained to probationary members and firefighters?

Yes No

49) Do you have a junior firefighting program? Yes No

50) Have written policies been developed providing

restrictions of duties for junior fire fighters? Yes OG# No

SCOPE OF OPERATIONS

Are the following areas covered by an operational guideline?

51) Apparatus specific e.g. fire boat

Yes OG# No x

52) Operating vehicles in emergencies, including mandatory use of seat belts

Yes OG# No x

53) Operating vehicles in non-emergencies, including mandatory use of seat belts

Yes OG# No x

54) Chain of command

Yes OG# No x

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OG

OG

OG

OG

OG

OG

OG

OG

OG

OG

OG

55) Emergency evacuation of fire suppression

personnel Yes OG# No x

56) Disaster planning and response (Refers to fire department internal plan including family plan during major event)

57) Dispatch procedures

Yes OG# No x

Yes OG# No x

58) Electrical emergencies

59) Emergency planning (community)

Yes OG# No

Yes OG# No

While there are no written

x guidelines, BC Hydro is contacted by Chief Dixon for electrical emergencies

Forestry Emergency Plan

x only

60) Personnel response to fire hall or incident

61) Entry into buildings (including rescue)

Yes OG# No

Yes OG# No

Each Firefighter has a pager

x and are contacted by a dispatcher out of Kamloops

x

62) Managing and tracking firefighters at an emergency incident (Accountability)

Yes OG# No

63) Exposure to blood borne pathogens and reporting

system Yes OG# No

While there are no written guiidelines, Chief Dixon x manages and tracks firefighters during incidents

x

64) Fire fighter training standard

Yes OG# No

65) Ground ladders

Yes OG# No

x

x

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OG

66) Hazardous materials response procedures Yes OG#

No x

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OG

OG

o

o

o

o

o

o

o

o

o

67) Hazardous materials decon process

Yes OG# No x

68) Hydrants (care, use and maintenance)

Yes OG# No x

69) Incident Command System Yes OG OG# N x

70) Incident Safety Officer Yes OG OG# N x

71) Medical examinations and health monitoring

Yes OG OG# N x

72) Monitoring during salvage and overhaul of: Yes OG OG# N x

• air quality

Yes OG OG# N x

• physical condition of fire fighters

Yes OG OG# N x

• site structure stability

Yes OG OG# N x

73) Managing stress arising from an incident that is

likely to cause adverse health effects to firefighters Yes OG OG# N x

74) Personal protective clothing Yes OG OG# N x

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o

o

o

o

o

o

o

o

o

o

o

o

75) Personal alert safety devices

Yes OG OG# N x

76) Respiratory protection program Yes OG OG# N x

77) Self-contained breathing apparatus While they have the equipment

there is no written policy on how to use them

Yes OG OG# N x

78) Special operations such as:

• confined space Yes OG OG# N x

• first responder

Yes OG OG# N x

• auto extrication

Yes OG OG# N x

• high angle

Yes OG OG# N x

• trench or excavation

Yes OG OG# N x

• swift water

Yes OG OG# N x

• flat water

Yes OG OG# N x

• ice rescue

Yes OG OG# N x

• building collapse

Yes OG OG# N x

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o

o

o

o

OG

OG

OG

OG

OG

OG

• other

Yes OG OG# N

79) Buildings seven stories or higher

Yes OG OG# N

80) Firefighting underground

Yes OG OG# N

81) Fire fighting over water (e.g. wharf firefighting)

Yes OG OG# N

• Describe

82) Traffic control at Incidents for worker safety

83) Rescue team of two fire fighters on the scene

Yes OG# No

While there is now written policy Firefighters provide traffic control at incidents

within 10 minutes of initial attack? Yes OG# No

84) Voice communication with fire fighters inside

buildings? Yes OG# No

85) Water supply monitored and IC awareness protocol

(when to conserve water) Yes OG# No

While there is no written policy

Firefighters have radio communications

86) Investigation of accidents

Yes OG# No

87) Supervision of workers

Yes OG# No

x

x

x

x

x

x

x

x

x

x

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OG

OG

OG

OG

OG

OG

OG

OG

OG

88) Work site safety

Yes OG# No x

Are there operational guidelines specific to your regulatory bylaw that define the extent of involvement of fire fighters in the following types of incidents?

FIRE

• Wildland

Yes OG# No x

• Structure

Yes OG# No x

• Multi-story

Yes OG# No x

• Vehicle

Yes OG# No x

• Involving hazardous materials

Yes OG# No x

• Offensive or defensive firefighting

Yes OG x

• Response out of district

Yes OG# No x

• Mutual aid

Yes OG# No x

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OG

OG

OG

OG

OG

OG

OG

OG

90) MEDICAL

Yes OG# No x

• First responder level

Yes OG# No x

91) RESCUE

Yes OG# No x

• Auto

Yes OG# No x

• Water

Yes OG# No x

• High angle

Yes OG# No x

• Confined space

Yes OG# No x

• Hazardous materials

Yes OG# No x

92) Map indicating water supplies

1 X 2 3 4 5

93) Are alternate water sources formally identified on a

map?

X Yes No

TNRD 94) Are user agreements in place? X Yes No

95) Are pre-fire plans developed? 1 X 2 3 4 5

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TRAINING AND COMPETENCY

96) Are they used in training? 1 X 2 3 4 5

97) Are there written policy statements on requirements and standards for fire fighting training and certification? Note: Fire fighters’ training will dictate what they can and cannot do at the fire scene!

1 X 2 3 4 5

98) Is there a training officer in place? Yes X No

If yes, incumbent’s name

99) Are there standards and qualifications established

for the training officer? Yes X No

100) Is a training schedule posted? Yes X No

101) Is there a written recruit training program in effect?

1 X 2 3 4 5

102) Is inter-agency training conducted?

• With mutual aid departments

• With Ministry of Forests & Range

X Yes No

1 2 3 4 5

1 2 3 4 5

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Is there a health and safety program for the fire department addressing the following items?

101) A statement of the employer's aims and the responsibilities of the employer, supervisors and workers,

Yes X No

102) Provision for the regular inspection of premises, equipment, work methods and work practices, at appropriate intervals, to ensure that prompt action is undertaken to correct any hazardous conditions found,

Yes X No

103) Appropriate written instructions, available for reference by all workers, to supplement this Occupational Health and Safety Regulation,

Yes X No

104) Provision for holding periodic management meetings for the purpose of reviewing health and safety activities and incident trends, and for the determination of necessary courses of action,

Yes X No

105) Provision for the prompt investigation of incidents to determine the action necessary to prevent their recurrence,

Yes X No

Post incident discussions at meetings only

106) The maintenance of records and statistics, including reports of inspections and incident investigations, with provision for making this information available to the joint committee or worker health and safety representative, as applicable and, upon request, to an officer, the union representing the workers at the workplace or, if there is no union, the workers at the workplace, and

Yes x No

107) Provision by the employer for the instruction and supervision of workers in the safe performance of their work.

Yes x No

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Loon lake Volunteer Fire Department

Loon Lake Volunteer Fire Deartment Society

Norm Dixon

Norm Dixon

Lois Harper

Appendix “B” Audit and Inspection Form Part B

VOLUNTEER FIRE SERVICE AUDIT FORM

PART “B” - OCCUPATIONAL HEALTH AND SAFETY

To be completed by OH&S Committee Chair, Fire Chief or Senior Officer

Name of Organization:

Governing Body (AHJ):

AHJ Representative: Phone:

Fire Department Representative: Phone:

Person Completing Form: Phone:

Rank: Fire Chief

Date Completed: 2016-05-01

Rating Scale: 1= No 2 = 25% Compliant 3 = 50% Compliant 4 = 75% Compliant 5 = 100% Compliant

250-459- 7045l

250-459-2153

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x

x

x

1) Do you participate in inspections of the fire hall and all equipment?

Yes No

2) Are inspections documented?

Yes No

3) How often is a workplace safety inspection

conducted?

Weekly

Monthly

Occasionally

Bi-weekly

Other x

4) Is there a monthly health and safety committee meeting?

Yes No

5) Are regular safety inspections of the fire hall performed?

Yes No

6) Are first aid records kept and available to you?

Yes No

x

x

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x

7) Are there informal workplace safety inspections?

Yes No

Fire Chief conducts informally

At regularly scheduled meetings - monthly

• How often?

8) Is there a formal process for reports or observations of unsafe acts or conditions?

Yes No

9) Is there a hazard analysis performed on the

various jobs function within your department? 1 x 2 3 4 5

No hazardous incidents have occurred during Chief Dixon’s tenure

10) During a major incident are incident command system procedures established?

11) Does the Incident Commander assign a Safety

1 x 2 3 4 5 No major incidents have occurred during Chief Dixon’s tenure

Has not been necessary as Chief Dixon has attended every incident. Note:

Officer? Yes No There have been a minimal number of incidents – may two a year; mostly vehicular accidents.

12) Are Officers trained in the following incident command principles:

x

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• Establishing and transferring of command

x Yes No

• Single or unified command structure

Yes x No

• Management by objectives

Yes x No

• Consolidated incident action plans

Yes x No

• Comprehensive resource management

Yes No

This question requires clarification before answering

• • Unity and chain of command x Yes No

• Modular organization

Yes No

This question requires clarification before answering

• Manageable span of control x Yes No

• Personnel accountability x Yes No

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13) Do the Officers’ meetings contain a component

where occupational health and safety issues are discussed?

Yes x No

14) Have you participated at an Officers’ meeting

where health and safety issues are discussed:

• injuries x Yes No

• prevention strategies

x Yes No

• If no to either of above, why not?

15) Are you aware of what accidents to report to the

WCB?

x Yes No

16) Is there an accident investigation f

Loon Lake Volunteer Fire Department · 2017. 10. 28. · Loon Lake Volunteer Fire Department Society which, in this situation is the AHJ. The purpose of the Society, as stated in

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