FINAL REPORT - Corner Brook...3 1-888-707-6629 or 519-657-0614 The City of Corner Brook Corner Brook...

FINAL REPORT

The City of Corner Brook

Corner Brook Fire Department Study/Review

Pomax Consulting Inc. June, 2017

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The City of Corner Brook Corner Brook Fire Department Review

Final Report

Contents Introduction ................................................................................................... 1

1.1 Recommendations Summary ................................................................................ 2

Background .................................................................................................... 9 2.1 Corner Brook Fire Department ............................................................................. 9 2.2 Legislative Responsibilities .................................................................................... 9

Authority, Governance, and Operation ........................................................ 11 3.1 Background and Current Status .......................................................................... 11 3.2 Recommendations .............................................................................................. 12

Incident Statistics ......................................................................................... 13 4.1 Corner Brook Incident Statistics .......................................................................... 13 4.2 Response Types ................................................................................................... 13 4.3 Call Volumes by the Day of Week ....................................................................... 17 4.4 Response Times................................................................................................... 18

4.4.1 Total Response Time to Structure Fires ..................................................... 19 4.5 Recommendations .............................................................................................. 20

Fire Risk Assessment .................................................................................... 21 5.1 Fire Risk Assessment Process .............................................................................. 21

5.1.1 Consequence Levels ................................................................................... 22 5.2 Risk Analysis Results ............................................................................................ 24 5.3 Conclusions ......................................................................................................... 26

5.3.1 Population .................................................................................................. 27 5.3.2 Priority Setting Worksheet ........................................................................ 28

5.4 Recommendations .............................................................................................. 28

Fire and Life Safety Education ...................................................................... 29 6.1 Background and Current Status .......................................................................... 29 6.2 Recommendations .............................................................................................. 32

Fire Prevention and Code Enforcement ........................................................ 33 7.1 Background and Current Status .......................................................................... 33 7.2 Recommendations .............................................................................................. 36

Fire Apparatus ............................................................................................. 37 8.1 Vehicle Replacement Funding Mechanism ......................................................... 39 8.2 Recommendations .............................................................................................. 39

Response Standards and Staffing Levels ....................................................... 40 9.1 Background to Emergency Response Standards ................................................. 40

9.1.1 Tasks and Activity at a Structure Fire ......................................................... 42 9.1.2 Recommendations ..................................................................................... 46

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Final Report

9.2 Are There Alternatives to Additional Suppression Staff? ................................... 47

Station Location ........................................................................................... 49 10.1 Recommendations .............................................................................................. 55

Training ........................................................................................................ 56 11.1 Background and Current Status .......................................................................... 56 11.2 Conclusions ......................................................................................................... 57 11.3 Recommendations .............................................................................................. 58

Firefighter Health and Safety ....................................................................... 59 12.1 Background and Observations ............................................................................ 59 12.2 Recommendations .............................................................................................. 60

Quality Management ................................................................................... 61 13.1 Background ......................................................................................................... 61 13.2 Analysis ............................................................................................................... 62 13.3 Recommendations .............................................................................................. 62

Organizational Change ................................................................................. 63 14.1 Recommendations .............................................................................................. 64 Appendix A: The City of Corner Brook Fire Prevention Regulation Appendix B: Corner Brook Fire Risk Assessment Appendix C: Fire Prevention and Education Priority Worksheet Appendix D: Corner Brook Fleet and Major Equipment Appendix E: Corner Brook Operation Guideline Running Order Appendix F: Fire and Emergency Services – Newfoundland and Labrador Table 1: 2011-2015 Call Volumes ................................................................................... 13 Table 2: Type of Emergency Calls ................................................................................... 14 Table 3: Fires Inside and/or Involving a Structure 2011-2015 ....................................... 16 Table 4: 2015 Structure Fire Cause/Origin ..................................................................... 17 Table 5: Call Volumes by Day of the Week ..................................................................... 17 Table 6: Calls by Hour of the Day (2015) ........................................................................ 17 Table 7: Date, Type, and Hour of Multiple Calls Received (2015) .................................. 18 Table 8: 2011-2015 Structure Fires ................................................................................ 19 Table 9: Structure Fires – 2011-2015 Total Response Time ........................................... 20 Table 10: Probability Levels of a Fire Event .................................................................... 22 Table 11: Consequence Levels of a Fire Event ............................................................... 22 Table 12: Risk Analysis Matrix Risk Priority .................................................................... 23 Table 13: Number of Occupancies per Fire Risk Level ................................................... 24 Table 14: Occupancy Distribution within High and Extreme risk categories ................. 24 Table 15: Extreme and High Fire Risk – Estimated Inspection Time (NFPA 1730) ......... 25 Table 16: Moderate Fire Risk – Estimated Inspection Time (NFPA 1730) ...................... 25


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Final Report

Table 17: Low Fire Risk – Estimated Inspection Time (NFPA 1730) ............................... 26 Table 18: Total Estimated Inspection Hours .................................................................. 26 Table 19: Corner Brook Dwelling Structures .................................................................. 27 Table 20: Corner Brook Population Information ............................................................ 27 Table 21: Estimated Hours for Public Fire Safety Programming .................................... 32 Table 22: Captain of Prevention and Inspections – Estimated Availability .................... 35 Table 23: NFPA 1730 – Public Education and Inspection Position Hours ...................... 35 Table 27: NFPA 1710 Table A.5.2.2.2.1 (b) ..................................................................... 42 Table 24: Structure Fire Task Analysis NFPA 1710 ........................................................ 42 Table 25: Sequence of Tasks at a Structure Fire – 8 Firefighters on Scene .................... 43 Table 26: Impact of Additional Firefighters on Scene of a Structure Fire ...................... 44

Figure 1: Fire Propagation Curve .................................................................................... 40 Figure 2: Cascade of Events Chart .................................................................................. 41 Figure 3: Four, 8, and 10 Minute Existing Station Response Time Contours ................. 50 Figure 4: Four, 8, and 10 Minute Response, New East Station ...................................... 51 Figure 5: Four, 8, and 10 Minute Response, New West Station .................................... 52 Figure 6: Four, 8, and 10 Minute Response, Existing Station Plus New East and West . 53

Chart 1: Response Types 2011-2015 .............................................................................. 16


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Final Report

Introduction The City of Corner Brook retained Pomax Consulting to conduct an organizational effectiveness and efficiency study of its fire department. Council is committed to continuous improvements and opportunities to optimize fire protection services through operational adjustments and modernization of processes, facilities, and equipment while ensuring public and firefighter safety, and balancing the most cost effective and efficient service levels.

Project Purpose

The purpose of the project is to

• evaluate Corner Brook’s fire protection service needs;

• identify opportunities for improving the efficiency and effectiveness of the fire department operational services; and

• determine if a new location is required for a proposed new fire station.

Project Deliverables

1. Identify Corner Brook’s fire prevention and protection needs through analysis of local needs and circumstances.

2. Identify opportunities and recommendations for improving effectiveness and efficiency in fire services, staffing, and response times.

3. Provide recommendations for the location(s) of a new fire station.

Methodology

In the course of completing this review Pomax relied on

• research

• fire service studies

• statistical analysis

• interviews

• national standards

• legislation

• local by-laws

• best practices

• community risk assessment

• relevant background reports and documentation




Final Report

Stakeholder Consultation

Pomax visited Corner Brook to gain an understanding of the city, the fire department services and operations, and to meet with the following stakeholders:

• Mayor, and Members of Council

• City Manager

• Director, Protective Services

• Deputy Fire Chief

• Director of Finance and Administration

• Director of Community Planning and Development

• Manager of Human Resources

• Protection Services Committee

• Fire and Emergency Services – NL, Office of the Fire Commissioner

• Firefighters

• Representatives of

IAFF Local 1222

Royal Newfoundland Constabulary

Emergency Medical Services

Municipal Budget Considerations

Pomax considered the recommendations’ impact on Corner Brook’s budget to the extent that recommendations were only made if they could be justified administratively and operationally. For example, a third station scenario may have achieved NFPA 1710 recommended coverage for most of the city but the redundancies – and cost – created could not be justified. Pomax’s focus in conducting this review was public safety in concert with efficiency and effectiveness. That means that we did not withhold compelling recommendations that would improve public safety because we felt them to be too expensive, but neither did we make recommendations just to meet a non-statutory standard. Strong evidence had to support our endorsements. Nevertheless, we recognize that municipalities have the responsibility and authority to decide what is the best financial fit for a community, no matter what consultants might propose. In some cases, municipal representatives may need to reconcile risk with funding realities and make difficult decisions not to adopt all recommendations.

1.1 Recommendations Summary The following tables encompass recommendations, the details of which are discussed within the report, that build upon the foundation of the Corner Brook Fire Department to enhance existing programs, propose new initiatives, and provide guidance for optimum fire protection.




Final Report

Our recommendations include cost estimates, implementation timelines, and priority based on the following risk definitions:

High Risk Based upon one or all of public safety; firefighter health and safety; legislative requirements; and national standards, deferring implementation may have negative consequences.

Moderate Risk Implementation would ensure the fire department remains current in its practices, policies and procedures, and/or would improve operational efficiency and effectiveness. There is moderate risk in deferring implementation.

Low Risk Implementation would enhance efficiency and effectiveness of the fire department operations. There is low or no risk to public or firefighter safety by deferring implementation.

Cost estimates are in 2016 dollars; therefore, timing may affect actual implementation expenditures. Recommendations that indicate the cost estimate as ‘staff time’ do not consider additional workload that would be placed on existing staff. We recommended that council consider the need to recruit short-term assistance to accomplish high risk recommendations that require staff time.




Final Report

Implementation of Recommendations Cost Estimates Implementation Timeline Risk Priority

1 Council should consider funding short-term assistance to accomplish high risk recommendations that require staff time.

TBD 1st Quarter 2017 High

Section 3 Authority, Governance, and Operation Cost Estimates Implementation Timeline Risk Priority

1 Establish and implement a comprehensive municipal fire department Establishing and Regulating By-law including adoption of fire suppression, and other service delivery levels.

Staff Time 2nd Q 2017 High

2 Establish and implement comprehensive fire service policies addressing public fire and life safety education, fire safety inspections and code enforcement.


3 a) Establish and implement comprehensive fire department standard operating procedures (SOPs).

b) Contract a technical writer to draft comprehensive fire department by-laws, and standard operating procedures

$40,000 plus Staff Time

1st Q 2017 High

Section 4 Incident Statistics Cost Estimates Implementation Timeline Risk Priority

1 Proceed with the purchase of appropriate modules of FDM software for accurate tracking of fire department statistics, and record keeping.

$43,000 $5,500/

annual maint.

1st Quarter 2017 Moderate

2 Implement data entry standards, and quality control processes for use with FDM.

Staff Time 1st Quarter 2017 Moderate

Section 5 Fire Risk Assessment Cost Estimates Implementation Timeline Risk Priority

1 Inspect and assess the 179 facilities rated as high or extreme risks. Staff Time 1st Quarter 2017 High 2 Establish a formal agreement with paper mill fire brigade which is

rated as an extreme risk level. Staff Time 1st Quarter 2017 High




Final Report

Section 5 Fire Risk Assessment Cost Estimates Implementation Timeline Risk Priority

3 Assign resources to implement programs to mitigate all fire risk levels through public education, fire prevention, and code enforcement (report Section 6 Section 7 .

Staff Time 1st Quarter 2017 High

4 Begin implementation the actions defined in the priority setting worksheet (Appendix C) to address findings of the risk assessment.

TBD based on action items, and Staff Time

1st Quarter 2017 High

Section 7 Fire Prevention and Code Enforcement Cost Estimates Implementation Timeline Risk Priority

1 Establish a comprehensive fire prevention policy through a municipal regulation to reflect a full spectrum of fire prevention inspection and

Staff time

2nd Q 2017

High

Section 6 Fire and Life Safety Education Cost Estimates Implementation Timeline Risk Priority

1 Establish a new position responsible for public education, and fire prevention programs and activities (Section 7 ).

$80,000 1st Q 2017 High

2 Ensure that the captain of prevention and inspection, and at least two members of each fire suppression platoon (8 fire suppression staff in total) acquire certification to National Fire Protection Association #1035 Standard on Fire and Life Safety Educator, Public Information Officer, Youth Firesetter Intervention Specialist and Youth Firesetter Program Manager Professional Qualifications.

$2500 for courses ($500/person)


Over a two-year period starting in Q2 2017

High

3 Clearly state the roles and responsibilities of all department personnel, and that fire suppression staff are authorized, and expected, to participate in public fire safety education or other duties as assigned.

1st Q 2017 High

4

Establish and implement a formal public fire and life safety education program to improve fire safety knowledge and awareness in the community and to enhance and maintain public awareness of fire and life safety prevention techniques.

$5000 annually for materials and Staff

time

2nd Q 2017 High




Final Report

Section 7 Fire Prevention and Code Enforcement Cost Estimates Implementation Timeline Risk Priority

code enforcement activities. Rescind the existing fire prevention regulation.

2 Acquire training and certification to National Fire Protection Association #1031 Fire Inspector I for a minimum of two members of each platoon (8 in total) in the fire suppression division over the next 2 years.


3rd Q 2017 and 3rd Q 2018

High

3 The captain of prevention and inspection should acquire Fire Inspector III and Plan Examiner II training and certification to National Fire Protection Association #1031: Standard for Professional Qualifications for Fire Inspector and Plan Examiner for the CPI over the next 2 years.

$1,000 for courses $1,000 for courses

2nd Q 2017

2nd Q 2018

Moderate

4 Implement a Pre-Incident Planning Policy and program based upon National Fire Protection Association #1620: Standard for Pre-Incident Planning (including training and acquiring appropriate equipment/technology) utilizing duty crews to gather required field information and coordinated/managed by the CPI.

Staff time Begin process 3rd Q 2017

Moderate

5 Implement electronic records management system for inspection, pre-incident planning, and public education programs

Staff time 1st Q 2017 High

Section 8 Fire Apparatus Cost Estimates Implementation Timeline Risk Priority

1 Adopt a formal schedule and process for major fire vehicle replacement. Use Appendix D of NFPA 1901, 2016 Edition as a guideline when replacing vehicles engines should be considered for replacement following 10 years as

frontline vehicles, and 5 years as backup vehicles. aerial units should be considered for replacement after 15 years as

frontline vehicles, and 5 years as backup vehicles

Annual funding based on replacement

cycle and estimated replacement costs

4th Quarter 2017 Moderate

2 Create fire equipment reserves to ensure adequate funding of vehicle replacements.

Annual funding 4th Q 2017 Moderate




Final Report

Section 9 Response Standards and Staffing Levels Cost Estimates Implementation Timeline Risk Priority

1 Establish a minimum on duty staffing policy of 10 personnel *cost details follow this table

$925,600*

3rd quarter 2017 High

2 If recommendation 1 is not accepted adopt a minimum of eight firefighters on duty so that either firefighting or search and rescue can be initiated at a structure fire.

1st to 2nd quarter 2017 High

Section 10 Station Location Cost Estimates Implementation Timeline Risk Priority

1 Establish new fire stations in the east and west areas of Corner Brook. $4.4 million 2019 - 2021 High

2 Decommission the existing fire station upon opening both new stations.

Section 11 Training Cost Estimates Implementation Timeline Risk Priority

1 Establish, and implement a council approved training policy for all fire department staff.

Staff Time 2nd – 4th Quarter 2017 High

2

Update position descriptions to clearly define qualifications and certification requirements. Update position descriptions to be inclusive. Current versions refer to ‘him’ and ‘his men’.

Staff Time 2nd – 4th Quarter 2017 Moderate

3 Develop and implement an on-going multi-year training program for all positions.

Staff Time 1st to 4th Quarter 2017 High

4 Base training requirements on a formal position task analysis. Staff Time 1st to 4th Quarter 2017 High

5 Implement the FDM training module, transfer existing records, and implement data entry standards, and quality control measures.

TBD 1st – 3rd Quarter 2017 High

6 Train fire captains, lieutenants, and at least one other member per platoon to NFPA 1021 Fire Officer Level I and II.

TBD 4th Quarter 2017 to 4th Quarter 2019 and ongoing

High

7 Train all staff whose duties include delivering training to NFPA 1041 Level I instructor certification.

TBD 1st to 4th Quarter 2017 and ongoing

High




Final Report

Section 11 Training Cost Estimates Implementation Timeline Risk Priority

8 Train captains to NFPA 1033: Standard for Professional Qualifications for Fire Investigator and to support the Captain of Prevention and Inspection.

TBD 3rd Quarter 2019 to 4th Quarter 2020 and ongoing

Moderate

9 Acquire regular access to live fire training facilities. TBD TBD High

Section 12 Firefighter Health and Safety Cost Estimates Implementation Timeline Risk Priority

1 Review firefighter health and safety policy and programs as part of an overall policy review

Staff Time 2017 Moderate



Section 13 Quality Management Cost Estimates Implementation Timeline Risk Priority

1 Implement a quality management program to include stringent tracking of incidents including time segments, root cause of incident, effective mitigation, and education action.

Staff Time 2017 - 2018

Moderate

2 Implement the available FDM application as the department record management system, and data quality control measures.

Staff Time/FDM

2017 Moderate

Section 14 Organizational Change Cost Estimates Implementation Timeline Risk Priority

1 Appoint a change manager to ensure support to achieve the required organizational enhancements.

$30,000 2017 Moderate

2 Enable those staff who cannot transition to a prevention rather than suppression model to find other opportunities outside the fire service.

2017 High

3 Maintain the current organizational design of a Deputy Fire Chief reporting to the Director of Protective Services.

Continue current practice




Final Report

Background

2.1 Corner Brook Fire Department Corner Brook is located on the west coast of the Province of Newfoundland and Labrador, and serves as the major service centre for the area. The community was originally established to facilitate the operation of the pulp and paper mill. Prior to the founding of the Corner Brook Fire Department in 1953, there were fire brigades in each of the four distinct communities that amalgamated to form the City of Corner Brook. The paper mill operates its own fire brigade which historically has had limited interaction with the Corner Brook Fire Department. The fire department currently operates out of one central station. In 1997, recommendations made in the Cuff Report (1996) to close two satellite fire stations and reduce firefighting staff were implemented as part of the city’s strategy to optimize government services and meet a significant budget reduction target. It was also determined at that time that staffing at the central station would consist of a minimum of 1 dispatcher, 7 firefighters, and an additional 4 firefighters on standby to be called in if a second fire call was received while the first crew was occupied at an emergency. The Cuff report does not provide a rationale, a community risk assessment, or emergency response time analysis upon which the recommendations were based.

Call Volumes

In the previous five years, the department has responded to less than 400 calls each year (Table 1, page 13) except in 2013 when there was a spike in call volume. Call types include structure fires, outdoor fires, and other non-fire related emergencies which the fire department is authorized to attend as the first responding agency (Table 2, page 14).

Staffing

• Oversight and general management for the fire department is the responsibility of the Director of Protective Services for the City of Corner Brook. Fire department staffing includes a deputy fire chief position, and one administrative support position. The current firefighter staffing is based on a 10/14 shift schedule with nine personnel per shift, led by a captain, and a lieutenant and seven firefighters. Minimum on duty staffing for the fire suppression division is seven firefighters. There is a captain in charge of training, and a captain in charge of fire inspections and prevention activities. Firefighters are represented by the International Association of Firefighters (IAFF Local 1222).

2.2 Legislative Responsibilities The Department of Municipal Affairs through Fire and Emergency Services-Newfoundland and Labrador (FES-NL) is responsible for overseeing legislation and statutes pertaining to fire protection within the province.




Final Report

The City of Corner Brook Act,1 authorizes council to establish, and make regulations with respect to the control and management of the fire department (sections 215 and 216, (1)). including

• firefighting,

• fire prevention,

• responding to, and providing other authorized emergency services,

• appointing the fire chief, and

• assigning responsibly for training, and operation of the department to the chief. The Act does not define services or service levels. Council enacted The City of Corner Brook Fire Prevention Regulation, April 21, 2008 (Appendix A) which addresses a prohibition on outdoor fires, and issuing and enforcement of permits. There are no other council approved regulations or by-laws in relation to the services that are to be provided to citizens by the fire department.

Other Relevant Acts of Legislation:

• Fire Protection Services Act

An Act respecting fire protection services in the province

• Fire Protection Services Regulations under the Fire Protection Act (Regulation 45/12)

• Firefighters Protection Act

An Act to provide firefighters with protection from personal liability

• Municipalities Act, s. 183-189, 395-396, 414.(1) e and f

Local Service District Regulations

Fire Chief Regulations under the Municipalities Act, 1999

• City of Corner Brook Act

• Emergency Services Act

• Emergency 911 Act

1 RSNL1990 Chapter C15 City Of Corner Brook Act




Final Report

Authority, Governance, and Operation

3.1 Background and Current Status Provincial enabling legislation, such as the SNL 2008 CHAPTER F-11.01 Fire Protection Services Act and RSNL 1990 CHAPTER C15 City of Corner Brook Act (section 216. (1)) authorizes council to “make regulations with respect to the control and management of the fire department and, subject to the Fire Protection Services Act and regulations made under that Act, for the fighting of fires, the prevention of fire in the city and the inspection of buildings in the city for fire prevention services.”

• We note, in spite of the authority to enact local legislation for its fire service, there is minimal municipal statute regarding the establishment and operation of the Corner Brook fire department. Other than position descriptions for the fire department, current municipal fire service legislation appears to be limited to a single regulation, made under the auspices of the city charter, regarding fire prevention (Appendix A: The City of Corner Brook Fire Prevention Regulation).

• We were not able to find strategic level policies approved by council for matters such as authorized service delivery levels; general and specific fire safety policies; regulations for aspects such as public fire and life safety education; installation of carbon monoxide alarms; the types of fire safety inspections and code enforcement to be conducted; fire department standard operating procedures (SOPs) and other related fire service matters.

• Administrative governance in the form of local fire service legislation is essential to ensuring that the City of Corner Brook has a clear and manageable administrative foundation regarding the establishment and regulation of its fire department.

We recommend the city undertakes an immediate initiative to formalize service delivery standards (please see section endnote after section 3 recommendation table) and policies for the Corner Brook fire department through enactment of a comprehensive enabling and regulating by-law, and development of a broad range of standard operating procedures.

• Standard operating procedures are developed to assign authority and responsibly for actions to be taken. The fire department has made efforts to enhance the existing operating guidelines, however a significant amount of work remains. Operating procedures

impart a framework for decision-making;

define courses of action to be taken;

provide clear, concise direction to staff;

establish standards for managing fire department operations;

eliminate guess work; and

define a formal process for written communication that addresses organizational change. The FES-NL 2012 Fire Department Operations Management Manual states that “It is critical that [a] fire department be guided by a written philosophy, general goals and specific objectives which are consistent with the mission of the department, and are appropriate for the community it serves.”




Final Report

• Currently, there are approximately 35 draft standard operating guidelines however, they do not provide clear direction, scope, purpose or procedure in relation to the fire department services, and operations.

Creating, clear, comprehensive policies and procedures is a significant undertaking requiring a specific talent for clarity and conveying messages. The process should be formalized and inclusive to ensure local needs are met, and policies comply with legislation and national standards. We recommend that a qualified technical writer be contracted to work with the city to draft fire department by-laws, regulations, and standard operating guidelines.

3.2 Recommendations

ENDNOTE: Council should establish standards for service delivery. Standards would include, for example

• four firefighters should respond within X minutes of travel time in 90% of cases,

• turnout to take place within 80 seconds in 90% of cases.

• Other standards could be deciding upon shore based water rescue, or trench rescue (or not).

Council should keep in mind that in deciding what type and standard of service should be held out to the public, fire fighters would require initial and ongoing training and equipment to ensure that they can fulfill those standards safely. So, if trench rescue is almost never required then council may decide against firefighters conducting rescue of that type. There are also levels of training such as awareness, operational, and technical, which can be found in NFPA 1670, Standard on Operations and Training for Technical Search and Rescue Incidents; each of which require increasing levels of competence training.

Section 3 Authority, Governance, and Operation Cost Estimates

Implementation Timeline

Risk Priority

1 Establish and implement a comprehensive municipal fire department Establishing and Regulating By-law including adoption of fire suppression, and other service delivery levels.


2 Establish and implement comprehensive fire service policies addressing public fire and life safety education, fire safety inspections and code enforcement.


3 c) Establish and implement comprehensive fire department standard operating procedures (SOPs).

d) Contract a technical writer to draft comprehensive fire department by-laws, and standard operating procedures

$40,000 plus Staff Time

1st Q 2017 High




Final Report

Incident Statistics

4.1 Corner Brook Incident Statistics The fire service entered incident data, from 2011 – 2016, manual records into an Excel database to facilitate analysis of response capabilities.

• Although Pomax tried to account for data entry errors and omissions, our analysis remains subject to a margin of error due to the manual nature of the data gathering; however, the results provide enough information to draw general conclusions regarding emergency response capabilities.

Implementing a software application to collect response data is a fundamental component of having accurate information for analyzing emergency response, decision-making, and future planning.

• The total number of incidents shown in Table 1 indicate that call volumes remained relatively stable from 2011 and 2015 even though population declined slightly. There was a spike in 2013 which saw call volume increase by 11.2% over 2012.

• The 2013 increase is not attributable to population growth as the annual population change in Corner Brook has been flat or declined slightly since 1971. In 2011, the population was 19,886 compared to 20,083 in 2006.2

Table 1: 2011-2015 Call Volumes

Year Call Volume % Compared to previous year

2011 350

2012 374 6.9% 2013 416 11.2% 2014 347 -16.6% 2015 357 2.9%

4.2 Response Types • To review the frequency of call types, the incident descriptions have been assigned a category

based on the narrative provided in the data. For the purpose of this analysis, structure fires are those that were described as such in the data, and those where the description was of a fire inside or part of a structure e.g. chimney fires. Other fires include those that were described as

backyard, and outdoor fires;

camp fires, and fires in the woods;

brush, and grass fires;

controlled burning;

dumpster, and garbage fires; and

other fires described as small or minor.

2 Statistics Canada




Final Report

• Table 2 provides a summary of the type of calls the fire department responded to from 2011 to 2015. The greatest number of responses has consistently been to alarms. In 2013, when overall call volume increased, there was also a significant increase in responses to fires (78%), and motor vehicle collisions (32%) compared the previous years. Responses to motor vehicle collisions has increased each year compared to 2011.

The number of alarms declined between 2013 and 2015, but they remain the most frequent type of response.

Whether an alarm signified an actual fire is difficult to ascertain due to the varying descriptions of alarm incidents in the data. However, there are a sizeable number of alarm responses each year that are described as

accidental activations;

intentional by children/students;

building maintenance and repairs;

malfunctioning alarm sensors;

broken sprinkler heads; and

water accidently activating alarms.

• Reducing false alarms must be a priority for the city. Fewer false alarms reduces the risk to businesses, residents, and firefighters by improving available response for other emergency calls. Rushing to alarm calls also presents unnecessary safety risks to the public and firefighters.

• Public education is an effective method to reduce the frequency of false alarm responses, their associated costs, and safety risks. Many communities use financial penalties as an incentive for commercial property owners to maintain fire alarm panels, and prevent repeat false alarms.

Table 2: Type of Emergency Calls

Response Type 2011 2012 2013 2014 2015 Alarm 143 152 164 128 107 Camp fire 4 6 6 6 1 Cancelled 1 3

1

CO2 Alarm 3 9 5 6 4 Controlled burning

4 13 3 10 12

Electrical 5 5 8 2 10 Explosion 2

1

Fire 36 32 57 30 35 Fire - minor 1 9

Fire Drill

2

2 Fuel Spill/Leak 13 13 19 12 7 Fumes/Other Odour

6 2 2 10

Furnace 2 1

1 1 Hazmat

2

2

Hazmat Training 1




Final Report

Response Type 2011 2012 2013 2014 2015 High Angle Rescue

3

Ice Rescue

1

Medical Assist 9 5 9 12 13 Motor Vehicle Collision

58 55 73 72 80

Other 8 9 9 8 8 RNC Assist/RCMP Assist

2 7 3 1 1

Smoke 12 12 19 12 15 Structure Fire 28 14 20 26 25 Structure Fire - Mutual Aid

1

Trapped in Elevator

1 3

3 6

Utility wires down

5 5 3 4 9

Vehicle fire 7 12 12 7 4 Water Leak 2

1 3 3

Water rescue

1 1

Total Calls 350 374 416 347 357 Other call types listed for 2015 are described in the data as

• assist worker to make necessary repairs;

• ballast burnt out in light;

• Chinese lantern in utility pole;

• chlorine leak;

• concern of smoking with oxygen in home;

• dust cutting concrete floor;

• lifted a wheelchair down the stairs, elevator not working; and

• search for missing person.




Final Report

Chart 1: Response Types 2011-2015

Table 3 provides information regarding interior fires or involving a structure, all of which require a full response. The apartment fire in 2015 resulted in one fatality.

Table 3: Fires Inside and/or Involving a Structure 2011-2015

Description of Type 2011 2012 2013 2014 2015 Apartment

1

Appliance 2

4 Cabin 1 1

2 1

Chimney 6 5 6 9 9 Cooking 6 1 2 3 4 Electrical Wiring

2 1

Furnace 1

1

Furniture

1 Garage

1

House 9 6 10 9 6 Industrial/Commercial 1

1

Vacant Building 1

Wood stove/Burner 1

Total 28 14 20 26 26

Alarm MVC Fire StructureFire

FuelSpill/Leak Smoke Medical

Assist Other Vehiclefire

Controlledburning

2011 143 58 36 28 13 12 9 8 7 42012 152 55 32 14 13 12 5 9 12 132013 164 73 57 20 19 19 9 9 12 32014 128 72 30 26 12 12 12 8 7 102015 107 80 35 26 7 15 13 8 4 12

Corner Brook Fire DepartmentResponse Types 2011-2015




Final Report

Table 4: 2015 Structure Fire Cause/Origin

2015 Structure Fire Cause/Origin # Apartment Fire 1 Cabin Fire 1 Chimney Fire 9 Cooking Fire, out on arrival 1 Couch Fire 1 Dry/washer combo unit fire 1 Dryer Fire (motor burnt out) 1 Dryer Fire out on arrival 1 Fat fire 1 House fire 1 Stove Top Fire 2 Structure fire 5 Wires burnt off in baseboard heater 1

4.3 Call Volumes by the Day of Week Table 5 indicates that in 2013, 2014, and 2015 call volumes are highest on Fridays. In 2015, there were 121 calls that happened on a Friday or Saturday which is 34% of the 357 incidents in that year.

Table 5: Call Volumes by Day of the Week

Year Sunday Monday Tuesday Wednesday Thursday Friday Saturday 2011 39 57 48 54 60 52 40 2012 53 46 65 46 63 57 44 2013 45 70 69 49 54 77 52 2014 49 46 48 52 47 55 50 2015 43 49 51 48 45 60 61

Table 6 shows the day of the week and hour of that day within which calls were received. For example, of the 43 calls received on 52 Sundays, seven occurred in the 1:00 AM hour.

Table 6: Calls by Hour of the Day (2015)

2015 Hour of the Day 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Sun 2 7

2 1

2 1

4 1

2 1 3 3 4 1 2 2 3 1

1 43 Mon 1 1 2 1 1 2

5

4 2 1 2 2 2 6 4 4 1 3 1 3 1 49

Tues 2 1 2 2

1 4 1 1 1 2 2 1 4 4 5 8

2 2 4 1 1 51 Wed 2 2

1

2 2 3 4 2

1 6 3 7

3 2 1 2 4 1 48

Thurs 1 2

1 1

5 4 3 6 1 3 1 5 3 2 2 1 1 1 1 1 45 Fri

2 3

1 5 1 3 1 7 3 5 3 8 4 2 3 6

2 1 60

Sat 1 3 1

2 2

1 3 3 3 3 4 1 5 1 5 4 4

4 4 7 61 Table 7 breaks out the days, and hour of the day, where more than one call was received. Of the 357 total calls in 2015, there were 14 occasions (4%) when two calls were received on the same date, within the




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same hour. However, 9 of 14 were alarms which have to be responded to as a valid fire emergency because it’s possible that some alarms will be fires. A reduction in alarms related to error or vandalism would reduce the number of responses by fire services, and subsequent risk to firefighters and civilians.

Table 7: Date, Type, and Hour of Multiple Calls Received (2015)

Hour Day/Date/Type 1 8 10 11 13 15 16 18 Sunday, 20-Sep-15

Controlled burning 1 Fire 1

Sunday, 15-Nov-15 Alarm 2

Tuesday, 06-Oct-15 Alarm 1 MVC 1

Thursday, 12-Mar-15 Alarm 1 Utility Wires Down 1

Thursday, 14-May-15 Vehicle Fire 2

Thursday, 15-Oct-15 Alarm 1 Medical Assist 1

Thursday, 31-Dec-15 Alarm 1 Medical Assist 1

Friday, 08-May-15 Fire Drill 2

Friday, 27-Nov-15 MVC 2 2

Friday, 04-Dec-15 MVC 2

Saturday, 03-Jan-15 Alarm 1 Structure Fire 1

Saturday, 14-Mar-15 Fire 1 Fumes/Other Odour 1

Saturday, 04-Apr-15 Alarm 2

4.4 Response Times • Response time performance is evaluated based on

the elapsed time between time periods as defined by NFPA, and

according to response standards that have been adopted by a municipality, if any.

• The City of Corner Brook has not defined its expected level of service for fire emergencies through council-approved service delivery standards.




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• Corner Brook defines response times as follows

Time Received – the time the emergency call was received by dispatch;

Times Out – the time reported that travel to the emergency has begun;

Times of Arrival – the time each unit reports arrival at the scene; and

Times of Return – the time each unit reports returning to the station, or the first stop after leaving the emergency.

• To measure turnout time3 two time stamps are required, dispatch time and on route time. On route time is the time when dispatch has been notified by the initial responding unit that travel to the emergency has begun.

• We were unable to assess historical turnout time because the “times out” (on route time), although written on incident reports, was not included in the electronic data provided. Implementing a computer aided dispatch system (CAD), and a fire department records management system are critical components of modernizing the Corner Brook fire department systems and analytical capabilities.

• Table 8 shows the number of the fires described as a structure fire, or a fire inside or part of a structure (including chimney or couch, or other furniture), which would require a full emergency response.

Table 8: 2011-2015 Structure Fires

Year # 2011 28 2012 14 2013 20 2014 26 2015 26

• There were 50% fewer structure fires in 2012 than 2011 (14 vs. 28) but since then the number has increased. There have been 18 structure fires between January and July 31, 2016. If the number of chimney fires in 2016 is similar to 2015 (9) (Table 4) the number of structure fires in 2016 will reach at least 27.

4.4.1 Total Response Time to Structure Fires Total response time includes from the time the call was received to the time the first unit has arrived at the scene. Table 9 indicates the historical response time to structure fires.

3 Turnout time - The time interval that begins when the emergency response facilities (ERFs) and emergency response units (ERUs) notification process begins by either an audible alarm or visual annunciation or both, and ends at the beginning point of travel time.




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Table 9: Structure Fires – 2011-2015 Total Response Time

Total Response Time Percent

Under 4 Minutes

Under 5 Minutes

Under 8 Minutes

Under 10 Minutes

2011 46.4% 53.6% 75.0% 82.1% 2012 42.9% 64.3% 92.9% 92.9% 2013 30.0% 60.0% 90.0% 90.0% 2014 38.5% 57.7% 80.8% 84.6% 2015 42.3% 46.2% 73.1% 76.9%

There were a few incidents each year where response times were over 10 minutes due to travelling to locations such as Beaver Pond Road which is 58 km from the fire hall, Benoits Cove, and Pinchgut Lake Road where the average travel time is over 15 minutes.

4.5 Recommendations

Section 4 Incident Statistics Cost Estimates


Risk Priority

1 Proceed with the purchase of appropriate modules of FDM software for accurate tracking of fire department statistics, and record keeping.

$43,000 $5,500/

annual maint.

1st Quarter 2017 Moderate

2 Implement data entry standards, and quality control processes for use with FDM.

Staff Time 1st Quarter 2017 Moderate




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Fire Risk Assessment

5.1 Fire Risk Assessment Process The Fire and Emergency Services – Newfoundland and Labrador (FES-NL) 2012 Fire Department Operations Management Manual4 states “every community should carefully assess its fire risk. The results of this risk assessment should be used as a basis for determining the level, type and amount of fire protection provided".

• Assessing the fire risk within a community is an important process which enables the fire service to examine and analyze the relevant factors that characterize the community, and then apply the information to identify potential fire risks related to the building stock and occupancy types.

• The essential aspect of a fire risk assessment entails analyzing the likelihood of fire scenarios occurring and provides insight to be able to answer questions such as:

What occupancies are more likely to be susceptible to fire scenarios?

Who (what demographic) could be affected by any particular fire scenario?

What is the likelihood that a fire scenario could occur in any particular type or identified occupancy?

What is the level of seriousness should a fire scenario occur in any particular type or identified occupancy?

• Risk is defined as a measure of the probability and consequence of an adverse effect to human health, property, the environment, or perhaps the entire community as a result of a fire event.

• A fire event refers to a fire, and the effects it may have on occupants and buildings.

Probability Levels

• The probability of a fire within a community is estimated partially based on the frequency of previous experiences.

• A review of information related to past events provided by Corner Brook enabled historical fire loss data to be utilized for the risk assessment.

• Professional experience and judgment, in combination with historical information and fire department knowledge of prevention awareness by local industry, commerce, and residents, is used to estimate probability levels. An evaluation of the probability of a fire event is categorized into 5 levels (Table 10).

4 http://www.gov.nl.ca/fes/publications/fire_operations_manual.html


http://www.gov.nl.ca/fes/publications/fire_operations_manual.html



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Table 10: Probability Levels of a Fire Event

Probability Level Specifics Rare 1 - may occur in exceptional circumstances

- no incidents in the past 15 years Unlikely 2 - could occur at some time, especially if circumstances change

- 5 to 15 years since last incident Possible 3 - might occur under current circumstances

- 1 incident in the past 5 years Likely 4 - will probably occur at some time under current circumstances

- multiple or recurring incidents in the past 5 years Almost Certain

5 - expected to occur in most circumstances unless circumstances change - multiple or recurring incidents in the past year

5.1.1 Consequence Levels The consequences as a result of fire are the potential losses or negative outcomes associated with the event. The application of local experience, knowledge, and past occurrences are important methods used for quantifying consequence levels. Estimating the consequence level due to fire involves an evaluation of four components:

i. Life Safety - Injuries or loss of life due to occupant and firefighter exposure to life threatening fire or other situations

ii. Property Loss - Monetary losses relating to private and public buildings, property content, irreplaceable assets, significant historic/symbolic landmarks and critical infrastructure due to fire

iii. Economic Impact - Monetary losses associated with property income, business closures, downturn in tourism, tax assessment value, employment layoffs due to fire

iv. Environmental Impact - Harm to human and non-human (i.e. wildlife, fish and vegetation) species of life and general decline in quality of life within the community due to air/water/soil contamination as a result of fire and fire suppression activities

An evaluation of the consequence due to fire are categorized into 5 levels based on severity (Table 11):

Table 11: Consequence Levels of a Fire Event

Consequence Level Specifics Insignificant 1 - no life safety issue

- limited valued or no property loss - no impact to local economy and/or - no effect on general living conditions.

Minor 2 - potential risk to life safety of occupants - minor property loss - minimal disruption to business activity and/or -minimal impact on general

living conditions. Moderate 3 - threat to life safety of occupants

- moderate property loss - poses threat to small local businesses and/or




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Consequence Level Specifics - could pose threat to quality of the environment.

Major 4 - potential for a large loss of life - would result in significant property damage - significant threat to large businesses, local economy and tourism and/or - impact to the environment would result in a short term, partial evacuation of

local residents and businesses. Catastrophic 5 - significant loss of life

- multiple property damage to significant portion of the municipality - long term disruption of businesses, local employment, and tourism and/or - environmental damage that would result in long term evacuation of local

residents and businesses.

• The fire risk assessment is completed by assigning probability and consequence levels to potential fire events, and combining the two to arrive at an overall risk level. Assigning ratings to probability and consequences on a risk assessment matrix (Table 12) enables the fire service to priority rank, and classify risk reduction measures in relation to the assessed occupancies.

Table 12: Risk Analysis Matrix Risk Priority

Probability Consequence

1 (Insignificant) 2 (Minor) 3 (Moderate) 4 (Major) 5 (Catastrophic) 1 Rare) L L M H H 2 (Unlikely) L L M H E 3 (Moderate) L M H E E 4 (Likely) M H H E E 5 (Almost Certain) H H E E E

The risk and priority levels are defined as follows:

• L = Low Risk

Priority Level 1 -manage by routine programs and procedures, maintain risk monitoring

• M = Moderate Risk

Priority Level 2 -requires specific allocation of management responsibility including monitoring and response procedures

• H = High Risk

Priority Level 3 -community threat, senior management attention needed

• E = Extreme Risk

Priority Level 4 -serious threat, detailed research and management planning required at senior levels




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5.2 Risk Analysis Results • The fire risk matrix (Appendix B), developed by the Corner Brook fire department with assistance

from Pomax, was analyzed in relation to the probability of a fire scenario occurring and the consequences (Table 13).

• Table 13 indicates that 31.0% (148 occupancies) and 6.5% (31 occupancies) for a total of 179 occupancies have been assessed with a rating of high or extreme risk. The remaining premises 47.6% (226 occupancies) and 14.9% (71 occupancies) are assessed to be in the moderate and low risk level categories.

Table 13: Number of Occupancies per Fire Risk Level

Risk Level Number of Occupancies % of Building Stock Profile Low 71 14.9% Moderate 226 47.6% High 148 31.0% Extreme 31 6.5% Total 476 100%

Table 14 shows occupancy types, as supplied by Corner Brook fire department, which have been assessed to be in the high and extreme fire risk levels. All of the patient care occupancies, the paper mill, and six residential occupancies are captured in the extreme fire risk level.

Table 14: Occupancy Distribution within High and Extreme risk categories

Occupancy Type High Risk Extreme Risk Patient Care* 0 4 Assembly 10 4 Industrial 11 2 Commercial 86 15 Residential 41 6 Total 148 31

*includes hospital and care facilities

Three Lines of Defence Against Fire

• Just as it is important to consider the risk level for every occupancy, it is also prudent to apply fire service resources in a priority method to mitigate the significant risk levels.

• The fire risk assessment results allow the fire service to be proactive and prioritize assignment of resources based on the three lines of defence against fire:

1. public fire safety education,

2. fire safety standards and enforcement, and

3. emergency response.

• The first two lines of defence provide the most benefit from a public fire safety perspective because effective education and inspection programs prevent fires from occurring in the first place.




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• The most expensive, and human resource intensive of the three lines of defence is the provision of emergency fire suppression capability.

This includes a community having to provide for the capital and operating expenditures for fire apparatus and ancillary equipment and the fiscal and human resource responsibilities regarding firefighters.

Fire suppression is also viewed as being the reactive component of the three lines of defence against fire.

• The effective assignment of resources should be structured to reduce the likelihood of fire events from occurring and to mitigate the impact of fire incidents on occupants and infrastructure, firefighters, and the community.

Table 15, Table 16, and Table 17 indicate the estimated time required to perform a comprehensive fire safety inspection of the extreme/high, moderate and low fire risk occupancies in Corner Brook.5 Table 15: Extreme and High Fire Risk – Estimated Inspection Time (NFPA 1730)

Occupancy Type Number of

Facilities

Total Task Time

(hours)

Inspection Frequency/Year

Total Inspection Time (hours) per Occupancy

Type Assembly 14 3.25 1 45.5 Commercial 101 1.5 1 151.5 Industrial 13 1.5 1 19.5 Patient Care 4 17 1 68.0 Residential 47 3.25 1 152.75 Total Hours 437.25

Table 16: Moderate Fire Risk – Estimated Inspection Time (NFPA 1730)


Facilities

Total Task Time

(hours)


Total Inspection Time per Occupancy Type

Assembly 13 3.25 1 42.25 Commercial 167 1.5 0.3 250.5 Industrial 12 1.5 0.3 18.0 Patient Care 0 17 1 0 Residential 35 3.25 1 113.75 Total Hours 424.5

5 Estimates are based on NFPA 1730: Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education Operations – 2016.




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Table 17: Low Fire Risk – Estimated Inspection Time (NFPA 1730)


Facilities

Total Task Time

(hours)


Total Inspection Time per Occupancy

Type Assembly 6 3.25 1 19.5 Commercial 59 1.5 0.3 88.5 Industrial 1 1.5 0.3 1.5 Patient Care 0 17 1 0 Residential 5 3.25 1 16.25 Total Hours 125.75

Table 18: Total Estimated Inspection Hours

Occupancy Risk Level Estimated Inspection Hours High & Extreme Risk Occupancies 437 Moderate 425 Low 126 Total Hours 988

5.3 Conclusions • The Corner Brook fire risk assessment results in 37.5% or 179 premises rated as high or extreme

risks, which pose some form of threat from fire to the community (Table 13, page 24).

• Trained staff or resources to accomplish risk reduction are not in place. Developing that capability is a high priority. Section 6 Fire and Life Safety Education, and Section 7 Fire Prevention and Code Enforcement provide additional information. However,

The city of Corner Brook should take urgent action to inspect and assess the 179 facilities rated as high or extreme risks without delay.

Corner Brook should assign resources to implement programs to mitigate all fire risk levels through public education, fire prevention, code enforcement, and adequate emergency response resources. Recommendations with respect to prevention, inspection, and response resources have been made in the relevant sections of this report.

The city should establish a formal agreement with paper mill fire brigade which historically has had limited interaction with the Corner Brook Fire Department.




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Public fire safety education and fire prevention efforts are most effective by prioritizing resources and directing fire prevention programs towards extreme and high-level patient care and residential occupancies, and citizens residing in single and semi-detached family dwellings. Table 19 shows that almost 76% of the dwelling structures in Corner Brook are single or semi-detached residences.

Table 19: Corner Brook Dwelling Structures

Structural type of Dwelling6 Number % Single-detached house 7,950 71.6% Semi-detached house 475 4.3% Row house 345 3.1% Apartment, building that has five or more storeys 5 0.5% Apartment, building that has fewer than five storeys 890 8% Apartment, duplex 1,330 12% Other single-attached house 25 0.2% Movable dwelling 90 0.8% Total - Structural type of dwelling 11,110 100%

5.3.1 Population In 2011, the percentage of the population aged 65 and over in Corner Brook was 17.6%, somewhat higher when compared with the national percentage of 14.8%. The percentage of the working age population (15 to 64) was 67.8% and the percentage of children aged 0 to 14 was 14.6%. When children aged 0 to 14 and people aged 65 and over are combined this demographic comprises just over 32% of the general population.

Table 20: Corner Brook Population Information

Age Groups7 % of Total Population 0 to 14 14.6% 15 to 64 67.8% 65 and over 17.6%

• Public education in fire safety should include programs that target high risk groups such as young children, and seniors.

• There are no significant language barriers that would impede distribution of public fire safety education material or programs by the fire department.

6https://www12.statcan.gc.ca/census-recensement/2011/as-sa/fogs-spg/Facts-cma-eng.cfm?LANG=Eng&GK=CMA&GC=015 7 StatCan 2011 – Census Agglomeration data


https://www12.statcan.gc.ca/census-recensement/2011/as-sa/fogs-spg/Facts-cma-eng.cfm?LANG=Eng&GK=CMA&GC=015

https://www12.statcan.gc.ca/census-recensement/2011/as-sa/fogs-spg/Facts-cma-eng.cfm?LANG=Eng&GK=CMA&GC=015



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5.3.2 Priority Setting Worksheet The fire prevention and education worksheet found in Appendix C provides guidance in relation to the priority actions that Corner Brook fire department should take to address the findings of the fire risk assessment.

5.4 Recommendations

Section 5 Fire Risk Assessment Cost Estimates


Risk Priority

1 Inspect and assess the 179 facilities rated as high or extreme risks.


2 Establish a formal agreement with paper mill fire brigade which is rated as an extreme risk level.


3 Assign resources to implement programs to mitigate all fire risk levels through public education, fire prevention, and code enforcement (report Section 6 Section 7 .


4 Begin implementation the actions defined in the priority setting worksheet (Appendix C) to address findings of the risk assessment.

TBD based on action items,

and Staff Time

1st Quarter 2017 High




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Fire and Life Safety Education

6.1 Background and Current Status The intent of fire and life safety education is to eliminate or mitigate situations that endanger lives, health, property, or the environment8.

• Several studies identify that communities with focused and adequately resourced prevention and public education efforts experience decreased fire risks which result in reduced fire losses in the community, and increased levels of fire and life safety for citizens.

• A 1990 review of case studies of public fire safety education effectiveness, by TriData Corporation, concluded that, “This collection of case studies not only shows that public education works, but demonstrates that it is probably more productive in terms of casualties and dollar loss saved per staff-year than any other aspect of fire protection.”9

• Conclusive support for the effectiveness of public education is provided in a study involving the Surry Fire Service (Surry, B.C.), the University of Fraser Valley, B.C., and the John Jay College of Criminal Justice, NY. This report was published in the Journal of Safety Research and is available online.10

• The study involved public fire safety education efforts delivered through door to door visits by firefighters to one group (cluster) of homes and a randomized control cluster of homes that did not receive the visits by firefighters. The following emerged from the study:

Relative to cluster controls there was a 4.4 times greater reduction in the rate of fire for homes visited by the program (63.9% reduction in the annual rate of fires over the evaluation period in intervention areas), compared to 14.6 % reduction in control group areas.

Increased activation of (smoke) alarms when fires occurred post-intervention with no increase for the control group.

Increased containment of fires to the object of origin post intervention and no increase for the control group.

Trends indicative of reduced dollar damage for fires post-intervention with no trends for the control group.

• The Corner Brook fire department has one captain of prevention and inspection, responsible for fire prevention and inspections, who works full-time regular business hours Monday to Friday and reports to the deputy fire chief, or designate.

8 The National Fire Protection Association defines fire and life safety education in 3.3.12 of National Fire Protection Association 1035 (2015): Standard on Fire and Life Safety Educator, Public Information Officer, Youth Firesetter Intervention Specialist and Youth Firesetter Program Manager Professional Qualifications as encompassing “comprehensive community fire and injury prevention programs designed to eliminate or mitigate situations that endanger lives, health, property, or the environment.” 9 Proving Public Education Works, TriData, P. Schaenman et al, 1990 10 Fire Prevention Education Delivered by ON-Duty Firefighters: Cluster Randomized Controlled Study, Journal of Safety Research, Clare, Garis, Plecas and Jennings, 2012




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• The captain of prevention and inspections job description indicates that the incumbent

provides leadership and direction for public fire safety education which entails performing, facilitating, and coordinating fire and general safety education programming.

is the initial contact between the Corner Brook fire department, city residents, and the business and development community.

delivers education and awareness regarding the promotion of safety in order to reduce the incidence of accidents and emergencies related to fire.

coordinates, promotes and/or delivers safety events concerning public fire safety, organize and conduct station tours for community groups and organizations, provide safety awareness programs for schools and community organizations, and liaise with community groups and organizations concerning safety issues and concerns.

• 70% of the dwellings in Corner Brook are single family dwellings. The threat of fire is higher in residential occupancies, and should be a priority for public fire and life safety education (Table 19).

• Notwithstanding there is a portable fire safety house display available from the Corner Brook fire department, a position responsible for public education, and a full-time complement of firefighters, there is no organized and sustained formal public education programming offered by the fire department.

We recommend the following action by the City of Corner Brook

1. Establish a new position responsible for creating, delivering, and maintaining public education, and fire prevention programs as outlined in #4 below.

a. The position must require the following qualifications:

i. formal training and experience in public fire safety education and fire prevention inspection techniques and prevention;

ii. minimum certification to National Fire Protection Association #1035 Standard on Fire and Life Safety Educator, Public Information Officer, Youth Firesetter Intervention Specialist and Youth Firesetter Program Manager Professional Qualifications.

iii. National Fire Protection Association #1031 Standard for Professional Qualifications for Fire Inspector and Plan Examiner - Inspector II.

2. Ensure that the captain of prevention and inspection, and at least two other members of each fire suppression platoon acquire certification to National Fire Protection Association #1035 Standard on Fire and Life Safety Educator, Public Information Officer, Youth Firesetter Intervention Specialist and Youth Firesetter Program Manager Professional Qualifications

a. This will achieve an acceptable quality level for development and presentation of public fire and life safety education to city residents

3. Clearly state the roles and responsibilities of all department personnel, and that fire suppression staff are authorized, and expected, to participate in public fire safety education or other duties as assigned, such as

a. distribution of safety literature;

b. media and awareness campaigns throughout the community;




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c. public messages (including formal municipal proclamations);

d. a residential/home smoke alarm and carbon monoxide alarm program; and

e. structured external fire and life safety education programs as may be available through the FES-NL and/or National Fire Protection Association or any other reputable and industry recognized fire safety organization;

f. other as assigned

4. Establish and implement a formal public fire and life safety education program to improve fire safety knowledge and awareness in the community and to enhance and maintain public awareness of fire and life safety prevention techniques.

a. Community fire risks are dependent upon how knowledgeable and aware its residents are of fire danger, how to prevent fires, and how to protect themselves, their families, and workplaces should a fire start.

b. Immediately establish a committee to assist with the development and implementation of the public fire and life safety education program.

i. The committee should have membership from the suppression division and representation from the community including residents, business leaders and educational practitioners.

ii. Corner Brook fire department should design and launch a formal media campaign to advise the public of the public fire and life safety education program

iii. Social media, and the city’s website should be utilized to provide public fire and life safety education information and interactive programming.

iv. The fire and life safety program should include

• enhanced fire prevention week activities such as those suggested by FES-NL and NFPA such as:

o Learn Not to Burn Program

o Post-Secondary Student Fire Safety

o Safety in the Home

• seasonal public education activities such as how to prevent chimney fires,

• demographically targeted programming for seniors such as the NFPA program Remembering When - A Fire and Fall Prevention Program for Older Adults and Learn Not to Burn, an NFPA fire safety curriculum for school children.

• broader community safety education through NFPA’s Risk Watch – a fire and life safety curriculum for children.

• a home smoke/CO alarm educational/inspection program performed by on-duty fire suppression crews and based upon information on the FES-NL website from NFPA.

• Involving fire suppression staff in fire prevention and inspection activities is an effective, and efficient use of resources, and increases the fire department’s capacity to implement programs that support the first two lines of defence against fire.




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Table 21: Estimated Hours for Public Fire Safety Programming

Program Function Task Time per function (hours)

Program delivered 20 times/year (hours)

Program development/Annual Review

20 (one time) 20.0

Travel 0.5 10.0 Preparation 0.75 15.0 Delivery 1.0 20.0 Total time for one program --- 65.0 Total time for three programs ---

195.0 Fire Prevention Week activities --- 32.5 Seasonal Fire Safety Program --- 32.5 Home Smoke/CO Alarm Program 2.0 hours/week X 52 weeks 104.0 Total Programming Task Time 364.0

6.2 Recommendations

Section 6 Fire and Life Safety Education Cost Estimates Implementation Timeline

Risk Priority

1 Establish a new position responsible for public education, and fire prevention programs and activities (Section 7 ).

$80,000 1st Q 2017 High

2 Ensure that the captain of prevention and inspection, and at least two members of each fire suppression platoon (8 fire suppression staff in total) acquire certification to National Fire Protection Association #1035 Standard on Fire and Life Safety Educator, Public Information Officer, Youth Firesetter Intervention Specialist and Youth Firesetter Program Manager Professional Qualifications.



Over a two-year period

starting in Q2 2017

High

3

Clearly state the roles and responsibilities of all department personnel, and that fire suppression staff are authorized, and expected, to participate in public fire safety education or other duties as assigned.

1st Q 2017 High

4

Establish and implement a formal public fire and life safety education program to improve fire safety knowledge and awareness in the community and to enhance and maintain public awareness of fire and life safety prevention techniques.

$5000 annually for materials and Staff

time

2nd Q 2017 High




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Fire Prevention and Code Enforcement

7.1 Background and Current Status • Fire prevention inspections, and code enforcement is considered a cornerstone of any fire service

and the second priority in the three lines of defence.

• Municipalities must establish a formal policy framework for a robust fire prevention inspections and code enforcement program.

• This is in the best interest of the residents and business infrastructure of the city, and the health and safety of its firefighters.

The City of Corner Brook Act section 216 (1) states “The council may make regulations with respect to the control and management of the fire department and, subject to the Fire Protection Services Act and regulations made under that Act, for the fighting of fires, the prevention of fire in the city and the inspection of buildings in the city for fire prevention services.” Under this authority, the city enacted the City of Corner Brook Fire Prevention Regulations in April 2008 (Appendix A) which is limited to addressing a prohibition on outdoor fires, and issuing and enforcement of permits. However, we are not aware of any review or update since 2008.

• Other than samples of correspondence regarding fire safety inspections, there are no records regarding fire prevention inspections and code enforcement for the Corner Brook fire department. Inspection records are vital to

identifying fire scenario trends

establishing measurable benchmarks

statistical analysis

creating a fire loss profile

tracking fire investigation, and origin, and cause information

identifying gaps in service

future planning such as staffing needs, and station locations. We recommend replacing the current fire prevention policy with one incorporating a broader spectrum of authorized fire prevention activities including:

• home smoke alarm/carbon monoxide alarm inspection;

• inspections based upon complaint or request;

• routine fire code inspections and a defined inspection frequency (e.g. annual, bi-annual) for vulnerable occupancies such as the hospital, long term care centres; industrial, commercial, assembly and multi-unit residential occupancies;

• special occupancies such as mobile food trucks, outdoor events/tents, etc.

• fire investigation inspections (origin and cause) in conjunction with provincial FES-NL representatives;

• pre-incident planning inspections;




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• code enforcement practices;

• expanded qualifications for fire service personnel;

• open air burning, fireworks, and ‘chinese lantern’ restrictions;

• fire safety plan review, and approval under Section 2.8 of the National Fire Code of Canada; and

• other types of plan review in conjunction with the services provided by the City of Corner Brook or the province.

Involving fire suppression staff in fire prevention and inspection activities is an effective, and efficient use of resources, and increases the fire department’s capacity to implement programs that support the first two lines of defence against fire. With adequate training firefighters can

• perform low risk fire code inspections,

• gatherer field information for a Pre-Incident Planning (PIP) program

• perform open air burning inspections, and enforce regulations

• assist with initial efforts of conducting origin and cause fire inspections through their attendance at fire emergencies

Pre-incident planning is the activity of gathering building specific information including construction type and components, possible locations of command posts, utility and fire protection systems, water supplies/hydrant location, exposures, special firefighting hazards, floor diagrams, and emergency contact information. These plans are an extremely valuable tool for firefighters, at a structure fire, that significantly enhance the overall safety, efficiency, and effectiveness of emergency personnel and potentially save lives of occupants. Pre-incident plan information, for the occupancies identified in the fire risk assessment and any others selected by the fire department, can be gathered by a team of fire department suppression personnel during fire safety inspections. Corner Brook fire department does not gather information or produce pre-incident plans as outlined in National Fire Protection Association #1620: Standard for Pre-Incident Planning. In conjunction with the Level I Inspector training for members of the fire suppression division, we recommend that a Pre-Incident Planning policy and program, based upon National Fire Protection Association #1620: Standard for Pre-Incident Planning, be established and implemented immediately. The Captain of Prevention and Inspections position should have responsibility for the coordinated production of pre-incident plans. Table 22 shows that the estimated annual working hours available for the Captain of Prevention and Inspection position is 1,147:

• NFPA 1730 suggests annual industry standard is 2188 hours (Table 23), a shortage of 1041 hours compared to the available hours for the position in the Corner Brook fire department.

• The current position of Captain of Prevention and Inspection would be unable to perform all of the duties/activities as per the NFPA standard.




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• The deficit in hours can be addressed by adding one full time equivalent position responsible for public fire safety education.

Table 22: Captain of Prevention and Inspections – Estimated Availability

Annual hours at 100% availability

52 weeks X 32.5 hrs/week11 1690 (hours)

Less annual leave 6 weeks X 32.5 -195 Less statutory days 14 X 6.5 -91 Less annual training 2 weeks X 32.5 -65

Less sick leave 2 weeks X 32.5 -65 Sub-total 1274

Less uncertainty factor of 10% 1274 X 0.1 -127 Total available hours/year 1147

Table 23: NFPA 1730 – Public Education and Inspection Position Hours

Function Task Hours Public Fire Safety Education 364

Fire Risk Inspections (E,H, M, L)* 988* Investigations 75

Pre-Incident Planning Coordination 371** Admin/Other 390 Total Hours 2188

Deficit in Hours 2188-1147 = 1041 *Task hours could be reduced by 126 hours if duty crews conduct low fire risk inspections **Pre-Incident Planning (PIP) – Inspection Coordination and PIP Production Task Hours

Function Task Time Hours Total hours/year Program Development/review 32.5 annually 32.5

Inspection Coordination/Training

2.5 hours/week X 52 weeks 130

PIP Production 4 hours/week X 52 weeks 208 Total Hours/Year --- 370.5

Additionally, in order for the captain of prevention and inspection to be fully qualified and certified to perform a broader scope of inspections as identified in Section 3, and to be able to effectively and efficiently coordinate and facilitate the functioning of fire suppression crews in various fire prevention inspections and code enforcement, we recommend that the Captain of Prevention and Inspection acquire NFPA #1031 Fire Inspector III and Plan Examiner II training and certification over the next two years.

11 Collective Agreement between the City of Corner Brook and the IAFF Local 1222, article 6:55




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7.2 Recommendations

Section 7 Fire Prevention and Code Enforcement Cost Estimates


Risk Priority

1 Establish a comprehensive fire prevention policy through a municipal regulation to reflect a full spectrum of fire prevention inspection and code enforcement activities. Rescind the existing fire prevention regulation.

Staff time

2nd Q 2017

High

2 Acquire training and certification to National Fire Protection Association #1031 Fire Inspector I for a minimum of two members of each platoon (8 in total) in the fire suppression division over the next 2 years.


3rd Q 2017 and 3rd Q 2018

High

3 The captain of prevention and inspection should acquire Fire Inspector III and Plan Examiner II training and certification to National Fire Protection Association #1031: Standard for Professional Qualifications for Fire Inspector and Plan Examiner for the CPI over the next 2 years.

$1,000 for courses $1,000 for courses

2nd Q 2017

2nd Q 2018

Moderate

4 Implement a Pre-Incident Planning Policy and program based upon National Fire Protection Association #1620: Standard for Pre-Incident Planning (including training and acquiring appropriate equipment/technology) utilizing duty crews to gather required field information and coordinated/managed by the CPI.

Staff time Begin process 3rd Q 2017

Moderate

5 Implement electronic records management system for inspection, pre-incident planning, and public education programs

Staff time 1st Q 2017 High




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Fire Apparatus The current fleet of vehicles and major equipment inventory details are provided in Appendix D.

• The Corner Brook Fire Department is equipped with the following emergency response apparatus:

1500 GPM 75 foot Ladder - aerial device (2004)

1050 GPM Engine (pumper, 1996 – schedule replacement date is 2018)

625 GPM Engine (pumper/rescue, 1998 – scheduled replacement is 2017)

1500 GPM Engine (pumper, 2013)


Half Ton Pickup (2012 – Assistant Deputy Chief vehicle)

Three Quarter Ton Quad cab pickup (support vehicle for equipment and personnel transport)

• The total water pumping capacity of the Corner Brook Fire Department is 6175 gallons per minute which is sufficient for the majority of calls the fire department responds to; if required, additional capacity is available through mutual aid assistance from neighbouring communities.

• Replacement of the 1998 Engine is scheduled for 2017 with funding allocation of $300,000. The 1996 Engine is schedule for replacement in 2018 but no funding has been allocated.

• The City of Corner Brook does not have a written policy or funding mechanism for major apparatus replacement.

• Industry practice is to consider replacement of engines (pumpers) as front line response vehicles after ten years of front line service and five years as backup apparatus (15-year total life span) and ladders after twenty years. This is not a mandated requirement and replacement considerations include such things as work load, engine wear, hours of pumping, maintenance costs. Currently, there is no scheduled replacement date for the 2004 Ladder, nor for the 2013 and 2015 Engines.

• When considering the need to replace fire apparatus, there are many factors to be reviewed. The document most frequently referred to for information on replacement and purchase of emergency response apparatus is the National Fire Protection standard 1901, Standard for Automotive Fire Apparatus. Replacement considerations and timing are addressed in Appendix D of the 2016 edition of this standard. Underwriters Laboratories of Canada (ULC) may also apply.

• A summary of Appendix D of NFPA 1901, 2016 Edition, is provided below (italics). Although the standard is not mandatory, we recommend that it be used when considering replacement of a vehicle.

To maximize fire fighter capabilities and minimize the risk of injury it is important that the fire apparatus be equipped with the latest safety features and operating capabilities. Industry standards for fire apparatus are typically revised every 5 years and there have been substantial changes to upgrade functional capabilities and safety features over the last 15 years. Included in those improvements are such things as:

• Roll over stability

• Seat belt design for fully dressed firefighters and seat belt use warning system

• Minimum acceleration and upper speed limitations




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• Cab integrity

• Enhanced work and step lighting and safety design

• Reflective striping

• Ergonomic design for accessibility to equipment such as ladders and hose lines The life cycle of a vehicle depends on many factors including:

• Vehicle mileage and engine hours

• Quality of the preventative maintenance program

• Quality of driver training

• Proper use of apparatus within design parameters

• Manufactured on a commercial or custom chassis

• Quality of manufacturer workmanship

• Quality of components used to build the vehicle

• Availability of replacement components Factors to evaluate and consider for the replacement timing of a vehicle include:

• What is the true condition of the apparatus – has it been in a major accident or required major repairs?

• What advances have been made in design safety, technology and operational functionality since its manufacture?

• Does the vehicle still meet the needs of its service area or is it obsolete?

• Can the vehicle carry the equipment needed to do the expected job within its weight load capacity?

• What are the anticipated cost annually to keep the vehicle in service including downtime, maintenance cost, depreciation, reliability and safety of the users and the public?

• How available are replacement parts?

• How long can the department operate in the event of a major mechanical breakdown?

• What is the current trade in value of the vehicle and what is the expected depreciation rate? NFPA 1901, Appendix D, 2016 Edition concludes,

A fire apparatus is an emergency vehicle that must be relied on to transport firefighters safely to and from an incident and to operate reliably and properly to support the mission of the fire department. A piece of apparatus that breaks down at any time during an emergency operation not only compromises the success of the operation but might jeopardize the safety of the firefighters relying on that apparatus to support their role in the operations. 12

12 National Fire Protection Association 1901, Standard for Automotive Fire Apparatus 2016 Edition, Appendix D




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8.1 Vehicle Replacement Funding Mechanism • The high cost of fire apparatus requires long term planning to ensure the funds are available when

required and assist financial planning of the municipality.

• Good practice is to anticipate the replacement costs for fire vehicles within a practical and financially responsible replacement cycle. Reserves are set up to accumulate the necessary funds over the life cycle of the vehicle. For example, the anticipated replacement of an engine after 15 years would require 1/15 of the anticipated costs be put into a dedicated reserve each year.

• At the end of the anticipated vehicle life cycle, fire department management and council would review the actual need and timing of the replacement using the criteria identified in this section.

8.2 Recommendations

Section 8 Fire Apparatus 13 Cost Estimates


Risk Priority

1 Adopt a formal schedule and process for major fire vehicle replacement. Use Appendix D of NFPA 1901, 2016 Edition as a guideline when replacing vehicles engines should be considered for replacement

following 10 years as frontline vehicles, and 5 years as backup vehicles. aerial units should be considered for

replacement after 15 years as frontline vehicles, and 5 years as backup vehicles

Annual funding based on

replacement cycle and estimated

replacement costs

4th Quarter 2017

Moderate

2 Create fire equipment reserves to ensure adequate funding of vehicle replacements.

Annual funding

4th Q 2017 Moderate

13 Fire apparatus recommendations do not take into account a regionalized fire service scenario. The need for additional apparatus, regionally, would have to be determined as part of a feasibility study.




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Response Standards and Staffing Levels This section

• addresses normally accepted fire emergency response standards,

• compares Corner Brook’s fire service within the context of those standards,

• explains activities that can be accomplished at fire scenes based on the number of responders,

• and makes recommendations for staffing levels.

9.1 Background to Emergency Response Standards NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments states “the progression of a structure fire to the point of flashover (i.e., the very rapid spreading of the fire due to superheating of room contents and other combustibles) generally occurs in less than 10 minutes. Two of the most important elements in limiting fire spread are the quick arrival of sufficient numbers of personnel and equipment to attack and extinguish the fire as close to the point of its origin as possible”.14 For clarity, the two elements are a rapid response and sufficient fire fighters and equipment. As indicated in the Fire Propagation Curve (Figure 1), within eight minutes 50% property destruction has occurred. After ten minutes, the area of origin has flashed over and spread outside the area of origin occurs making it more difficult to extinguish the fire.

Figure 1: Fire Propagation Curve

14 NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, A.5.2.2.2.1.




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When considering the total response time of an agency, NFPA 1221 and 1710 must be considered together. The important relationship between alarm handling time, turnout, and travel time is explained in NFPA 1710 which describes the three phases of total response time as:

1. Phase One: Alarm Handling time, which includes alarm transfer time, alarm answering time, and alarm processing time (addressed by NFPA 1221) (phone rings, phone is answered and information gathered, incident information is transferred to fire responders).

2. Phase Two: Turnout time and Travel time (addressed by NFPA 1710) (firefighters don protective clothing and drive to the incident).

3. Phase Three: Initiating Action/Intervention time (not addressed by a single NFPA standard). The Cascade of Events chart (Figure 2) illustrates the relationship between the three phases of total response time: alarm handling time, turnout and travel time, and initiating action/intervention time.

Figure 2: Cascade of Events Chart

NFPA 1710, based on fire propagation and flashover expectations, specifies a travel time of four minutes for the first responding crew of 4 firefighters and an eight-minute travel time for arrival of the initial full alarm assignment of 14/15 personnel.

• This standard is voluntary and places no statutory responsibility on a municipality.

• The document states: The ability of adequate fire suppression forces to significantly influence the outcome of a structure fire is undeniable and predictable. Data generated by NFPA and used by the committee in developing this standard provide empirical data that rapid and aggressive interior attack can substantially reduce the human and property losses associated with structure fires.




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Table 24 is extracted from NFPA 1710 and indicates the impact of rapid intervention in the event of a structure fire. Although based on United States information, it demonstrates the advantage of confining and containing fires.

Table 24: NFPA 1710 Table A.5.2.2.2.1 (b)

Flame Spread Civilian Deaths

Civilian Injuries

Average Loss (USD) per Fire

Confined fires or contained fire identified by incident type

0.000 10.29 $212

Confined fire or flame damage confined to object of origin 0.65 13.53 $1,565 Confined to room of origin, including confined fires and fires confined to object

1.91 25.32 $2,993

Beyond the room but confined to floor of origin 22.73 64.13 $7,445 Beyond floor of origin 24.63 60.41 $58,431

9.1.1 Tasks and Activity at a Structure Fire • In addition to timely response, an optimal response to a fire emergency requires an adequate

number of firefighters to undertake the multiple and usually simultaneous tasks necessary to implement an effective and safe mitigation strategy.

• Table 25 identifies the critical tasks to be undertaken and the number of firefighters required to undertake those tasks as described in NFPA 1710.

Table 25: Structure Fire Task Analysis NFPA 1710

Task Description Number of Staff

Establish Incident Command Size up of situation Determination of suppression strategy and task assignment Overall direction and coordination of initial response

1

Establishment of water supply Water supply from pressurized water source and establishment and maintenance of supply lines for firefighting 1

Establishment of two firefighting hand lines each operated by two firefighters

Fire attack lines and protection for rescuers entering the structure 4

Support person for each hand line Hydrant hook up, stretching of hand lines and forcible entry 2 Search and Rescue Team Structure entry for search and rescue purposes

Always a team of at least two firefighters 2

Ventilation and ladder team Ventilation of building to assist search and rescue and firefighting Establishment of secondary escape routes for search and rescue team

2

Establishment of Initial Rapid Intervention Crew

Provide a team to assist search and rescue team in the event of entrapment/injury, etc. 2

Total Without aerial operations 14 Aerial Operations If required 1

Total If aerial device in operations 15




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• Corner Brook Fire Department maintains a minimum of seven on duty firefighters. During occasions of minimum staffing, the initial response capabilities are limited to basic functions. This limited response does not provide sufficient resources to safely conduct interior firefighting or search and rescue.

• To conduct either interior firefighting or search and rescue activities, but not both, requires a minimum of eight initial responders.

• Table 26 details the sequence of tasks that are completed for interior firefighting, and for interior search and rescue, when eight firefighters respond.

• The number of firefighters on duty and available to respond, and response times and capability are part of the risk analysis municipalities must undertake to determine firefighting resources and the level of public protection.

Table 26: Sequence of Tasks at a Structure Fire – 8 Firefighters on Scene

Structure Fire Task Sequence Staffing

Interior Fire Fighting – No Search and Rescue Search and Rescue – No Interior Fire Fighting

• Initial assessment of emergency • Establish command • Gather information • Determine priority requirements

(containment, extinguishment, protect exposures)

• Determine need for additional resources • Develop intervention strategy • Organize crew and assign tasks

• Initial assessment of emergency • Establish command • Gather information • Determine priority requirements (number

of rescues, location, potential for successful rescue, firefighter risk level)

• Determine need for additional resources • Develop intervention strategy • Organize crew and assign tasks

1 officer (first arriving crew of 4)

• Position truck • Put pump into operation to supply hose lines

from water supply carried on truck • Connect hydrant hook up to truck

• Position truck • Put pump into operation to supply hose

lines • Connect hydrant hook up to truck • Extend hose lines for firefighting and

rescuer protection

1 driver/pump operator (first arriving crew of 4)

• Establish water supply – hook hose to hydrant • Assist with extension of hose lines from pump

to structure • Limited exterior firefighting which may involve

protection of exposures or fire attack as appropriate

• Forcible entry as required • Limited salvage operations

• Put on breathing apparatus • Extend hose line for rescuer protection • Prepare to enter the building with a partner

for preliminary search and rescue • Do not enter building until a second crew is

available as a rapid intervention crew to provide assistance if rescuers become trapped

2 firefighters (first arriving crew of 4)

• Continue establishing water supply as necessary

• Establish rapid intervention crew, and secondary egress for interior fire crews for interior firefighting

• Establish rapid intervention crew and secondary egress allowing rescuers from 1st arriving crew to enter building

• Ladders to building if necessary • Ventilation of building to assist in rescue

efforts

2 firefighters (second arriving crew of 4, may be an officer and firefighter)




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Structure Fire Task Sequence Staffing

Interior Fire Fighting – No Search and Rescue Search and Rescue – No Interior Fire Fighting

• Extend hose lines, and begin exterior firefighting

• Limited ventilation • Additional confinement and exposure control • Begin Interior firefighting as directed by the

incident commander • Salvage and overhaul when possible

• Assist with rescue operations 2 firefighters (second arriving crew of 4)

8 firefighters Table 27 shows tasks that can be initiated if additional firefighters, making up a crew of 15, are available (8 shown in Table 26; up to another 7 in Table 27).

Table 27: Impact of Additional Firefighters on Scene of a Structure Fire

Tasks/Activities Impact on Fire Attack/Search and Rescue

Additional personnel on scene

• Stretch additional firefighting hand line or

• Second search and rescue team

• Commence limited interior fire attack/confinement and exposure control or additional search and rescue activities

+2

• Additional ventilation to assist with interior operations

• Ladder building for fire attack or escape routes for search and rescue teams

• Forcible entry

• Improved interior environment for heat and visibility control

• Improved building access and egress

+2

• Assistance with outside activities (hose line management, equipment handling)

• Commence salvage operations

• Salvage of valuables, contents +2

• Aerial operations if required +1 National Institute of Standards and Technology (NIST) A study by the National Institute of Standards and Technology (NIST) has demonstrated the effectiveness of crew size on mitigation efforts for structure fires. The study investigated the effectiveness of a crew size comparing a first arriving crew of 4 firefighters with smaller crew sizes. We provide a summary of the results and conclusions of this study below.

• 4-person crew effectiveness over 2 and 3 person crews in these operations:

Overall Scene

7 minutes or approximately 30% faster than 2 person crews

5.1 minutes or 25% faster than 3 person crews

• Water on Fire

16% faster than 2 person crews

6 % faster than 3 person crews




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• Ground ladders and Ventilation (life safety and rescue)

30% faster than 2 person crews

25% faster than 3 person crews.

• Hose Stretch

87 seconds faster than 2 person crews

A significant component of the NIST study related to public safety.

• The NIST study found that independent of fire size, there was a significant difference between the toxicity, expressed as a fractional effective dose (FED) for occupants at the time of rescue depending on the arrival times of all crew sizes.

• Occupants rescued by early arriving crews had less exposure to combustion products than occupants rescued by late arriving crews.

• Fire modelling showed clearly that two person crews cannot complete essential fire ground tasks in time to rescue occupants without subjecting them to an increasingly toxic atmosphere.

For slow growth rate fires with two person crews, the fractional effective dose was approaching the level at which sensitive populations such as children and the elderly are threatened.

For a medium growth fire with two person crews, the FED was far above that threshold and approached the level affecting the general population.

For a fast growth rate fire with two person crews, the fractional effective dose was well above the median level at which 50% of the general population would be incapacitated.

Larger crews responding to slow growth rate fires can rescue occupants prior to incapacitation along with early arriving crews responding to medium growth rate fires.

The result for late arriving larger crews may result in a threat to sensitive populations for medium growth rate fires. Statistical averages should not, however, mask the fact that there is no fractional effective dose level so low that every occupant in every situation is safe.15

As already noted, response time is only one component of measurement of efficiency; the number and sequencing firefighter arrival at a fire emergency is also a critical element in response protocols. The Corner Brook Fire Department policy is to respond with a minimum of seven on duty firefighters.

• The Corner Brook Fire Department response guideline provides that an engine with 5 staff, and a rescue with 4 staff respond to calls within the city when the full shift roster is on duty.

• The ladder truck also responds if the nature of the call is commercial or industrial (Appendix E: Corner Brook Operation Guideline Running Order).

• Data was insufficient (not recorded) to evaluate the number of personnel that arrive at an emergency, and the time they arrive.

• The current minimum on duty staffing policy of the fire department does not provide the resources necessary to conduct either safe interior firefighting activities or search and rescue operations.

15 NIST Technical Note 1661, Report on Residential Fireground Field Experiments, April, 2010




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• Table 26 indicates that eight initial responders are required to commence either interior firefighting or search and rescue operations.

• Table 27 indicates the impact of additional initial responders on the capacity to commence firefighting and search and rescue activities. The addition of two personnel, for a total of ten on scene provides the resources necessary to initiate limited interior firefighting operations while also activating a primary search and rescue team.

Council has the authority to determine the level of service to be provided to its citizens.

1. We recommend that the City of Corner Brook establish a minimum on duty staffing policy of ten personnel in order to initiate search and rescue activities and limited interior firefighting, as required, upon arrival at a structure fire.

If City Council does not accept recommendation #1 then we propose

2. Council adopt a minimum of eight firefighters on duty so that either firefighting or search and rescue can be initiated at a structure fire. Council should be aware that both firefighting and rescue cannot be initiated with only eight fire fighters. Firefighters will have to choose which to undertake. Risk for firefighters, possible victims, and property will increase in comparison to a response of 10 firefighters.

• If City Council does not accept recommendation #1 or #2 council should be aware that a response with seven firefighters means that staff will not be able to safely fight the fire or undertake search or rescue until call-in firefighters arrive. However, firefighters may still attempt rescue or firefighting at great risk to themselves; therefore, a clearly stated bylaw limiting firefighter activities, based on the number of firefighters available, should be put in place accompanied by detailed policies and procedures.

• Finally, we propose that no matter which recommendation and level of risk council decides to adopt, a clearly stated bylaw indicating acceptable firefighter activities, based on the number of firefighters available, should be put in place accompanied by detailed policies and procedures.

The fire department should continue the current call back system for off shift firefighters as a means to attain additional resources when required.

9.1.2 Recommendations

Section 9 Response Standards and Staffing Levels

Cost Estimates


Risk Priority

1 Establish a minimum on duty staffing policy of 10 personnel *cost details follow this table

$925,600*

3rd quarter 2017 High

2 If recommendation 1 is not accepted adopt a minimum of eight firefighters on duty so that either firefighting or search and rescue can be initiated at a structure fire.

1st to 2nd quarter 2017

High




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Cost estimates associated with a minimum on duty staffing of 10 firefighters

Corner Brook Fire Department currently has a complement of nine firefighters on duty and allows up to two firefighters to take days off resulting in a minimum of seven on duty. To continue this practice of allowing two staff off at the same time, and ensure minimum staffing of 10, Corner Brook would have to schedule 12 firefighters on duty at all times. The difference between scheduling nine firefighters and 12 firefighters is three.

• So: to accomplish three additional firefighters on duty 24 hours a day, 365 days a year results in (3 x 24 x 365) = 26,280 staffed hours.

• And if firefighters are paid for (42 hours a week x 52 weeks) = 2,184 hours a year.

• Then twelve additional firefighters will be required (26,280 hours ÷ 2,184) = 12.03 staff.

• Salary and benefits, on average, for firefighters is estimated at $76,924 annually which means that the annual impact of hiring 12 firefighters is $925,600.

• Staff time will be required for the hiring process and the fire department will need to have acceptable training and orientation practices in place prior to hiring additional staff. The cost for these components has not been estimated.

9.2 Are There Alternatives to Additional Suppression Staff? The short answer is “possibly” but Corner brook isn’t ready for the alternatives. Staffing is based on work load and probabilities. For example, the greater the number of incidents that occur, the greater the need for suppression staff. If the history of a municipality is that only four or five structure fires a year occur, council may decide that, based on work load and probabilities, it might be reasonable to have fewer staff on duty and use call in or other means to augment on duty staff. This is part of the risk decision a community has to make. STATISTICALLY SPEAKING

• The five-year cost of 12 additional firefighters is $4.63 million

• The frequency of structure fires between 2011 to 2015 ranged from 14 to 28 annually

• The chance that any dwelling unit in Corner Brook will experience a structure fire is 28 divided by 11,110 or .25% (1/4 percent). (11,110 is the number of dwelling units in the city)

• In 2015 structure fires resulted from 9 chimney fires 6 ‘house’ fires (we don’t know the cause) 4 appliance fires 4 cooking fires 1 cabin fire 1 furniture fire, and 1 apartment fire which resulted in a death.

If the nine chimney fires could be eliminated, Corner Brook would count approximately 17 structure fires each year. Some ‘radical’ ideas might be considered to reduce chimney fires. For example, what would the cost be if Corner Brook paid for the cleaning of wood burning fireplace chimneys every year or two? Five




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thousand chimneys a year could be cleaned for $925,000 possibly eliminating chimney fires. Alternatively, installing metal liners in all wood burning chimneys could eliminate nine fires a year and the cost paid for within two years. Experience in other communities, as we have detailed in the report, has shown that public education and inspection reduces the frequency of fires. The public education and inspection efforts in Corner brook are weak at best. A strong and focused campaign for public awareness, and inspection of commercial and industrial locations could reduce the frequency of fires such as those from cooking, or appliances, and general ‘house’ issues by up to 50%. That might bring the frequency of fires down to 10 a year. Under those circumstances what decision would council make with respect to an additional 12 firefighters? But Corner Brook isn’t ready to take the kind of action necessary to reduce fires. Record keeping is poor so there is little opportunity to measure data (Section 13, Quality Management), and some staff members are not ready to move into the paradigm of preventing fire and injury rather than responding to it. Vigorous record keeping would provide cause and effect data to allow Corner Brook to assess non-traditional response methods and appliances – non-traditional for North America but have been used in Europe and the United Kingdom for decades. These include rapid response smaller fire trucks, appliances such as pyro-lance for attacking fires, or backpack extinguishers for smaller fires. The argument in North America, against alternative methods, is that they won’t work because of terrain, weather, different building construction materials and methods, and other reasons. And we acknowledge that these reasons may be correct but the cost of fire service, in the United Kingdom, has been reduced by 40% over the past twenty years with no corresponding increase in property or life loss. Nevertheless, since Corner Brook isn’t in the position to consider any alternatives, our recommendation continues to be that the city maintains a minimum of 10 firefighters on duty. We also recommend that Corner Brook

• implements robust computer aided dispatch and record management systems,

• takes immediate action on finding the right people for the tasks of public education and inspection and ensure they are fully funded to complete their duties,

• considers some radical ideas to reduce fires, and

• puts in place a five-year plan to reconsider the need for maintaining a minimum of 10 firefighters on duty.

These recommendations are included in other sections of this report. Possibilities exist that the number of on duty firefighters could be reduced in future years assuming that risk (fires) declines. The degree to which a reduction takes place, and over what timeline, is directly dependent upon the resources and effort put into education, inspection, and prevention. While a timeline cannot be suggested, we can confidently forecast that delaying a robust education and prevention initiative will delay the potential for suppression resource attrition.




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Station Location Fire station location is important to ensure the quickest response to residences and commercial – industrial areas in the shortest possible time. Corner Brook is currently covered by one central station located at 116 Broadway. Although not a statutory standard, NFPA 1710 defines the optimal response time and number of personnel to effectively and safely respond to a fire emergency in a single family, detached home to be a travel time of four minutes for the first responding crew of 4 firefighters, and an eight-minute travel time for arrival of the initial full alarm assignment of 14/15 personnel. Figure 3, on page 50, shows the 4, 8, and 10-minute travel time contours from Corner Brook’s existing fire station. Although travel time does not distinctly transition from four minutes to eight minutes at a virtual border, as it seems to appear in Figure 316, it does demonstrate that there are large areas of Corner Brook that cannot be responded to within four minutes travel, and the outlying areas are in an eight to 10-minute zone for the first arriving fire truck. It is important to keep in mind that the maps show travel time only. Dispatch time and turnout time will add another two minutes and 30 seconds to the overall response time. Therefore, eight-minute response areas – already double the recommended travel time – may actually take up to 10 minutes and 30 seconds before the first responding fire truck with four firefighters arrive. Other station models can be seen in Figure 4, Figure 5 and Figure 6. The station models in Figure 4 and Figure 5 assume decommissioning the current station at 116 Broadway and adding new stations in the east and west of Corner Brook. Figure 4 indicates the 4, 6, and 10-minute travel area of the proposed east station, while Figure 5 indicates the same travel times from a proposed west station. Although the figures show each station in isolation, it can be readily seen that a 4-minute travel time from a two-station scenario captures a much greater area of the city than is possible from the single existing station, and arrival of a second crew within eight minutes is also significantly improved. The final model can be found in Figure 6 which shows three stations consisting of the current station plus new east and new west stations. In this scenario, four-minute response to the city isn’t significantly improved over the two station (east and west) model but there is extensive overlap of the stations’ four-minute response area to the extent that two fire trucks would be able to react to central zones of the city within four minutes. Although the coverage from three stations would be optimal, it may be difficult to justify the associated capital and maintenance costs to achieve redundant coverage, particularly if Corner Brook accepts our recommendation to put meaningful effort into public education and inspection, thus reducing fire frequency in the next few years. Although the recommended two station model allows quicker and wider four-minute response to large parts of the city, in comparison to the existing single station model, there could be an increase of an estimated one to two minutes to the Dove Road – Humber Road area, and beyond, in the northeast part of the city due to decommissioning the existing station.

16 For example, travel time from the current fire station to the Riverside Drive area is estimated at six minutes and 45 seconds. Actual time from the first telephone call to a fire truck arriving could be over nine minutes.




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Figure 3: Four, 8, and 10 Minute Existing Station Response Time Contours




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Figure 4: Four, 8, and 10 Minute Response, New East Station




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Figure 5: Four, 8, and 10 Minute Response, New West Station




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Figure 6: Four, 8, and 10 Minute Response, Existing Station Plus New East and West




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• The Corner Brook Fire Department currently utilizes the following apparatus:

1500 GPM 75-foot Ladder - aerial device (2004)

1050 GPM Engine (pumper, 1996 – schedule replacement date is 2018)

625 GPM Engine 9pumper/rescue, 1998 – scheduled replacement is 2017)



Half Ton Pickup (2012 – Assistant Deputy Chief vehicle)

Three Quarter Ton Quad Cab Pickup (Support vehicle for equipment and personnel transport)

• Two fire stations equipped with adequate bay space plus areas for staff, offices, a fitness area, lockers, showers, storage, and a work room will total approximately 11,000 square feet (two stations).

• Calculated at a Class D cost estimate of $400 a square foot, the two stations will incur an amount of 4.4 million dollars. If the city decides to retain and renovate the existing location as a third station, renovation costs will be in a similar range of $350 to $400 a square foot depending on the work required.

• We estimate that, even in the scenario that Corner Brook approves two new fire stations immediately, it will be three years or more before they are commissioned.

• In those three years, we expect Corner Brook will concentrate on improving fire prevention, inspection, and public education efforts to reduce the incidence of fires; and records management and incident tracking will become more precise and vigorous.

• Accurate record keeping, over the next two to three years, may reveal the possibility for safe and practical response augmentation such as smaller, more mobile, nimbler apparatus, housed at a central location such as the existing station, that can quickly arrive at, and extinguish a couch or chimney fire or prevent the spread until additional firefighters can arrive to assist.

Other future station configurations and response scenarios may be possible based on well-informed record keeping combined with prevention, inspection, and education activities.

IN SUMMARY

• ESRI and ArcGIS, a geographic information system used throughout Canada and world-wide was employed to determine travel times and best station locations.

• Possible future regionalization of fire services was not considered this study related to Corner Brook only.

• NFPA 1710 was considered as a guideline for determining response requirements which then drives station location.

• There exist large areas of Corner Brook which can’t be responded to within four minutes travel for the first responding vehicle, and some outlying areas are in an eight to ten-minute zone for the first arriving truck. The addition of dispatch and turnout time, to travel time, means that some areas would wait 10:30 seconds for the arrival of the first truck.




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• A two fire station scenario captures a much greater portion of the city within the first truck, four minute travel scenario, and the arrival of a second truck within eight minutes is significantly improved for a large area of the city

• A three stations model did not improve the four and eight-minute travel time scenarios significantly and created overlap redundancies which could not be justified.

10.1 Recommendations

Section 10 Station Location Cost Estimates


Risk Priority

1 Establish new fire stations in the east and west areas of Corner Brook.

$4.4 million 2019 - 2021 High

2 Decommission the existing fire station upon opening both new stations.




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Training

11.1 Background and Current Status Effective training for all firefighting staff is vitally important for public safety, risk mitigation, and firefighter health and safety.

• The Corner Brook fire department does not yet have formal policies that establish or implement training practices and standards.

• Responsibility for delivering firefighter training and record keeping is detailed in the fire department position descriptions as follows:

Director of Protective Services:

ensures records are kept of all required maintenance and training

Deputy Chief

Ensures all department staff are appropriately recruited, trained, and appraised

Fire Captain:

training personnel by conducting classes and instructing them in drill evolutions

to have thorough knowledge of the principles and practices involved in training personnel

Fire Lieutenant

shall assist in training and see that all other programs are efficiently implemented and carried out

Training Officer:

firefighter and officer training and career development

plans, organizes, directs and assesses the progress of a broad training development program

prepare and maintain records of training carried out, as well as relevant information on the development of officers and firefighters

• The fire department position descriptions provide the minimum qualifications and training that are required, and the provincial minimum standards states that “all firefighters must be trained for each task assigned to them.”

• Although individual training records are created, a method by which on-going training is planned, training gaps can be easily identified, training for succession planning is accomplished, and efficient retrieval of service-wide training requirements and gaps can be readily recognized is not available. Improved planning and record keeping can resolve this issue.

• Even though position descriptions indicate that captains have “thorough knowledge of the principles and practices involved in training personnel” and that lieutenants “Take command of an emergency scene in the absence of a higher-ranking officer in order to ensure a safe, effective and controlled response”, we are not able to find evidence of structured training programs that enable officers to reliably fulfill these requirements.

• Training is conducted in a multi-purpose room that is also used for storage. There are no training aids or audio visual equipment. The room is small and unsuitable for conducting training activities.




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• The department purchased a “combat challenge” structure which provides an opportunity for training in hoisting, lowering of equipment and hose extension. However, training is limited to seasonal use, and provides no opportunity for search and rescue or firefighting drills and scenarios.

• The Corner Brook Fire Department does not have regular access to a purposely built live fire training facility.

Fire and Emergency Services – Newfoundland and Labrador’s Role

• Fire and Emergency Services–Newfoundland’s (FES-NL) mandate, in part, is “to develop and maintain a fire and emergency management system in Newfoundland and Labrador”. In fulfilling its mandate FES-NL conducts fire service training, certification, and testing. Some training standards are developed, and set by the agency while others are adopted from national standards.

• In accordance with Section 23 of the Fire Prevention Act, effective August 1, 2009, the Fire Commissioner adopted a province-wide minimum training standard (Appendix F). Firefighters must meet the minimum standard to ensure they can safely function at an emergency scene, and they are not a hazard to themselves or others.

• FES-NL conducts both scheduled and as requested annual training province-wide, as well as specialized fire services training such as HazMat and fire investigator.17 The province supports firefighter training through curriculum development and delivers training via regional trainers and train-the-trainer programs. Fire protection courses offered by FES-NL18 are listed in Appendix F.

11.2 Conclusions • Effective training ensures that all firefighters have the skill required to safely perform duties and

tasks assigned to them, and to manage the types of emergencies to which the fire department is authorized to respond.

• Training should be developed in accordance with provincial minimum standards, local policies, and comply with legislated occupational health and safety regulations.

• Council should establish service delivery standards and type of fire and emergency services which will assist the implementation of a multi-year formal training program.

• Standard operating procedures are a critical component to the operation, and management of the fire department. Providing training on new standard operating procedures, and an on-going review should be included in the annual training program.

• Electronic tracking of individual qualifications, training needs, and training acquired is an effective, and efficient method of ensuring the fire department is meeting its legislative requirements, and department policies in relation to firefighter training and certifications.

• The Corner Brook Fire Department’s ability to conduct live fire training, and other related training in a cost effective and on a regularly scheduled basis is impeded by not having a local, appropriately designed facility.

• Regular access to a live training facility would enhance firefighter fire suppression, and search and rescue skills, while improving firefighter safety at an emergency scene.

17 http://www.gov.nl.ca/fes/training/index.html#school 18 http://www.gov.nl.ca/fes/training/fpcourses.html


http://www.gov.nl.ca/fes/training/index.html#school

http://www.gov.nl.ca/fes/training/fpcourses.html



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• A live fire facility and training centre should be considered in conjunction with designing new fire stations.

The city should assess the potential of renting a live fire training facility to other fire services.

The fire department should explore opportunities to partner with FES-NL to deliver provincial training courses in the proposed training centre.


Section 11 Training Cost Estimates


Risk Priority

1 Establish, and implement a council approved training policy for all fire department staff.

Staff Time 2nd – 4th Quarter 2017

High

2

Update position descriptions to clearly define qualifications and certification requirements. Update position descriptions to be inclusive. Current versions refer to ‘him’ and ‘his men’.

Staff Time 2nd – 4th Quarter 2017

Moderate

3 Develop and implement an on-going multi-year training program for all positions.

Staff Time 1st to 4th Quarter 2017

High

4 Base training requirements on a formal position task analysis.

Staff Time 1st to 4th Quarter 2017

High

5 Implement the FDM training module, transfer existing records, and implement data entry standards, and quality control measures.

TBD 1st – 3rd Quarter 2017

High

6

Train fire captains, lieutenants, and at least one other member per platoon to NFPA 1021 Fire Officer Level I and II.

TBD 4th Quarter 2017 to 4th Quarter 2019 and ongoing

High

7 Train all staff whose duties include delivering training to NFPA 1041 Level I instructor certification.

TBD 1st to 4th Quarter 2017 and ongoing

High

8

Train captains to NFPA 1033: Standard for Professional Qualifications for Fire Investigator and to support the Captain of Prevention and Inspection.

TBD 3rd Quarter 2019 to 4th Quarter 2020 and ongoing

Moderate

9 Acquire regular access to live fire training facilities.

TBD TBD High




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Firefighter Health and Safety

12.1 Background and Observations • Firefighter health and safety in Newfoundland is governed by the general provisions of the

Workplace Health, Safety and Compensation Act.

• The City of Corner Brook and IAFF Local 1222 have entered into an agreement regarding implementation of the IAFF/IAFC Fire Service Joint Labour Management Wellness/Fitness Initiative.

Consultations with the fire crews and the executive members of Local 1222 indicated that the agreement to implement this program along with labour relations improvements regarding firefighter health and safety are seen as positive steps to address firefighter health and safety.

Examples are the recent replacement of the air compressor, purchase of new and additional radios, and operations changes such as the development of an on-scene accountability system.

• During the site visit the Pomax team noted a well-equipped fitness area for the firefighters to use on and off duty.

• The Corner Brook Fire Department has a formal, written Safe Work Practices Manual as required by the Newfoundland and Labrador Occupational Health and Safety Act. We understand that a corporate health and safety policy manual is being developed at the time of writing of this report.

• We recommend that regular review of the Safe Work Practices Manual be incorporated into the training schedule as a means to ensure that safety is “top of mind” during emergency responses.

• Firefighters are provided with individual Self Contained Breathing Apparatus (SCBA) masks and appropriate sizes are available for all firefighters. Firefighters are responsible for cleaning and general maintenance of masks and an annual fit testing is conducted by an authorized supplier.

• SCBA regulators undergo an annual flow test which is completed under contract with an authorized supplier.

• Air compressor maintenance and 90-day air quality testing is conducted by an authorized supplier.

• Protective clothing is provided in compliance with NFPA standards.

A replacement program for bunker gear (structural firefighting coat and pants) has recently been introduced which, within three years, will provide each firefighter with a primary and back up set of bunker gear. This will enable regular cleaning cycles and availability of a second set of gear following a fire event. Policies and procedures are being developed to ensure cleaning and maintenance of bunker gear.

We have noted in other areas of this report that there is an immediate need to review, revise and/or develop standard operating guidelines in many areas that have implications for firefighter health and safety.




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Section 12 Firefighter Health and Safety Cost Estimates


Risk Priority








Final Report

Quality Management

13.1 Background

What is Quality Management?

H. James Harrington, a leading quality improvement consultant states that “measurement is the first step that leads to control and eventually improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it”. Without performance management, there is no quantitative information in which rational, logical decisions can be made regarding areas of necessary improvement. Quality management can help identify system, technological, and procedural areas of operations that require attention. Statistical performance measurement data allows for ongoing review of operational procedures; “what gets measured gets done, what gets measured and fed back again gets done well, what gets rewarded gets repeated” (John E. Jones). An appropriate quality management system is a powerful agent for change. Without performance measurement

• performance isn’t managed, it occurs;

• one cannot identify, specify, and set priorities on problems;

• employees cannot understand what is expected of them;

• employees cannot be sure their performance is on track;

• there is nothing to identify a need for performance improvement actions;

• management actions may be uninformed. Improving performance requires:

• a clear picture of the desired outcome;

• realistic goals and objectives; and

• an effective implementation plan. Quality management is the foundation for improving and monitoring an organization’s operational programs, activities, and processes. Measuring performance alone is not good enough as the outcome of the measurements must be used in order to achieve something positive. Process level performance measurement and analysis leads to the greatest amount of improvement in efficiency.

Purpose of a Quality Management Program

With the utilization of Computer Aided Dispatch (CAD), performance reports, and monthly statistical analysis, reporting can be performed more accurately. Performance management, and review is undertaken to:

• provide recognition of accomplishments;

• determine problems or systemic issues affecting performance;

• identify resources to assist or resolve performance issues;




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• develop knowledge, skills, abilities, and experience;

• identify areas of improvement;

• provide meaningful feedback to staff;

• ensure common understanding of effective performance; and

• report fire services statistics, performance to council, and governing agencies,

13.2 Analysis The effectiveness of Quality Management Programs is dependent on accurate and relevant data collected in a retrievable format that can be used to identify improvement opportunities. We have noted that the Corner Brook Fire Department has limited reliable data upon which to successfully introduce an effective Quality Management Program. Quality Management Programs are also dependent on clearly defined service delivery and performance standards that can be measured. The City of Corner Brook has not established service delivery or performance standards for the Corner Brook Fire Department and this is a critical step to introduction of a Quality Management Program. Currently the Corner Brook Fire Department operates for the greater part on hard copy for reporting, filing, and records retention with no clear policies on what information should be recorded, how it should be recorded, and retention time limits.


Section 13 Quality Management Cost Estimates Implementation Timeline

Risk Priority

1

Implement a quality management program to include stringent tracking of incidents including time segments, root cause of incident19, effective mitigation, and education action.

Staff Time 2017 - 2018

Moderate

2 Implement the available FDM application as the department record management system, and data quality control measures.

Staff Time/FDM

2017 Moderate

19 For example, ‘chimney not cleaned for 8 years resulting in suspected creosote buildup and fire’ rather than ‘chimney fire’.




Final Report

Organizational Change Our work with Corner Brook has made us aware that the city and its fire services staff have accomplished constructive changes resulting in improvements for Corner Brook’s fire services. While there are many positive aspects about the city and its fire service that could be discussed at length, our understanding is that there has also been a history of challenges. The scope of this review does not include revisiting previous issues but, under any circumstances, the consulting team has made very strong recommendations that it is time for Corner Brook to take definitive action to move the fire service into the 21st century with the primary emphasis being risk reduction to the public through public education, prevention, and inspection; and away from the idea of waiting for a fire or other incident to occur, and then reacting to it. Unfortunately, there will be occasions when some staff will not be able to make a transition to a prevention strategy rather than suppression. The city of Corner Brook should be uncompromising in promptly finding methods to enable those staff to seek other opportunities. The outcome of conducting this study is recommendations for change that optimize prevention. Change is perceived by some as being difficult, but assisting staff and stakeholders to understand the deficiencies that currently exist is an important part of accomplishing the needed transformation. Organizational modification is a process that requires a consistent, structured approach to achieve success. Attention to change management activities, including developing a plan, execution, monitoring, and measuring progress, aids in minimizing barriers and supports timely and effective implementation. A change management plan is outside the scope of this review; however, we offer the following for Council’s consideration.

• Change is best undertaken when involving as many of the workers as possible.

• Any change that directly affects those involved with fire services must be actively led by a senior manager (or third-party change manager) who is responsible, accountable, and possesses the required knowledge and skills to facilitate the process. Leadership, and communication are key components to:

engage staff;

gain a shared understanding of what is to be changed, and why;

identify goals that can be observed, and measured;

identify, and intervene to address obstacles to progress; and

meet objectives, and complete tasks.

• Effective, transparent, and regular communication with those affected by change promotes:

improved morale;

increased staff performance;

better labour management relationships; and

sharing of accurate, and consistent information.

We recommend that Council appoint a change manager to assist and work with the Director of Protective Services to promote open dialogue and to ensure information flows quickly and accurately to those with




Final Report

an interest in fire services, including firefighters, management, the union, and the general public. The change manager should be a contract position of about 20 hours a week for a minimum of one year, who can also serve as an independent, objective intermediary between fire services staff and senior city administrators. It is important that the person fulfilling this role has the required experience, and is fully objective and does not favour – or be seen to be favouring – firefighters or city administrators.

14.1 High Level Organizational Structure In October of 2015 the City of Corner Brook started a restructuring of its fire services and created the Protective Services Department. Within that organization, the Deputy Fire Chief reports to the Director of Protective Services. Our review of the Corner Brook Fire Department leads us to conclude that this is an effective model particularly considering the transition to the prevention focus that has been recommended. In many fire departments, the chief performs an administrative role while the deputy or deputies are responsible for operations, training, prevention, and inspection. Corner Brook’s reporting structure is not remarkably different from other departments in function. Most important, the current structure supports the city’s restructuring and change initiative and the Director of Protective Services has shown himself to be supportive of the objectives recommended within this report. Finally, introducing a new position and unknown element, in the form of a chief’s position, may be regressive considering the advancements in internal culture that are in progress. The recruitment, selection, and implementation of a chief’s position is no small task, will require significant and specialized effort to find a suitable person and, at this stage, is an unnecessary confounding factor.


Section 14 Organizational Change Cost Estimates


Risk Priority

1 Appoint a change manager to ensure support to achieve the required organizational enhancements.

$30,000 2017 Moderate

2 Enable those staff who cannot transition to a prevention rather than suppression model to find other opportunities outside the fire service.

2017 High

3 Maintain the current organizational design of a Deputy Fire Chief reporting to the Director of Protective Services.

Continue current practice


www.pomaxinc.com 1-888-707-6629 or 519-657-0614


Final Report

Appendix A: The City of Corner Brook Fire Prevention Regulation


OF CORNER BROOK PREVENTION REGULATIONS

PURSUANT to the powers vested in it under Sections 216, 217, 280.1, 280.2 and 280.4

of the City of Corner Brook Act, R.S.N.L. 1990, c. C-15, as amended, and all other

powers it enabling, the Corner Brook City Council, in a session convened on the

day of April, 2008, hereby passes and enacts the following regulations.

1. These Regulations may be cited as the City of Corner Brook Fire PreventionRegulations.

Definitions:

2. In these Regulations:

(a) "Building" includes those structures commonly known as mobile homes ortrailers that are adopted for use as residences, shops, offices or the like;

(b) "City" means the City of Corner Brook;

(c) "Council" means Corner Brook City Council;

(d) "Chief' means the Fire Chief within the meaning of section 74 and 81 of the City of Corner Brook Act;

(e) "Fire Department" means the city fire department established pursuant to section of the City of Corner Brook Act and whose department head is the Fire Chief;

(f) "Firefighter" means a full-time or part-time employee of the Fire Department;

(g) "Outdoor Fire" means any fire not inside a Building, including fireworks displays, but does not include any fire which is caused, set, lit or otherwise ignited in outdoor fireplaces, grills or barbeques on private property and which is designed and used solely for the purposes of cooking; and

(h) "Permit" means permit for an Outdoor Fire.

Codes Adopted as Regulations:

2. Council adopts and includes the following codes for the fighting of fires, theprevention of fire in the City and the inspection of buildings in the City for fireprevention purposes as part of these regulations:

(a) For the construction of all buildings after the commencement of theseregulations:

The whole of the National Fire Code of Canada 2005 as amended from time to time;

ii) The National Code of Canada 2005, as amended fromtime to time, except part 9 where relative to one and two familydwellings within group C.

(b) For the use and operation of all buildings, processes, areas and vehicles:

The whole of the National Fire Code of Canada 2005 as amended from time to time; and

ii) The Life Safety Code (National Fire Protection Association No. 101)as published by the National Fire Association (USA) as amendedfrom time to time.

(c) In the event of conflict between the National Building Code of Canada 2005 and the Life Safety Code (National Fire Protection Association No. 101) with regard to design and construction, the provisions of the National Building Code of Canada 2005 shall prevail.

Prohibition On Outdoor Fires

3. No person or persons shall cause, set, light or otherwise ignite an Outdoor Firewithin the boundaries of the City during the months of June, July and Augustwithout first applying for and obtaining a Permit from the Chief or a Firefighterauthorized by the chief to issue such permits.

4. No person shall burn any petroleum product or petroleum based product in anOutdoor Fire within the boundaries of the City save and except a petroleumproduct or petroleum based product designed and sold commercially for thepurpose of starting a fire or for cooking.

Permits

5 . A Permit shall be in the form prescribed in Schedule "A" to these Regulations and may be issued by the Chief. The chief may also authorize a Firefighter to issue Permits.

6. The Chief or a Firefighter authorized by the Chief may include in a Permit thoseterms and conditions he or she considers appropriate for the prevention of fire ormay refuse to issue a Permit.

7. A person to whom a Permit is issued shall keep a copy of the Permit on the sitewhere the burning is taking place.

Cancellation of Permits

8. A Permit may, by oral or written notice, be cancelled or suspended at any time bythe Chief, a Firefighter or a person authorized by the Chief and upon receivingnotice of a cancellation or suspension, the Permit holder shall immediatelyextinguish any fire caused, set, lit or otherwise ignited under the Permit.

Civil Liability

9. The holder of a Permit who causes, sets, lights or otherwise ignites an OutdoorFire shall take every reasonable and reasonably foreseeable precaution toprevent the fire from spreading and shall not leave the fire unattended until it isextinguished.

10. The possession of a Permit does not discharge the person to whom it is issuedfrom responsibility for damage resulting from an Outdoor Fire caused, set, lit orotherwise ignited by that person.

11. In the event of any person failing to do anything which under these Regulationshe or she ought to do, the Fire Department may do that act and recover theexpense thereof the person so in default as a civil debt.

Offence

12. Where any person contravenes any of the provisions of these Regulationsincluding the terms or conditions of a Permit:

(a) such person is guilty of an offence and liable on summary conviction to afine or to a period of imprisonment in accordance with the City of Corner Brook Act; and

(b) such person may be issued a violation notice pursuant to section 280.1 of the City of Corner Brook Act.

Enforcement

13. The Chief, all Firefighters and all Municipal Enforcement Officers are designatedpersons employed by Council who may issue a violation notice pursuant tosection 280.1 of the City of Corner Brook Act for any contravention or failure tocomply with the City of Corner Brook Fire Prevention Regulations.

14. These Regulations shall come into force as of the date enacted by Council andthe Fire Prevention By-law 1969, the City of Corner Brook Fire Prevention(Control of Outdoor Fires) By-Law 1968 and all amendments thereto are herebyrepealed upon the coming into force of these Regulations.

IN WITNESS WHEREOF these Regulations are sealed with the Common Seal of the City of Corner Brook and subscribed by and on behalf of the Council by the Mayor and City Clerk at Corner Brook, in the Province of Newfoundland and Labrador, day of May, 2008.

Published in the Western Star - March 12, 2008

First Reading - March 3, 2008

Second Reading - April 21,2008

Schedule "A" City of Corner Brook

No. Place: Date:

PERMIT FOR OUTDOOR

(Issued Under City of Corner Brook Fire Prevention (Outdoor Fires) Regulation)

This permit authorizes (name) of (address) (telephone) to burnlto have a fireworks display (combustible) on City landlprivate land at (place of fire or display) between the day of and the day of both days inclusivelbetween o'clock .m. and o'clock .m. on the day of 200-.

ISSUED BY:

on behalf of the Chief of the City of Corner Brook Fire Department

CONDITIONS

1. The permittee shall have at the location of the fire and fire fighting equipment as follows:

2. The permittee shall stack all bush, debris, or other flammable a distance of at least metres from any uncleared

lands, woodlands, adjacent buildings or structure, grasslands or

3. The fire shall not exceed square

4. No more than shall be burning at any one time.

5 . The fire shall be, at all times, at least a distance of meters from any uncleared lands, woodlands, adjacent buildings or structures, grasslands or

6. The permittee shall not leave any fire unattended until it is extinguished.

7. The permittee shall not set or permit a fire to burn during periods of high orextreme Fire Weather Index or in winds over kilometres per hour.

8. Under no circumstances does this permit relieve the permittee of liability forinjury, loss, damages, costs or otherwise which may be caused by lit under this permit.

9. This permit may be cancelled or suspended at any time by the Fire Chief of theCity of Corner Brook Fire Department, a of the Fire Department or aperson authorized by the Fire Chief.

10. A person who fails to comply with the provisions and conditions of this permit isguilty of an offence contrary to Section 10 of the City of Corner Brook FirePrevention (Outdoor Fires) Regulation.

11. A copy of the permit for Outdoor Fire is to be on site where the burning is takingplace and must be shown when requested by a member of the City of CornerBrook Fire Department.

12. This permit is not transferable or otherwise assignable by the permittee.

13. Other conditions as follows:



Final Report

Appendix B: Corner Brook Fire Risk Assessment


Building Name Address Type/Grouping Construction Era

Probability/

Likelihood

Consequence /Severity

Priority Level

EAST END Western Regional Waste Management North Shore Highway Route 450 Industrial 1950 2 3 M (L2)

SPCA Site North Shore Highway Route 450 Storage 1950 1 2 L (L1) Gevin Organization North Shore Highway Route 450 Industrial 1950 1 3 M(L2) NL Highway Depot North Shore Highway Route 450 Industrial 1950 1 3 M(L2) Prince Edward Park North Shore Highway Route 450 Recreational 1950 1 4 L (L1) Mt. Pleasant Cemetary North Shore Highway Route 450 Storage 1950 3 2 M (L2)

6-10 Residences Bearhead Road Residential 1960 2 4 H(L3) Stan Dawe Building Supplies Riverside Drive Commerical 1930 1 4 H(L3)

E.L Bugden Riverside Drive Commerical 1950 2 3 M (L2) Needs Gas Bar/Propane Riverside Drive Commerical 1960 3 4 E(L4) Motel Riverside Drive Commerical 1960 1 3 M(L2) Atlantic Ready Mix Riverside Drive Industrial 1960 3 3 H (L3) Noton Enterprise Riverside Drive Commercial 1970 2 3 M (L2) Humber Road Residental Humber Road Residential 1940 3 3 H (L3) Lafarge Riverside Drive Industrial 1970 3 2 M (L2) Pollett Building Riverside Drive Commercial 1970 4 3 H (L3) Coop Housing, Duplex Humber Road Residential 1990 1 4 H(L3) Imacaulate Heart of Mary Humber Road Church 1960 4 3 H (L3) Commerical Section Humber Road, at Charles Street Commercial 1970 3 3 H (L3) Pet Store, Tire Shop, Food Tacke out, Colemans

Commercial 1960 1 3 M((L2)

Old Residental Humber Road apts, old Humber Road Residential 1950 4 3 H (L3) Tin Man Fabrication Shop, Propane Tankers

Humber Road Industrial 1970 1 3 M(L2)

New residental condos Older Humber Road Residential 2014 1 3 M(L2) Harbour Grounds Café Humber Road Commerical 2010 1 1 L (L1)


Probability/

Likelihood


Priority Level

Barnes Sporting Good, Gear Shop Humber Road Commerical 1960 1 3 M(L2) Lucky Star Humber Road Commerical 1960 1 3 M(L2) Old CBC Building Premier Drive Industrial 1960 1 1 L (L1) Mountain View Estates Premier Drive Patient Care 2000 4 4 E (L4) Jehovah Witness Church Premier Drive Church 1980 2 1 L (L1) Houses Humber Heights Residential 1960 3 3 H (L3) Apt. Building Veteran Square Residential 1960 3 3 H (L3) Long Term Care Premier Drive Residential 2013 1 3 M(L2) Apt. Building Fudge's Road 3 Story 1970 3 3 H (L3) Apt. Building Fudge's Road 2 Story 1970 3 3 H (L3) Storage Premier Drive 1970 L (L1) Premier Siding Premier Drive Commerical 1960 1 3 M(L2) Apt. Building Olympic Place Residential 1970 2 3 M (L2) Nelsau Mart Premier Drive Commerical 1970 1 1 L (L1) Pentecontal Church Premier Drive Church 1960 1 3 M(L2) Salvation Army Church Premier Drive Church 1960 1 2 L (L1) Anglican Church Premier Drive Church 1960 1 2 L (L1) Ultramar Gas Confederation Drive Gas 1970 3 3 H (L3) Tourist Chalet Confederation Drive Store 1960 1 2 L (L1) United Rentals Maple Valley Road Commerical 1990 3 4 E(L4) Carpet Flooring Store Maple Valley Road Commerical 1990 1 3 M(L2) Nova Recycling Maple Valley Road Commerical 1980 5 3 E (L4) Brookfield Maple Valley Road Commerical 1980 1 2 L (L1) Action Maple Valley Road Commerical 2010 1 2 L (L1) KC Reid Maple Valley Road Industrial 2010 1 3 M(L2) Total Coverage Maple Valley Road Commerical 2010 1 1 L (L1) NL Power Maple Valley Road Industrial 2010 1 3 M(L2) Timco Mall Maple Valley Road Commerical 2010 1 3 M(L2) Meineke Garage Maple Valley Road Commerical 2000 1 3 M(L2)


Probability/

Likelihood


Priority Level

Seaply Sales Maple Valley Road Commerical 1970 2 3 M (L2) NAPA Auto Parts Maple Valley Road Commerical 2010 1 3 M(L2) Auto Pro Experts Maple Valley Road Commerical 2010 1 3 M(L2) Vancant Retail Maple Valley Road Commerical 2010 1 1 L (L1) Mel's Autobody Maple Valley Road Industrial 2000 1 3 M(L2) Tractor Truck Plant Maple Valley Road Commerical 1990 1 4 H(L3) Speedy Auto Glass Maple Valley Road Commerical 1990 1 2 L (L1) West Coast Escavating Maple Valley Road Commerical 1990 1 3 M(L2) Power Electrical Maple Valley Road Commerical 1970 1 3 M(L2) Rowe Brothers Carpet Maple Valley Road Commerical 1970 1 3 M(L2) Rideout Tool Maple Valley Road Commerical 1970 1 3 M(L2) Power Tire & Glass Maple Valley Road Commerical 1970 2 3 M (L2) Thruway Muffler Maple Valley Road Commerical 1970 1 3 M(L2) Atlantic Hydraulics Maple Valley Road Commerical 1970 1 3 M(L2) Pafford's Auto Glass Maple Valley Road Commerical 2000 1 3 M(L2) Battlefield Maple Valley Road Commerical 2010 1 4 H(L3) Western C Maple Valley Road Commerical 2010 1 2 L (L1) Hyundai Dealership Hemlock Commerical 2010 1 2 L (L1) Hiscock Manor Clarence Street Patient Care 1980 4 4 E (L4) Transition House Clarence Street Shelter 1980 2 3 M (L2) Mr. Wilson Conf Clarence Street Commercial 1980 2 3 M (L2) Power Electrical Clarence Street Commercial 1960 1 2 L (L1) United Church Clarence Street Church 1960 1 3 M(L2) Nissan Confederation Drive Commercial 2016 1 3 M(L2) Ford Confederation Drive Commercial 2014 1 3 M(L2) Kent Building Supplies Confederation Drive Commercial 2010 1 3 M(L2) Winners Confederation Drive Commercial 2016 1 2 L (L1) City Tire Confederation Drive Commercial 1970 3 3 H (L3) Dominion Murphy Square Commercial 2010 3 4 E(L4)


Probability/

Likelihood


Priority Level

Canadian Tire Murphy Square Commercial 2010 2 4 H(L3) Restaurants Murphy Square Commercial 2010 4 4 E (L4) Can Tire Gas Bar Murphy Square Gas 2010 1 4 H(L3) Walmart/Staples Murphy Square Commercial 2010 2 3 M (L2) Humber Elemtary St. Marks Ave school 1960 4 3 H (L3) G.C Rowe St. Marks Ave school 1980 4 3 H (L3) Western Toyota Confederation Drive Commerical 2015 1 3 M(L2) Mazda/Honda Confederation Drive Commerical 2010 1 4 H(L3) Dennis GM Confederation Drive Commerical 2010 1 3 M(:2) Kia Confederation Drive Commerical 2000 1 3 M(L2) Cohen's Furt Confederation Drive Commerical 2010 2 3 M (L2) GCR Confederation Drive Commerical 2010 1 3 M(L2) Toromont Cat Confederation Drive Commerical 1980 4 3 H (L3) Harvey's Confederation Drive Industrial 1970 4 3 H (L3) Corner Brook Plaza Confederation Drive Commerical 1970 4 3 H (L3) McDonald's Confederation Drive Food 1970 3 3 H (L3) Quality Inn Confederation Drive Hotel 1970 4 4 E (L4) Comfort Inn Confederation Drive Hotel 1980 4 4 E (L4) Irving Gas Confederation Drive Gas 1960 3 3 H (L3) Locke's Electrical Hemlock Industrial 1960 3 3 H (L3) Poly Bead Hemlock Commerical 1990 1 3 M(L2) Winmar Hemlock Commerical 2010 1 2 L (L1) Western Health West Valley Road Commerical 1960 2 3 M (L2) Blomidon Golf Club West Valley Road Commerical 1960 1 2 L (L1) Colonial Apts West Valley Road Residential 1960 2 3 M (L2) Humber Nurseries West Valley Road Commerical 1960 1 3 M(L32) Western Memorial Regional Hospital Brookfield Avenue Industrial 1960 4 4 E (L4) Western Health Fern Street Commerical 1960 1 3 M(L2) Church Montgomery Street Industrial 1960 1 3 M(L2)


Probability/

Likelihood


Priority Level

St. Gerard's School Montgomery Street Industrial 1960 2 3 M (L2) Condo's Reid Street Residential 2010 1 4 H(L3) Apt. Building West Valley Road Residential 2010 2 4 H(L3) West Valley Gardens West Valley Road Residential 1 4 H(L3) Montgomery Street Apartments Montgomery Street Residential 2 3 M (L2) Glynmill Inn Cobb Lane Industrial 1960 3 4 E(L4) RC Armories O'Connell Drive Assemb 1960 1 3 M(L2) Old Hospital Hospital Hill Commerical 1950 1 4 H(L3) Western Star West Street Commerical 1970 1 4 H(L3) Tim Hortons West Street Commerical 2010 1 3 M(L2) Goodhouse Mall West Street Commerical 1960 2 4 H(L3) N/A 100 West Street Comm/Res 1960 2 3 M (L2) Echo Lodge West Street Assembly 1960 1 2 L (L1) N/A 90 West Street Com/Res 1960 2 3 M (L2) N/A 96 West Street Com/Res 1960 2 3 M (L2) N/A 83 West Street Com/Res 1960 2 3 M (L2) N/A 82 West Street Com/Res 1960 2 3 M (L2) KFC West Street Commerical 1960 2 2 L (L1) Louis Gees West Street Com/Res 1960 2 2 L (L1) Ultramar Gas West Street Commerical 1970 1 4 H(L3) Royal Bank West Street Commerical 1980 1 2 L (L1) Bargain Shop West Street Commerical 1970 1 4 H(L3) Greendwood Inn West Street Commerical 1970 3 4 E(L4) n/a 41, 47, 43, 39, 31, 29, 27 Com/Res 1970 2 4 H(L3) N/A 21, 19, 17 Com/Res 1970 2 4 H(L3) Legion West Street Assembly 1970 1 2 L (L1) BMO West Street Commerical 1970 1 3 M(L2) Seven Seas West Street Com/Res 1970 1 2 L (L1) City Pharm West Street Com/Res 1970 1 2 L (L1)


Probability/

Likelihood


Priority Level

City Hall Park Street Commerical 2010 1 4 H(L3) Sorrentos Park Street Commerical 1990 1 3 M(L2) Apartments Park Street Residential 1990 2 4 H(L3) United Church Park Street Assembly 1950 1 3 M(L2) Office Supply Park Street Commerical 1970 1 2 L (L1) N/A 53 Park Street Commerical 1970 1 3 M(L2) Bennett Hall West Street Commerical 1950 2 3 M (L2) N/a 62 Park Street Commerical 1 2 L (L1) RNC University Drive Assemb 1980 1 3 M(L2) Academy Canada University Drive Assemb 1960 1 4 H(L3) Arts & Culture University Drive Assemb 1960 1 3 M(L2) CB Regional High University Drive Assemb 1960 2 4 H(L3) Grenfell Campus University Drive Assemb 1960 3 4 E(L4) Long Term Care University Drive Industrial 2010 3 4 E(L4) Civic Centre Canada Games Place Assemb 2010 2 4 H(l3) Princess Appts. Wheerler's Road Residential 1970 2 4 H(L3) Demetia Building Wheerler's Road Industrial 2010 1 4 H(L3) N&L H. Corp 9, 10, 35 Carter Ave. Residential 1980 2 3 M (L2) N&L H. Corp 3,7 Pratt Street Residential 1980 2 3 M (L2) N&L H. Corp 12-54 Gilliams Road Residential 1980 2 3 M (L2) N&L H. Corp 25-41 Gilliams Road Residential 1980 2 3 M (L2) Nudawn Apts. Gilliams Road Residential 1980 3 4 E(L4) Hilltop Store Elizabeth Street Com/Res 1980 1 2 L (L1) Church Philip Drive Assemb 1980 1 3 M(L2) R&R Supertte Windsor Street Com/Res 1980 1 3 M(L2) Neville's Store Elizabeth Street Com/Res 1980 1 2 L (L1) N&L H. Corp 13-70 Beothuk Cres. Residential 1980 2 3 M (L2) Elizabeth Terrace Beothuk Cres, Residential 1980 3 4 E(L4) Beothuk Terrace Beothuk Cres, Residential 1980 3 4 E(L4)


Probability/

Likelihood


Priority Level

P.W. Depot Charles Street Commerical 1970 1 3 M(L2) Commerce Court Main Street Commerical 1960 1 3 M(L2) Hotel Corner Brook Main Street Commerical 1960 3 3 H (L3) N/A 48 Main Street Commerical 1960 1 2 L (L1) N/A 46 Main Street Commerical 1960 1 2 L (L1) N/A 45 Main Street Commerical 1960 2 2 L (L1) N/A 44 Main Street Commerical 1960 1 2 L (L1) N/A 42 Main Street Commerical 1960 1 2 L (L1) Furnance Man Main Street Commerical 1960 2 3 M (L2) N/A 40 Main Street Commerical 1960 1 2 L (L1) N/A 38 Main Street Commerical 1960 1 2 L (L1) N/A 35 Main Street Commerical 1960 2 2 L (L1) N/A 34 Main Street Commerical 1960 1 2 L (L1) N/A 33 Main Street Commerical 1960 1 2 L (L1) N/A 31 Main Street Commerical 1960 1 2 L (L1) N/A 29 Main Street Commerical 1960 1 2 L (L1) N/A 28 Main Street Commerical 1960 1 3 M(L2) Village Music Main Street Commerical 1960 1 3 M(L2) Church Directory Main Street Commerical 1960 1 2 L (L1) St. John Evanglist Main Street Assemb 1960 1 4 L (L1) Stan Dawe Building Supplies Main Street Commerical 1960 2 4 H(L3) Bell Aliant Main Street Commerical 1950 2 4 H(L3) n/A 17 Main Street Commerical 1950 1 2 L (L1) n/A 15 Main Street Commerical 1950 1 3 L (L1) n/A 14 Main Street Commerical 1950 3 2 M(L2) n/A 11 Main Street Commerical 1950 1 2 L (L1) n/A 10 Main Street Commerical 1950 3 3 H (L3) CIBC Main Street Commerical 1950 3 3 H (L3) Western Pet Main Street Commerical 1950 3 4 E(L4)


Probability/

Likelihood


Priority Level

Esso Station Main Street Commerical 1950 1 4 H(L3) Millbrook Mall Main Street Commerical 1950 3 4 E(L4) N/A 2 Herald Avenue Commerical 1960 2 3 M (L2) Downtown Med Clinic Herald Avenue Commerical 1960 3 3 H (L3) Herald Tower Herald Avenue Commerical 1960 3 4 E(L4) Salvation Army Herald Avenue Commerical 1960 2 2 L (L1) Westmount Club Herald Avenue Commerical 1960 2 2 L (L1) More For Less Herald Avenue Com/Res 1950 3 3 H (L3) Whelan's Gate Herald Avenue Commerical 1950 3 2 M (L2) Optical Clinic Herald Avenue Commerical 1950 1 2 L (L1) Rustica Broadway Commerical 1950 2 2 L (L1) Supplement Store Broadway Commerical 1950 1 2 L (L1) Nightsounds Broadway Commerical 1950 3 3 H (L3) Sworksky's Broadway Commerical 1950 1 3 M(L2) NL Emporium Broadway Commerical 1950 1 3 M(L2) Old Studio Building Broadway Commerical 1950 3 3 H(L3) N/A 23-27 Broadway Commerical 1950 3 2 M (L2) Office Supply Broadway Commerical 1950 3 2 M (L2) N/A 29 Broadway Commerical 1950 2 3 M (L2) Club 64 Broadway Commerical 1950 1 2 L (L1) Flynn's Pub Broadway Commerical 1950 3 1 L (L1) Glidden Paints Broadway Commerical 2010 1 4 H(L3) Palace Broadway Commerical 1950 3 3 H (L3) Penneyworth Broadway Commerical 1950 3 3 H (L3) Jennifer's Broadway Commerical 1950 3 3 H (L3) Basha Broadway Commerical 1950 2 4 H(L3) Canvas Broadway Commerical 1950 2 3 M (L2) Alteens Building Broadway Commerical 1950 3 3 H (L3) AJ's Broadway Commerical 1950 3 3 H (L3)


Probability/

Likelihood


Priority Level

Christopher's Broadway Commerical 1950 1 3 M(L2) N/A 79 Broadway Commerical 1950 1 4 H(L3) N/A 86 Broadway Commerical 1950 1 4 H(L3) N/A 85 Broadway Commerical 1950 1 4 H(L3) N/A 88 Broadway Commerical 1950 1 4 H(L3) Parts Centre Broadway Commerical 1950 2 3 M (L2) Paint Shop Broadway Commerical 1950 2 4 H(L3) CB Automotive Broadway Commerical 1950 2 3 M (L2) N/A 98 Broadway Commerical 1950 2 3 M (L2) Trophy Shop Broadway Commerical 1950 2 3 M (L2) N/A 103 Broadway Commerical 1950 2 3 M (L2) NL Sushi Broadway Commerical 1950 2 3 M (L2) N/A 119 Broadway Commerical 1950 1 2 L (L1) N/A 121 Broadway Commerical 1950 1 2 L (L1) Fire Dept Broadway Commerical 1960 1 3 M(L2) JR Smallwood Building Regent Square Commerical 1970 3 3 H (L3) Valley Mall Mt. Bernard Avenue Commerical 1970 3 4 E(L4) Old City Hall Mt. Bernard Avenue Commerical 1960 2 2 L (L1) Rogers Cable Mt. Bernard Avenue Commerical 1970 3 3 H (L3) Old Humber Motors Mt. Bernard Avenue Commerical 1970 1 3 M(L2) CB Jr High Mt. Bernard Avenue Assemb 1960 3 4 E(L4) Holy Redeemer Mt. Bernard Avenue Assemb 1960 2 3 M (L2) Xavier House Mt. Bernard Avenue Industrial 1960 2 3 M (L2) Old Presentation School Mt. Bernard Avenue Commerical 1960 2 3 M (L2) N/A 20 Mt. Bernard ave. Commerical 1960 1 2 L (L1) Tim Hortons Mt. Bernard Avenue Commerical 1980 1 3 M(L2) Bunker C Tanks Mt. Bernard Avenue Industrial 1950 1 5 H(L3) RCMP Mt. Bernard Avenue Commerical 1960 2 2 L (L1) Clinic Mt. Bernard Avenue Commerical 1960 1 3 M(L2)


Probability/

Likelihood


Priority Level

Court House Mt. Bernard Avenue Commerical 2010 2 4 H(L3( Gov't Building Mt. Bernard Avenue Commerical 1960 2 4 H(L3) Brewed on Bernard Mt. Bernard Avenue Commerical 1970 3 1 L (L1) Ultramar Mt. Bernard Avenue Commerical 1970 2 4 H(L3) City Motors O'Connell Drive Commerical 1970 2 3 M (L2) Coleman's Gardens O'Connell Drive Commerical 2000 3 4 E(L4) CONA O'Connell Drive Assemb 1970 3 4 E(L4) Senior's Cottages Elizabeth Street Industrial 1970 3 3 H (L3) Selma Carlson Building Elizabeth Street Industrial 1970 3 3 H (L3) Alward Building Union Street Commerical 1970 2 3 M (L2) N/A 3 Union Street Commerical 1970 1 2 L (L1) N/A 7 Union Street Commerical 1970 1 2 L (L1) Mini Mall Union Street Commerical 1970 3 3 H (L3) A&W Rest. Union Street Commerical 1970 3 2 M (L2) Shell Station Union Street Commerical 1970 1 4 H(L3) Press Club Union Street Commerical 1970 2 2 L (L1) Comm. Printing Union Street Commerical 1970 1 3 M(L2) N/A 19 Union Street Commerical 1970 2 3 M (L2) Crane Plumb Union Street Commerical 1970 1 3 M(L2) N/A 23 Union Street Commerical 1970 2 3 M (L2) N/A 24 Union Street Commerical 1970 2 3 M (L2) McGloughlin Union Street Commerical 1970 1 3 M(L2) B&B Sales Union Street Commerical 1970 1 3 M(L2) School Board Wellington Street Commerical 1970 2 3 M (L2) Lions Club Wellington Street Commerical 1970 1 2 L (L1) Son Rise Ministries Wellington Street Assemb 1970 1 3 M(L2) Former VON Wellington Street Commerical 1970 2 2 L (L1) C.C. Loughlin School Citadel Drive Assemb 1970 4 3 H (L3) S.A Citadel O'Connell Drive Assemb 1970 2 3 M (L2)


Probability/

Likelihood


Priority Level

Tim Hortons O'Connell Drive Commerical 1970 1 3 M(L2) City Taxi O'Connell Drive Commerical 1970 1 2 L (L1) Coner Market O'Connell Drive Commerical 1970 2 2 L (L1) Medical Clinic O'Connell Drive Commerical 1970 2 2 L (L1) Apartments O'Connell Drive Residental 1970 2 3 M (L2) Rogers Comm O'Connell Drive Commerical 1970 3 2 M (L2) N/A 297 O'Connell Drive Commerical 1970 1 3 M(L2) Murphy's Bus Depot O'Connell Drive Commerical 1970 3 4 E(L4) N/A 301 O'Connell Drive Commerical 1970 1 3 M(L2) Reliable Ambulance O'Connell Drive Commerical 2000 1 3 M(L2) Day Care O'Connell Drive Commerical 2000 2 3 M (L2) N/A 308 O'Connell Drive Commerical 2000 1 3 M(L2) N/A 310 O'Connell Drive Commerical 2000 1 3 M(L2) N/A 312 O'Connell Drive Commerical 2000 1 3 M(L2) N/A 316 O'Connell Drive Commerical 2000 1 3 M(L2) Sign Pro O'Connell Drive Commerical 2000 2 3 M (L2) Veg. Market O'Connell Drive Commerical 2000 1 3 M(L2) New Holland Equipment O'Connell Drive Commerical 2000 1 3 M(L2) Western Petro O'Connell Drive Commerical 2010 1 4 H(L3) Bell Aliant O'Connell Drive Commerical 2010 2 3 M (L2) Corner Brook Tire O'Connell Drive Commerical 2010 1 4 H(L3) Fairway Auto O'Connell Drive Commerical 2010 1 3 M(L2) K Rock Radio O'Connell Drive Commerical 2010 1 3 M(L2) North Atlantic Gas O'Connell Drive Commerical 2010 1 4 H(L3) Med. Clinic O'Connell Drive Commerical 2010 2 3 M (L2) Speedy Auto Glass O'Connell Drive Commerical 2010 1 3 M(L2) Sunlife Finance O'Connell Drive Commerical 2010 1 3 M(L3) Harris & Rome O'Connell Drive Commerical 2010 2 3 M (L2) Can. Liquid Air O'Connell Drive Commerical 2010 2 3 M (L2)


Probability/

Likelihood


Priority Level

Apartments O'Connell Drive residental 1980 3 4 E(L4) Old Petro Station O'Connell Drive Commerical 1970 1 3 M(L2) Myles Conf. O'Connell Drive Commerical 1970 1 3 M(L2) Castle Carpet O'Connell Drive Commerical 1980 1 3 M(L2) Notre Dame Castle O'Connell Drive Commerical 1980 2 4 H(L3) CPA Manor Reids Road Industrial 1980 4 3 H (L3) Joe Mullins Building Boone's Road Industrial 1980 2 3 M (L2) Humber Wood Building Boone's Road Industrial 1980 2 3 M (L2) Church Park Drive Assemb 1980 1 3 M(L2) Career Academy Building Park Drive Commerical 1980 2 3 M (L2) Country Haven Funeral Home Country Road Commerical 1980 1 3 M(L2) Conf. Store Country Road Com/Res 1970 1 3 M(L2) N&L H. Corp 18-43 Hendon Drive Residental 1970 2 3 M (L2) N&L H. Corp 22-80 Farmdale Road Residental 1970 2 3 M (L2) Conf. Store Country Road Com/Res 1970 1 3 M(L2) Old Gas Station Country Road Commerical 1970 1 3 M(L2) Old Home Hardware Country Road Com/Res 1990 2 3 M (L2) Forestside Manor Forestside Industrial 1990 3 3 H (L3) Sobey's Fast Fuel Country Road Commerical 1990 1 4 H(L3) West Building Supplies Poplar Road Commerical 1960 2 3 M (L2) Woman's Centre Caribou Road Industrial 1960 3 3 H (L3) Yates & Woods Caribou Road Commerical 1960 1 2 L (L1) Coleman's Groc. Caribou Road Commerical 1960 3 4 E(L4) Coleman's Admin Caribou Road Commerical 1960 2 3 M (L2) Night Club Caribou Road Commerical 1960 1 3 M(L2) Music Store Caribou Road Commerical 1960 1 3 M(L2) Corner Brook Pulp and Paper Lewin Parkway Commerical 1950 4 4 E (L4) Irving Station Mill Road Commerical 1960 1 4 H(L3) N/A Gullages Lane Commerical 1960 2 3 M (L2)


Probability/

Likelihood


Priority Level

Old CB Garage Brook street Commerical 1960 2 3 M (L2) Steers Brook street Commerical 1960 4 3 H (L3) N/A 10 Brook Street Commerical 1960 3 3 H (L3) Steers 14 Brook Street Commerical 1960 4 3 H (L3) N/A 20 Brook Street Commerical 1960 2 3 M (L2) Lucky's Pub Lester Commerical 1960 1 3 M(L2) Mun Assessment Brook street Commerical 1960 1 3 M(L2) Blanchards Brook street Commerical 1960 2 3 M (L2) Gov't Building Brook street Commerical 1960 1 3 M(L2) N/A 27, 25 Brook Street Commerical 1960 2 3 M (L2) Kerr Brook street Commerical 1960 2 3 M (L2) N/A 40 Brook Street Commerical 1960 2 3 M (L2) N/A 34 Brook Street Commerical 1960 1 3 M(L2) Conways Towing Commerical Street Commerical 1960 2 3 M (L2) Steers Commerical Street Commerical 1960 4 3 H (L3) Foundry Commerical Street Commerical 1960 2 3 M (L2) N/A 22 Commerical Street Commerical 1960 1 3 M(L2) Colonial Garage Commerical Street Commerical 1960 1 3 M(L2) Twin Peaks Commerical Street Commerical 1960 1 4 H(L3) Vet Clinic Commerical Street Commerical 1960 1 3 M(L2) N/A 11 Commerical Street Commerical 1960 1 3 M(L2) N/A 6 Commerical Street Commerical 1960 2 3 M (L2) Marine Contractors White Lakes Road Commerical 2000 1 4 H(L3) Parts for Trucks White Lakes Road Commerical 2000 1 4 H(L3) Sameday Courier White Lakes Road Commerical 2000 2 3 M (L2) Gov't Building White Lakes Road Commerical 2000 1 3 H(L3) Day & Ross White Lakes Road Commerical 2000 2 4 H(L3) HV Paving White Lakes Road Commerical 2000 1 3 M(L2) Clyde Way Truck White Lakes Road Commerical 2000 4 3 H (L3)


Probability/

Likelihood


Priority Level

N/A White Lakes Road Commerical 2000 1 3 M(L2) Murphy's Trans. White Lakes Road Commerical 2000 2 3 M (L2) Midland Trans. White Lakes Road Commerical 2000 2 3 M (L2) Superior Propane White Lakes Road Commerical 2000 2 4 H(L3) Transport Ariceen Place Commerical 2000 1 3 M(L2) N/A Ariceen Place Commerical 2000 1 3 M(L2) Can Gro Ariceen Place Commerical 2000 1 3 M(L2) Marine Crushers Lewin Parkway Commerical 2000 1 3 M(L2) Western Motor Sports Lundrigan Drive Commerical 2010 1 4 H(L3) Marble RV Lundrigan Drive Commerical 2010 1 4 H(L3) Western Col. Lundrigan Drive Commerical 2010 1 4 H(L3) Family Fun Park Lundrigan Drive Commerical 2010 2 3 M (L2) N/A 51 Lundrigan Drive Commerical 2010 1 3 M(L2) Dept Highways Depot Lundrigan Drive Commerical 2010 1 4 H(L3) N/A 28 Lundrigan Drive Commerical 2010 1 3 M(L2) Construction 30 Lundrigan Drive Commerical 2010 1 3 M(L2) Vision Elect Lundrigan Drive Commerical 2010 1 4 H(L3) CB Repairs Lundrigan Drive Commerical 2010 1 3 M(L2) D Gardiner Lundrigan Drive Commerical 2010 1 3 M(L2) N/A 16 Lundrigan Drive Commerical 2010 1 3 M(L2) Cross Country Ski Lundrigan Drive Commerical 2010 4 3 H (L3) D&D Sales Lundrigan Drive Commerical 2010 2 3 M (L2) Rugged Edge Lundrigan Drive Commerical 2010 1 4 H(L3) N/A 9 Lundrigan Drive Commerical 2010 1 3 M(L2) N/A 7 Lundrigan Drive Commerical 2010 1 4 H(L3) Self Storage Lundrigan Drive Commerical 2010 1 4 H(L3) Household Movers Lundrigan Drive Commerical 2010 1 4 H(L3) Northwest Plumbing Lundrigan Drive Commerical 2010 1 3 M(L2) Western Steel Lundrigan Drive Commerical 2010 2 4 H(L3)


Probability/

Likelihood


Priority Level

Transport 2 Lundrigan Drive Commerical 2010 1 4 H(L3) n/A 6 Tipping Pond Commerical 2010 1 3 M(L2) N/A 11 Tipping Pond Commerical 2010 1 3 M(L2) J&J 9 Tippings Pond Commerical 2010 1 3 M(L2) N&L H. Corp 15 Crestview Avenue residental 1970 4 3 H (L3) N&L H. Corp 19 Crestview Avenue residental 1970 4 3 H (L3) N&L H. Corp 23 Crestview Avenue residental 1970 4 3 H (L3) N&L H. Corp 25 Crestview Avenue residental 1970 4 3 H (L3) N&L H. Corp 27 Crestview Avenue residental 1970 4 3 H (L3) N&L H. Corp 28 Crestview Avenue residental 1970 4 3 H (L3) N&L H. Corp 32 Crestview Avenue residental 1970 4 3 H (L3) N&L H. Corp 33 Crestview Avenue residental 1970 4 3 H (L3) N&L H. Corp 36 Crestview Avenue residental 1970 4 3 H (L3) N&L H. Corp 38 Crestview Avenue residental 1970 4 3 H (L3) N&L H. Corp 20 Walsh Street residental 1970 4 3 H (L3) N&L H. Corp 22 Walsh Street residental 1970 4 3 H (L3) N&L H. Corp 24 Walsh Street residental 1970 4 3 H (L3) N&L H. Corp 25 Walsh Street residental 1970 4 3 H (L3) N&L H. Corp 26 Walsh Street residental 1970 4 3 H (L3) N&L H. Corp 27 Walsh Street residental 1970 4 3 H (L3) N&L H. Corp 28 Walsh Street residental 1970 4 3 H (L3) N&L H. Corp 29 Walsh Street residental 1970 4 3 H (L3) N&L H. Corp 30 Walsh Street residental 1970 4 3 H (L3) N&L H. Corp 33 Walsh Street residental 1970 4 3 H (L3) N&L H. Corp 25 Walsh Street residental 1970 4 3 H (L3) N&L H. Corp 44 Bayview Heights residental 1970 4 3 H (L3) N&L H. Corp 66 Bayview Heights residental 1970 4 3 H (L3) N&L H. Corp 2-25 Centennial Place residental 1970 4 3 H (L3) Fillatres Funeral Home Curling Street Commerical 1970 2 3 M (L2)


Probability/

Likelihood


Priority Level

Halls Plumb Curling Street Commerical 1970 1 3 M(L2) JJ Curling School Woodbine Avenue Assemb 1970 3 3 H (L3) Sparks Truck O'Connell Drive Commerical 1970 2 3 M (L2) Auto Salvage O'Connell Drive Commerical 1970 2 3 M (L2) Western Motor Sports O'Connell Drive Commerical 1970 2 3 M (L2) Leggo's Const O'Connell Drive Commerical 1970 1 3 M(L2) Lohen's Complex O'Connell Drive Industrial 1970 4 3 H (L3) Bud's Auto Body O'Connell Drive Commerical 1970 2 3 M (L2) Fuel Tank Farm Leggo's Lane Commerical 1970 2 5 E(L4) Coleman's Water Street Commerical 1970 1 4 H(L3) n/A 257 Griffen Drive Commerical 1970 1 3 M(L2) Superior Auto Griffen Drive Commerical 1970 1 3 M(L2) Barry's Cold Storage Griffen Drive Commerical 1970 2 4 H(L3) Barry's Fish 392 Griffen Drive Commerical 1970 1 3 M(L2) Barry's Fish 405 Griffen Drive Commerical 1970 2 4 H(L3) Barry's Fish 413 Griffen Drive Commerical 1970 2 4 H(L3) Power Vac Curling Street Commerical 1970 1 3 M(L2) Old Clinic Curling Street Commerical 1970 1 3 M(L2) Youth Home Curling Street Inst. 1970 2 3 M (L2) Parsons Realty Curling Street Commerical 1970 1 3 M(L2) C&M Const Curling Street Commerical 1970 1 3 M(L2) Foxe's Store Curling Street Commerical 1970 3 3 H (L3) Curling Ranger Club Curling Street Commerical 1970 2 3 M (L2) Power Equipment Curling Street Commerical 1970 1 3 M(L2) N/A 352 Curling Street Com/Res 1970 1 3 M(L2) Service Station Curling Street Commerical 1970 1 4 H(L3) Church Curling Street Assemb 1970 1 4 H(L3) church Curling Street Assemb 1970 1 4 H(L3) Sacred Heart School Curling Street Assemb 1970 3 4 E(L4)


Probability/

Likelihood


Priority Level

N/A 22 Killick Place residental 1970 3 3 H (L3) Barry's Fish 415 Griffen Drive Commerical 1970 2 4 H(L3) Barry's Fish Griffen Drive Commerical 1970 2 4 H(L3) Esso Tank Farm Connors Road Commerical 1970 2 5 E(L4) Conf Store Petries Street Commerical 1970 1 3 M(L2) Yacht Club Pikes Ave Commerical 1970 2 4 H(L3) Conf Store Petries Street Commerical 1970 1 3 M(L2) N&L H. Corp 3 McLeods Lane residental 1970 2 3 M (L2) N&L H. Corp 5 McLeods Lane residental 1970 2 3 M (L2) N&L H. Corp 9 McLeods Lane residental 1970 1 3 M(L2) N&L H. Corp 15 McLeods Lane residental 1970 1 3 M(L2) N&L H. Corp 8 McLeods Lane residental 1970 1 3 M(L2) N&L H. Corp 10 McLeods Lane residental 1970 2 3 M (L2) N&L H. Corp 16 McLeods Lane residental 1970 1 3 M(L2) N&L H. Corp 17 McLeods Lane residental 1970 1 3 M(L2) N&L H. Corp 18 McLeods Lane residental 1970 2 3 M (L2) N&L H. Corp 19 McLeods Lane residental 1970 1 3 M(L2) N&L H. Corp 23 McLeods Lane residental 1970 1 3 M(L2)



Final Report

Appendix C: Fire Prevention and Education Priority Worksheet




Final Report

Fire Prevention and Education Priority Setting Worksheet Priority Status Effectiveness, Goals/Objectives

Fire Safety Priority

Current fire prevention / public education programs that address the

fire safety priority

Existing programs adequately address the fire safety priority

Y/N

If No, reallocate resources and/or implement additional fire prevention or public education program / activities.

Fire Prevention (inspection)

Activities

Public Education Activities

Fire Prevention (Inspection)

Activities

Public Education Activities

1) (a) Extreme & High Fire Risk Level Occupancies

None None N Conduct fire code inspections Fire Safety plan review and enforcement

Targeted Senior appropriate fire safety activities. Kitchen Fire Safety Fire safety training for employees of care and treatment facilities

2) (b) Moderate Risk Occupancies


Targeted Senior appropriate fire safety activities Kitchen Care Fire safety training for employees

1) (c) Low Risk Occupancies


Targeted Senior appropriate fire safety activities Kitchen Fire Safety Fire safety training for employees

2) Residential Chimney Fires

None Fire Prevention Week Open House Fire Safety Brochures

N Home Inspection Upon Request

Home fire safety information blitz in affected areas Smoke/CO Alarm Program

3) Language Barriers

None English fire safety information

N None Produce fire safety literature in other appropriate languages

4) Vulnerable Occupants and Seniors

Limited General fire safety information

N Inspections upon request/ complaint

Targeted Senior appropriate fire safety activities Kitchen Fire Safety Extinguisher training

5) Cooking fires None None N Home Inspection upon

request Kitchen Fire Safety Extinguisher training




Final Report

Appendix D: Corner Brook Fleet and Major Equipment




Final Report

Fleet Inventory

# Apparatus Type In Service Year

Removed From

Service

Expected Replacement

Year

Estimated Replacement

Cost

Pump volume GPM or LPM)

812 2015 - Pierce Custom Pumper Engine Cummins TSL = 450 hp Pump – 1500Gpm Water 1000 gal Class A Foam System. Auto Trans

2015

1500 GPM

803 2013 — Carl Thibault (Custom) Sparton C & C Engine Cummins TSL = 450 hp Pump = Hale 1500 Gpm Water = 500 gal Foam Pro System = 20 gal (Class A Only) Auto Trans

2013

1500GPM

811 Man. Metal Fab 1998 International 4900 Series Pumper/Rescue 300 HP International Engine 625 Gpm Hale Pump 250 Gal tank No Foam System Auto Trans

1998

Summer 2017 $300,000 825GPM

801 Manf.- Carl Thibault 5000 L 1996 International 4900 Series 300 HP International Engine 500 Gal Water Tank No Foam 1050 GPM Pump Auto Trans

1997

2018 1250GPM




Final Report

# Apparatus Type In Service Year

Removed From

Service


Year

Estimated Replacement

Cost

Pump volume GPM or LPM)

809 Manf. — Carl Thibault 6000 LHME Custom Chassis 75 Foot Ladder 350 Gal Water Foam System 1500 GPM Pump Auto Trans

2004

1250GPM

1 2016 Three Quarter Ton Chev Quad Cab Pick- Up (Deputy Chief`s Vehicle) 2016

2 2012 Half Ton (2016 GMC Pick-Up 2016 odometer – 59,000 km (ADC`s Truck)

2012

4 2011 Dodge Mini Van Fire Prevention Vehicle 2016 odometer – 61,000 km

2011

5 2010 Three quarter ton Dodge quad cab Pick-up Support Vehicle 2016 odometer – 59,000 km Usage - basic fire ground support, crew and equipment transfer

2010

28ft Haz-Mat Response Trailer Unit Fire and Emergency Services Program Country Trailer Sales (1999) Ltd, 2003 The unit is provincially owned, and regionally used

2003




Final Report

Major Equipment Inventory

Equipment Type Year Purchased

Original Purchase

Cost Expected Replacement Year


Cost Breathing Air Compressor 2015 $64,000 2030 ? Thermal Imaging Camera MSA 2005 $14,000 2017 $6,000 Thermal Imaging Camera Bullard 2010 $16,000 2020 $12,000 Ice water Rescue Equipment 2015 $20,000 As required ? High Angle Rescue Equipment 2005 $30,000 As required ? PPVFans (4) 2005 - 2012 $12,000 1 in 2017 $3,000 Ground Monitors (2 Units) 2015 $7,000 2020

Chain saws and Vent saw (3 units) 2000-2015 $2,000 1 in 2017 $3,000 Bunker Gear (Pants and Jacket) 48 sets 2005-2015

10 sets per year for four years

SCBA Scott AP 50 2002 $36,000 SCBA Scott AP 75 2012 $30,000 In process of developing replacement Plan Homatro Vehicle Ext Gear 2000 $20,000

Homatro Vehicle Ext Gear (Core) 2013 $40,000 2020 Air Lifting Bags 2012 $15,000

Complete Radio System 2015 $51,000 2020 Confined Space Rescue Equipment 2013/2015 $30,000 As required




Final Report

Appendix E: Corner Brook Operation Guideline Running Order




Final Report

Operation Guideline Running Order In City Calls (E2) Engine 2 (R3) Engine/Rescue 3

1. Driver 1. Driver

2. Captain 2. Lieut

3. Hydrant/line 3. FF/SCBA

4. FF 4. FF

5. FF/Ladder 9 driver In City – Commercial/Institutional (E2) Engine 2 (R3) Engine/Rescue 3 (L9) Ladder 9

1. Driver 1. Driver 1. Driver

2. Captain 2. Lieut

3. Hydrant/line 3. FF/SCBA

4. FF 4. FF

5. FF MVC (TCH) Outside City Limits (E2) Engine 3 Unit 5

1. Driver 1. Driver

2. Lieut 2. Captain

3. FF/SCBA 3. Hydrant

4. FF 4. FF/Ladder 809 driver

5. FF Vehicle Fire (TCH) Outside City Limits (E1) Engine 1 Unit 805

1. Driver 1. Driver

2. Lieut 2. Captain

3. FF/SCBA 3. Hydrant

4. FF 4. FF/ Ladder 9

5. FF 2nd Run (E1) Engine 1 Special Ops 11

1. Driver 1. Driver

2. Capt 2. FF

3. Hydrant

4. FF/SCBA

5. FF




Final Report

Appendix F: Fire and Emergency Services – Newfoundland and Labrador




Final Report

Fire & Emergency Services Instructor (FESI) for Defensive Firefighting (Basic)

Basic Fire Inspection

Marine Firefighting for Land-Based Firefighters

NFPA 1002, Fire Apparatus Driver/Operator - Driver Training

NFPA 1002, Fire Apparatus Driver/Operator - Hydraulics Calculations

NFPA 1002, Fire Apparatus Driver/Operator – Pump Operations

Fire Department Operations

Emergency, Fire and Falls Prevention Train the Trainer

NFPA 1021, Fire Officer INFPA 1021, Fire Officer I

NFPA 472, Hazardous Materials - Awareness and Operational Level

NFPA 1041, Fire and Emergency Services Instructor - Level I (5-Day)

NFPA 1041, Fire and Emergency Services Instructor - Level II (5-Day)

SCBA Fit Testing Train the Tester

NFPA 1001, - Firefighter Level I

NFPA 1001, - Firefighter Level II

Certification Testing for NFPA 1001 - Firefighter I and FireFighter II

Certification Testing for NFPA 472, Hazardous Materials - Awareness Level

Certification Testing for NFPA 472, Hazardous Materials - Operations Level

Certification Testing for NFPA 1002, Standard on Fire Apparatus Driver/Operator Professional Qualifications – Pumper Level

Incident Command System 100 and 200 (ICS 100 and 200)

Vehicle Traffic Management

Defensive Firefighting

Air Brake Endorsement

NFPA 1006, Standard for Technical Rescuer Professional Qualifications, 2008 Edition – Vehicle and Machinery Rescuer Level I (3 Day Program)

SCBA Training

NFPA 1031, Fire Inspector Code Enforcement – (5 Day Program)


http://www.gov.nl.ca/fes/training/fpcourses.html#fesi

http://www.gov.nl.ca/fes/training/fpcourses.html#inspection

http://www.gov.nl.ca/fes/training/fpcourses.html#land

http://www.gov.nl.ca/fes/training/fpcourses.html#driver

http://www.gov.nl.ca/fes/training/fpcourses.html#hydraulics

http://www.gov.nl.ca/fes/training/fpcourses.html#pump

http://www.gov.nl.ca/fes/training/fpcourses.html#operations

http://www.gov.nl.ca/fes/training/fpcourses.html#effptt

http://www.gov.nl.ca/fes/training/fpcourses.html#officer1

http://www.gov.nl.ca/fes/training/fpcourses.html#hazardous

http://www.gov.nl.ca/fes/training/fpcourses.html#cert5

http://www.gov.nl.ca/fes/training/fpcourses.html#cert6

http://www.gov.nl.ca/fes/training/fpcourses.html#scba

http://www.gov.nl.ca/fes/training/fpcourses.html#level1

http://www.gov.nl.ca/fes/training/fpcourses.html#level2

http://www.gov.nl.ca/fes/training/fpcourses.html#ct1001

http://www.gov.nl.ca/fes/training/fpcourses.html#ct472a

http://www.gov.nl.ca/fes/training/fpcourses.html#c472ol

http://www.gov.nl.ca/fes/training/fpcourses.html#C1002

http://www.gov.nl.ca/fes/training/fpcourses.html#C1002

http://www.gov.nl.ca/fes/training/fpcourses.html#ics

http://www.gov.nl.ca/fes/training/fpcourses.html#traffic

http://www.gov.nl.ca/fes/training/fpcourses.html#defensive

http://www.gov.nl.ca/fes/training/fpcourses.html#airbrake

http://www.gov.nl.ca/fes/training/fpcourses.html#extrication

http://www.gov.nl.ca/fes/training/fpcourses.html#extrication

http://www.gov.nl.ca/fes/training/fpcourses.html#scbatraining

http://www.gov.nl.ca/fes/training/fpcourses.html#1031

FINAL REPORT - Corner Brook...3 1-888-707-6629 or 519-657-0614 The City of Corner Brook Corner Brook...

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