Town of Peace River Fire Services Strategic Plan and Recommendations

February 21, 2016 Final Report and Recommendations

Presented By: Transitional Solutions Inc. 1-888-900-0874

www.tsi1 -inc.ca

LETTER OF TRANSMITTAL

February 21, 2016

Mr. Chris Parker CAO, Town of Peace River P.O Box 6600 Peace River, AB T8S 1S4

Re: Peace River Fire Services Strategic Plan Report and Recommendations

Dear Mr. Parker,

We are pleased to present you and your committee with the Peace River Fire Services Strategic Plan and Recommendations.

Over the past months we have reviewed, assessed and developed a series of recommendations for the Town of Peace River Fire Services in an effort to increase the efficiency and effectiveness of the department and to bring it to the level that minimizes risk while maximizing fire services to the community.

We feel we have captured the intent and the objectives of your original request for proposal and invite any comments on the attached report.

Respectfully,

Erica Thomas President, Transitional Solutions Inc.

LETTER OF TRANSMITTAL ...... 2

ACKNOWLEDGEMENTS ...... 6

EXECUTIVE SUMMARY ...... 7

SECTION 1 - PROJECT PLAN AND UNDERSTANDING ...... 10

1.1 PROJECT PLAN ...... 10 1.2 SCOPE OF THE PROJECT ...... 10 1.3 TIMELINE ...... 11

SECTION 2 – AREA RISKS ...... 12

2.1 ASSESSING THE RISKS? ...... 12 2.2 DEFINITIONS ...... 12 2.3 RISK ASSESSMENT WORKSHEET - TOWN OF PEACE RIVER ...... 15 2.4 AREA DEMOGRAPHICS ...... 17 2.4.1 GEOGRAPHY ...... 17 2.4.2 POPULATION...... 17 2.4.3 RESIDENTIAL ...... 18 2.4.4 INDUSTRIAL/COMMERCIAL ...... 19 2.4.5 TRANSPORTATION ...... 19 2.4.6 ASSEMBLY OCCUPANCIES ...... 20 2.4.7 WATER RISK...... 20 2.5 STAKEHOLDER INVOLVEMENT ...... 20 2.5.1 START UP MEETING ...... 20 2.5.2 INTERVIEWS ...... 20 2.5.3 AREA EVALUATION ...... 21 2.5.4 INTERVIEW NOTES SUMMARY ...... 21

SECTION 3 - SERVICE LEVEL ...... 22

3.1 INTRODUCTION ...... 22 3.2 EMERGENCY SERVICES OVERVIEW ...... 22 3.3 GAP ANALYSIS...... 24 3.3.1 FIRE DEPARTMENT OPERATIONS ...... 24 3.3.2 PREVENTION ...... 25 3.3.3 EDUCATION ...... 25

SECTION 4 - STAFFING LEVEL ...... 26

4.1 INTRODUCTION ...... 26 4.2 CURRENT STAFFING LEVEL ...... 26 4.3 GAP ANALYSIS...... 29

SECTION 5 - FACILITIES AND EQUIPMENT ...... 31

5.1 FIRE SERVICE FACILITIES ...... 31 5.2 FIRE DEPARTMENT APPARATUS ...... 31 5.3 RECOMMENDATIONS ...... 32

SECTION 6 - REGIONALIZATION / EXPANDED SERVICES ...... 34

6.1 INTRODUCTION ...... 34 6.2 FINDINGS ...... 34

SECTION 7 - FIRE DEPARTMENT ORGANIZATION ...... 36 7.1 FIRE DEPARTMENT MANAGEMENT TEAM ...... 36 7.2 STRENGTHS ...... 37 7.3 OPPORTUNITIES FOR IMPROVEMENT (GAPS) ...... 37

SECTION 8 - OPERATING AND CAPITAL BUDGETS ...... 39 8.1 OPERATING BUDGET ...... 39 8.2 CAPITAL BUDGET ...... 39 8.3 RECOMMENDATIONS ...... 39

SECTION 9 - LONG RANGE CAPITAL FACILITY AND EQUIPMENT ...... 40 9.1 FACILITY ...... 40 9.2 EQUIPMENT ...... 40 9.3 GAP ANALYSIS LONG RANGE CAPITAL FACILITY AND EQUIPMENT ...... 40

SECTION 10 - TRAINING AND PERFORMANCE ...... 42 10.1 CORE TRAINING ...... 42 10.2 INCIDENT COMMAND TRAINING ...... 44 10.3 SAFETY CODES ...... 44 10.4 SPECIALIZED TRAINING ...... 45 10.5 TRAINING ...... 46

SECTION 11 - ALBERTA HEALTH EMERGENCY CALL SYSTEM ...... 49

SECTION 12 - BENCHMARKING ...... 50

SECTION 13 - DISASTER SERVICES PLAN ...... 52

SECTION 14 - SOP'S, EQUIPMENT AND MAINTENANCE STANDARDS ...... 54 14.1 STANDARD OPERATING PROCEDURES ...... 54 14.2 EQUIPMENT ...... 55 14.3 MAINTENANCE ...... 55

SECTION 15 – GAP ANALYSIS (TERMS OF REFERENCE - TOR) ...... 57 TOR 15.1 GAP ANALYSIS – SERVICE LEVEL ...... 57 TOR 15.2 GAP ANALYSIS – STAFFING LEVELS...... 60 TOR 15.3 GAP ANALYSIS – FACILITIES AND EQUIPMENT ...... 61 TOR 15.4 GAP ANALYSIS – REGIONALIZATION/EXPANDED SERVICES ...... 62 TOR 15.5 GAP ANALYSIS – FIRE DEPARTMENT ORGANIZATION ...... 63 TOR 15.6 GAP ANALYSIS – OPERATING AND CAPITAL BUDGETS ...... 64 TOR 15.7 GAP ANALYSIS – LONG RANGE CAPITAL FACILITY AND EQUIPMENT...... 64 TOR 15.8 GAP ANALYSIS – TRAINING AND PERFORMANCE ...... 66 TOR 15.9 GAP ANALYSIS – ALBERTA HEALTH EMERGENCY CALL SYSTEM ...... 69 TOR 15.10 GAP ANALYSIS – BENCHMARKING ...... 70 TOR 15.11 GAP ANALYSIS – DISASTER SERVICES PLAN ...... 71

TOR 15.12 GAP ANALYSIS – SOP'S, EQUIPMENT AND MAINTENANCE STANDARDS ...... 71

SECTION 16 – RECOMMENDATIONS ...... 73

16.1 SERVICE LEVEL RECOMMENDATIONS ...... 73 16.2 STAFFING LEVEL RECOMMENDATIONS ...... 73 16.3 FACILITY AND EQUIPMENT RECOMMENDATIONS ...... 74 16.4 REGIONALIZATION AND EXPANDED SERVICES RECOMMENDATIONS ...... 74 16.5 FIRE DEPARTMENT ORGANIZATION AND MANAGEMENT RECOMMENDATIONS ...... 74 16.6 OPERATING AND CAPITAL BUDGET RECOMMENDATIONS ...... 75 16.7 LONG RANGE CAPITAL FACILITY AND EQUIPMENT PLAN RECOMMENDATIONS ...... 75 16.8 TRAINING RECOMMENDATIONS ...... 76 16.9 TOWNS ROLE IN ALBERTA HEALTH CARE – EMS RECOMMENDATIONS ...... 77 16.10 BENCHMARKS RECOMMENDATIONS ...... 77 16.11 EMERGENCY MANAGEMENT (DISASTER) PLAN (EMP) RECOMMENDATIONS ...... 77 16.12 FIRE DEPARTMENT SOP’S, EQUIPMENT AND MAINTENANCE RECOMMENDATIONS ...... 77

APPENDICES ...... 79 A - TOWN OF PEACE RIVER START UP MEETING PRESENTATION ...... 79 B - ALBERTA OCCUPATIONAL HEALTH AND SAFETY CODE OF PRACTICE FOR FIREFIGHTERS ...... 89 C - FINAL DRAFT REPORT PRESENTATION JANUARY 26, 2016 ...... 115 D - RECOMMENDATIONS PRIORITY LIST ...... 135

ACKNOWLEDGEMENTS

This study is dedicated to the Firefighters that spend countless hours to provide emergency response to the Town of Peace River and the citizens located within their response area. It is only through their continued support that the Fire Department is able to serve and protect their community. The support of Council and the citizens must also be recognized in providing a safe community. This project involved a number of stakeholders from the Town of Peace River Fire Department, Town of Peace River staff, Elected Officials, mutual aid partners and support agencies that provided input to develop this report and whom we wish to thank them all.

The Transitional Solutions Inc. (TSI) Team comprised of: Erica Thomas President TSI Bruce Dziwenka Project Manager Brent Greer Senior Consultant Bill Walker Senior Consultant Cory Thomas Vice President TSI Administrative support and Research

EXECUTIVE SUMMARY

The Town of Peace River has made significant changes over the years to adapt to current demands and to improve operations of its Fire Services. The recommendations presented in this report are designed to be implemented as short, intermediate and long-term initiatives. Additional opportunities that arose from this study have been identified and can be further evaluated for future implementation. The current fire department resources are being stretched, particularly in providing trained personnel to respond to all of the levels of service being offered. Information flow between the Fire Department and Administration has not been adequate for everyone's success. There appears to be a breakdown of communications with some of the other potential partners, which makes it difficult to advance to a more structured mutual aid partnership or regionalization. Based on a review of the risks and resources, a gap analysis was completed on the services expected from the Town of Peace River Fire Department. Given this review a number of recommendations are presented. All of the recommendations are included in Section 16 of this report. TSI has included some of the high priority recommendations in this section:

 Transitional Solutions Inc. recommends that the Fire Department Management Team and Town Administration review the attached document in the Appendices titled – “A Code of Practice For Firefighters” which outlines how the Occupational Health and Safety Act applies to the delivery of fire services in the Province of Alberta

 Transitional Solutions Inc. recommends that the Town of Peace River Fire Department establish an Occupational Health and Safety Policy and establish an Occupational Health & Safety Committee in accordance with NFPA 1500 Fire Department Occupational Safety and Health – 2013.

 Transitional Solutions Inc. recommends that Council adopts the defined level of services for the Town of Peace River as proposed:

Service Proposed Level of Service FIREFIGHTING SERVICES

Firefighting Structural NFPA 1001-Level II, NFPA 1002 Firefighting Wildland/Urban Interface NFPA 1051, S215 Fire Operations in the Wildland Urban Interface Fire Officer/Incident Command NFPA 1021 Level II Fire Service Instructor NFPA 1041 – Level I/II, NFPA 1043

EMERGENCY MEDICAL SERVICES

Medical First Response Standard First Aid, Advanced First Aid with HCP-CPR, AED  Provide assistance when AHS is on scene with the management of difficult patients, multiple patients, or for lift and assist or extrication of patients. Alberta College of Paramedics Registered: EMR. EMT-A , EMT-P  Provide assistance in a FIRST RESPONSE capacity when AHS EMS response is expected to be more than 15 minutes on high priority calls Immediate response to provide assistance to all “ECHO” level calls as determined by Medical Priority Dispatch System (MPDS). This applies to all events whereby it is determined that a patient is not breathing or their breathing is not effective. RESCUE SERVICES

Motor Vehicle Collisions, Extrication Ice Rescue NFPA 1001, Level II Swift/Flat Water Rescue NFPA 1006- Ice Rescue Level II – Chapters 5 and 14 Water Rescue ( Boat) Transfer of risk to another agency Trench Rescue Transfer of risk to another agency Confined Space Rescue Transfer of risk to another agency* see note in Gap Analysis Rope Rescue Transfer of risk to another agency Hazardous Material Response Transfer of risk to another agency NFPA 472 Operations OTHER

Fire Inspections as per Safety Codes QMP NFPA 1031 Fire Inspector – Level II QMP Fire Investigations NFPA 1033 Fire Investigator– Level I Public Education and Life Safety NFPA 1035 Public Fire Educator- Level I Mutual Aid and Fire Service Agreements As per Mutual Aid and Fire Service Agreements currently in place

 Transitional Solutions Inc. recommends that an external mediator/negotiator is retained to renew the CNL and MD of Peace Agreements. The renewed Fire Services Agreement should define the levels of service that are required specific to the Agreements.

 Transitional Solutions Inc. recommends that the training program for the fire department be aligned with the levels of service identified in the Level of Service By- Law, identified risks of the service area and historical call data.

 Transitional Solutions Inc. recommends further analysis and breakdown of types of alarm calls occurring in order to identify the location and frequency of repeat offenders and that corrective actions should be taken on any multiple repeat offenders with consideration given to education, enforcement and fees for services as per Section 11 of the 1833 Fire Services Bylaw.

 Transitional Solutions Inc. recommends that the Director of Protective Services office be located in the Town Office

 Transitional Solutions Inc. recommends that the Hazmat level of service be reduced to the Operations level as the current level of service cannot be delivered due to insufficient trained personnel and utilize third party contractors or manufacturer’s response teams to provide Technician skills.

 Transitional Solutions Inc. recommends that for water rescue services the Town explore the possibility that the service could be provided to the Town by the local Search and Rescue Society.

 Transitional Solutions Inc. recommends that the Town of Peace River Fire Department establishes lines of communications with Regional partners to explore opportunities for regionalization, collaboration and the regional delivery of other fire services .

 Transitional Solutions Inc. recommends that a full review of the capital plan is completed before any apparatus is purchased. The review, level of service modifications and long term agreements will determine the need for elevated stream capabilities.

All of the recommendations are attached in appendix "D" with a high, medium and low priority. It is recommended that a mentor is retained to ensure the implementation plans are developed and executed as per the recommendations. This will enable the Fire Department to have access to a resource person on an ongoing basis and stewardship to the performance of the implementation. The resource person would be responsible in providing a monthly report to the Town of Peace River CAO with the plans implementation status update, challenges, and opportunities. Transitional Solutions Inc. recommends that the resource person spends 1 week every month in Peace River for six consecutive months for the Fire Department Management Team mentoring. Transitional Solutions Inc. can provide a quote for this service when requested.

SECTION 1 - PROJECT PLAN AND UNDERSTANDING

1.1 Project Plan Mayor and Council are seeking an independent review of the Town’s Fire Department to determine an acceptable level of service for the residents and the residential, commercial and industrial properties that the town is responsible for protecting. 1.2 Scope of the Project Transitional Solutions understands the scope of the project as follows:

1. Review present service levels provided, and determine if the present service levels are appropriate for the Town of Peace River, and provide options.

2. Review staffing levels to determine the right fit for service level options for Council’s approval.

3. Review and identify facility and equipment requirements to provide service level options.

4. Review and identify opportunities for regional or expanded services with other municipal partners.

5. Review fire department organizational and management structure. Comment on strengths and weaknesses.

6. Review operating and capital budgets to determine efficiency and effectiveness match of service versus cost of delivery.

7. Review long-range capital facility and equipment plans to determine fit with fire department long-range strategic plan and determine if the fire dept. strategic plan fits with the long range Municipal Sustainability Plan.

8. Review training and performance records to determine operational capabilities and standards.

9. Review role of the Town’s Fire Department in Alberta Health Care’s emergency call system. (i.e. Primary Role funded, Support Role funded, No Role etc.).

10. Benchmark service level options with similar sized communities and geographic locations.

11. Review present emergency disaster plan and identify appropriateness for the Town of Peace River.

12. Review and comment on the fire departments SOP’s and equipment and maintenance.

1.3 Timeline

SECTION 2 – AREA RISKS

2.1 Assessing the Risks? The presented hazard and subsequent risk assessment information and matrix are founded on potential scenarios based on probability. Despite some areas identified seemingly not requiring fire department mitigation efforts, this should be considered a contrary thought process. The fire department personnel contingent makes this emergency services organization highly relied on during occurrences considered beyond a normal fire department response scope. Effective planning will result in progressive mitigation practices established by current fire department standard operating guidelines, progressive training, and progressive pre-incident planning. Geographic difficulties will enhance a situation depending on location, accessibility, resources required, (equipment standard and specialized) availability of emergency personnel, fire, police, EMS and specialized personnel. 2.2 Definitions Hazard: is any situation or circumstance that has the potential to cause harm or damage to persons or things. (Hazard becoming a risk)

Risk Assessment: Determining potential events that could adversely result from an identifiable hazard that may influence damage, injury or life loss and formulating controls to reduce the possibility of the hazard becoming a risk.

Consequence Hazard Risk Potential

Inherent risk - is the risk to an entity or individual in the absence of any actions that might be taken to alter either the risk’s likelihood or impact. Residual risk - is the risk that remains after response to the risk, or it reflects the risk remaining after intended actions to mitigate an inherent risk that has developed from an identified hazard.

Low Frequency– The probability of risk exists however the frequency would be considered to be minimal with expectations of occurrence to be rare.

Low Severity- The severity level would be considered to be acceptable against normal standards without negative consequences.

Matrix Numerical Value 0-2

Moderate Frequency – Risk probability exists with possible occurrences or situations associated to happen with frequency levels considered to be intermittent.

Moderate Severity- The severity level would be considered to be acceptable provided attention required to effectively deal with the occurrence or situation was not delayed for a long period of time. (1 day or more) If left unattended the consequences will escalate. Undesirable results would be increased potential for loss of life due to controllable circumstances left in an uncontrollable state, increased possible property loss potential which will compound over time.

Matrix Numerical Value 3-4

High Frequency – Risk probability considered being significant and there exists the possibility of occurrences happening on a regular basis.

High Severity- The severity level demands immediate attention to minimize the risk from becoming unmanageable with progressive dire consequences. Detrimental results would be, loss of life potential due to uncontrollable circumstances, or possible total or partial property loss and eventual legal challenges could result.

Matrix Numerical Value 5

Numerical Relative Frequency Probability Value Assumed Risk Severity The probability of risk exists however the frequency would be considered to be minimal 0-2 LOW Low (0-2) with expectations of occurrence to be rare. The severity would be considered to be acceptable against normal standards without negative consequences. Low (0-2) Risk probability exists with possible occurrences or situations 3-4 MODERATE Moderate (3-4) which happen with frequency levels considered to be intermittently.

The severity would be considered to be acceptable provided mitigation required to effectively deal with the occurrence or situation was not delayed for period of time, (hours). Moderate (3-4) Unattended the consequences could be dire. Undesirable results could be legal challenges,Risk probability possible considered injury, lossto be of significant life due to and uncontrollable there exists circumstances,the possibility ofand/or 5 HIGH High (5) possibleoccurrences increased happening property on a loss.regular basis.

The severity level demands immediate mitigation to minimize the risk from becoming unmanageable with dire consequences. High (5) Undesirable results could be legal challenges, injury, or loss of life potential due to uncontrollable circumstances, and/or possible increased or total property loss.

Probability: The relative probability of the event occurring (based either on historical data or an estimate) in sufficient proximity to adversely affect your municipality. Probability can be measured with the following probability, frequency and severity rating scale.

2.3 Risk Assessment Worksheet - Town of Peace River Threat Probability Frequency Severity TOTAL 0-5 0-5 0-5 0-15 FLOODING (A) Internal (urban area) 4 2 3 9 (B) External 4 2 2 8 FIRE (A) Structural (urban/rural) 4 2 4 10 (B) Wildland 5 3 2 10 (C) Vehicle 3 2 4 9 (D) Industrial 2 1 4 7 EARTHQUAKE 1 0 1 2 WIND STORM 2 1 3 6 TORNADO 1 0 3 4 SNOW STORM 5 3 4 12 ICE STORM 4 1 3 8 DROUGHT 2 1 3 6 EPIDEMIC (all natures of illness) 2 1 3 6 EXPLOSION 2 1 3 6 (A) Industrial Facility 2 1 4 7 (B) Oil and Gas Well Incident 1 1 3 5 (C) Pipeline Break/Release 2 1 2 5 GAS LEAK (Natural Gas) 2 1 2 5 UTILITIES/ SYSTEM FAILURE (A) Sewage 2 1 2 5 (B) Water 2 1 3 6 (C) Electrical 3 1 2 6 (D) Communications 3 1 3 7 (E) Telecommunications 3 1 3 7 TERRORISM (Hostile Acts) 1 1 2 4

Threat Probability Frequency Severity TOTAL HAZARDOUS MATERIALS DANGEROUS GOODS (A) BIOLOGICAL 2 0 1 3 (B) DANGEROUS GOODS SPILL 2 2 2 6 (C) DANGEROUS GOODS (Other) 2 1 3 6 SABOTAGE 1 0 0 1 BOMB THREAT 1 1 0 2 NUCLEAR/ RADIATION 1 0 1 2 CIVIL DISORDER 0 0 0 0 (A) Labor Disputes 1 0 0 1 TRANSPORTATION (A) Motor Vehicle Collision 5 4 2 11 (B) Train Collision/ Derailment 3 2 4 9 (C) Plane Crash 2 1 3 6

2.4 Area Demographics 2.4.1 Geography The Town of Peace River is located in the Northwest part of Alberta along the banks of the Peace River. The Peace River townsite is nearly 1,000 feet (300 m) below the relatively flat terrain surrounding it. There are significant nodal settlements and subdivisions in the vicinity of the town on acreages along Highway 2 to the west, Highways 684 (Shaftesbury Trail) and 743 as well as the southwest portion of Northern Sunrise County. 2.4.2 Population In 2011, Peace River (Town) had a population of 6,744, representing a percentage change of 6.8% from 2006. This compares to the national average growth of 5.9%.

Land area is 25.92 square kilometres with a population density of 260.2 persons per square kilometre. This compares to the provincial land area of 640,081.87 square kilometres with a population density of 5.7 persons per square kilometre.

In 2011, Peace River (Town) had 2,591 private dwellings occupied by usual residents. The change in private dwellings occupied by usual residents from 2006 was 8.0%. For Canada as a whole, the number of private dwellings occupied by usual residents increased 7.1%.

Population, 2011 and 2006 Censuses

Table 1 Peace River (Town) – Neighbouring census subdivisions, population change, 2006 to 2011

Population Census subdivision (CSD) name CSD type 2011 2006 % Change

Northern Sunrise County, Alta. MD 1,791 1,747 2.5

Northern Lights County, Alta. MD 4,117 3,772 9.1

Peace No. 135, Alta. MD 1,344 1,487 -9.6

In 2011, the median age in Peace River was 32.5 years. In comparison, the median age of Alberta was 36.5 years.

Canada, Alberta and Peace River, T – Median age, 2006 and 2011 censuses

Median age

2006 2011

Canada 39.5 40.6

Alberta 36.0 36.5

Peace River, Town 32.2 32.5

2.4.3 Residential In Peace River, 62.2% of private households lived in single-detached houses and 0.0% lived in apartments in buildings that have five or more storeys. The rest lived in other types of dwelling structures.

TOPR Alberta Canada Household type % % % number number number

Single-detached house 1,610 62.2 883,260 63.5 7,329,150 55.0

Semi-detached house 155 6.0 71,850 5.2 646,240 4.9

Row house 110 4.2 97,865 7.0 791,600 5.9

Apartment, building that has five 0 0.0 58,205 4.2 1,234,770 9.3 or more storeys

Apartment, building that has fewer 490 18.9 197,945 14.2 2,397,555 18.0 than five storeys

Apartment, duplex 40 1.5 33,505 2.4 704,485 5.3

Other single-attached house 0 0.0 1,060 0.1 33,310 0.3

Movable dwelling 180 6.9 46,590 3.4 183,510 1.4

Source: Statistics Canada. 2012. Focus on Geography Series, 2011 Census. Statistics Canada Catalogue no. 98-310-XWE2011004. Ottawa, Ontario. Analytical products, 2011 Census. Last updated October 24, 2012.

2.4.4 Industrial/Commercial The industrial and commercial sectors within the Town of Peace River has seen moderate growth in the last ten years. Older combustible buildings, without automatic fire suppression or spatial separations, provide an added element of risk for the Fire Department. The majority of new commercial occupancies appear to fall into three broad categories, big box mercantile, service occupancies, restaurants and hotel facilities. The big box stores represent potential large loss fires but they are usually confined to a single occupancy that meets the code requirements for automatic suppression and rated fire separations. The existing and new commercial developments in the downtown area are served by the existing downtown station but the existing and future West hill development pose a response challenge for the Fire Department as this area continues to expand. The service industry is a risk based on volume of occupants at the time of an emergency for evacuation and potential rescue. 2.4.5 Transportation Transportation brings economic prosperity to the region but provides a major risk for Fire Departments. Responding to motor vehicle accidents is a major part of most Fire Department emergency response calls. In addition, transport trucks and trains can carry a variety of products that can present a risk to citizens and the environment. Peace River is enhanced by its strategic central northern location and its excellent connection to the provincial highway system. Travel is primarily by highway and the Town of Peace River has four major provincial highways (2, 2A, 34 and 35) providing access to the communities and local road network. Secondary roads also carry a large amount of traffic through the area (684, 986, 743 and 744). Transport trucks hauling materials to the region provide increased traffic risks and a percentage carry dangerous goods.

The airport is located 10 km west of the town and is owned and operated by the Town of Peace River. Its longest runway is 5,000 feet with 737 jet capabilities. The terminal building is 21,000 square feet in size.

The Town of Peace River is an important rail link to servicing Northern Alberta and British Columbia. The Town is the site of the only Alberta rail crossing of the Peace River. This line is an important link to servicing northern Alberta. The availability of spur lines makes Peace River an attractive site for businesses that require rail transport for shipping. Rail service is provided by Mackenzie Northern Railway, operated by Canadian National Railways. Rail lines add an element of risk from the products being transported, accidents at level crossings, derailments, grass fires along the rights of way and impediments to response routes. 2.4.6 Assembly Occupancies Assembly occupancies include schools, churches, hospital, and sports and recreational facilities for the use of residents. The Town of Peace River serves a larger region for education, health care, recreation and cultural events (Athabasca Hall, Baytex Energy Centre, Peace River Museum Archives & Mackenzie Centre, Peace Regional Pool, etc.). Risks presented include the rescue or search for missing occupants within one of the larger buildings in the area. In many cases, the buildings are of combustible construction with no fixed fire protection presenting the risk of a large fast developing fire should it get started. 2.4.7 Water Risk Water is a key to survival and a significant economic factor for recreational purposes. The Peace River flows northeast across Alberta, through the town of Peace River and empties into the Slave River. Whenever people spend time on water for recreation, the opportunity for unplanned accidents exist. Summer boating accidents happen so quickly that the Fire Department has little time to react for water rescue. In winter, incidents on the ice may provide more time to react but still create a significant challenge for the rescue team. Campgrounds, mobile home and RV parks also attract residents and visitors to the water's edge and presents an element of risk and the possible need for rescue. 2.5 Stakeholder Involvement 2.5.1 Start up meeting On November 23, 2015 the Transitional Solutions Inc. (TSI) Emergency Management Team met with the Town of Peace River CAO, Fire Chief, and additional attendees including other Fire Department personnel and elected officials. The meeting was the project start up meeting and was held in the Town of Peace River West Hill Fire Hall. The presentation from the start up meeting is included in Appendix "A". 2.5.2 Interviews Interviews were conducted over three days November 23, 24 and 25, 2015. There was a total of sixteen face to face interviews conducted and one telephone interview. Interviews were held with staff and/or elected officials for the Town of Peace River, MD of Peace, County of Northern Lights and Sunrise

County. Interviews were also held with the Town of Peace River Fire Department full time and Paid on Call staff. 2.5.3 Area Evaluation Area evaluations were done over three days November 23, 24 and 25, 2015. Specific areas that were toured were The Town of Peace River downtown Fire Hall, West Hill Fire Hall, Fire Department Administration Office, Fire Training Facility and the Dixonville Fire Hall. Other areas covered to gather further data were the MD of Peace (Berwyn) and the County of Northern Lights (Manning).

2.5.4 Interview Notes Summary Number of persons interviewed: 17 Number of positions interviewed: 11

Below is a summary of some of the comments from the interviews.

Note: the comments do not indicate being right or wrong, but rather someone's opinion or perception of the fire service. The interview notes are addressed throughout the report.

 Overall the fire department seems to have a good reputation in the area  There appears to be a concern that the current two-lane bridge is a bottleneck in the ability to respond in a timely manner  Could put more focus on public education programs and high frequency of activities during Fire Prevention Week  It seems that the current expected fire service level is being met  It appears that the Fire Department has the tools and equipment to be successful  Fire department seems to be meeting expectations  Fire Department leadership seems to be lacking  Large turnover of trained firefighters in the town  35 to 40 Fire Department personnel is adequate for this community  Regionalization should be a priority  Public open house and/or public survey for new fire hall & ladder truck  Parts of the Town of Peace River not adequately protected – north side of town has low flow

SECTION 3 - SERVICE LEVEL

3.1 Introduction It is the responsibility of Council to provide the direction for the development of a fire department and ensure that the budgets match the level of service. The primary document for this guidance is the 1833 Fire Services Bylaw that outlines the basic expectations and the Level of Service Policy. The requirements and services identified in these two documents must be supported by an adequate budget to meet the expectations of the standards and Occupational Health and Safety requirements. As expected the higher the standard the greater the budget required to meet the standard. Service levels determine the staffing level, the equipment required and the training level. No report can determine the citizen’s level of risk acceptance but the realities of budget must be weighed against the risk. Service Levels in combination with well-written Standard Operating Guidelines are required to bring the Town of Peace River and the fire department into compliance with Part 2 of the Alberta Occupational Health and Safety Code. Part 2 of the code addresses hazard assessments, the elimination and controls thereof. The Town of Peace River ( the employer) shall specify the types of emergency services that the department shall provide and to what level they will be delivered to the community. This identified level is usually defined and written in the form of a policy or by-law and approved through a resolution of council. The combination of the identified level of service policy or bylaw and the Standard Operating Polices form the basis of a written plan that addresses the Alberta Occupational Health and Safety Code Part 2 requirements.

3.2 Emergency Services Overview The fire department Level of Service Policy defines the level of service to be provided by the Fire Department. The current policy identifies: Structure Fire- NFPA 1001 Level II NFPA 1002 Professional Driver/Operator NFPA 1051 Wildland Firefighter Incident Command – NFPA 1021 Level II Medical First Response(delayed transport and Echo) Vehicle Extrication Ice Rescue Rescue Services ( NFPA 1006) o Swift Water/Flat Water o Water/Trench/Confined Spaces o Rope Hazardous Materials Response NFPA 472 Technician Fire Inspections as per Safety Codes – NFPA 1031 QMP Fire Investigations – NFPA 1033 Public Education & Life Safety – NFPA 1035

The current levels of service are reasonable levels of service for a community of this size, hazards and risks. What needs to also be considered is whether you can maintain these levels. Items such as risk tolerance, budgets, staffing, training, and staff retention all have an impact on a defined level of service.

Some of the skill sets required to meet the level of service are not at the minimums needed to provide that service:  Currently seven members have been trained to NFPA 1001 Level I & Level II (Structural)  The training matrix provided does not include anyone meeting NFPA 1002 (Driving & Pump)  Seventeen members have been trained on NFPA 1051 (Wildland)  One member has been trained to NFPA 1021 (Fire Officer) with no indication of what level  Nine members have been trained on ICS 100, eight on ICS 200, six on ICS 300 and four on ICS 400.

Water rescue is a skill that requires specialized equipment and training. The Fire Department Level of Service Policy identifies rescue services that currently are not being met with the required number of trained personnel. Hazardous materials emergencies, spills, releases, or accidents are a part of Fire Department activity. There is a need to identify the types of hazardous material responses that the Fire Department responds to for each level of competency. National Fire Protection Association (NFPA) Standard 472 outlines three levels of certification for Emergency Responders to a hazardous materials incident: Awareness – recognize the hazard, secure the site and call for assistance Operations – awareness plus confine the area of the release Technician – Operations plus control the release Hazardous Materials response at a Technician level requires additional equipment and training above the Operations level. Retaining a qualification at the Technician level requires specialized equipment and training which adds a considerable amount of costs to the overall budget of a Fire Department. Some of the equipment used at the Technician level have limited shelf life, enhanced maintenance and a rigorous recertification program. A large-scale hazardous materials event (i.e. chlorine or anhydrous ammonia leak) would require a minimum response team of 15 trained personnel at varying levels of certification.

 For Hazardous Material Response NFPA 472 the three fulltime members are trained to the NFPA 472 Technician  Fourteen other members are trained to the Operations level.

The safety codes inspection process completed by the Fire Department appears to only be carried out on new buildings or when a specific request is made for the service. While there is a role for the Fire Safety Codes Officer (SCO) in bringing new construction to the occupied phase, the investment in having SCOs should also include existing buildings.

The public education process was mentioned in a positive way by people from the community. It appears that the public education process is targeted to fire prevention week with other activities carried out on a casual basis. While it is difficult to quantify the impact of public fire education, it is believed that the change in behavior provided by educating residents may prevent a fire from occurring or reduce the risk of injury or death.

An expanded fire prevention program will allow for additional inspections under the Quality Management Plan and improved pre-fire planning. Pre-fire planning allows for a safer more focused response in the event of an emergency. Proper guidance can reduce the number of fires being experienced or reduce the risks during an emergency.

There is no identification of priorities within the Services Level Policy which leaves the Fire Department to establish these priorities. If the Fire Department needs to train members to support two or more services, and are not able to complete all simultaneously, which service has the priority. The policy identifies standards that the department is authorized to meet for each of the services identified.

The standards established in the policy should generally be able to be met or consideration given to re- establishing realistic standards. In the examples above and others in the policy, the training may not appear to clearly reflect the standard of the policy. Consideration should be given to reviewing the standards and either adjusting or confirming them with a clearer focus on meeting them.

3.3 Gap Analysis A detailed gap analysis was conducted by the TSI Team and the full analysis is contained in Section 15 of this report.

3.3.1 Fire Department Operations The Fire Department should create short and long term service level goals that are in line with their certification/training schedule in order to ensure safe response to these types of incidents.

For water rescue services there are other options that need to be explored rather than attempting to deliver this service from within the Fire Department. There is an area association that could provide the water rescue response without tying up Fire Department resources for training, equipment and responder availability.

Some of the more complex hazardous materials responses would require the activation of product specialists to mitigate the event. There are opportunities to have the Technician responsibilities completed by a third party contractor or activation of a manufacturers Transport Canada Emergency Response Assistance Plan (ERAP) to bring in the product specialists. The Town of Peace River should focus on maintaining a Hazardous Materials service level at the Operations level.

3.3.2 Prevention Consideration needs to be given to developing a priority inspection program that targets high-risk properties, places where people are most vulnerable (seniors residents, hospitals, recreation facilities, commercial buildings, etc.), and places where people assemble on a regular or occasional basis. This program should also capture key information for the pre-plan process.

3.3.3 Education Development of a plan for Public education and programs that would provide a long term reward for the Fire Department in creating a culture that promotes and practices fire safety. Programs should focus on school visits, participation in community events, product and safety demonstrations and Fire Hall tours. Formal educational programs may include NFPA "Learn Not To Burn", "Remembering When" and "Basic Fire Escape Planning". "Risk Watch" is another program designed for facilitating multi-agency collaboration on safety.

SECTION 4 - STAFFING LEVEL

4.1 Introduction The Peace River Fire Department is a group of dedicated individuals that have been trained and equipped to provide protection to the citizens of the Town of Peace River and mutual aid partners. Current job descriptions have been developed to provide an understanding of responsibilities and expectations for staff. 4.2 Current Staffing Level The current staffing is 4 FTE's; Fire Chief, Deputy Fire Chief of Operations, Training Officer Captain and casual FTE. Administrative Assistant support was previously accommodated with the fifth FTE position that was eliminated with the EMS AHS transfer. Benchmarking to like communities, this full time staffing level for the Town of Peace River is at the higher end of the spectrum.

Some of the interview comments were directed at wanting to maintain the previous set number of 5 FTE's and that work previously completed may not get done or be as efficient without the additional FTE. There was no indication that the workload could not be completed with 4 FTE's with emphasis put on clarifying job descriptions and creating a priority based task list. Some tasks currently being worked on by the FTE's are administrative in nature and should be assigned to an Administrative Assistant to free up time to work on the operational tasks.

There are presently 32 Paid on Call (Volunteer) positions filled (11 additional are within CNL). The approved maximum number of Paid on Call positions is 40 for the Town of Peace River. Weekday call response to the Fire Hall is limited and there have been times when a unit has responded without a full compliment or the chute time extended while awaiting more responders. By carrying a full complement of 40 Paid on Call Firefighters will help reduce the frequency of delays that may occur. Failure to have a recruitment and retention ongoing program will leave the department without enough members who will enjoy and continue to do the job well.

A coordinated, organized program demonstrates good leadership within your department, and your commitment to recognize volunteers. It will help you to identify shortfalls and availability of volunteers in the community and the number, type and quality of volunteers needed now and in the future. It will also allow you to plan for recruitment and selection, retention and succession, and training and development of your department.

Establishing and using a recruitment and retention program will increase the likelihood of finding and keeping the right people for the right tasks. Components of a Paid on Call recruitment and retention program include resources and tools that support the following:  Recruitment Activities  Selection Efforts  Effective Orientation

 Training  Retention  Evaluation & Revision

Recruiting, training and retaining Paid on Calls should become a major focus of the Chief and Officer core. Creating a committee, training them and assigning specific tasks can alleviate some of the pressure on the leadership to complete all of these tasks, as well as creating opportunities for others to contribute to the growth of the department.

A recruitment and retention plan typically follows an annual cycle. It is an ongoing process that assists you in planning and focusing your efforts. It considers different periods throughout the year involving a variety of specific events and activities.

ONGOING EVALUATION & REVISIONS

Recruitment ( Jan- Mar)

Retention Selection (Nov - Dec) ( April)

Training Orientation (July - Oct) (May-Jun)

Evaluation of your recruitment and retention program is necessary to identify strengths and areas to improve. It provides useful feedback regarding your efforts and identifies what you’ve done well, and where you would like to improve. Don’t save your evaluation for the end of the year. It should be an ongoing process, which is built into all the components of your program.

When developing your evaluation, consider not only your department’s needs, but also those of the volunteers and the community. Questions to consider: • The image of the department and if the department is meeting expectations, • If the individuals volunteering are the right fit, • If membership reflects the community, • If the department’s leadership supports and encourages individuals to remain

In order to be successful in recruiting the right people for the right job at the right time, there are two questions to ask before you begin to recruit. Why are we recruiting? Who are we recruiting? Asking yourself these questions will prepare you to focus your recruitment efforts and spend your time wisely. Conduct an assessment to determine the needs of your fire department. This will help you answer the question “Why?” • Take a look at your department and its existing membership. What are its capabilities? • Does your department’s capabilities meet the needs identified? • If not, then this is the need. • Focus your recruitment efforts to address that need.

During recruitment and retention efforts, you will need to demonstrate that the Paid on Call opportunity is: • Flexible and offers a choice of short and long term opportunities. • Meaningful, in that the volunteer is making a significant difference. • Accessible and responsive to the youth’s needs. • Educational; offering opportunities to gain valuable life skills and job related skills. • Rewarding; identifying the types of incentives, rewards, references and potential connections to new employers. • Enjoyable; offering a variety of training and experiences in which to learn new things to meet new people.

When conducting your assessment, look beyond the traditional “fire suppression” perspective.

Screening helps you decide whether an individual possesses the minimum requirements for the position. Your Fire Department will have to decide which screening tools are appropriate and necessary to ensure individuals are the right fit for the role, and to allow individuals an opportunity to determine if the department is the right fit for them.

Interviews are an important step in the selection process. They are a two-way exchange of information, which gives the department enough information to judge whether or not the applicant is best suited to the role. At the same time, interviews allow the applicant to make a judgment about the Fire Department. The interview provides you with an opportunity to get to know the individual better and

too find out information about his/her background, talents, skills, interests and availability. It also allows you to clearly identify expectations and convey the norms of the fire department, up front, to determine if the individual is a good fit.

Conducting an orientation session is an important means of welcoming new volunteers. It is also an opportunity to give clear direction regarding departmental operations and clarify any misunderstandings right up front. It can be helpful in providing an introduction to existing policies, programs and operating procedures.

Initial training is not limited to the front line fire suppression. It should be broader and include preliminary training for all types of volunteer positions. It is important in preparing new volunteers to deliver quality services to the community safely, skillfully and professionally. This training prepares individuals to perform duties as outlined in their respective role descriptions. Training should include human skills and role specific technical skills.

Recruiting and training new Paid on Calls is just the beginning. The long-term challenge will be to create an environment, in which individuals want to stay because they continue to be motivated, interested, challenged and supported as valued members of the team.

Rewards and recognition help both the Paid on Calls and the leaders get what they need. Recognition, rewards and incentives range from a simple thank you to certificates of appreciation, compensation for work and official recognition such as exemplary service medals and long service investitures. Recruitment and Retention of firefighters will continue to be the biggest challenge that most rural small to midsized communities will face. 4.3 Gap Analysis TSI recommends the Town of Peace River to continue to operate with a maximum of 4 FTE positions. Operational tasks are to be divided amongst the positions with set priorities and expected outcomes. Review opportunities to utilize staff effectively in all program areas (pre incident plans, public education, etc.).

Explore opportunities with other Town of Peace River departments to determine the availability to co- share an Administrative position or recruit from the outside to fill a .5 FTE Administrator. The casual Firefighter FTE position would be reduced to a .5 FTE with the other .5 FTE allocated to an Administrative position.

Initiate a recruitment campaign to fill the remaining Paid on Call positions to maximum of 40 and create a waiting list of future potential candidates.

Review opportunities to utilize Paid on Calls effectively in all program areas (pre incident plans, public education, etc.).

Identify opportunities for non operational members to help achieve Fire Department goals and objectives. An excellent resource to assist in recruitment and retention is the Alberta Volunteer Firefighters - www.albertavolunteerfirefighters.ca. The Alberta Volunteer Firefighters website identifies opportunities for residents to volunteer at a number of different capacities " If you are not physically able to become a firefighter, your talents are welcome in fire prevention, youth programming, radio communications and other positions within the fire stations."

SECTION 5 - FACILITIES AND EQUIPMENT

5.1 Fire Service Facilities The Town of Peace River Fire Department operations are conducted from three facilities within the Town of Peace River. Two are Fire Halls and one an Administration office.

1. 10018-100 Ave (Downtown Station) 2. 7710-102 Ave (West Hill) 3. 10008 96 Ave (Office)

The current West Hill Fire Hall is being leased at a cost of over $100K annually. There is an ongoing project for the Town of Peace River and County of Northern Lights to build a Fire Hall on the west side of Peace River eliminating the need to occupy lease space. The funding for a new Fire Hall is identified in long range capital plans. There appears to be some differing opinions on the term new fire hall versus additional bays to store apparatus.

All Fire Department FTE's currently work out of the Administration Office at 10008 - 96 Avenue. As a result, there is a disconnect between both the Town of Peace River Management Team and the Fire Department Management and Firefighters.

5.2 Fire Department Apparatus

PRFD/CNLFD Unit List

Water Call Sign Year Make Description Capacity Location Engine 8 2005 Freightliner 1500 gpm Engine / Rescue 600 gals Hall 1PRDT Vacuum Tender with 1250 Hall 1PRDT Tender 1 2013 International gpm Pump 3500 gals RAV 1 2012 Ford Wildland Engine NAP Hall 1PRDT Marine 1 2008 Aqua Deck 18' Jet Boat NAP Hall 1PRDT Engine 2 1981 Hendrickson 1500 gpm Engine 500 gals Hall 2CNL Web Tender 2 2011 International Vacuum Tender 4000 gals Hall 2CNL Web RAV 2 2006 Ford Wildland Engine NAP Hall 2CNL Web Vacuum Tender with 500 Tender 3 2013 International gpm Pump 2500 gals Hall 3CNL Dix RAV 3 2010 Ford Wildland Engine NAP Hall 3CNL Dix Engine 7 1991 Pierce 1500 gpm Engine / Rescue 500 gals Hall 4 PR West Salvage 1 1988 Chevrolet 3 Ton Flat Deck NAP Hall 4 PR West

Squad 1 1996 Ford Squad Unit NAP Hall 4 PR West Command 3 2007 Frontier Command Trailer NAP Hall 4 PR West HAZMAT 1 2009 Freightliner HAZMAT Unit NAP Hall 4 PR West RAV 4 2008 Bobcat UTV NAP Hall 4 PR West RAV 5 2014 Yamaha UTV NAP Hall 4 PR West American Hall 4 PR West 706 1/2 1927 Lafrance Parade Unit NAP 702 1/2 1963 GMC Parade Unit NAP Hall 4 (Outside) Command 1 2007 Dodge Command Unit NAP Variable Command 2 2012 Dodge Command Unit NAP Variable

We did not receive any documentation that identified a working group or responsibility for assessing needs for replacement or new equipment.

The current apparatus inventory appears to be adequate to deliver the current defined levels of service.

Some equipment in use today are nearing end of life and replacement is currently being considered.

It was brought to the consultants attention that the Firefighters Association raises funds for specific equipment (Rescue Boat) and then presenting the equipment to the town with an expectation that they now carry out the service and fund the storage and maintenance of the unit.

5.3 Recommendations The Town of Peace River Management Team is located within the Town Office. The Director of Protective Services for the Town of Peace River is part of the Town of Peace River Management Team and it would be a benefit to relocate the Director of Protective Services office within the Town Office.

The Operational FTE's should be relocated to the downtown Main Fire Station.

Consideration should be given to reduce costs of a new Fire Hall by exploring other opportunities to share space or to build alongside (Police, Public Works, etc.). The addition of two drive through bays onto the Public Works building project would provide for the Fire Departments needs for the west side of the Peace River as well as fulfilling the CNL agreement.

A Fire Hall on the West hill would enhance response to CNL and the airport. Securing long term agreements is essential to validate the need for a new Hall. The CNL agreement renewal date is December 2016. Without a long term agreement in place with CNL, the Town of Peace River would be required to payout CNL for their financial contributions in the event the agreement is not renewed or cancelled.

Life cycle management of equipment needs to be established and evaluated based on risks and level of service. Consideration should be given in development of a policy surrounding laundering and disinfecting of gear after use (SOP identifies a procedure, but our visual inspection did not confirm it was being followed).

Confirm that the existing TCA policy reflects the disposition of the Fire Department assets.

Confirm the status of the Firefighters Association and ownership of equipment purchased for operational use.

Town of Peace River Equipment Current and Proposed SERVICE CURRENT APPARATUS PROPOSED FIREFIGHTING SERVICES HALL 1 HALL 4 HALL 1 HALL 4

Firefighting Structural Engine 8, Engine 7 Engine 8 Truck 1 Tender 1 Tender 1 (2018) * Retire Engine 7 in 2018 and replace

RAV1 RAV 4,Rav 5 Firefighting Wildland/Urban Interface RAV1 RAV 4, Rav 5 Tender 8 Command 3 Tender 8 Command 3

Command 1 Command 2 Fire Officer/Incident Command Command 1 Command 2 EMERGENCY MEDICAL SERVICES HALL 1 HALL 4 HALL 1 HALL 4

Medical First Response Engine 8 Hazmat 1, Engine 8 Hazmat 1, Command 1/2 Command 1/ 2 Command 1 / 2 Command 1/ 2 RESCUE SERVICES HALL 1 HALL 4 HALL 1 HALL 4

Motor Vehicle Collisions, Extrication Engine 8 Engine 7 Engine 8 Engine 7 Command RAV1 Command RAV 1 Command Command

Consideration be given to moving rescue equipment on Engine 7 to another apparatus and having Engine respond from county for County MVC’s

Ice Rescue RAV1 Hazmat 1 Engine 8

Hazardous Material Response Engine 8 Hazmat 1 Engine 8 Hazmat 1 Hazmat Trlr Hazmat Trlr

SECTION 6 - REGIONALIZATION / EXPANDED SERVICES

6.1 Introduction Regionalization is seen by many as a must do with comments about this being an expectation of the Provincial Government and the way to reduce costs while enhancing the service. Governments now recognize there are tremendous advantages to working together, with private sector and non-profit organizations, to share resources and provide enhanced seamless service delivery to residents. They also recognize that doing so effectively requires new and creative approaches to governance and accountability management, and that a number of important factors are linked to successful approaches to networked service delivery and governance.

There is potential for a regional model with other municipalities that needs further exploration and modeling. There were positive, but guarded, comments on the potential from other regional partners as well as from the Town Administration, Council and Fire Department members.

The Municipal District of Peace has just completed a regionalization study that provides some urgency to the Town of Peace River to ensure that they have a positive relationship with the other municipalities as some may regionalize services without involving the Town. It is also an opportunity to expand the current regional services and look at others they may wish to consider.

Memorandum of Agreement with the MD of Peace expires in July 2016 and the County of Northern Lights Fire Service Agreement is set to expire the end of December 2016. Any renewals in Mutual Aid or Service Agreements must be in alignment with Capital commitments of the partners.

6.2 Findings The Town should consider doing a study to identify other services which would benefit from a regional model, both from a receiving as well as a providing of services, and identify the priority ones to be discussed with the neighbors.

ICS is utilized by the Peace Regional Service with 15 members trained to Level 1, 13 members at Level 2, 9 members at Level 3 and 4 members at Level 4 across the Peace River and other Regional Fire Departments. This is a reasonable level of training in support of both the regional fire services as well as the Emergency Management Plan. Consideration should be given to including this as part of the Level of Services policy.

The communication system is adequate for regional response with the connection to Grande Prairie Fire by the internet and backed up by satellite communications.

The potential for increasing service agreements and/or working on a regional model is seen by some as desirable but not without a change in some of the players. The perception of the leadership of the Fire Service is generally that the Leader appears to be hindering the ability to expand the services to other

regional partners. There is a good working relationship between the Town of Peace River Fire Chief and the County of Northern Lights(CNL).

There seems to be different opinions on what service level is to be delivered regionally and what effect the reduction to 4 fulltime equivalents (FTEs) has had on this ability to deliver.

There is concern with the limited communication received before changes were made to the staffing level (FTEs) and the possible effect of this on the ability to meet the intent of the County of Northern Lights agreement. The agreement with the County of Northern Lights does not identify any specific staffing model or number of firefighters who will be available to respond.

The CNL Reeve is currently the Chair of the Peace Rural Fire Protection Advisory Committee. There was no information available to prove that this committee has met as per the terms of the agreement. The last meeting was when the terms of agreement were finalized. There is a concern with the lack of meetings of the Regional Advisory Committee and a desire by the contracting municipality to have input into any future fire department decisions (station locations, equipment acquisitions, FTE's, etc.).

As part of the service contract with the County of Northern Lights there was a decision to shut down the fire hall at Warrensville and respond to their coverage area from the Town. The County Administration was encouraged by the outcome, but has received feedback that the process used to get to the fire hall closing has led to distrust amongst all players.

The Level of Service Policy is included as Schedule C of the contract with the County of Northern Lights. This means that any changes to the Town of Peace River Level of Service Policy may affect the agreement. It is not clear on what the process is to inform and change the level of service defined in the CNL agreement when the Town changes the policy. The process needs to be clarified and established as part of the discussions at the Peace Rural Fire Protection Advisory Committee. Further clarification in Schedule C is needed to eliminate any interpretations of what is included.

Peace Region Mutual Aid Agreement renews automatically and is to be reviewed every 3 years. There was no evidence that the Town has reviewed the agreement.

SECTION 7 - FIRE DEPARTMENT ORGANIZATION

7.1 Fire Department Management Team The Town of Peace River organization chart indicates a fire department management team led up by the Director of Protective Services. The management team provides support in several aspects of the fire service operations. They include, but are not limited to:  Administration and management of the fire department  Fire Department Operations – Response, Equipment, facilities  Administration and Enforcement of the Safety Codes Fire Quality Management Plan in the Fire Discipline o Inspections o Investigations  Training  Fire Prevention and Public Fire Education Program  Administrative support

There are currently 3 full time positions being funded by The Town of Peace River and 1 casual Fire Fighter position filled and previously funded by the County of Northern Lights. The positions associated with the fire department management Team are as follows:

 Fire Chief -The Fire Chief is the Director of Protective Services whom reports to the Town of Peace River CAO and is responsible for the Fire Department and Bylaw Enforcement. The Fire Chief roles and responsibilities include fire department administration, bylaw enforcement and emergency management. The Fire Chief also provides similar services to the County of Northern Lights with respects to the fire department operations.

 Deputy Fire Chief of Operations reports to the Fire Chief. The DFC of Operations is responsible for overall operations of the Fire Department. The DFC assists with the fire department administration, fire prevention and public safety programs. The DFC will act as the Fire Chief/Director of Protective Services in their absence and as Incident Commander unless relieved by the Fire Chief. The DFC of Operations also acts as a Safety Codes Officer (Fire Discipline) and is responsible for the duties of such as outlined by the Fire Quality Management Plan.

 Training Officer – Captain reports to the Deputy Fire Chief, the Training Captain is responsible for assisting with the organization and direction of the Fire Department, specifically in the areas of administration, Fire Prevention and Public Safety Programs. The Training Officer is responsible for recruitment and retention of staff, repairs and maintenance of equipment. The primary role and responsibility of the Training Officer (Captain) is for the efficient and safe coordination, planning and implementation of all fire department training courses and programs required by the Town of Peace River and the County of Northern Lights Fire Departments.

 Administrative Assistant - Currently vacant

Those who occupy Fire Officer positions should have a higher level of training than their subordinates. They lead personnel into volatile situations and they must have the credentials and knowledge to function properly in these roles. Officers of the department should be NFPA 1001 Level II certified.

Individuals filling Chief Officer positions, Fire Chief’s, and Deputy Chief, should have a comprehensive knowledge and training back ground that encompasses foundational firefighter training courses, and as much of the NFPA 1021 Level II Fire Officer Training series as possible.

7.2 Strengths The fire department management team appears to work harmoniously and have mutual respect for one another. Members assigned to management roles have acceptable years of service relevant to their roles and responsibilities.

The management team is well trained from an operational perspective.

Appropriate governance documents in place:  Fire Services Bylaw / Level of Service  Written Standard Operating Procedures have been developed and are in effect  Fire Quality Management Plan (Safety Codes – Fire Discipline)  Mutual Aid Agreements – MD of Peace River, County of Northern Lights

7.3 Opportunities for Improvement (GAPS) The single most important item requiring improvement is the aspect of communication. Communication has broken down and it has lead to a high level of frustration for all involved. Communication needs to improve within the fire department management team, the Town Of Peace River CAO and with all of the regional stakeholders.

Communication between fire department management team members in certain areas seems to be minimal. This was evident in discussions on knowledge of the budget and delegation of tasks.

The electronic record keeping/data management system is not being used to full capacity for document control and reporting. The department is awaiting updates from Grande Prairie which will help facilitate both internal and external communications pertaining to call reporting.

Fire Officers should participate in the Fire Officer Level (NFPA 1021) certification program.

The Director of Protective Services is isolated from the rest of the Towns Management Team and should be located in the Town Office. This will enable regular participation in management meetings and the Joint Health and Safety Committee. The lack of communication between the Fire Department and Town

Administration appears to have created a mistrust and further lack of information flowing. Examples used included:  A request from the province concerning a safety codes audit was ignored  The perceived lack of knowledge of the Fire Department activities makes it difficult to support requests for improvement  The question of how the rescue boat was obtained and the role of the Search and Rescue Association in providing this service  The new Service Level Policy has not been signed off - CAO to follow-up and Mayor to sign  There is a perception that most requests of the fire department are either not acted on or are delayed and that the reasoning seems to be because they were decreased by one position recently.  The lack of involvement of the Fire Department in the Town’s Joint Health and Safety Program was questioned due to what they could bring to the table as well as gain from being a player in the process  Relationship building with other Regional partners needs to be addressed.

SECTION 8 - OPERATING AND CAPITAL BUDGETS

The operating and capital budgets are highly influenced by the agreements that are in place. The two agreements are up for renewal in 2016, so the future budgets are contingent upon the renewal of these service agreements. The 2016 proposed expenditures for the Town of Peace River Fire Department is $943,993 with revenues of $494,339. There is a reduction in the budget from 2015 expenditures of -8.84% with revenues seeing a decrease of -4.79%. The proposed 2016 budget is higher than similar communities, but as identified in our Benchmarking, no other similar communities have 4 FTE's. On average, the costs for wages and benefits to carry one FTE is $100,000 and for each FTE it is 10% of the overall budget. 8.1 Operating Budget Budgets are presented prior to year end for approval by Council. The 2016 budget is in Draft form and it is expected to be approved in early February.

The Fire Department budget is compiled by the Fire Chief and presented to Council.

Review of the 2016 budget is in line with the levels of services currently identified in the Level of Fire Service bylaw.

8.2 Capital Budget The 10 year capital plan includes a ladder apparatus in 2018 and Engine 7 replacement in 2022.

Our interview findings has lead us to believe that there are some assets that were purchased by the Association. No information was available or forwarded to TSI as requested, therefore we are unclear on the ownership and/or disposition of these assets.

Funds are allocated to capital but appears nothing to reserves.

8.3 Recommendations Review the capital and reserves balances to confirm whether there are funds available for the long range replacement schedules of apparatus.

Budgets need to be developed by the whole Fire Services Management Team (FC, DC, and Captain).

SECTION 9 - LONG RANGE CAPITAL FACILITY AND EQUIPMENT

9.1 Facility There is presently a committee that is looking at a solution to build a new West Hill Fire Station that would replace the current rented space on that side of the river. The Fire Hall would serve the west side of the Town of Peace River and The County of Northern Lights agreement. A new Fire Hall on the West Hill would offer future opportunities to explore fire service agreements with other municipalities and partners. The West Hill Fire Hall is currently in the Capital Plan.

 The capital plan also identifies the building of a public works building in 2015 and it was indicated that there was discussion of combining these two projects which was not a preferred option for the Fire Department Management. It is not clear if this was based on any particular data.  The current rented space appears to meet the response needs for the Town to have response units on both sides of the river though there is a limited group of firefighters that use this hall as their primary station.  The justification for the new Fire Hall references future growth. There is no specific documentation that suggests the Town of Peace River growth or level of service will include EMS, fulltime Firefighters and sleeping quarters, and relocation of the EOC.

9.2 Equipment

 An aerial ladder was identified as a high priority by the fire department and is currently in the long-term capital plan. The case for this unit seems to be the number of large buildings, mainly big box stores and hotels, that have been built. The Fire Underwriters Survey (FUS) study conducted in 2010 identified this as a recommendation as well.  The water system for the Town is currently being upgraded to deal with some deficiencies identified by previous consultants and the Fire Underwriters Survey (FUS). The interviews revealed comments that there is aging infrastructure and some pumping capacity had been removed. It was also identified that there may be a problem with water pressure in the north end but there is a renewed focus through engineering. The missing opportunity seems to be the limited communication between the fire services and those who are planning, designing and maintaining the water system.

9.3 Gap Analysis Long Range Capital Facility and Equipment The growth potential of the town and region needs to be identified in order for the fire department to identify the change model required in the future.

The Town of Peace Rivers Strategic Plan has a goal to Strengthen Inter-Municipal Relations with some of the initiatives directly involving the Fire Department. One of the long-term issues in the Strategic Plan is the ability to make new deals with other regional partners and the potential for a services agreement or collaboration with the surrounding Municipalities. It is clear that there was a concern with a number of

the potential partners as well as others with the approach of the current Fire Administration and a feeling that this limits any opportunity in this area.

SECTION 10 - TRAINING AND PERFORMANCE

Training is the foundation upon which highly efficient and effective fire departments are built. Firefighters spend far more time training than responding. While it poses significant challenges to paid on call departments due to the cost and time commitments, it is absolutely necessary to become proficient in the trade. Training is the link between a Firefighter and the equipment needed to do their job. Good training programs develop firefighters who achieve results on the fire ground by making the right decisions and completing skills and maneuvers proficiently and consistently. Learning by experience alone, is a slow process that can never lead to a broad subject of knowledge. One individual experience’s may give an individual inadequate ability to perform, it certainly will never give an insight into the wide range of possibilities that are likely to be encountered during an emergency incident. Organizing training programs for volunteers is always a challenge given the demands for scheduling, costs and travel combined with determining the level of training required by the individual. Being part of a regional training plan makes the development of courses easier by addressing the needs of a larger group. This allows courses to be run more frequently while still ensuring a full class.

The Town of Peace River Fire Department has a scheduled training program for their Tuesday night training sessions. All training is in alignment with NFPA and is delivered by four NFPA 1041 Level I Fire Service Instructors on the department. The Fire Chief is currently the only member who has NFPA 1041 Level II Fire Service Instructor accreditation.

From the Code of Practice for Firefighters (May 2007: Training of firefighters is addressed in Part 1 of the OHS Code under the definition of “competent” and in section 15 of the OHS Regulation under “Safety training”. Three characteristics are used to describe a worker as competent: (see OHS Code Explanation Guide for more detail)

 Adequately qualified,  Suitably trained, and

 With sufficient experience to safely perform work without supervision or with only a minimal degree of supervision.

Training needs to be more formalized with specific goals based on job descriptions and identified tasks for individuals. The limitations on available time to train, the amount of training required and the training budgets makes it critical that all training be of the highest value to the team and expected services.

10.1 Core Training The Town of Peace River Fire Department maintains a training matrix that identifies the Fire Department member and their certification levels.

Peace River Core / Basic Training 120% 100% 80% 60% TOPR 40% CNL 20% 0% Part I Part II Part III Part IV Core / Basic Training Level

Peace River Training & Performance 120% Records 100% 80% 60% TOPR 40% 20% CNL 0%

Incident Command System

10.2 Incident Command Training

Peace River Incident Command System 100%

80%

60%

40% TOPR CNL 20%

0% 100 200 300 400 Incident Command System Levels

All members should be trained to the ICS 100 level as a minimum. This training is free of charge and available online through several different vendors.

10.3 Safety Codes

Peace River Safety Codes Officer 30%

25%

20%

15%

10% TOPR

0% Basic Inspector Investigator

Safety Codes Officer Level

Safety Codes training is at a minimal level. The department requires at least one more investigator and every officer of the department should have the Basic Safety Codes Officer designation in order to hold a fire scene legally in the event that an investigation is required.

10.4 Specialized Training

Peace River Specialized Training 80% 70% 60% 50% 40% 30% 20% 10% 0% TOPR CNL

HAZMAT ROPE

Peace River Hazmat 50% 45% 40% 35% 30% 25% TOPR 20% 15% CNL 10% 5% 0% Awareness Operations Technician Specialist Hazmat Levels

Peace River Rope Rescue 30%

25%

20%

15% TOPR 10% CNL

0% Awareness Technician Rope Rescue - NFPA 1006 Level

10.5 Training There are currently 11 probationary firefighters on the Town of Peace River Fire Department. It was observed that the Fire Department has a two two-tier training program. This is a positive approach to training and it keeps all levels of staff engaged. With new recruits in the system, it is important to separate the training received by new and longer serving Firefighters.

Our training review identified the following:  The TOPR FD currently has 4 NFPA 1041 Level I Instructors  The TOPR FD currently has 1 NFPA 1041 Level II Instructor

This allows the department to conduct in house training using instructors that have completed a recognized NFPA standard.

The department also has 4 certified NFPA 1043, Live Fire Instructors. This is commendable. It is also essential to conduct the live fire training scenarios that are afforded to them by having their own live fire training equipment.

The development of a detailed training plan for the department will assist in ensuring that an adequate number of trained personnel are available for the defined levels of service.

Training should be prioritized on actual responses (historical) and identified risks that the department is capable of handling, not only from a training point of view, but having adequate personnel attending to operate safely.

Training should also address identified tasks outlined by the Level of Service Policy and help fulfill job descriptions of the full time staff.

Training Based on Historical Response – Medical Excluded (Peace River)

Type of Call 2015* 2014 2013 2012 2011 2010 Avg. Alarm Calls 137 125 84 72 86 71 96 Motor Vehicle Collisions 70 67 104 89 66 43 73 Fires 62 35 51 59 33 59 50 Hazmat 14 24 14 15 13 11 15 Miscellaneous** 12 13 22 13 14 8 14 Technical Rescue 17 7 10 8 6 9 10 Airport Response 0 0 1 0 1 2 0.6 Total # of Calls 312 271 286 256 219 203 258

* 2015 Pro-Rated ** Miscellaneous Includes Floods, Wind Events, Power Lines Down, Service Calls

Historical data suggest that motor vehicle collisions, fires, hazmat and technical rescue are the four areas in order of priority for training.

Town of Peace River – Levels of Service Service Currently Defined Level of Proposed Level of Service Service FIREFIGHTING SERVICES

Firefighting Structural NFPA 1001-Level II, NFPA 1002 NFPA 1001-Level II, NFPA 1002

Firefighting Wildland/Urban NFPA 1051 NFPA 1051, S215 Fire Operations in Interface the Wildland Urban Interface

Fire Officer/Incident Command NFPA 1021 Level II NFPA 1021 Level II

Fire Service Instructor NONE NFPA 1041 – Level I/II, NFPA 1043 EMERGENCY MEDICAL SERVICES

Medical First Response Standard First Aid, Advanced First Aid Standard First Aid, Advanced First Aid with HCP-CPR, AED with HCP-CPR, AED

 Provide assistance when AHS  Provide assistance when AHS is on scene with the is on scene with the management of difficult management of difficult patients, multiple patients, or patients, multiple patients, or for lift and assist or for lift and assist or extrication of patients. extrication of patients.

Alberta College of Paramedics Alberta College of Paramedics Registered: Registered: EMR. EMT-A , EMT-P EMR. EMT-A , EMT-P

 Provide assistance in a FIRST  Provide assistance in a FIRST RESPONSE capacity when RESPONSE capacity when AHS EMS response is AHS EMS response is expected to be more than 15 expected to be more than 15 minutes on high priority calls minutes on high priority calls Immediate response to provide Immediate response to provide assistance to all “ECHO” level calls as assistance to all “ECHO” level calls as determined by Medical Priority determined by Medical Priority Dispatch System (MPDS). This applies Dispatch System (MPDS). This applies to all events whereby it is determined to all events whereby it is determined that a patient is not breathing or their that a patient is not breathing or their breathing is not effective. breathing is not effective. RESCUE SERVICES

Motor Vehicle Collisions, Extrication NFPA 1001, Level II NFPA 1001, Level II

Ice Rescue Ice Rescue Technician NFPA 1006- Ice Rescue Level II – Chapters 5 and 14

Swift/Flat Water Rescue NFPA 1006 Transfer of risk to another agency

Water Rescue ( Boat) Med A3/ PCOC Transfer of risk to another agency

Trench Rescue NFPA 1006 Transfer of risk to another agency* see note in Gap Analysis

Confined Space Rescue NFPA 1001 Transfer of risk to another agency

Rope Rescue NFPA 1006 Technician Transfer of risk to another agency

Hazardous Material Response NFPA 472 Technician NFPA 472 Operations OTHER

Proactive Fire Inspections as per NFPA 1031 NFPA 1031 Fire Inspector – Level II Safety Codes QMP

QMP Fire Investigations NFPA 1033 NFPA 1033 Fire Investigator– Level I

Public Education and Life Safety NFPA 1035 NFPA 1035 Public Fire Educator- Level I

Mutual Aid and Fire Service As per existing agreements and As per Mutual Aid and Fire Service Agreements protocols Agreements currently in place.

SECTION 11 - ALBERTA HEALTH EMERGENCY CALL SYSTEM

For the previous 4 years approximately 50% of the calls reported by the Peace River Fire Department were medical co-response calls. The 2015 figures to October show this has decreased to just over 12 % of the calls.

There is no actual agreement with EMS for service delivery and the response is initiated as per a protocol according to the Fire Chief. It is not clear how is this protocol is changed and should be followed up with Alberta Health Services.

There appears to have been a less positive working relationship between the Fire Department leadership and the EMS leadership in the past. It appears that the decision to limit the responses to assist Alberta Health Services EMS has reduced the tension between the Fire Department leadership and EMS.

The reduction in responses to EMS calls is seen by some as the opportunity to ensure more appropriate use of the Fulltime and Casual Firefighters that work day shifts in other fire services duties.

SECTION 12 - BENCHMARKING

Even though not all communities are alike, there was enough similarities to retain four communities for comparison. The communities that were used to compare to the Town of Peace River are Barrhead, Ponoka, Blackfalds and Wainwright.

Comparisons were done to the population, Fire Department size, average calls per year, number of stations and whether there were bodies of water in their jurisdiction.

The population of the group ranged from 4900 to 7900.

Fire Department size varied from 25 to 40 Paid on Call and 1 FTE with the exception of the Town of Peace River with 4 FTE's. One of the municipalities is considering adding a second FTE and one has a .5 FTE for Admin support.

The calls excluding medical ranged from 110 to 271 with the average for all 5 municipalities being 186 calls.

All of the towns researched have one fire station with the Town of Peace River operating from two. Peace River is the only Town with a large body of water. Types and quantity of equipment is comparable to similar municipalities.

Average Calls Fire Per Number Population Fire Department Year of Body of Town/Region (2011) Department Size Fire Chief (2014) Stations Water

Peace River 6729 Peace River 40 Paid on Call Lance Bushie 271 2 Yes

26 Paid on Barrhead Barrhead Call, 1 FTE Fire John Whittaker 150 1 No 4432 Chief 25 Paid on Ponoka 6773 Ponoka Call, 1 FTE Fire Jamie Wilkinson 200 1 No Chief 29 Paid On Blackfalds 7858 Blackfalds Call, 1 FTE Fire Robert Cote 200 1 No Chief 29 Paid On Wainwright 6285 Wainwright Call, 1 FTE Fire Cliff Bethune 110 1 No Chief

Equipment Barrhead Ponoka Blackfalds Wainwright Peace River

Command Unit 2 1 1 2 2

Fire Engine 2 3 2 2 2 w/rescue

Water Tender 2 0 0 2

Heavy Rescue 1 1 1 1 0

Bush truck 1 1 1 2 1 Remote access 1 1 1 1 1 off road unit

Tanker 0 2 1 1 CNL co share

Aerial 0 1 0 0 0

Hazmat Trailer 0 1 1 0 1

Boat 0 0 0 0 1 Livestock Res 0 1 0 0 0 Trailer

Total Units 9 12 8 9 10

SECTION 13 - DISASTER SERVICES PLAN

The Draft Municipal Emergency Plan issued November 2015 and is awaiting final approval and implementation. Our review was completed on the draft document Municipal Emergency Plan dated November 2015. The plan appears to cover all the bases for Emergency Planning and uses ICS as the basis for the structure. The Municipal Emergency Plan Draft appears to be partially implemented, but it is not clear whether anyone is responsible to ensure it is fully implemented. There are a number of challenges within the current document that need to be addressed for the plan to become functional.

Concern was raised with no consistent updating of the plan and unclear expectations on those who manage a portion of the plan. Some groups within the plan do not feel like they are heard when they bring up issues. Defined ownership and responsibility to be part of the new EMP.

The plan has a number of procedures and processes identified that may not have been reviewed or drafted by the group which the procedure is developed for. Input from key stakeholders in the EMP is essential.

The plan identifies the need for specific training for different groups who have responsibility within the plan. The only group with a specific targeted date for their training is Council and it is to occur in November of 2017 and ICS training for all the Key Staff in 2019.

There are a number of exercises identified in the plan but none of them have any specific dates to be completed or any targets for who should be involved.

The debriefing process is reasonably clear with responsibility on the DEM to initiate a review after an event and a reasonable focus on the outcome.

When it comes to Critical Incident Stress Debriefing the initiation rests with the DEM but there is no indication of who to call, who would be involved and how this would occur.

Status reports and internal/external audit reports are identified to be completed by the DEM but there is no indication whether they have been completed and what the outcome was.

There are a number of specific events with more detailed checklists in the appendix section. The most developed event is the ice jam response based on the history and frequency of this event. The other events identified should be used as the focus for future training and exercises.

Whiles there is more work to do to ensure the plan is implemented, further exploration and modeling should be done to determine the viability of a Regional model. If there is a desire to regionalize this process, a good example of a regional model to review is the Grande Prairie Regional Emergency Partnership (GPREP).

SECTION 14 - SOP'S, EQUIPMENT AND MAINTENANCE STANDARDS

14.1 Standard Operating Procedures The Fire Department has documented Standard Operating Procedures outlining both operational and administrative procedures. They are for the most part, very comprehensive and provide a reliable resource for the staff on matters pertaining to the operation of the fire department.

Standard Operating Procedures (SOP’s) or Standard Operating Guidelines (SOG’s) are essential to the structure of a well-organized fire department. By definition, a PROCEDURE is “ a particular way of accomplishing something” or a “series of steps followed in a regular definite order”. This leaves little room to change or adapt to a situation. By definition, a GUIDELINE is “an indication or outline of policy or conduct.

Standard Operating Procedures and policies are living documents that govern the manner in which the fire department operates on a daily basis. As such, they should be reviewed at least annually to ensure they reflect the way the department is conducting business. Given the format of the SOP’s, it would appear that the intent to review them and document revision was in place at the time they were developed. The Standard Operating Procedures that we were provided for this study, have not been reviewed in 4 years.

The fire department does not have a pre-incident planning process and therefore would have reduced knowledge, in the hands of those responding, of the hazards and the built in protection that is available for their use in an emergency. This program should be developed and priority targets identified and assigned as well as tied in with any inspection processes.

The fire department has a post incident process that includes an operational review at the time of an incident as well as a process to support employees who may be emotionally or mentally affected by the event. For one recent event they held multiple defusing sessions for different groups.

SOP’s that are Administrative or HR in nature could be changed to Administrative Policies.

SOP’s should reflect what is contained in the Level of Service. It is recommended that after the SOP’s/SOG’s are peer reviewed to validate best practices are being utilized.

Hazmat responses should be categorized and minimum response criteria identified. This will assist Officers in assessing the situation more effectively and help prompt them when to call for assistance when the situation or response dictates. Example: Level I – No Hot Zone Established – no special equipment required - within capabilities of department – 7 personnel required. This can be applied to F- 1010, F-020 and F-030 above.

The Level of Service for Hazmat needs to be reviewed. While policy is in line with the Level of Service identified, the training levels and numbers of personnel trained dictate that this level cannot be met at this time. Any time there is prolonged Hot Zone activity; the response team should be trained to the Technician level. Training levels of the department at present do not reflect this capability.

Any SOP with a minimum response identified, should identify a trigger point, whether from a staffing or elapsed response time for mutual aid to be activated. Programs such as "Who’s Responding" or "I am Responding" would be very beneficial in assisting with that decision.

There is no specific SOP outlining the department’s commitment to OHS. The department should implement an OHS Committee and OHS Policy in accordance with NFPA 1500.

Appendix 4of the SOP's – Job Descriptions need to be updated.

14.2 Equipment The Town of Peace River Fire Department equipment resources would appear to be adequate and maintained to meet the requirements of the department. They have hydraulic rescue equipment, thermal imaging cameras, two different NFPA standards of Draegar SCBA, with the most recent being purchased in 2008. Most of the equipment is compatible with other fire departments in the region, which would allow for inter-agency operations as required.

Engine 2 and Engine 7 are over 20 years in age and as such, have no credit or grading with FUS (Fire Underwriters Survey). See ULC Standard S515-13 – “Automobile Firefighting Apparatus which is the standard for Canada with respects to fire apparatus. These units may be able to attain some credit for a limited but extended period if they were capable of passing a list of fire apparatus service tests prescribed in the ULC publication above. ULC Standard S515-13 – “Automobile Firefighting Apparatus” recommends replacement of frontline engines/pumpers at 15 years.

The department is currently using 2 air-monitoring devices on loan from another Fire Department. These devices are absolutely essential to firefighter safety in the event of a hazardous materials response or in an unknown atmosphere situation. There is a budget request to purchase 2 new monitors and should be purchased as soon as practically possible.

14.3 Maintenance Inspection, testing and preventative maintenance of fire department apparatus and equipment is essential to safe and efficient operations within the fire service. For the purpose of this report, the focus will be on key apparatus and equipment maintenance standards. The department has procedures in place for after-use and weekly inspections of apparatus and equipment. In addition to these checks, there are numerous annual service testing and maintenance procedures that should be carried out to ensure that the apparatus and equipment continue to meet fire department standards and safety

requirements. Below is a Table that outlines the additional testing that should be carried out on an annual basis or more frequently as per the standard.

APPARATUS/EQUIPMENT TEST STANDARD COMPLETED Fire Department Pumpers1 Performance Testing – No - budget implications ULCS515-13 SCBA Flow Testing NFPA 1852 – Selection, Care & Not completed in 2015 Maintenance of Open Circuit SCBA Breathing Air Compressor2 Z180.100 Compressed Completed in 2015 Breathing Air & Systems SCBA Routine Maintenance NFPA 1852 – Selection, Care & Completed in house by Maintenance of Open Circuit certified Draegar Level II techs SCBA Hazmat Class A Ensembles Pressurization Integrity as per Completed in 2015 Manufacturer Ground Ladder Testing NFPA 1932 - Use, Maintenance Annual Service Testing not and Service Testing of In completed in 2015 Service Fire Department Ground Ladders- Chapter 7 Fire Hose Testing NFPA 1962 – Standard for the Completed in 2015 Care, Use, Inspection, Service Testing and Replacement of Fire Hose – Chapter 4

1 Usually contracted out to independent third party contractor 2 Contracted out to independent third party contractor

SECTION 15 – GAP ANALYSIS (TERMS OF REFERENCE - TOR)

TOR 15.1 Gap Analysis – Service Level

Defined Level Current Recommended Actions A defined level of service that is in compliance with the The Level of Service Policy appears to be based Align Level of Service Policy with the Town of Town of Peace Rivers Level of Fire Service Policy dated on standards as no reference to a hazard/risk Peace River hazard/risks. March 2, 2015: assessment was identified.

Any changes to the defined level of service must be The following services and levels are identified The department should add the following communicated in accordance with the agreement to as the current Level of Service. service and levels to the Level of Service the County of Northern Lights and the Peace Rural FIREFIGTHING SERVICES Policy for Firefighting Services: Fire Protection Area Advisory Committee.  Structure Fire- NFPA 1001 Level II  NFPA 1002 Professional  NFPA !002 – Level A Pump The proposed changes do not impose any contractual Driver/Operator issues with respects to the services defined in the  NFPA 1051 Wildland Firefighter  S215 Fire Operations in the existing CNL Agreement, with the exception of  Incident Command – NFPA 1021 Level Wildland/Urban Interface Emergency Medical Services, which was changed II earlier this year.  NFPA 1041 Fire Service Instructor – Level I / II

 NFPA 1043 Live Fire Training

EMERGENCY MEDICAL SERVICES No action recommended other than to ensure that the CNL Agreement is being met with respects to their Defined Level of Service after recent changes to the TOPR changes.

RESCUE SERVICES The Town of Peace River should remove the following services from the current Level of Rescue Services ( NFPA 1006) Service Policy:

o Swift Water/Flat Water  Swift Water/Flat Water o Trench/Confined Spaces*  Trench/Confined Spaces* o Rope  Rope  The Town of Peace River should confer with Public Works to determine what their Emergency Response Plan is for Trench Rescue or Confined Spaces Rescue for their staff. If it involves calling the fire department, then this level of service should remain. The current training of the department does not indicate that it can be done safely, based primarily on having inadequate numbers of trained staff available.

o Ice Rescue – Ice Ice Rescue NFPA 1006 Level II, Chapters 5 and 14

o Vehicle Extrication No changes

SPECIAL SERVICES Hazardous Materials Response- NFPA 472 Change to NFPA 472 Operations Level Technician The Town of Peace River should revise to reflect the current training capabilities of the department which is at the Operations Level. Currently, there are not enough people trained to the Technician Level. Operational response to incidents of this magnitude could pose significant challenges to the fire department, especially those that require an evacuation and disaster plan activation.

All carriers or manufacturers of Dangerous Goods must have an Emergency Response Plan that should identify who to contact in the event of an emergency and to help mitigate the incident safely.

Fire Inspections as per Safety Codes – NFPA NFPA 1031 Fire Inspector Level II 1031

QMP Fire Investigations – NFPA 1033 NFPA 1033 Fire Investigator

Public Education & Life Safety – NFPA 1035 NFPA 1035 Public Education and Life Safety _ Level I

Mutual Aid and Fire Service Agreements No change

Explore the requirements and future needs for fire protection at the airport.

The Town of Peace River and County of Northern The Town of Peace River is meeting the base Additional levels of service in the Fire Lights have a Fire Services Agreement that identifies a level of service as identified in the Fire Services Services Agreement need to be adopted as base level of service and additional level of service. Agreement. Comments were made for future services provided and included in the budgets capital and equipment based on the CNL over the base services. agreement.

Majority of the calls to CNL were responded to Strategic placement of response equipment

with equipment from the downtown Fire Hall. within the two Fire Halls needs to be

evaluated for best response capabilities.

TOR 15.2 Gap Analysis – Staffing Levels

Defined Level Current Recommended Actions Full Time is defined in the Level of Fire Service Policy. Level of Fire Service Policy identifies up to 5 Maximum of 4 FTE's with defined tasks to be FTE from 08:30 to 17:00 hours Monday to accomplished by each position. Benchmarking to like communities, the staffing level Friday, except holidays. for the Town of Peace River is at the higher end of the Split the casual FTE into 50% Administrative spectrum. The current staffing is 4 FTE's, Fire Chief, support and 50% casual Firefighter. Deputy Fire Chief of Operations, Training Officer Captain and casual FTE. Administrative Review opportunities to utilize staff Assistant support was previously effectively in all program areas (pre incident accommodated with the fifth FTE position that plans, public education, etc.). was eliminated with the EMS AHS transfer.

Delegation of tasks and accountability to complete is limited.

Lack of Administrative support.

Paid on Call The approved maximum number of Paid on Recruitment campaign to fill remaining Paid Call positions is 40 for the Town of Peace on Call positions to maximum of 40 and River. create a waiting list of potential candidates.

There are presently 32 Paid on Call positions Strategic management of personnel to staff filled (11 additional are within CNL) both stations adequately.

Review opportunities to utilize Paid on Calls effectively in all program areas (pre incident plans, public education, etc.).

Identify opportunities for non operational members to help achieve Fire Department goals and objectives.

TOR 15.3 Gap Analysis – Facilities and Equipment

Defined Level Current Recommended Actions There are currently three facilities that are occupied by The current West hill Fire Hall is being leased The Town of Peace River Management Team the Town of Peace River Fire Department: at a cost of over $100K annually. is located within the Town Office. The 1. 10018-100 Ave (Main Station) Director of Protective Services for the Town 2. 7710-102 Ave (West hill) There is an ongoing project for the Town of of Peace River is part of the Town of Peace 3. 10008 - 96 Avenue (Office) Peace River and County of Northern Lights to River Management Team and it would be a build a Fire Hall on the west side of Peace benefit to all for the Directors office to be River eliminating the need to occupy lease located within the Town Office. space. Operational FTE's should be relocated to the Funding for a new Fire Hall is identified in long downtown Main Station. range capital plans. Consideration should be given to reduce All Fire Department FTE's currently work out costs of a new Fire Hall by exploring other of the log cabin at 10008 - 96 Avenue. With opportunities to share space or to build this current set-up, there is a disconnect alongside (Police, Public Works, etc.). between both the Town of Peace River Clarification is needed on the term new fire Management Team and the Fire Department hall or the requirement of two bays to store Management and Firefighters. equipment on the west side of town. Securing long term agreements is essential to validate the need for a new Hall.

Equipment is replaced based on like equipment rather We did not receive any documentation that Specialty and replacement equipment to be than a life cycle replacement and reevaluating the need identified a working group or responsibility for part of a working groups responsibility to on each purchase. assessing needs for replacement or new assess the need and opportunity for equipment. improving or advancing the level of protection offered. The current apparatus inventory appears to be adequate to deliver the expected levels of Life cycle management of equipment needs service. to be established.

Some equipment in use today are nearing end Consideration should be given in of life and replacement is currently being development of a policy surrounding considered. laundering and disinfecting of gear after use (SOP identifies a procedure, but our visual inspection did not confirm it was being followed).

TOR 15.4 Gap Analysis – Regionalization/Expanded services

Defined Level Current Recommended Actions The Town of Peace River Fire Department provides Most of the interviews confirmed that Resurrect the Peace Rural Fire Protection services to the Town of Peace River, Fire Services Regionalization of Fire Services is a positive Advisory Committee to ensure compliance to Agreement with County of Northern Lights, approach, but not with the current players in the terms of the agreement. Memorandum of Agreement with the MD of Peace place. #135, and the Peace Region Mutual Aid Agreement. Reopen lines of communications with Regional partners to explore opportunities for regionalization or collaboration.

Review the potential to offer other fire services regionally including Public Safety Education, Safety Codes Inspections, Collaborative Fire Equipment Purchasing and Maintenance, etc.

Town of Peace River and County of Northern Lights No minutes were provided to confirm whether Both Councils to identify committee have a Fire Services Agreement that identifies a Peace any meetings are taking place and comments members and reopen communications. Rural Fire Protection Area Advisory Committee chaired from the interviews identified that the by the Reeve of CNL. committee has not met since the agreement has been signed in 2012. The Peace Rural Fire Protection Area Advisory Issues that are currently being initiated by Committee is to meet at a minimum of two times per the Town need to include the County when it year to make recommendations on level of fire may impact fire service levels. protection services, operating and capital budgets.

Governance documents noted above all in need of review and re-negotiation Memorandum of Agreement with MD of Peace expires in July 2016 and the County of Northern Lights Fire Services Agreement is set to expire the end of December 2016.

TOR 15.5 Gap Analysis – Fire Department Organization

Defined Level Current Recommended Actions The level of Fire Department organization is The current Fire Chief is the Director of The Fire Chiefs role in the event of a large documented in the following: Protective Services. scale disaster needs to be defined to Fire Services Bylaw / Level of Service determine the highest priorities for Fire Quality Management Plan (Safety Codes – Fire operational support. Discipline) Agreements – MD of Peace River, County of Northern Alternates to the Fire Chief and Director of Lights Protective Services need to be identified and SOP's trained.

The QMP identifies classes of buildings that Resources allocated to the inspection require a fire inspection on a 36 month program to be compliant with the QMP. frequency or upon request or complaint. There is no indication that the 36 month inspections are being done for Groups A, B or C buildings.

The Town of Peace River Fire Department The Fire Department Management Team Management Team do not individually always should be meeting on a regular basis to share have access or knowledge of the information information and coordinate work. they need to work effectively.

Interviewees indicated there was some Electronic record keeping/data management

difficulty in gaining access to electronic system not being used to full capacity. Data information and tasks associated with data management should provide the ability to management consuming their time. measure organizational performance.

Bylaw 1642 Fire Services Steering Committee was There was no indication that this committee The Fire Services Steering Committee needs formed in 1998. was still active. to be evaluated and determine whether it is to be brought back or the bylaw rescinded.

Evaluate all other types of committees that are currently operating and ensure that their mandates and meeting requirements are being fulfilled.

TOR 15.6 Gap Analysis – Operating and Capital Budgets

Defined Level Current Recommended Actions TSI reviewed the proposed 2016 Fire Services budget. Budgets are presented prior to year end for Review the capital and reserves balances to approval by Council. confirm whether there are funds available for the long range replacement schedules of Budgets are compiled by the Fire Chief. apparatus.

Review of the 2016 budget is in line with the Budgets need to be developed by the whole levels of services currently identified in the Fire Services Management Team (FC, DC, and Level of Fire Service bylaw. Funds are Captain). allocated to capital but appears nothing to reserves.

TOR 15.7 Gap Analysis – Long Range Capital Facility and Equipment

Defined Level Current Recommended Actions The 10 year capital plan 2015-2024 identifies capital The 10 year capital plan includes a ladder It is recommended that a full review of the projects for Emergency Services apparatus in 2018 and a Engine 7 replacement capital plan is completed before any

in 2022. purchase of major apparatus.

The current configuration of the equipment is combining Engine with Rescue service. It is recommended to look at a Rescue unit to free up one of the Engines for primarily rural responses.

Before purchasing equipment a thorough analysis should be done on other manufacturers and consistent with other municipal neighbors if possible.

Confirm the Fire Department Service Level Policy before future equipment purchases in specific service areas such as Hazardous Materials Response, Water Rescue, High Angle Rescue, etc.

Create a 20-year Capital replacement plan for the fire department vehicles and capital equipment (valued over $5,000)

Explore the potential for regional collective

purchasing and leasing of major items to

even out year to year costs.

Determine ownership of Marine 1. A Firefighters Association exists and is in operation. Our interview process has lead us to believe

that there are some assets that were

purchased by the Association that are being

used operationally.

Develop a policy that clarifies the relationship No information was available or forwarded to

TSI as requested therefore we are unclear on between the Association and the Town of the ownership and/or disposition of the Peace River. Activities are being performed assets. by the Association that are perceived as being done by the Town of Peace River. i.e. fundraising in uniform, using fire apparatus, etc. This is a positive and we encourage the continued relationship, it needs to be formalized in a policy.

TOR 15.8 Gap Analysis – Training and Performance

Defined Level Current Recommended Actions A defined level of training that is in compliance with Approved resolution by council defining the Review periodically to ensure that the Alberta’s Occupational Health & Safety Act and that level of service for the municipal fire department continues to meet the identified meets the current Level of Service. department service levels and is in compliance with Alberta OHS training and operational A level of service that provides the following requirements firefighting services to the Town of Peace River and the County of Northern Lights.  Structure Fire- NFPA 1001 Level II Currently only have 20% of the department to The department will require additional NFPA NFPA 1001 Level ll. Currently only 20% of the 1041 Fire Service Instructors to accomplish department has the pre-requisite NFPA 1001 this, both Level I and Level II and should be Level I part of the 3 year plan

 NFPA 1002 Professional Driver/Operator Currently only have 40% with Pump Operator Establish a 3 year plan to bring the qualifications department up to these levels.

 NFPA 1051 Wildland Firefighter Currently 49% of the department has this Deliver another 1051 Course to qualify training Probationary Firefighters

 Incident Command – NFPA 1021 Level II Currently only 1 member trained to the NFPA All Full –time Officers and Paid on Call 1021 Level ll level – No full-time staff meet Officers should begin taking the NFPA 1021 this requirement Program

 Medical First Response Provide assistance when AHS is dealing with No Actions Required other than to maintain First Aid qualifications of responders  Multiple patients  Lift and assist  Extrication

Provide assistance in First Response when there is an expected delay in EMS response for high-priority EMS events  Provide assistance and immediate response to all “ECHO” calls

 Vehicle Extrication Currently the department only has 23% of the High priority to arrange and deliver a S1100 members trained in vehicle extrication. course or equivalent as soon as possible to Historical response data suggests that this is a train as many firefighters as possible in high priority for the fire department vehicle extrication.

 Ice Rescue Currently, 26% of the department has this Provide an Ice Rescue Technician course to training. Historical data suggest that this a low bring training levels in Ice Rescue up to a frequency event minimum of 50%.

Explore opportunities for the local Search and Rescue Society to provide these services.

 Rescue Services ( NFPA 1006) Currently only 11% (4 personnel) of the fire Adjust level of service documents – the dept o Swift Water/Flat Water department meets the NFPA 1006 Awareness is not currently able to provide this service o Water/Trench/Confined Spaces level and only 8% have attained the Technician safely given present training levels. Technical o Rope Level. Currently only 11% of the dept is rescue teams should have no less than 5 qualified to operate the rescue boat. members to operate safely. Historical data suggests that this is a low Budget for and provide specific courses to frequency event. address training deficiencies if required.

Explore opportunities for the local Search and

Rescue Society or third party to provide these services and transfer the risk.

 Hazardous Materials Response NFPA 472 Currently the department is trained to the This level of service cannot be delivered due Technician following levels to insufficient trained personnel.  Dangerous Goods Awareness – 46% Recommendation is to focus on Operations  Dangerous Goods Operations – 37% as the level of service and utilize third party  Dangerous Goods Technician – 8% all contractors or manufacturers response teams of whom are full time officers and to provide Technician skills. members of the fire department management team Review historical data and determine what  Dangerous Goods Specialist – 2% - level of intervention has been historically Fire Chief required and determine if that supports having the level of service approved.

Continue to train and develop staff to the Operations Level and provide this level of service until such time as training deficits have been addressed.

 Fire Inspections as per Safety Codes – NFPA Currently 2 of the 3 staff members assigned to All chief officers should be trained to attain 1031 these duties are qualified to the necessary the 1031 certification. standard

 QMP Fire Investigations – NFPA 1033 Currently only the Fire Chief is certified as an All chief officers should be trained to this investigator level. Have the individuals take the necessary courses to attain the 1033 certification.

 Public Education & Life Safety – NFPA 1035 Currently 2 of the 3 staff members assigned to Consider giving this training to rank and file these duties are qualified to the necessary members. Provide growth opportunities and standard reduce workload of full-time staff to focus on other essential tasks currently not being completed.

TOR 15.9 Gap Analysis – Alberta Health Emergency Call System

Defined Level Current Recommended Actions The Fire Services Level Policy was updated in March of Standard First Aid, or Advanced First Aid with Host a meeting with Alberta Health Services 2015 to redefine the services the Town of Peace River HCP-CPR, AED or: Alberta College of to identify any issues with current services provides. Paramedics Registered: EMR, EMT, EMTP* and ensure a positive future EMS service within the community. Provide assistance when AHS is on scene dealing with the management of difficult Discussions with AHS to include the changes patients, multiple patients, or for additional made to the response process and the resources to assist with lifting, carrying, or the Dispatch Center project. extrication of patients.

Provide assistance in a first response capacity when an AHS EMS response is expected to be more than 15 minutes on high priority or medically appropriate EMS events.

Provide assistance and for immediate dispatch to all “Echo” level events as determined by the Medical Priority Dispatch System (MPDS). This is all events whereby it is determined that either the patient is not breathing or their breathing is ineffective.

Funding will only be provided in the Fire budget for courses up to and including Advanced First Aid with HCP-CPR, AED. Funding will exclude EMR, EMT and EMT-P level of training or certification.

TOR 15.10 Gap Analysis – Benchmarking

Defined Level Current Recommended Actions Benchmarking was done to compare a number of like Even though not all communities are alike, From the benchmarking comparisons, the communities to the Town of Peace River. there was enough similarities to retain four Town of Peace River is well positioned in communities for comparison. The comparison to similar communities. communities that were used to compare to the Town of Peace River are Barrhead, The Town of Peace River to continue Ponoka, Blackfalds and Wainwright. recruitment efforts to reach their maximum of 40 Paid on Call. Full time staff at 3 and 1 Comparisons were done to the population, casual FTE to be maintained with defined Fire Department size, average calls per year, workload tasks and objectives. Casual FTE to number of stations and whether there were be at .5 and Admin support a .5 FTE. bodies of water in their jurisdiction. Further analysis and breakdown of types of The population of the group ranged from 4900 calls to be done to identify areas of to 7900. opportunities in Fire Prevention and Public Education. Over 45% of the calls received by Fire Department size varied from 25 to 40 Paid the Town of Peace River were alarm calls on Call and 1 FTE with the exception of the (125/271). Town of Peace River with 4 FTE's. One of the municipalities is considering adding a second The body of water presents an element of FTE and one has a .5 FTE for Admin support. risk, but the frequency of events are low. Concern was raised over the possibility of an The calls excluding medical ranged from 110 event on the bridge causing it to be to 271 with the average for all 5 municipalities shutdown would prevent a one station town being 186 calls. from transitioning from downtown to the West Hill. We were not provided with any All of the towns researched have one fire statistics that would indicate the probability station with the Town of Peace River of occurrence for an event on the bridge and operating from two. a second emergency response occurring at the same time.

Peace River is the only Town with a large body Ambulance services and the RCMP only have of water. one location in the Town of Peace River.

TOR 15.11 Gap Analysis – Disaster Services Plan

Defined Level Current Recommended Actions The Draft Municipal Emergency Plan issued November The Plan is ICS based. 2015 and is awaiting final and implementation. It is proposed that the CAO will become the Establish the DEM position outside the Fire Director of the MEP. Service.

Interviews identified a lack of training on the Create an implementation plan with a Plan for key players identified within the Plan. coordinating committee to include: The Plan is stalled in the update mode/Draft. • Yearly focus areas to lead to full implementation within 3 years. Initial training for all key players to be completed within 6 to 12 months and a training plan to address the full implementation.

The plan lacks defined timelines for Establish specific exercises to test each area completion. of the plan over 3 years.

Explore the potential for a regional process with other municipalities in the region.

TOR 15.12 Gap Analysis – SOP's, Equipment and Maintenance Standards

Defined Level Current Recommended Actions The Fire Department does have documented Standard SOP's are comprehensive and provide a Operating Procedures outlining both operational and reliable resource for the staff on matters

administrative policies and procedures. pertaining to the operation of the fire department

The fire department does not have a pre- Pre-incident planning program should be incident planning process developed and priority targets identified and assigned as well as tied in with any inspection processes.

Standard Operating Procedures and policies SOP's and policies should be reviewed on a are living documents that govern the manner frequency of not more than two years. in which the fire department operates on a daily basis.

Many of the departments Standard Operating SOP’s/SOG’s peer reviewed to validate best procedures do not identify with the criteria of practices are identified the Standard Operating Procedure by including specific requirements to complete the task. (manpower requirement not identified, left to discretion of Officer in charge).

SECTION 16 – RECOMMENDATIONS

16.1 Service Level Recommendations

 Transitional Solutions Inc. recommends that Council adopts the defined level of services for the Town of Peace River as proposed.

 Transitional Solutions Inc. recommends a review of the airport and surrounding industrial/commercial area development to include the requirements and future needs for fire protection.

 Transitional Solutions Inc. recommends that any additional levels of service over the base services provided to CNL in the Fire Services Agreement be included in the budget process.

 Transitional Solutions Inc. recommends that apparatus placement be implemented based on the most effective location for personnel and apparatus.

 Transitional Solutions Inc. recommends that for water rescue services the Town explore the possibility that the service could be provided to the Town by the local Search and Rescue Society.

16.2 Staffing Level Recommendations

 Transitional Solutions Inc. recommends that the Town of Peace River maintain a maximum of 4 FTE's with defined tasks to be accomplished by each position. The casual Firefighter FTE position be reduced to a .5 FTE with the other .5 FTE allocated to an Administrative position.

 Transitional Solutions Inc. recommends a recruitment campaign to fill remaining Paid on Call positions to maximum of 40 and create a waiting list of potential candidates.

 Transitional Solutions Inc. recommends that the Fire Department creates opportunities to utilize Paid on Calls effectively in all program areas (pre incident plans, public education, etc.).

 Transitional Solutions Inc. recommends that the Fire Department identifies opportunities for non operational members to help achieve Fire Department goals and objectives.

16.3 Facility and Equipment Recommendations

 Transitional Solutions Inc. recommends that the Director of Protective Services office be located in the Town Office.

 Transitional Solutions Inc. recommends Operational FTE's should be relocated to the downtown Main Station.

 Transitional Solutions Inc. recommends that the new Fire Hall project explores opportunities to reduce cost by either redesign or infrastructure sharing (additional bays to store apparatus).

 Transitional Solutions Inc. recommends that a working group is formed to assess and recommend procurement of specialty and replacement equipment and manage a life cycle program.

16.4 Regionalization and Expanded Services Recommendations

 Transitional Solutions Inc. recommends that the Peace Rural Fire Protection Advisory Committee is compliant to the terms of the agreement.

 With respects to Mutual Aid Agreements in place, Transitional Solutions Inc. further recommends that the parties who are sitting committee members of these agreements and boards meet in accordance with the contents of the agreement.

16.5 Fire Department Organization and Management Recommendations

 Transitional Solutions Inc. recommends that the Fire Chiefs role in the event of a large scale disaster remains operational and the Town CAO is the Director of Emergency Management, as per the Draft EMP. Alternates to the Fire Chief and Director of Emergency Management need to be identified and trained.

 Transitional Solutions Inc. recommends that some of the full time staff resources be allocated to the inspection program to be compliant with the QMP.

 Transitional Solutions Inc. recommends The Fire Services Steering Committee needs to be evaluated and determine whether it is to be brought back or the bylaw 1642 rescinded.

 Transitional Solutions Inc. recommends that the Fire Chief, Town CAO and the Joint Fire Services Committee for the Town of Peace River meet quarterly to discuss fire department matters.

 Transitional Solutions Inc. recommends that The Fire Department Management Team meet weekly to discuss the issues and the objectives of the week ahead.

 Transitional Solutions Inc. recommends that all current job descriptions for the Fire Department be reviewed to ensure that roles, responsibilities and required qualifications are accurate and reflect the true requirements of the department.

 Transitional Solutions Inc. recommends that all Fire Department Chief Officers and full-time staff be trained to fulfill all roles that could be potentially assigned to them in the event of a disaster that requires an EOC to be activated.

16.6 Operating and Capital Budget Recommendations

 Transitional Solutions Inc. recommends that the training budget reflect the costs of actual training courses and wages associated with taking training. Currently the budget assigns the costs associated with the Tuesday night training sessions to the training budget. Moving this line item to wages, would allow more cost control and tracking of training programs.

 Transitional Solutions Inc. recommends that the Fire Department capital and reserves balances are in sync with the long range replacement schedules of apparatus and equipment.

 Transitional Solutions Inc. recommends that annual budgets are developed by the whole Fire Services Management Team (FC, DC, and Captain).

16.7 Long Range Capital Facility and Equipment Plan Recommendations

 Transitional Solutions Inc. recommends that the Town reviews the need for a Rescue unit to eliminate an Engine from the Town responding to all calls.

 Transitional Solutions Inc. recommends that a working group is formed to test new equipment, review options available and survey Regional partners on what they have, before purchasing capital equipment.

 Transitional Solutions Inc. recommends that a policy is developed to clarify the Town of Peace River's support for the Firefighters Associations activities.

 Transitional Solutions Inc. recommends that a 20-year Capital replacement plan for the fire department vehicles and capital equipment (valued over $5,000) is created and kept evergreen.

 Transitional Solutions Inc. recommends that the Town seeks out cost saving initiatives for regional collective purchasing/maintenance and leasing of major items.

16.8 Training Recommendations

 Transitional Solutions Inc. recommends that the Fire Department Management Team and Town Administration meet to collectively examine the currently identified Level of Service By-Law and determine their capabilities of delivering some of the services identified based on the training levels identified within the review. TSI has provided a recommended Level of Service based on current training capabilities and staffing/response levels.

 Transitional Solutions Inc. recommends that the training program for the fire department be aligned with the levels of service identified in the Level of Service By-Law, identified risks of the service area and historical call data.

 Transitional Solutions Inc. recommends that all of the Fire Department Management Team be trained to the NFPA 1021 Fire Officer Level II.

 Transitional Solutions Inc. recommends that the fire department train and develop at least 1 more Fire Investigator.

 Transitional Solutions Inc. recommends that all fire officers holding the rank of Lieutenant and above be trained as Basic Safety Codes Officers, thereby extending them the authority to act legally within the scope of the Safety Codes Act in the absence of a Chief Officer on scene.

 Transitional Solutions Inc. recommends that the fire department train and develop two more NFPA 1041 Level I Fire Service Instructors and two more NFPA 1041 Level II instructors.

 Transitional Solutions Inc. recommends that a Flag Operators course be held in conjunction with all vehicle extrication courses that are offered by the department.

 Transitional Solutions Inc. recommends that specific training courses be prioritized in order to get in compliance with the expected level of service. High priority for an S1100 course or equivalent in vehicle extrication. Provide an Ice Rescue Technician course to bring attained training levels in Ice Rescue up to 50% of the paid on call members.

16.9 Towns Role in Alberta Health Care – EMS Recommendations

 Transitional Solutions Inc. recommends that the Town hold a meeting with Alberta Health Services to identify any issues with current services and ensure a positive future EMS service within the community. Discussions with AHS to include the changes made to the response process and the Dispatch Center project.

16.10 Benchmarks Recommendations

 Transitional Solutions Inc. recommends that the Town of Peace River continue recruitment efforts to reach their maximum of 40 Paid on Call.

16.11 Emergency Management (Disaster) Plan (EMP) Recommendations  Transitional Solutions Inc. recommends that the Draft EMP be approved as soon as possible.

 Transitional Solutions Inc. recommends an implementation plan is created for the new EMP and a coordinating committee be established with the mandate to ensure a full implementation of the plan is completed within 3 years.

 Transitional Solutions Inc. recommends that Initial training for all key players of the EMP be completed within 6 to 12 months and a training plan developed to address the full implementation.

 Transitional Solutions Inc. recommends that an exercise plan is created so that all potential events are tested at least once every three years.

 Transitional Solutions Inc. recommends that the Town explores the potential for a regional Emergency Management process with other municipalities in the region.

16.12 Fire Department SOP’s, Equipment and Maintenance Recommendations  Transitional Solutions Inc. recommends that the Town of Peace River Fire Department establish an Occupational Health and Safety Policy and establish an Occupational Health & Safety

Committee in accordance with NFPA 1500 Fire Department Occupational Safety and Health – 2013.

 Transitional Solutions Inc. recommends that the Town of Peace River Fire department write a Standard Operating Guideline or Code of Practice for their respiratory protection plan to meet the requirements of the Alberta Occupational Health and Safety Act.

 Transitional Solutions Inc. recommends that a pre-incident planning program be developed and priority targets identified and assigned as well as tied in with any inspection processes.

 Transitional Solutions Inc. recommends SOP’s/SOG’s be peer reviewed, rather than the same person, to validate best practices are being used.

 Transitional Solutions Inc. recommends that the Town of Peace River Fire Department develop a Standard Operating Policy with respects to the review and revision of their Standard Operating Procedures/Guidelines. Transitional Solutions Inc. would recommend that Standard Operating Policies be reviewed at least every two years. It is further recommended that specific Standard Operating Procedures be reviewed upon revisions to documents or legislation such as the Level of Service By-Law or Occupational Health and Safety Codes.

 Transitional Solutions Inc. recommends that the current policy for laundering and disinfecting of gear after use be prescriptive in when and who is responsible and accountable for personal protective equipment.

APPENDICES

A - Town of Peace River Start Up Meeting Presentation

Town of Peace River Fire Department Review

Unit 201, 236 – 91 Street Edmonton, Alberta T6X 0A9 T: 1.844.900.0874 E: www.tsi-inc.ca

Agenda

• Introduction to TSI • TSI Team • Terms of Reference • Timeline • Document Requests • Interviews

Intro to TSI Inc.

Founded in 2006, by Kevin Robins, TSI began as an interim management firm aimed at assisting municipalities in transition. Growing client demand to solve increasingly complex problems resulted in our growth to include all areas of administration within a Municipality.

Our Approach - Teams

• Municipal Governance • Human Resources • Public Engagement and Consultation • Marketing and Communications • Economic Development and Tourism • Emergency Management

Our Expertise

• Municipal Governance • Bylaw and Policy Development • Council Training and Administrative Relationship Building • Efficiency and Effectiveness Reviews • Human Resources • Compensation Reviews • Recruitment and Interim Management • Mediation and Harassment Resolution • Succession Planning • Emergency and Protective Services • Regionalization Studies • Risk Management • Crisis Communications • Disaster Management • Business Continuity Planning

Value Add Approach • Online Learning • Courses and workshops with municipal focus

• Public Engagement and Consultation • Social Media Engagement • Open Houses and Community Surveys • Media Buying and Writing • Marketing and Communications • Marketing and Communications Plans • Branding • Internal Communications Strategies • Economic Development and Tourism • Site Selector Attraction • Target Sector Studies • Planning and Strategy

Our Corporate Team

• Erica Thomas, MBA, President • Cory Thomas, Vice President - Corporate & Operations • Kevin Robins, Senior Municipal Governance Advisor

Our Clients • Parkland Community • Town of Rycroft Planning Services (PCPS) • Town of Spirit River • Alberta Office of the Fire • Town of High Prairie Commissioner • Town of Beaumont • Alberta Municipal Affairs • Enoch Cree Nation • Municipality of Crowsnest • Town of Peace River Pass • Town of St. Paul • Town of Morinville • Hamlet of Fort Chipewyan • City of Cold Lake • Town of Grande Cache • City of Leduc • Edmonton Regional Tourism • Town of Nanton Group • Town of Sundre • Town of Thorsby • County of Grande Prairie • Town of Millet • LGAA • Town of Stony Plain • AAMDC • Town of Barrhead

TSI Team – Peace River

• Project Manager – Bruce Dziwenka • Technical Advisor – Bill Walker • Technical Advisor – Brent Greer • Technical Support – Cory Thomas

Bruce Dziwenka Manufacturing & Emergency Management Consulting SUMMARY Bruce has over 25 years’ experience in the Manufacturing and Emergency Management consulting sectors

EXPERIENCE He has held positions as an Industrial Fire Chief, Loss Prevention Coordinator, Emergency Preparedness and Security Specialist and most recently as a Senior Emergency Management Consultant. Bruce was a technical writer for a Industrial Fire Brigade video training program, which has been recognized around the world as a premier training series.

Bill Walker Municipal Leadership & Emergency Management Expert

SUMMARY Bill is a senior Leader who has provided a commitment to excellence through ensuring all team members reach their hidden potential

EXPERIENCE 40 years Emergency Management experience in the positions of Fire fighter, Lieutenant, Chief Fire Prevention Officer, Deputy Fire Chief, Fire Chief, Manager of Protective & Emergency Services, Protective Services Director & Community Safety Director

Brent Greer Emergency Management Expert

SUMMARY Brent is a seasoned emergency first responder who has translated his extensive field experiences and formal training from all facets of emergency response into proven leadership roles within the industry.

EXPERIENCE 7 years experience as a Paid Chief Officer of a Volunteer Fire Department, 30 years experience working with volunteer fire departments, 23 years of fire fighting experience with Department of National Defence Fire Service, 12 years Auxiliary Cst. with RCMP Wainwright, Fire Chief / Deputy Fire Chief – Drayton Valley - 7 years

Terms of Reference

1. Review present service levels provided, and determine if the present service levels are appropriate for the Town of Peace River, and provide options

2. Review staffing levels to determine the right fit for service level options for Council’s approval

3. Review and identify facility and equipment requirements to provide service level options

4. Review and identify opportunities for regional or expanded services with other municipal partners

5. Review fire department organizational and management structure. Comment on strengths and weaknesses

6. Review operating and capital budgets to determine efficiency and effectiveness match of service versus cost of delivery

7. Review long range capital facility and equipment plans to determine fit with fire department long range strategic plan and determine if the fire dept. strategic plan fits with the long range Municipal Sustainability Plan

8. Review training and performance records to determine operational capabilities and standards

9. Review role of the Town’s Fire Department in Alberta Health Care’s emergency call system (I.e. Primary Role funded, Support Role funded, No Role etc.)

10. Benchmark service level options with similar sized communities and geographic locations

11. Review present emergency disaster plan and identify appropriateness for the Town of Peace River

12. Review and comment on the fire departments SOP’s and equipment and maintenance standards

Timeline

Document Review

1. Fire Department Policy Manual, 2. Fire Service bylaws, 3. Fire Chief Agreement, 4. Firewater system P&ID's and flows, 5. Current staffing levels and training records, 6. Facility and equipment inventory and replacement schedule, 7. Existing Mutual Aid and Partnership agreements, 8. Fire Services org chart and job descriptions, ICS structure, 9. Operating and capital budgets proposed and for the last 2 years, 10. Previous consultant reports, 11. Strategic and Sustainability Master Plans, 12. Alberta Health Services agreement, 13. Dispatching policy, Disaster Plan, A 14. Area risk assessments, 15. Fire Department SOP's, 16. Fire loss statistics, 17. Fire Department response statistics identifying type of call, 18. Response time, etc.

Interviews

• 3 day schedule • Confidentiality of data collected • Additional interviews

Close-out Meeting Wednesday

Questions & Comments?

B - Alberta Occupational Health and Safety Code of Practice for Firefighters

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101

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106

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108

109

110

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112

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C - Final Draft Report Presentation January 26, 2016

Town of Peace River Fire Department Review Final Report

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

Agenda

• TSI Team • Terms of Reference • Timeline • Process •Gap Analysis and Recommendations

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TSI Team – Peace River

• Project Manager – Bruce Dziwenka • Technical Advisor – Bill Walker • Technical Advisor – Brent Greer • Technical Support – Cory Thomas

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

Terms of Reference

1. Review present service levels provided, and determine if the present service levels are appropriate for the Town of Peace River, and provide options

2. Review staffing levels to determine the right fit for service level options for Council’s approval

3. Review and identify facility and equipment requirements to provide service level options

4. Review and identify opportunities for regional or expanded services with other municipal partners

5. Review fire department organizational and management structure. Comment on strengths and weaknesses

6. Review operating and capital budgets to determine efficiency and effectiveness match of service versus cost of delivery

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8. Review training and performance records to determine operational capabilities and standards

9. Review role of the Town’s Fire Department in Alberta Health Care’s emergency call system (I.e. Primary Role funded, Support Role funded, No Role etc.)

10. Benchmark service level options with similar sized communities and geographic locations

11. Review present emergency disaster plan and identify appropriateness for the Town of Peace River

12. Review and comment on the fire departments SOP’s and equipment and maintenance standards

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

Timeline

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Process 1. Start up Meeting - November 23, 2015

2. Data gathering and Interviews - November 23 – 25, 2015 - Follow up phone interviews

3. Draft Report - January 11, 2016

4. Draft Report comments from Peace River - January 15, 2016

5. Final to Peace River - January 20, 2016

6. Close of comments Final Report - January 24, 2016

7. Final Report presentation to Town of Peace River - January 26, 2016

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

TOR 1 Gap Analysis Service Level

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TOR 1 Gap Analysis Service Level

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TOR 1 Gap Analysis Service Level

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TOR 1 Recommendations Service Level

• Transitional Solutions Inc. recommends that the Fire Department Management Team in conjunction with Town Administration collectively examine the currently identified Level of Service By-Law and determine their realistic capabilities of delivering some of the services identified based on the training levels within the review.

• Transitional Solutions Inc. recommends that the Fire Department Management Team in conjunction with the County of Northern Lights Town Administration collectively examine the Fire Services Agreement level of services and determine their alignment with the hazards/risks in the County.

• Transitional Solutions Inc. recommends a review of the airport and surrounding industrial/commercial area development to include the requirements and future needs for fire protection.

• Transitional Solutions Inc. recommends that any additional levels of service over the base services provided to CNL in the Fire Services Agreement be included in the budget process.

• Transitional Solutions Inc. recommends that a apparatus placement be implemented based on the most effective location for personnel and apparatus.

• Transitional Solutions Inc. recommends that for water rescue services the Town explore the possibility that the service could be provided to the Town by the local Search and Rescue Society.

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

TOR 2 Gap Analysis Staffing Levels

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TOR 2 Recommendations Staffing Levels • Transitional Solutions Inc. recommends that the Town of Peace River maintain the current level of 4 FTE's with defined tasks to be accomplished by each position. The casual Firefighter FTE position be reduced to a .5 FTE with the other .5 FTE allocated to an Administrative position.

• Transitional Solutions Inc. recommends a recruitment campaign to fill remaining Paid on Call positions to maximum of 40 and create a waiting list of potential candidates.

• Transitional Solutions Inc. recommends that the Fire Department creates opportunities to utilize Paid on Calls effectively in all program areas (pre incident plans, public education, etc.).

• Transitional Solutions Inc. recommends that the Fire Department identifies opportunities for non operational members to help achieve Fire Department goals and objectives.

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

TOR 3 Gap Analysis Facilities and Equipment

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TOR 3 Gap Analysis Facilities and Equipment

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

TOR 3 Recommendations Facilities and Equipment • Transitional Solutions Inc. recommends that the Director of Protective Services office be located in the Town Office.

• Transitional Solutions Inc. recommends Operational FTE's should be relocated to the downtown Main Station.

• Transitional Solutions Inc. recommends that the new Fire Hall project explores opportunities to reduce cost by either redesign or infrastructure sharing.

• Transitional Solutions Inc. recommends that a working group is formed to assess and recommend procurement of specialty and replacement equipment and manage a life cycle program.

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TOR 4 Gap Analysis Regionalization/Expanded services

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

TOR 4 Recommendations Regionalization/Expanded services • Transitional Solutions Inc. recommends that the Peace Rural Fire Protection Advisory Committee is functioning as per the terms of the agreement.

• Transitional Solutions Inc. recommends that the Town of Peace River Fire Department establishes lines of communications with Regional partners to explore opportunities for regionalization, collaboration and the regional delivery of other fire services .

• Transitional Solutions Inc. recommends that the CNL and MD of Peace River agreements be renewed as soon as possible for more than 5 years as capital expenditures are based on the expanded level of service. Consideration should be given to ensuring both agreements contribute to the readiness and ongoing capital in order to provide ongoing support for the programs.

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TOR 5 Gap Analysis Fire Department Organization

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

TOR 5 Recommendations Fire Department Organization • Transitional Solutions Inc. recommends that the Fire Chief and Town Administration review and re-negotiate where applicable, all governance documents pertaining to Mutual Aid Agreements. All Mutual Aid and Service Agreements currently in place are set to expire in 2016.

• With respects to Mutual Aid Agreements in place, Transitional Solutions Inc. further recommends that the parties who are sitting committee members of these agreements and boards meet in accordance with the contents of the agreement.

• Transitional Solutions Inc. recommends that the Fire Chiefs role in the event of a large scale disaster remains operational and the Town CAO is the Director of Emergency Management, as per the Draft EMP. Alternates to the Fire Chief and Director of Emergency Management need to be identified and trained.

• Transitional Solutions Inc. recommends that some of the full time staff resources be allocated to the inspection program to be compliant with the QMP.

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TOR 5 Recommendations Fire Department Organization • Transitional Solutions Inc. recommends The Fire Services Steering Committee needs to be evaluated and determine whether it is to be brought back or the bylaw rescinded.

• Transitional Solutions Inc. recommends that the Fire Chief, Town CAO and the Joint Fire Services Committee for the Town of Peace River meet quarterly to discuss fire department matters.

• Transitional Solutions Inc. recommends that The Fire Department Management Team meet weekly to discuss the issues and the objectives of the week ahead.

• Transitional Solutions Inc. recommends that all current job descriptions for the Fire Department be reviewed to ensure that roles, responsibilities and required qualifications are accurate and reflect the true requirements of the department.

• Transitional Solutions Inc. recommends that all Fire Department Chief Officers and fulltime staff be trained to fulfill all roles that could be potentially assigned to them in the event of a disaster that requires an EOC to be activated.

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

TOR 6 Gap Analysis Operating and Capital Budgets

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TOR 6 Recommendations Operating and Capital Budgets • Transitional Solutions Inc. recommends that the training budget reflect the costs of actual training courses and wages associated with taking training. Currently the budget assigns the costs associated with the Tuesday night training sessions to the training budget. Moving this line item to wages, would allow more cost control and tracking of training programs.

• Transitional Solutions Inc. recommends that the Fire Department capital and reserves balances are in sync with the long range replacement schedules of apparatus and equipment.

• Transitional Solutions Inc. recommends that annual budgets are developed by the whole Fire Services Management Team (FC, DC, and Captain).

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

TOR 7 Gap Analysis Long Range Capital Facility & Equipment

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TOR 7 Recommendations Long Range Capital Facility & Equipment

• Transitional Solutions Inc. recommends that an aerial apparatus be purchased as a replacement for Engine 7 in 2018. It should have both rescue and elevated stream capabilities. A rear mounted aerial quint would meet the needs of the department now and into the future.

• Transitional Solutions Inc. recommends that the Town reviews the need for a Rescue unit to eliminate an Engine responding to all calls.

• Transitional Solutions Inc. recommends that a working group is formed to test new equipment, review options available and survey Regional partners on what they have, before purchasing capital equipment.

• Transitional Solutions Inc. recommends that a review be conducted on the Fire Departments Association, its charter, meeting minutes and financial statements to clarify how the Association has been operating and how it operates in the future.

• Transitional Solutions Inc. recommends that a 20-year Capital replacement plan for the fire department vehicles and capital equipment (valued over $5,000) is created and kept evergreen.

• Transitional Solutions Inc. recommends that the Town seeks out cost saving initiatives for regional collective purchasing/maintenance and leasing of major items. Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

TOR 8 Gap Analysis Training and Performance

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TOR 8 Gap Analysis Training and Performance

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TOR 8 Gap Analysis Training and Performance

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TOR 8 Recommendations Training and Performance

• Transitional Solutions Inc. recommends that the Fire Department Management Team and Town Administration review the attached document in the Appendices titled – “A Code of Practice For Firefighters” which outlines how the Occupational Health and Safety Act applies to the delivery of fire services in the Province of Alberta.

• Transitional Solutions Inc. recommends that the Fire Department Management Team and Town Administration meet to collectively examine the currently identified Level of Service By-Law and determine their capabilities of delivering some of the services identified based on the training levels identified within the review. TSI has provided a recommended Level of Service based on current training capabilities and staffing/response levels.

• Transitional Solutions Inc. recommends that the training program for the fire department be aligned with the levels of service identified in the Level of Service By-Law, identified risks of the service area and historical call data.

• Transitional Solutions Inc. recommends that all of the Fire Department Management Team be trained to the NFPA 1021 Fire Officer Level II.

• Transitional Solutions Inc. recommends that the fire department train and develop at least 1 more Fire Investigator.

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

TOR 8 Recommendations Training and Performance • Transitional Solutions Inc. recommends that all fire officers holding the rank of Lieutenant and above be trained as Basic Safety Codes Officers, thereby extending them the authority to act legally within the scope of the Safety Codes Act in the absence of a Chief Officer on scene.

• Transitional Solutions Inc. recommends that the fire department train and develop two more NFPA 1041 Level I Fire Service Instructors and two more NFPA 1041 Level II instructors.

• Transitional Solutions Inc. recommends that a Flag Operators course be held in conjunction with all vehicle extrication courses that are offered by the department.

• Transitional Solutions Inc. recommends that specific training courses be prioritized in order to get in compliance with the expected level of service. High priority for an S1100 course or equivalent in vehicle extrication. Provide an Ice Rescue Technician course to bring attained training levels in Ice Rescue up to 50% of the paid on call members if this service is going to delivered as part of the service level.

• Transitional Solutions Inc. recommends that the Hazmat level of service be reduced to the Operations level as the current level of service cannot be delivered due to insufficient trained personnel and utilize third party contractors or manufacturer’s response teams to provide Technician skills.

• Transitional Solutions Inc. recommends that a strategy with short and long term initiatives be created for the Fire Department to ensure that they are capable of providing the services to the airport as it grows over time.

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

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TOR 9 Gap Analysis Alberta Health Emergency Call System

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

TOR 9 Recommendations Alberta Health Emergency Call System

• Transitional Solutions Inc. recommends that the Town hold a meeting with Alberta Health Services to identify any issues with current services and ensure a positive future EMS service within the community. Discussions with AHS to include the changes made to the response process and the Dispatch Center project.

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

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TOR 10 Gap Analysis Benchmarking

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

TOR 10 Recommendations Benchmarking

• Transitional Solutions Inc. recommends that the Town of Peace River continue recruitment efforts to reach their maximum of 40 Paid on Call. Full time staff at 3 and two .5 casual FTE’s to be maintained with defined workload tasks and objectives.

• Transitional Solutions Inc. recommends further analysis and breakdown of types of alarm calls occurring in order to identify the location and frequency of repeat offenders and that corrective actions should be taken on any multiple repeat offenders with consideration given to education, enforcement and fees for services as per Section 11 of the 1833 Fire Services Bylaw.

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

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TOR 11 Gap Analysis Disaster Services Plan

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

TOR 11 Recommendations Disaster Services Plan

• Transitional Solutions Inc. recommends that the Draft EMP be approved as soon as possible.

• Transitional Solutions Inc. recommends an implementation plan is created for the new EMP and a coordinating committee be established with the mandate to ensure a full implementation of the plan is completed within 3 years.

• Transitional Solutions Inc. recommends that Initial training for all key players of the EMP be completed within 6 to 12 months and a training plan developed to address the full implementation.

• Transitional Solutions Inc. recommends that an exercise plan is created so that all potential events are tested at least once every three years.

• Transitional Solutions Inc. recommends that the Town explores the potential for a regional Emergency Management process with other municipalities in the region.

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

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TOR 12 Gap Analysis SOP's, Equipment & Maintenance Standards

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

TOR 12 Gap Analysis SOP's, Equipment & Maintenance Standards • Transitional Solutions Inc. recommends that the Town of Peace River Fire Department establish an Occupational Health and Safety Policy and establish an Occupational Health & Safety Committee in accordance with NFPA 1500 Fire Department Occupational Safety and Health – 2013.

• Transitional Solutions Inc. recommends that the Town of Peace River Fire department write a Standard Operating Guideline or Code of Practice for their respiratory protection plan to meet the requirements of the Alberta Occupational Health and Safety Act.

• Transitional Solutions Inc. recommends that a pre-incident planning program be developed and priority targets identified and assigned as well as tied in with any inspection processes.

• Transitional Solutions Inc. recommends SOP’s/SOG’s be peer reviewed, rather than the same person, to validate best practices are being used.

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

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TOR 12 Gap Analysis SOP's, Equipment & Maintenance Standards

• Transitional Solutions Inc. recommends that the Town of Peace River Fire Department develop a Standard Operating Policy with respects to the review and revision of their Standard Operating Procedures/Guidelines. Transitional Solutions Inc. would recommend that Standard Operating Policies be reviewed at least every two years. It is further recommended that specific Standard Operating Procedures be reviewed upon revisions to documents or legislation such as the Level of Service By-Law or Occupational Health and Safety Codes.

• Transitional Solutions Inc. recommends that the current policy for laundering and disinfecting of gear after use be prescriptive in when and who is responsible and accountable for personal protective equipment.

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

Questions?

Transitional Solutions Inc. | Unit 201, 236 91 St. Edmonton, Alberta, Canada | 1-844-900-0874 | tsi-inc.ca

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D - Recommendations Priority List

Recommendations Priority Category Transitional Solutions Inc. recommends further analysis and breakdown of types of alarm calls occurring in order to identify the location and frequency of repeat offenders and that corrective High Benchmarks actions should be taken on any multiple repeat offenders with consideration given to education, enforcement and fees for services as per Section 11 of the 1833 Fire Services Bylaw. Transitional Solutions Inc. recommends that the Director of Facility and High Protective Services office be located in the Town Office. Equipment Transitional Solutions Inc. recommends that a full review of the capital plan is completed before any apparatus is purchased. The Long Range High review, level of service modifications and long term agreements will Capital determine the need for elevated stream capabilities. Transitional Solutions Inc. recommends that a 20-year Capital Long Range replacement plan for the fire department vehicles and capital High Capital equipment (valued over $5,000) is created and kept evergreen. Transitional Solutions Inc. recommends that The Fire Department Management Team meet weekly to discuss the issues and the High Organization objectives of the week ahead. Transitional Solutions Inc. recommends that some of the full time staff resources be allocated to the inspection program to be High Organization compliant with the QMP. Transitional Solutions Inc. recommends that the Town of Peace River Fire Department establishes lines of communications with Regional High Regionalization partners to explore opportunities for regionalization, collaboration and the regional delivery of other fire services. Transitional Solutions Inc. recommends that an external mediator/negotiator is retained to renew the CNL and MD of Peace High Regionalization Agreements. The renewed Fire Services Agreement should define the levels of service that are required specific to the Agreements. Transitional Solutions Inc. recommends that Council adopts the High Service Level defined level of services for the Town of Peace River as proposed. Transitional Solutions Inc. recommends that for water rescue services, the Town explores the possibility that the service could be High Service Level provided to the Town by the local Search and Rescue Society. Transitional Solutions Inc. recommends that the Hazmat level of service be reduced to the Operations level as the current level of service cannot be delivered due to insufficient trained personnel and High Service Level utilize third party contractors or manufacturer’s response teams to provide Technician skills.

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Transitional Solutions Inc. recommends that the Town of Peace River Fire Department establish an Occupational Health and Safety Policy and establish an Occupational Health & Safety Committee in High SOP accordance with NFPA 1500 Fire Department Occupational Safety and Health – 2013. Transitional Solutions Inc. recommends that the Town of Peace River Fire Department write a Standard Operating Guideline or Code of High SOP Practice for their respiratory protection plan to meet the requirements of the Alberta Occupational Health and Safety Act. Transitional Solutions Inc. recommends that a pre-incident planning program be developed and priority targets identified and assigned as High SOP well as tied in with any inspection processes. Transitional Solutions Inc. recommends a recruitment campaign to fill remaining Paid on Call positions to maximum of 40 and create a High Staffing waiting list of potential candidates. Transitional Solutions Inc. recommends that the Fire Department Management Team and Town Administration review the attached document in the Appendices titled – “A Code of Practice For High Training Firefighters” which outlines how the Occupational Health and Safety Act applies to the delivery of fire services in the Province of Alberta. Transitional Solutions Inc. recommends that the training program for the fire department be aligned with the levels of service identified in High Training the Level of Service By-Law, identified risks of the service area and historical call data. Transitional Solutions Inc. recommends that the Draft EMP be Medium EMP approved as soon as possible. Transitional Solutions Inc. recommends an implementation plan is created for the new EMP and a coordinating committee be Medium EMP established with the mandate to ensure a full implementation of the plan is completed within 3 years. Transitional Solutions Inc. recommends that initial training for all key players of the EMP be completed within 6 to 12 months and a Medium EMP training plan developed to address the full implementation. Transitional Solutions Inc. recommends that an exercise plan within the EMP is created so that all potential events are tested at least Medium EMP once every three years. Transitional Solutions Inc. recommends Operational FTE's should be Facility and Medium relocated to the downtown Main Station. Equipment Transitional Solutions Inc. recommends that a working group is formed to test new equipment, review options available and survey Facility and Medium Regional partners on what they have, before purchasing capital Equipment equipment.

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Transitional Solutions Inc. recommends that the new Fire Hall Facility and project explores opportunities to reduce cost by either redesign or Medium Equipment infrastructure sharing (additional bays to store apparatus). Transitional Solutions Inc. recommends that a working group is Long Range formed to assess and recommend procurement of specialty and Medium Capital replacement equipment and manage a life cycle program. Transitional Solutions Inc. recommends that a policy is developed to Long Range clarify the Town of Peace River's support for the Firefighters Medium Capital Associations activities. Transitional Solutions Inc. recommends that annual budgets are Operating and developed by the whole Fire Services Management Team (FC, DC, Medium Capital and Captain). Budgets Transitional Solutions Inc. recommends that the Fire Department Operating and capital and reserves balances are in sync with the long range Medium Capital replacement schedules of apparatus and equipment. Budgets Transitional Solutions Inc. recommends The Fire Services Steering Committee needs to be evaluated and determine whether it is to be Medium Organization brought back or the bylaw 1642 rescinded. Transitional Solutions Inc. recommends that the Fire Chief, Town CAO and the Joint Fire Services Committee for the Town of Peace Medium Organization River meet quarterly to discuss fire department matters. Transitional Solutions Inc. recommends that the Peace Rural Fire Protection Advisory Committee is functioning as per the terms of the Medium Regionalization agreement. With respects to Mutual Aid Agreements in place, Transitional Solutions Inc. further recommends that the parties who are sitting Medium Regionalization committee members of these agreements and boards meet in accordance with the contents of the agreement. Transitional Solutions Inc. recommends that apparatus placement be implemented based on the most effective location for personnel and Medium Service Level apparatus Transitional Solutions Inc. recommends that the current policy for laundering and disinfecting of gear after use be prescriptive in when Medium SOP and who is responsible and accountable for personal protective equipment. Transitional Solutions Inc. recommends that the Fire Department creates opportunities to utilize Paid on Calls effectively in all Medium Staffing program areas (pre incident plans, public education, etc.). Transitional Solutions Inc. recommends that the fire department Medium Training train and develop at least 1 more Fire Investigator.

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Transitional Solutions Inc. recommends that specific training courses be prioritized in order to get in compliance with the expected level Medium Training of service. High priority for an S1100 course or equivalent in vehicle extrication. Transitional Solutions Inc. recommends that a Flag Operators course be held in conjunction with all vehicle extrication courses that are Medium Training offered by the department. Transitional Solutions Inc. recommends that the fire department train and develop two more NFPA 1041 Level I Fire Service Medium Training Instructors and two more NFPA 1041 Level II instructors. Transitional Solutions Inc. recommends that the Town hold a meeting with Alberta Health Services to identify any issues with current services and ensure a positive future EMS service within the Low AHS community. Discussions with AHS to include the changes made to the response process and the Dispatch Center project. Transitional Solutions Inc. recommends that the Town explores the potential for a regional Emergency Management process with other Low EMP municipalities in the region. Transitional Solutions Inc. recommends that the Town reviews the Long Range need for a Rescue unit to eliminate an Engine from the Town Low Capital responding to all calls. Transitional Solutions Inc. recommends that the Town seeks out cost Long Range saving initiatives for regional collective purchasing/ maintenance and Low Capital leasing of major items. Transitional Solutions Inc. recommends that the training budget reflect the costs of actual training courses and wages associated with Operating and taking training. Currently the budget assigns the costs associated Low Capital with the Tuesday night training sessions to the training budget. Budgets Moving this line item to wages, would allow more cost control and tracking of training programs. Transitional Solutions Inc. recommends that all current job descriptions for the Fire Department be reviewed to ensure that Low Organization roles, responsibilities and required qualifications are accurate and reflect the true requirements of the department Transitional Solutions Inc. recommends that all Fire Department Chief Officers and full-time staff be trained to fulfill all roles that Low Organization could be potentially assigned to them in the event of a disaster that requires an EOC to be activated.

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Transitional Solutions Inc. recommends that the Fire Chiefs role in the event of a large scale disaster remains operational and the Town CAO is the Director of Emergency Management, as per the Draft Low Organization EMP. Alternates to the Fire Chief and Director of Emergency Management need to be identified and trained. Transitional Solutions Inc. recommends a review of the airport and surrounding industrial/commercial area development to include the Low Service Level requirements and future needs for fire protection. Transitional Solutions Inc. recommends that any additional levels of service over the base services provided to CNL in the Fire Services Low Service Level Agreement be included in the budget process. Transitional Solutions Inc. recommends SOP’s/SOG’s be peer reviewed, rather than the same person, to validate best practices Low SOP are being used. Transitional Solutions Inc. recommends that the Town of Peace River Fire Department develop a Standard Operating Policy with respect to the review and revision of their Standard Operating Procedures/Guidelines. Transitional Solutions Inc. would recommend that Standard Operating Policies be reviewed at least Low SOP every two years. It is further recommended that specific Standard Operating Procedures be reviewed upon revisions to documents or legislation such as the Level of Service By-Law or Occupational Health and Safety Codes. Transitional Solutions Inc. recommends that the Town of Peace River maintain a maximum of 4 FTE's with defined tasks to be accomplished by each position. The casual Firefighter FTE position Low Staffing be reduced to a .5 FTE with the other .5 FTE allocated to an Administrative position. Transitional Solutions Inc. recommends that the Fire Department identifies opportunities for non operational members to help Low Staffing achieve Fire Department goals and objectives. Transitional Solutions Inc. recommends that all of the Fire Department Management Team be trained to the NFPA 1021 Fire Low Training Officer Level II. Transitional Solutions Inc. recommends that all fire officers holding the rank of Lieutenant and above be trained as Basic Safety Codes Officers, thereby extending them the authority to act legally within Low Training the scope of the Safety Codes Act in the absence of a Chief Officer on scene. Transitional Solutions Inc. recommends that once the proposed level of service is met, the Joint Fire Services Committee to review if Low Service Level expanded service levels are required and submit recommendation to Council for adoption.

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