HomeMy WebLinkAboutFire Master Plan
Maple Ridge Fire Department
Master Plan
2003
Acknowlegdements
The Maple Ridge Fire Department would like to acknowledge the following individuals who were instrumental in
the creation of this report. The document represents almost a year in the making and well over 1,000 person
hours.
• Paul Gill, General Manager, Corporate & Financial Services
• Peter Grootendorst, Fire Chief, Director Operations & Staff Development
• Dane Spence, Fire Chief, Director Community Fire Safety
• Brett Morris, Assistant Chief, Fire Prevention Officer
• Howard Exner, Assistant Chief, Training Officer
• Mark Smitton, Assistant Chief, Community Safety Officer
• Timo Juurakko, Assistant Chief, Fire & Life Safety Educator
• Jim Bevilaqua, Captain, Hall #1
• David Harcus, Captain, Hall #3
• Kevin Harwood, Captain, Hall #1
• Kelly Moore, Captain, Hall #1
• Jim Sinclair, Captain, Hall #3
• Stan Bitcon, Fire-Fighter, Hall #1
• Ted Gagel, Fire-Fighter, Hall #1
• Clark Rutledge, Fire-Fighter, Hall #2
We also received extensive and essential comments from our colleagues in the fire service at the draft stage of the
plan.
• Jim Hancock, Fire Chief, Richmond Fire-Rescue
• Len Garis, Fire Chief, Surrey Fire Service
• Bill Park, Fire Chief, Pitt Meadows Fire Department
• Rick Ryal, Fire Chief, Chilliwack Fire Department
• Len Foss, Assistant Fire Chief, Langley Township Fire Department
• Bruce Hall, Fire Chief, Whistler Fire Rescue Services
• Richard Lawrie, Fire Chief, City of Abbotsford Fire Rescue Services
Technical assistance was provided by:
• David Cooke, GIS Technician, District of Maple Ridge
• Jane Pickering, Director, Planning Department, District of Maple Ridge
• Connie Hol, Protective Service Clerk, Maple Ridge Fire Department
• Ontario Fire Marshal’s Office
• National Fire Protection Association
• Worker’s Compensation Board
Table of Contents
Executive Summary ...........................................................................................................1
Introduction & Methodology ............................................................................................2
Comprehensive Fire Safety Effectiveness Model
– (Ontario Fire Marshal) ...................................................................................................3
Existing and Future Growth Patterns and Financial Health of the District ................6
Summary of Service Areas
Emergency & Routine Response ..........................................................................7
Map - Proposed Fire Hall Catchment Areas 11
Map – Fire Hall Travel Times ..................................................................... 12-15
Fire Prevention/Inspections ................................................................................16
Public Education ..................................................................................................18
Training ................................................................................................................19
Hall & Equipment Maintenance.........................................................................21
Estimated Cost Of Staffing Options and Comparative Costs and Benefits
Of Current Fire Department
Proposed Phasing ................................................................................. 22
Summary Chart of Staffing Costs ......................................................................27
Current Costs per Capita ....................................................................................28
Appendix 1 - Emergency Response ................................................................................30
Current Service Level ..........................................................................................30
Why is Response Time Important ......................................................................31
Recognized Standards of Emergency Response ................................................33
Residential Sprinklers .........................................................................................35
Options To Meet Proposed Standards For Response ........................ 36
Urban Response Standard ..................................................................................36
Rural Response Standard....................................................................................37
Protected Growth Standard (Cottonwood/ Albion and Silver Valley) ...........38
Table 1 – Current Response Time to All Weekday Calls .................................40
Table 2 – Current Response Time to Structure Fires ......................................41
Table 3 - Core Services ........................................................................................42
Table 4 - Models of Emergency Response .........................................................44
Table 5 - Components of Response.....................................................................48
Projected Increases in Fire Department Call Volume ......................................49
Appendix 2 - Fire Prevention/Inspections: ....................................................................52
Executive Summary .............................................................................................52
Table 1 - Core Services of Fire Prevention Activities .......................................53
Table 2 - Inspection Frequency Comparison of Other Departments..............54
Table 3 - Minimum Man Hour to Perform Inspections ...................................55
Table 4 - Minimum Inspection Frequency Recommendation .........................56
Table 5 & 6 - Fire Prevention Required Duties ................................................59
Appendix 3 – Public Education ......................................................................................60
Executive Summary .............................................................................................60
Background ..........................................................................................................60
Fire and Life Safety Education Summary of Programs Delivered .................61
Table 1 - Public Education – Programs/Campaigns .........................................66
Appendix 4 – Training .....................................................................................................69
Executive Summary .............................................................................................69
Applicable Training Standards ..........................................................................69
Current Service Delivery Model ........................................................................70
Future Service Delivery Model – Current Core Services .................................71
Options ..................................................................................................................73
Other Considerations...........................................................................................74
Table 1 & 2 – Current Maximum Training Hours ...........................................75
Table 3 – Career Fire-Fighter Full Tim Equivalent Training .........................76
Table 4 – Core Services Training Required ......................................................76
Table 5– Fire Ground Operations ......................................................................77
Table 6 – Rescue Ground Operations ................................................................79
Table 7 -– Special Operations ............................................................................80
Table 8 – Vehicle Operations .............................................................................81
Table 9 – General Operations .............................................................................82
Appendix 5 – Hall & Equipment Maintenance .............................................................84
Executive Summary .............................................................................................84
Hall & Equipment Maintenance Summary .......................................................84
Options ..................................................................................................................85
Table 2 - Hall & Equipment Maintenance Schedule ........................................86
Appendix 6 – Peer Assessment Summary ......................................................................88
Other Considerations.......................................................................................................89
Monitoring & Evaluating Performance .........................................................................89
Conclusion ........................................................................................................................89
Maple Ridge Fire Department
Master Plan
Executive Summary
Executive Summary - 1
Executive Summary
In early 2003 the Municipal Council of the District of Maple Ridge directed a review of the existing fire service
delivery model and asked for advice on what the Fire Department will need to look like in order to serve a
growing community. Council direction was specifically to the Fire Chiefs and the GM: Corporate & Financial
Services, who then enlisted the help of the Assistant Chiefs and paid-on-call fire-fighters in developing this plan.
The Master Planning Committee Was Tasked With;
• Quantifying the fire department's current standard of service.
• Researching and developing a recommended level of service
• Identifying the gaps between the current level of service and the recommended service level
• Providing recommendations to address the identified gaps in service.
In Response To These Assigned Tasks The Committee:
• Developed a list of core services the department should deliver.
• Identified the training requirements to deliver these Core Services.
• Researched and developed recommended emergency response standards.
• Prepared a recommended frequency of fire inspections.
• Proposed a list of proactive public education initiatives.
• Quantified the statutory requirements for fire hall and equipment maintenance.
• Identified specific initiatives aimed at reducing property damage and personal injury as a result of fires.
The Key recommendations of the report support the:
• Development of a composite model of Fire Department staffing.
• Implementation of a residential sprinkler bylaw.
• Development a community smoke alarm program.
• Implementation of alarm monitoring for apartments.
• Implementation of Urban, Protected Growth and Rural Response Standards.
• Construction of Fire Hall #4 in the Albion /Cottonwood area
In summary the Master Planning Committee recommends that Council:
A peer review has been completed, the executive summary of which is attached as Appendix 6. Overall, the
review was very positive and where possible, the suggestions of the review have been incorporated into the plan.
As such, we recommend that Council support the need for the Fire Department to evolve to a composite Fire
Department and direct staff to:
1. Arrange for a public forum to present the plan and to allow for public input.
2. Prepare a residential sprinkler bylaw.
Executive Summary - 2
Introduction
The aim of the Maple Ridge Fire Department is to protect and preserve life, property and the environment for the
citizens of Maple Ridge. Services are provided by a group of 95 dedicated paid-on-call fire-fighters, six full-time
officers, and two administrative support staff.
In early 2003 the Municipal Council of the District of Maple Ridge directed a review of the existing fire service
delivery model and asked for advice on what the Fire Department will need to look like in order to serve a
growing community.
This Master Plan is consistent with council direction and the district’s strategic plan.
Specifically, the financial management section of the strategic plan speaks to:
• Provision of high quality municipal services to our citizens and customers in a cost effective and efficient
manner.
• Use of a formal business-planning framework as a means for structured decision-making and to guide
resource allocation.
The Safe and Livable Community Section of the plan speaks to:
• Establish neighbourhood and community education programs.
• Develop preventative as opposed to re-mediation initiatives.
Methodology
The methodology for the development of this plan follows. This approach was discussed in advance with the fire
chiefs of two nearby municipalities and both agreed with it. The participants in the process were management
staff, fire-fighter representatives and selected Fire Chiefs as peer evaluators.
1. Agreement on Process
The process for developing the Master Plan was discussed with Municipal Council and the participants and
received everyone’s support. The process agreed to was:
i. Draft report development
ii. Peer review
iii. Presentation to Council and fire-Fighters
iv. Public input
v. Adoption by Council
• Understand context of Master Plan
An appreciation of the environment in which we operate was deemed essential. The District’s Director of
Planning provided insight into past & future growth patterns for our community. The GM: Corporate &
Financial Services provided information on the financial capacity of the District.
• Current Services & Standards
The services performed by the department, and the level at which they are performed was discussed in order
to come up with a common understanding of our existing service levels.
• Proposed Services & Standards
Services were reviewed in order to determine the level at which we should be performing them. Such levels
were established after considering the demands on the service, the legal requirements as well as by looking at
standards in like departments.
• Gap Analysis
The gaps between the desired standard and our existing service levels were identified and prioritized.
Executive Summary - 3
• Alternatives for Addressing Gaps
The alternatives for addressing the gaps were identified and evaluated for their efficiency and effectiveness.
• Recommendations
The suggested recommendations, their sequencing & timing is identified.
• Follow-up
A process for evaluating the outcomes for the decisions that are made is suggested.
Comprehensive Fire Safety Effectiveness Model – (Ontario Fire Marshal)
Why Compile a Fire Department Master Plan (Ontario Fire Marshal)
Every fire department should be guided by a master or strategic plan. This Community Master Fire Protection
Plan traditionally focused on the identification of fire hazards and planning an appropriate suppression force
response. Today, hazard or risk assessment has expanded well beyond the fire problem in the community to
include emergency medical incidents, hazardous materials incidents and many other emergency situations.
Paradigms are being shifted to emphasise the concept of fire prevention and control systems as communities
attempt to effectively reduce losses experienced. This document should include plans for human resources and
program financial support as well as the many external influences that impact the fire service.
Chart 1:
This chart shows each of the factors
which make up the comprehensive
model. Although the chart is divided
equally, each factor will in reality
contribute differently to the total
level of protection provided to a
community.
Chart 2:
This chart shows how the
comprehensive model can be applied
to a typical fire department. The
“gap” depicts the difference between
the existing level of protection and
the ideal.
Executive Summary - 4
Eight key factors have been identified which affect fire losses in Ontario. Together, these factors have been
conceptualized into the Comprehensive Model. The completed model will serve as a basis for an objective
evaluation of fire protection services in a municipality. Application of the model provides an opportunity to
maximize the effectiveness of the fire protection services while ensuring an appropriate level of health and safety
for the fire fighters. Each of the eight factors will in reality contribute differently to the total level of protection
provided to a community.
1. Impact of Fire
Fires result in deaths, personal injuries and substantial property loss, including damage to the environment.
Factors, such as the historical value of certain properties and the tax assessment value of property in the
community, should also be taken into account. In many cases, the loss of a particular occupancy in a community
has an adverse impact on the local economy. Examination of such factors will help to determine the potential
impact of the fire on the community.
Fires may also have a negative psychological impact on victims, but that effect will not be evaluated within the
scope of this study.
2. Fire Prevention Program Effectiveness
Legislation, regulations (codes) and standards pertaining to fire safety focus primarily on fire prevention.
Enforcement of these codes is one of the most effective ways of reducing the loss of life and property due to fire.
As such, the development, administration, and enforcement of fire safety legislation is an important component of
the Comprehensive Model. In addition, more emphasis needs to be placed on educating the public about general
fire safety principles. Public fire safety education has the potential to substantially reduce the loss of life and
property due to fire.
Although it is difficult to quantify the results of fire prevention - one cannot count the number of fires that did not
occur - effective prevention and public fire safety education are likely to have a direct and substantial impact on
reducing the demand on emergency response services.
3. Public Attitude
It is generally believed that North Americans tend to be more complacent about fires and the resulting losses than
in other parts of the industrialized world. North American society tends to accept the consequences of fire and
offers community support and comprehensive insurance packages to mitigate damages.
Chart 3:
This chart shows how the “gap”
can be reduced by strengthening
a number of factors in order to
increase the overall level of
protection provided to the
community.
Executive Summary - 5
Public attitude towards fire needs to be assessed in order to identify what role it plays in determining the extent of
fire losses. An understanding of how the attitudes of different groups (e.g. juveniles, people in various socio-
economic categories, the aged, etc.) affect fire losses, fire safety and fire awareness, will assist in determining
some of the underlying causes of fires in Ontario. Properly designed public fire safety education programs may
significantly improve public attitudes toward the prevention of fire and thereby help to reduce fire losses in
Ontario.
4. Fire Risk
The characteristics of an individual community will affect the level of fire risk to be protected against. For
example, older buildings pose a different set of problems than new buildings built to modern construction codes.
High-rise, commercial and industrial occupancies, each pose additional factors to be considered. Construction,
occupancy type, water supply, exposure between buildings, modern furniture and furnishings, and the risk which
the combination of these factors pose to the occupants, constitute the fire risk component of the Comprehensive
Model. Fire risk can be reduced by effective built-in suppression and/or protection measures.
Notably, response to single family, detached residential occupancies accounted for approximately 36% of all fire
alarms and 46% of all fire related deaths in Ontario in 1988-1992.
5. Detection Capabilities
Fire detection notifies occupants and allows them sufficient time to escape. It may also allow for earlier
notification of the fire department. Widespread use of early warning detection systems have the potential to
significantly reduce notification time, which, when coupled with effective fire department suppression, produces a
corresponding reduction of loss of life, injuries and damage to property from fire.
6. Built-in Suppression Capabilities
Built-in suppression refers to the fixed fire protection systems in large buildings, normally associated with
assembly (ie. theatres), commercial, industrial, and manufacturing complexes, and to a lesser extent residential
occupancies. These systems, such as automatic sprinkler protection, play an important role in minimizing the
effects of fire by controlling the spread and growth of the fire, thereby enabling the fire department to extinguish
the fire more quickly and easily.
Although effective in newer buildings, it may be difficult, if not impossible, to design built-in suppression
systems that can effectively control fires in wall cavities and concealed spaces associated with certain older
construction or reconstruction. Therefore, the extent to which built-in suppression systems are in use, the
effectiveness and reliability of these systems, and the age of the buildings in the community, will have an impact
on the demand for fire fighting services. To be considered as an effective method of providing fire protection
services the complete area under consideration must be equipped with built-in suppression capability. This will,
therefore, be a long-term strategy for implementation. This long-term strategy must consider a fire department's
involvement in medical aid response in relation to the associated response time considerations.
While built-in suppression systems may decrease the demand placed on fire department suppression services, they
may increase the demand placed on in-service fire prevention inspections and associated activities.
7. Intervention Time
Intervention time, for the purposes of the Comprehensive Model, is defined as the time from ignition until
effective fire fighting streams can be directed at the fire. Factors that affect intervention time include, but are not
limited to:
• the time required to detect the fire
• notification time from the public
• notification time to the fire-fighters
• preparation time for the fire-fighters to leave the station
• the distance between the fire station and the response location
Executive Summary - 6
• the layout of the community
• impediments such as weather, construction, traffic jams, lack of roads
• set-up time
• type and size of the building involved
Fire department intervention time is crucial in determining the consequences of a fire in terms of deaths, injuries
and loss of property and damage to the environment. Effective fire prevention and public education programs can
reduce intervention time. In turn, reducing intervention time can significantly increase fire department
effectiveness. Further information on response and intervention time is included in on page 30.
8. Fire Ground Effectiveness
A fire department's fire ground effectiveness affects the degree of damage to the environment, property loss,
personal injury and death from fire. It is, therefore, an important component of the Comprehensive Model. The
eleven factors that affect a fire department’s fire ground effectiveness are outlined in Part III.
Existing and Future Growth Patterns
The population of the District of Maple Ridge has been growing at an average rate of approximately 2.5% for the
past several years and this trend is expected to continue. Maple Ridge is one of the fastest growing communities
in the province. The GVRD expects to see our community with a population of approximately 130,000 by the
year 2021. The Fraser River Crossing (now scheduled for completion in 2007) will impact our municipality and
it is anticipated that it may accelerate growth in the short term.
We are a young community – 30% are between the ages of 0-19 years (compared to 24% for the GVRD). The
average median age of Maple Ridge residents is 36.7 years. The seniors’ population has risen slightly as well;
11% of our population is 65+ years. Younger families and seniors are attracted to our municipality for its
affordability, location, and public amenities.
Much of the construction in Maple Ridge has been in small, single-family residential housing and townhouses.
The market for residential development remains strong. We have a very small commercial/industrial base, which
limits our ability to provide local jobs. This is something that will be addressed in our review of the Official
Community Plan during the next couple of years. We might also see some synergies resulting from the
downtown core project.
In terms of the existing Official Community Plan, the Silver Valley area is designated as “Urban” area. There is a
10-15 year supply of lots in Silver Valley and at build-out it will be home to approximately 11,000 people. The
east will remain relatively rural, and Albion is expected to be built out in about four or five years. Increasing
density within the urban area may also be an option to provide variety in housing.
Financial Health of the District
The District has taken on significant financial commitments over the past few years, the financial obligations for
which are included in the 5-year financial plan.
Proposed General Revenue Surplus
2003 2004 2005 2006 2007
Surplus $42,543 $242,409 $23,217 $31,504 $1,206,525
* This financial picture should not be considered a static document. It is based on current assumptions and
projections.
Maple Ridge Fire Department
Master Plan
Summary of Services Provided
Maple Ridge Fire Department Master Plan
Summary of Services Provided - 7
Emergency & Routine Response:
(For detailed information, see Appendix 1 – Page 30)
Description
The Fire Department is currently staffed with six fulltime officers and 95 paid-on-call fire-fighters. Three Fire
Halls are strategically located in the east, central and west sectors of Maple Ridge providing fire protection,
rescue and extrication, and a range of other emergency responses to residents and visitors to our community.
Responses can be categorized into the following general areas:
• Structure Fires
• Other Fires
• Response to alarms
• Rescue
• Medical Assist
• Hazardous Material
• Electrical
• Burning Complaints
Standards of Service:
Two factors were identified as comprising the standards of service. The first was response time, and the second
the range of services provided. In regard to the range of services provided the Committee compared the services
that the department currently provides, to a list of recommended fire department services published by Ontario
Fire Marshal's Office. Currently the British Columbia the Office of the Fire Commissioner does not provide
recommendations in regards to core services and response criteria.
The current *response times of the three Fire Halls were analyzed. It was determined that 90% of the time the first
truck would arrive on scene, in 16 minutes and under in Halls #1 and #3's area and in 22 minutes in Hall #2 area.
Under the current system there is no guaranteed level of response however historical data indicated that there was
a consistent response of at least one truck from Fire Hall #1. Fire Halls #2 and #3 cannot be relied upon to
provide fire-fighters during the day and are therefore covered by Fire Hall #1. (see Appendix 1, Table 1 & 2 –
page 40, 41)
* Response time refers to time from Dispatcher receiving the call until the first truck is on scene
Gaps between Services Provided and Standards
A comparison of the services that the fire department currently provides, to the Ontario Fire Marshal's list of
recommended core services, identified gaps in service delivery (see Appendix 1, Table 3 – Page 42, 43). These
gaps were primary in the area of technical rescue, hazardous materials and transportation incidents. Other services
are being provided on a limited basis, in comparison to the core services list.
Models of response were obtained from the National Fire Protection Association (NFPA), Ontario Fire Marshal's
Office, Workers Compensation Board (WCB) and the Surrey Fire Department.
Upon exploring these standards the committee developed three levels of response for different areas in the
municipality. The three levels of response would be based on three factors. The first factor is the level of demand
for service. The second is the risk of exposures and consequences if the fire was to spread beyond the building of
origin. The third is the level of fire Suppression built into the structure. Using these three factors and in
comparison to recognized standards three levels of response were proposed.
Maple Ridge Fire Department Master Plan
Summary of Services Provided - 8
Urban Response Standard - Risk Analysis
• Based on an area of high frequency of emergency calls
• High probability of exposures and high possible spread of fire to adjacent structures
• Predominately not protected by built in suppression systems (sprinklers)
Growth Area Standard- Risk Analysis
• Based on an area of medium demands for service
• High probability of exposures and lower possible spread of fire to adjacent structures
• Recommendation to mandate protection by built in suppression systems (sprinklers)
Rural Response Standard- Risk Analysis
• Based on an area of low demands for service
• Low probability of exposures and possible spread of fire to adjacent structures
• Predominately not protected by built in suppression systems (sprinklers)
• Proposed regulations for sprinklers in new structures
Proposed Standards of Response for Maple Ridge Fire Department
Maple Ridge Fire Department
Deployment Model - Current
• No guaranteed level of response
• No minimum response time requirements
• Four members on scene before interior attack occurs
• Must apply water to the fire within 2 minutes of arriving on scene
Maple Ridge Fire Department
Deployment Model - Proposed Urban
• Total of 12 personnel required to be on scene in 12 minutes or less
(dispatch, turnout and travel time)
• First four personnel required to be on scene in 7 minutes or less
(dispatch, turnout and travel time)
Maple Ridge Fire Department
Deployment Model - Proposed Rural
(East of 248 street)
• Total of 12 personnel required to be on scene in 22 minutes or less
(dispatch, turnout and travel time)
• First four personnel required to be on scene in 18 minutes or less
(dispatch, turnout and travel time)
Maple Ridge Fire Department
Deployment Model –*Protected
Growth Areas
• Total of 12 personnel required to be on scene in 16 minutes or less
(dispatch, turnout and travel time)
• First four personnel required to be on scene in 11 minutes or less
(dispatch, turnout and travel time)
*Protected Growth Areas are areas, which would have a requirement for residential sprinklers and are in transition
from a rural density to an urban density. Once these areas approach a density level comparable to the urban areas,
the standard for response would revert to the Urban Response Standard. Currently these areas are identified as the
Albion/Cottonwood Corridor and the Silver Valley Area but could extend if development commences in other
areas of the municipality.
The options are designed to only meet the needs of a First Alarm assignment, which would be the typical single
family structure fire. If more than one incident occurred at the same time or the incident was larger or more
complex, it would require a second or third alarm assignment staffed by paid-on-call fire-fighters.
Maple Ridge Fire Department Master Plan
Summary of Services Provided - 9
Identified Minimum Manpower Requirement For First Alarm Assignment As Follows:
• Incident Command – 1
• Pump Operator - 1
• Attack Line – 2
• Back up Line - 2
• Support Person for each attack and back up line, Hydrant Lay, Utility Control and Forcible Entry and
Ventilation – 2
• Victim Rescue Team – 2
• RIT Team – 2
• Total of 12 fire-fighters
Additional Remedial Measures (see Appendix 1 - Page 34)
The Committee identified six methods to reduce property damage and personal injury.
2. Institute the installation of residential sprinkler systems
3. Adopt the three standards of response, Urban, Protected Growth, and Rural.
4. Hire fulltime career fire-fighters to match the response standards.
5. Construct Fire Hall #4 as soon as possible to match the response standards.
6. Require mandatory monitoring of alarm systems in apartment complexes.
7. Develop a community smoke alarm program
Alternative Options
The committee explored the option of only constructing additional fire halls and increasing the paid-on-call
staffing. This option proved to be problematic and was not recommended by the committee. Additional paid-on-
call staff would not enable the Fire Department to meet the proposed Urban Response Standard. It is also
reasonable to expect that additional fire halls would experience difficulty attracting daytime available fire-fighters
and not be able to meet the gap in services offered.
Recommended Option
The model recommended by the committee is a composite Fire Department. This model would consist of a core
group of fulltime career fire-fighters backed up by paid-on-call fire-fighters. At the completion of the phasing
there would be 16 fulltime fire-fighters on duty 24 hours a day supported by paid-on-call fire-fighters.
A significant contingent of paid-on-call fire-fighters would have to be retained to provide support to multiple and
large incidents. The committee recommends a phasing in the hiring of 80 fulltime fire-fighters
Additional Benefits
The proposed infrastructure and manning is based on delivering the Urban, Protected Growth and Rural Response
Standards. Once this infrastructure has been established additional value added services such as increased
medical response and specialized rescue could be provided.
Fire Hall Construction and Paid-On-Call Staffing Triggers
Based on the history of Maple Ridge Fire Hall #2 and similar rural fire halls in the Township of Langley,
construction of a fire hall manned by paid-on-call fire-fighters can be supported.
Maple Ridge Fire Department Master Plan
Summary of Services Provided - 10
• When call volume is projected to exceed 100 calls/year in the area.
• When sufficient residential development has occurred to support a base of paid-on-call fire-fighters.
Estimates are at least 1,500 residential units and a population of 4,000-5,000 people are required to support a
staff of 25 paid-on-call fire-fighters.
• Fire Hall #5 (Silver Valley) would meet these criteria in 2008-2010.
Parameters Required to Establish Career Fire-Fighter in an Area.
• When there is a community desire to provide an Urban Response Level (first truck on scene in seven
minutes.)
• When the existing paid-on-call fire-fighters can not provide a reliable response. Most often during the
daytime.
• When the pressures on paid-on-call fire-fighters, of excessive call volume, cannot be relieved by a platoon
system or reducing the hall's response area.
• Excessive call volume has been described by paid-on-call fire-fighters to be from 350 to 500 per year.
• All projections are based on current level of service provided.
• Estimated time frames would change if department increased attendance to medical calls or growth in the
areas was faster than projected.
Cost of Bridging the Gaps:
The costs to hire full-time fire-fighters could be phased in. At the completion of the six years, the total cost to
hire 80 fulltime fire-fighters would represent a 6.8 million-dollar increase to the fire department operational
budget.
There would also be Capital costs involved in the construction of Fire Hall #4, new fire trucks for Fire Hall
#4 and renovations and upgrades to Fire Hall #1 and #3. The cost of constructing Fire Hall #4 is included
in the current long-term capital plan. Current funds have also been allocated for upgrades to Fire Hall #1
and #3 in the Capital Plan. However a review would have to be conducted to determine if sufficient funds
have been allocated. In addition, as a result of increased capital infrastructure, the amount of operational
transfer to the Fire Department Capital Acquisition Reserve fund would require review.
Maple Ridge Fire Department Master Plan Summary of Service Areas Summary of Services Provided – Page 11 Proposed Fire Department Response Zones Urban Response Rural Response Urban Response Protected Growth Protected Growth
Maple Ridge Fire Department Master Plan Summary of Service Areas Summary of Services Provided – Page 12 Existing Fire Hall #1 Travel Times
Maple Ridge Fire Department Master Plan Summary of Service Areas Summary of Services Provided – Page 13 Existing Fire Hall #2 Travel Times
Maple Ridge Fire Department Master Plan Summary of Service Areas Summary of Services Provided – Page 14 Estimated Existing Travel Times For Fire Hall #3
Maple Ridge Fire Department Master Plan Summary of Service Areas Summary of Services Provided – Page 15 Proposed Fire Hall #Estimated Travel Times for Fire Hall #4
Maple Ridge Fire Department Master Plan
Summary of Service Areas
Summary of Services Provided – Page 16
Fire Prevention/Inspections:
(For detailed information, see Appendix 2 – Page 52)
Description: The Fire Prevention Division focuses on a proactive rather than a reactive approach to the fire and
life safety in our community.
Fire prevention activities include:
• Ensuring that building and life safety systems (fire alarm, and sprinklers, emergency lights etc.) are
maintained as required and that people can safely exit the structure during an emergency.
• Collecting important information for our pre-fire planning program to assist our fire-fighters to safely and
effectively respond to emergencies.
• Educating the building owners and managers on the importance of fire safety and code compliance.
• Identifying alterations and changes in use of existing buildings that may have been performed without benefit
of the building permit process. These unauthorized changes often compromise the original fire & life safety
design of the building.
• Reviewing plans for new buildings and subdivisions to ensure fire department concerns are addressed at the
earliest design stage.
• Conducting fire cause and origin investigations, and reporting findings to the Provincial Fire Commissioner’s
Office.
While the goal of a fire and life safety inspection may seem obvious to some, it is important to realize that on-site
inspections serve as the corner stone to the departments ability to respond to an emergency in a safe and efficient
manner.
Standards of Service:
Fire Prevention activities are mandated by the Provincial Fire Services Act and our own Municipal Fire
Prevention By-Law that references the National Fire Code of Canada.
Current legislation allows communities to adopt a regular system of inspection, and attached to this report is a
recommended frequency of inspection for Council’s consideration.
Gaps between Services Provided and Standards:
The Fire Department’s “historic goal” of annual and semi-annual inspection of occupancies is no longer
achievable due to the ever-increasing size of our community and current lack of staff. There are buildings in the
District that have not been inspected in over 3 years, and this is a risk management issue for the District. Even
under a revised frequency of inspection (contained within this report), the following has been identified as
significant gaps in our fire prevention activities.
The District currently has approximately *2,200 occupancies subject to inspection on a regular basis. Increasing
annually.
Presently there is approximately 2,800 person-hours dedicated to fire prevention activities. (Our Assistant Chiefs,
Morris and Smitton are currently performing these inspections, and additional management duties are constantly
competing for their time.)
To complete the fire prevention activities addressed in this report, there is a required time commitment of
approximately 5,400 person-hours.
With the existing 2,800 person-hours that are available there is a service gap of approximately 2,600 person
hours.
* Examples can be found in Table 3, Page 55.
Maple Ridge Fire Department Master Plan
Summary of Service Areas
Summary of Services Provided – Page 17
Options to consider:
• To hire additional fulltime inspector(s) to perform fire/life safety inspections.
• To train and schedule paid-on-call fire-fighters to perform fire/life safety inspections during their available
time. (*Existing paid-on-call fire-fighters may not have any additional time.)
• To train full-time fire-fighters to perform fire/life safety inspections in addition to their response duties.
Cost of Bridging the Gaps:
The cost of bridging the gap of 2,600 man-hours would depend if there were dedicated inspectors assigned or
performed by full-time fire-fighters.
Maple Ridge Fire Department Master Plan
Summary of Service Areas
Summary of Services Provided – Page 18
Public Education:
(For detailed information, see Appendix 3 – Page 60)
Description: Public Education is a proactive service rather than a reactive one. It is the transferring of
knowledge to the public, and translating it into simple actions for people to take to reduce injury or prevent loss of
life and property.
Standards of Service:
The preferred model would allow a consistent and effective delivery of public education programs in the
following areas:
• High Risk Groups
• Children – pre-school, elementary grades, guides/scouts…
• Seniors – independent, assisted living and care facilities
• The Arson Prevention Program (TAPP-C)
• Apartment/condominium dwellers – high occupancy structures
• Smoke Alarm Program
• Emergency Preparedness
• Extinguisher Training
• Safety Plans and Evacuation Training
• Youth Academy and Cadet Program
Gaps between Services Provided and Standards:
The current model does not guarantee availability of paid-on-call fire-fighters for delivery of programs. As such,
all events are booked so that Assistant Chief Juurakko can cover the presentation should fire-fighters not be
available or should they cancel. This limits new program development and delivery as well as more aggressive
marketing of existing ones. School programs are often booked with several classes combined together for
presentations in order to get all classes done. This is less than ideal, especially with primary grades.
Alternatives:
One alternative is to have career fire-fighters on staff that can be relied on to assist in the delivery of programs.
Reliability comes about with more than one crew of fire-fighters on duty. A second alternative is to follow
Langley Township’s model and hire full-time educators to deliver programs. They currently have three educators
on staff. A third alternative is to utilize paid-on-call fire-fighters that are freed up by career fire-fighters attending
to emergency calls.
Cost of Bridging the Gaps:
To bridge the gaps, an additional 3,237 fire-fighter-hours are needed to complete all desired programs.
Maple Ridge Fire Department Master Plan
Summary of Service Areas
Summary of Services Provided – Page 19
Training:
(For detailed information, see Appendix 4 – Page 69)
Description
Training refers to the level at which we train our members to enable them to respond to calls for service in a safe,
effective and efficient manner.
Competency training is usually conducted in one of two formats depending on whether the skills in question have
been previously mastered or if they are new skills.
• Initial training to “Master” new skills and
• Maintenance training to “Maintain” skill mastery.
Generally, courses like our recruit-training program provide our members with initial training to master new skills
and our weekly training period provides maintenance training.
Standards of Service:
Several qualifications have been accepted by the Fire Commissioner’s Office as standards of training however
they are not compulsory. The Workers’ Compensation Act of B.C. sets out general statutes requiring training by
the employer, (to ensure that all employees are trained prior to starting) and driver qualifications are required by
the Motor Vehicle Act.
The core competencies have been identified from those services that we are presently called for by our customers.
Mastery and subsequent maintenance of skills is required to meet those core competencies.
Currently we provide training during the weekdays, (except long weekends), mostly maintenance training, in 2½
hour sessions. Longer courses are scheduled for the weekends and usually consist of initial training programs in 8
or 16-hour blocks.
Gaps between Services Provided and Standards:
With the widening disparity of call for service many new disciplines need to be examined and introduced.
Deficiency in the fire-fighter skills is a mounting problem as practice time is limited. Different models of training
delivery to meet the needs are required (see alternatives listed below).
Currently the demand for competency training far exceeds the time available for even the most basic of core
competencies. As technology and the scope of calls widens more time shall be required for those skills and also
to meet the needs of their maintenance.
Alternatives:
There are essentially three alternatives available at this time and each will be discussed in a sequential order
1. Increasing the training time available for the members to obtain competency training to meet the needs of the
customers.
2. Train full-time career members. As a matter of employment the members would be required to maintain their
core competencies to meet the needs of the customer.
3. Continue, as we currently are by not meeting the demands of the core competencies.
Maple Ridge Fire Department Master Plan
Summary of Service Areas
Summary of Services Provided – Page 20
Cost of Bridging the Gap:
There are costs associated to each of the three alternatives listed in the previous section; each will be discussed in
a sequential order.
1. Increase Paid-On-Call Training
The cost of bridging the gaps includes two resources financial and time, where finances refers to monetary
issues and time refers to the time that fire-fighters have and are able to provide to training.
a. Financial and practice time are closely associated, therefore any increase applies not only to the fire-
fighter wage budget but the time requirements as well. Practice time is restricted to 2.5 hours per week to
a maximum of 42 weeks per year, commonly Monday nights or Friday mornings.
• In order to meet the basic core competencies: (those most basic skills that keep fire-fighters safe), an
increase of nearly 150% is required over the amount of time the average fire-fighter already commits.
• To meet the required core competencies, (those skills that fire-fighters need for safety and to meet the
present average call complexity), an increase of nearly 250% is required over the amount of time the
average fire-fighter already commits.
• Finally, to meet those competencies required in the near future, an increase of over 475% is required
over the amount of time the average fire-fighter already commits.
b. Additionally, it can be presently demonstrated that the department members cannot maintain the required
75% minimum time for training as stipulated in their job descriptions. Therefore, demanding increases in time is
ineffectual as this indicates that the average member is giving all the time that they possibly can.
2. Train Career Members
Financial resources are required to staff the department with full-time equivalent positions, (a recap of these is
available in operations section). However, the costs of training, (both financial and time), will not decrease
for the average paid-on-call member until sufficient career members are in place to allow for a reduction in
the required paid-on-call core competencies.
3. Continue Current Practices
This option does not meet the need to protect us from liability or the needs of our customers. As time
required for training exceeds the time available, (both from the department and the member), a more proactive
program would be more desirable.
Other Considerations
To strengthen the service delivery to the customers, several initiatives have been investigated and are in the
planning stages for implementation. The demand for quality and accredited training had prompted the
Department to seek Accreditation by Delegation for The International Fire Service Accreditation Congress
(IFSAC), from the Justice Institute of B.C (JIBC), Fire Academy and Fire and Safety Training Centre (FSTC) for
approved courses. Once obtained, accreditation by delegation will allow the Department the authority to formally
recognize our in house training programs.
Further, the Department is investigating initiatives to supply the FSTC with resources to build their training prop
and apparatus inventories. These initiatives will allow our relationship with the FSTC to continue whereby access
to the Training Centre will continue to allow us to meet the needs of our training demands.
As training demands reflect those of our calls for service and as the complexity of those calls continues to become
more difficult, additional resources may need to be considered in the way of full-time additional. Fire Training
Officers.
Maple Ridge Fire Department Master Plan
Summary of Service Areas
Summary of Services Provided – Page 21
Hall & Equipment Maintenance:
(For detailed information, see Appendix 5 – Page 84)
Description
Hall, equipment and grounds duties are those tasks that are related to the safety and preparedness of the
department to answer calls for service. These duties ensure that: the apparatus are safe and operable, the
equipment on board each apparatus is safe and operable, and that the halls are clean and safe to work in.
Standards of Service
Mandatory standards or regulations apply to many of the duties. The Motor Vehicle Act, WCB and NFPA
regulation or standards govern those duties pertaining to the apparatus. When dealing with specific equipment:
e.g. Self Contained Breathing Apparatus (SCBA), WCB and Canadian Standards Association (CSA) are the
applicable regulation or standards. These regulation or standards dictate the how and when inspections and/or
maintenance is required.
Gaps between Services Provided and Standards
The time required to ensure completion of these duties is extensive, in fact it is considerably more than what is
presently committed. An additional 2,100 fire-fighter hours is required to complete the hall and equipment duties.
Alternatives
There are three alternatives to offer at this point:
8. Continue practice as it is done presently.
9. Routinely schedule paid-on-call members to complete the required work and affix requirements for all
members to attend a set number during the year. (Current members may not have any additional time to
devote.)
10. Include hall and apparatus maintenance duties into the duties of career members. As a matter of employment
the members would be required to maintain equipment and apparatus to the applicable regulation or
standards.
Cost of Bridging the Gaps:
The costs associated to the alternatives are reviewed sequentially:
11. As time required for these duties exceeds the time available, (both from the department and the member), a
more proactive program would be more desirable.
12. There is no cap on the time the fire-fighters have to complete these inspections and duties, but yet we are in a
continuous shortfall situation with not enough time to complete them. Again adding to the time burden that
the fire-fighters currently have would seem to create negative results where the time would be taken from
other areas that have been dedicated to the fire department.
13. Financial resources are required to staff the department with full-time equivalent positions (a summary of
these is available in Estimated Cost of Staffing section).
Maple Ridge Fire Department
Master Plan
Estimated Cost of Staffing Options
and
Comparative Costs and Benefits of
Current Fire Department
Maple Ridge Fire Department Master Plan
Estimated Cost of Staffing Options
Estimated Cost of Staffing Options - Page 22
Estimated Cost Of Staffing Options
Unit Staffing Costs
Current paid-on-call wages $577,000 divided by 95 fire-fighters equals an
Average annual cost of $6,075.00/paid-on-call fire-fighter.
Fourth year career fire-fighter salary is $4,890.00/month or $58,680.00 per annum.
Plus 21.5 % burden (E.I., CPP, Benefits, and Pension) equals $12,616.00
Total annual cost for one fulltime fire-fighter $71,296.00
Captain's salary is $6,085.00/month or $73,020.00 per annum
Plus 21.5 % burden (E.I., CPP, Benefits, and Pension) equals $15,699.00
Total annual cost for one fulltime captain $88,719.00
Additional cost of $250.00/fire-fighter per year clothing allowance (initial uniform requirements $500.00).
* Based on 2003 rates
Staffing Formulas
As a result of vacation coverage, sick time and WCB injuries it is expected that five fulltime fire-fighters are
required to maintain a minimum manning level of four fire-fighters per shift. This extrapolates to the requirement
to have 20 fulltime fire-fighters in order to maintain four fire-fighters on duty 24 hours a day seven days a week.
(see Appendix 1 – Page 45 for WCB regulations pertaining to four person crews)
Costs Of Staffing Options
1. Cost of three fulltime fire-fighters and a captain daytime only Monday to Friday
*Four fire-fighters x $71,300. = $285,200. One captain x $88,720. Five clothing allowance $250. each
Total annual cost = $375,170.00 *(See staffing formula above) (one truck weekday only)
2. Cost of three fulltime fire-fighters and a captain 24 hours per shift seven days a week.
16 fire-fighters x $71,300. = $1,140,800. Four captains x $88,720. = $354,880. Twenty clothing allowance
$250. each = $5,000.
Total annual cost = $1,500,680.00 (one truck 24/7)
3. Cost of six fulltime fire-fighters and two captains 24 hours per shift seven days a week
32 fire-fighters x $71,300 = $2,281,600. Eight captains x $88,720 = $709,760. Forty clothing allowance $250.
each = $10,000.
Total annual cost = $3,001,360.00 (two trucks 24/7)
* Additional costs for acting pay may be in incurred.
Maple Ridge Fire Department Master Plan
Estimated Cost of Staffing Options
Estimated Cost of Staffing Options - Page 23
Current Paid-On-Call Fire-Fighter Wages - $577,000. - 95 Paid-On-Call Members
Phase One
• One four-man crew of fire-fighters Monday to Friday daytime only at Fire Hall #1 and #3
• Increases to fire-fighter wage account - $750,000. (Actual Phase 1 cost $375,000. As a result of delayed
hiring, 6 months)
• Total fire-fighter wage budget - $952,000.
• Total Staff - *10 full-time members, 95 paid-on-call members
• (*See staffing formula above)
Additional Measures
• Construct Fire Hall #4 (Albion /Cottonwood Area).
• Implement mandatory residential sprinklers.
• Implement mandatory monitoring of apartment alarm systems.
Benefits
• Results in a guarantee of eight fire-fighters available in the District during the daytime on weekdays.
• Ensures that there is one guaranteed crew of fire-fighters available during the week daytime at Hall #1 and #3.
• Will reduce the week-day daytime call-outs and workload of paid-on-call fire-fighters at Fire Hall #1 and #3.
• Would increase the number of fire prevention inspections performed.
• Could increase the number of public education programs provided and reduce reliance on paid-on-call fire-
fighters for this function.
• Could assist in the preparation of training materials and fire hall/apparatus and small tool maintenance.
Limitations
• Does not provide any guaranteed response of fire-fighters in the evening and on weekends.
• It would still require the callout of paid-on-call fire-fighters to assist the paid crew with multiple calls or
structure fires and serious rescues.
• May incur a liability as a result of not complying with the Fire Department Act and Two Platoon regulations.
• Would not be able to meet the Urban Response Standards in the evenings or weekends or if they left their
response areas for public education or fire prevention inspections.
Phase Two
• Full year impact of four-man crew of fire-fighters Monday to Friday daytime only at Fire Hall #1 & #3 -
$375,000.
• Staff Fire Hall #4 with 25 paid-on-call fire-fighters - $150,000.
• Increases to fire-fighter wage account - $525,000.
• Total fire-fighter wage budget $1,477,000.
• Total Staff - 10 fulltime members, 120 paid-on-call members.
Benefits
• Results in a guarantee of eight fire-fighters available in the District during the daytime on weekdays.
• Ensures that there is one guaranteed crew of fire-fighters available during the daytime at Hall #1 and #3.
• Will reduce the daytime call outs and workload of paid-on-call fire-fighters at Fire Hall #1 and #3.
• Would increase the number of fire prevention inspections performed.
• Could increase the number of public education programs provided and reduce reliance on paid-on-call fire-
fighters for this function.
• Could assist in the preparation of training materials and fire hall/small tool maintenance.
Maple Ridge Fire Department Master Plan
Estimated Cost of Staffing Options
Estimated Cost of Staffing Options - Page 24
Limitations
• Does not provide any guaranteed response of fire-fighters in the evening and on weekends
• It would still require the callout of paid-on-call fire-fighters to assist the paid crew with multiple calls or
structure fires and serious rescues.
• May incur a liability as a result of not complying with the Fire Department Act and Two Platoon regulations.
• Would not be able to meet the Urban Response Standards in the evenings or weekends or if they left their
response areas for public education or fire prevention inspections.
Phase Three
• Increase the one four-man crew of fire-fighters to 24/7 at Fire Hall #1
• Increases to fire-fighter wage account - $1,125,000.
• Total fire-fighter wage budget $2,602,000.
• Total Staff - 25 fulltime members, 120 paid-on-call members
Benefits
• Results in a guarantee of four fire-fighters available in the District 24 hours a day seven days a week.
• Maintains a guarantee of 8 fire-fighters available week-days daytime only.
• Will reduce the call outs and workload of paid-on-call fire-fighters at Fire Hall #1.
• Would increase the number of fire prevention inspections performed.
• Could increase the number of public education programs provided and reduce reliance on paid-on-call fire-
fighters for this function.
• Could assist in the delivery of training materials and fire hall/small tool maintenance.
Limitations
• It would still require the callout of paid-on-call fire-fighters to assist the paid crew with multiple calls or
structure fires and serious rescues.
• Would not be able to meet the Urban Response Standards in Fire Hall #3’s area in the evenings or on
weekends and if they left Hall #1 area for public education or fire prevention inspections.
• Would result in having to change the work shift pattern of previously daytime only fire-fighters.
• Could result in conflicts and scheduling difficulties by running two different shift patterns simultaneously
(Daytime Monday to Friday at Fire Hall #3 and 24/7 at Hall #1).
Phase Four
• Increase the one four man crew of fire-fighters to 24/7 at Fire Hall #3.
• Increases to fire-fighter wage account - $1,125,000.
• Total fire-fighter wage budget $3,727,000.
• Total Staff - 40 fulltime members, 120 paid-on-call members.
Benefits
• Results in a guarantee of eight fire-fighters available in the District 24 hours a day seven days a week.
• Will reduce the call outs and workload of paid-on-call fire-fighters at Fire Hall #1and #3.
• Would increase the number of fire prevention inspections performed.
• Could increase the number of public education programs provided and reduce reliance on paid-on-call fire-
fighters for this function.
• Would ensure the Urban Response Standard is delivered 24/7 at Hall #3 and Hall #1 Areas.
• Could assist in the delivery of training materials and fire hall/small tool maintenance.
Maple Ridge Fire Department Master Plan
Estimated Cost of Staffing Options
Estimated Cost of Staffing Options - Page 25
Limitations
• It would still require the callout of paid-on-call fire-fighters to assist the paid crew with multiple calls or
structure fires and serious rescues.
• Would not be able to meet the Urban Response Standards if they left their responses areas for public
education or fire prevention inspections.
• Does not provide for an urban response to Hall #4 area.
Phase Five
• Increase to two four-man crews of fire-fighters 24/7 at Fire Hall #1.
• Increases to fire-fighter wage account - $1,500,000.
• Total fire-fighter wage budget $5,227,000.
• Total Staff - 60 fulltime members, 120 paid-on-call members.
Benefits
• Results in a guarantee of twelve fire-fighters available in the District 24 hours a day seven days a week.
• Will reduce the call outs and workload of paid-on-call fire-fighters at Fire Hall #1and #3.
• Would increase the number of fire prevention inspections performed.
• Could increase the number of public education programs provided and reduce reliance on paid-on-call fire-
fighters for this function.
• Would ensure the Urban Response Standard is delivered 24/7 at Hall #3 and Hall #1 areas.
• Could facilitate the development of specialised teams for hazmat or technical rescue.
• Could assist in the delivery of training materials and fire hall/small tool maintenance.
Limitations
• It would still require the callout of paid-on-call fire-fighters to assist the paid crew with multiple calls or
structure fires and serious rescues.
• Does not provide for an urban response to Hall #4 area.
Phase Six
• Increase to one four-man crew of fire-fighters 24/7 at Fire Hall #4.
• Staff Fire Hall #5 (Silver Valley) with 25 paid-on-call fire-fighters.
• Increases to fire-fighter wage account - $1,650,000.
• Total fire-fighter wage budget $6,875,000.
• Total Staff - 80 fulltime members, 145 paid-on-call members
Benefits
• Results in a guarantee of sixteen fire-fighters available in the District 24 hours a day seven days a week
• Will reduce the call outs and workload of paid-on-call fire-fighters at Fire Hall #1, #3 and #4.
• Would increase the number of fire prevention inspections performed.
• Could increase the number of public education programs provided and reduce reliance on paid-on-call fire-
fighters for this function.
• Would ensure the urban response standard is delivered 24/7 at Hall #1, #3 and #4 areas.
• Could facilitate the development of specialised teams for hazmat or technical rescue.
• Could assist in the delivery of training materials and fire hall/small tool maintenance.
• Would reduce the need to call out Hall #1 paid-on-call members or strip both paid crews out of Hall #1 area
when a minor incident occurs in Hall #5.
• Would provide for fire resources north of the Alouette River in the event of a flood
• Would provide an additional resource of paid-on-call fire-fighters.
Maple Ridge Fire Department Master Plan
Estimated Cost of Staffing Options
Estimated Cost of Staffing Options - Page 26
Limitations
• It would still require the callout of paid-on-call fire-fighters to assist the paid crew with multiple calls or
structure fires and serious rescues.
• It would still require the callout of Hall #1 fulltime crews or paid-on-call to assist with multiple calls or
structure fires and serious rescues.
ote :
These phases do not reflect a decrease in paid-on-call staffing in the Fire Halls when career staff is added.
Additional Fire Halls and fire-fighters may be required in the Webster's Corner and Thornhill area if
development in these areas proceed quicker than currently projected.
This staffing model is based on delivery of the Urban, Protected Growth and Rural Response Standards
and assumes the implementation of a residential sprinkler bylaw.
Maple Ridge Fire Department Master Plan
Estimated Cost of Staffing Options
Estimated Cost of Staffing Options - Page 27
Date Activity Budget
Increase In
Fire-Fighter
Salary
Account
Total
Annual
Increase
Total Fire-
Fighter
Salary
Account
Additional
Full-Time
Staff
Required
Additional
Paid-on-
Call
Required
2003
December 2003 Implement a residential sprinkler
bylaw
Current 2003 Fire-fighter salary amount $575,000.00
Phase One
Begin construction of Fire Hall #4
(Capital Expense)
Implement mandatory monitoring
of multi family alarm systems
* Delayed hiring
6 month impact of
Phase 1
One full-time day crew - Monday
to Friday at Hall #1 and Hall #3
$375,000 10
Phase Total $375,000 $950,000.00 10
Phase Two
Paid-on-call crew - Hall #4 $150,000 25
Full year impact of day crews at
Hall #1 and Hall #3
$375,000
Phase Total $525,000 $1,475,000. 0 25
Phase Three
Crew at Hall #1 goes 24/7 $1,125,000 15
Phase Total $1,125,000 $2,600,000. 15
Phase Four
Crew at Hall #3 goes 24/7 $1,125,000 15
Phase Total $1,125,000 $3,725,000. 15
Phase Five
Second crew added 24/7 at Hall #1 $1,500,000 20
Construct Hall #5 (Capital
Expense)
Phase Total $1,500,000 $5,225,000 20
Phase Six
Convert Hall #4 crew to 24/7 $1,500,000 20
Staff Hall #5 with paid-on-call $150,000 25
Phase Total $1,650,000 $6,875,000. 20 25
Grand Total $6,300,000 $6,875,000. 80 50
Maple Ridge Fire Department Master Plan Estimated Cost of Staffing Options Estimated Cost of Staffing Options - Page 28 Comparative Costs and Benefits of Current Fire Department Cost per Capita $26.00$27.00$29.27$46.00$57.00$77.00$108.00$120.00$122.00$123.00$145.00$159.00$0.00$20.00$40.00$60.00$80.00$100.00$120.00$140.00$160.00$180.00
Maple Ridge Fire Department Master Plan
Estimated Cost of Staffing Options
Estimated Cost of Staffing Options - Page 29
Comparative Costs and Benefits of Current Fire Department
Monetary Value of a Municipal Fire Service
2001 Red Book Information
Assessed value of buildings in Maple Ridge $4,751,776,885.
Average Cost of Fire Insurance and Fire Department Budget combined $13,500,000.
Cost of Insurance alone without Fire Department $33,000,000.
Insurance Costs Avoided with the Fire Service $19,500,000.
Analysis Courtesy of the Surrey Fire Department
Maple Ridge Fire Department
Master Plan
Appendix – 1
Emergency Response
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 30
Emergency Response Current Service Level
Staffing
The Fire Department is currently staffed with six full-time career officers and 95 paid-on-call fire-fighters. The
department responds from three Fire Halls, Fire Hall #1 located in the town core area, Fire Hall #2 in the eastern
rural area and Fire Hall #3 located in the western portion of the municipality. Currently there is no guaranteed
level of emergency response. Sufficient numbers of paid-on-call fire-fighters are maintained with varying work
patterns to try and provide an available level of responders. The paid-on-call fire-fighters are not committed to an
assigned schedule but rather respond when and if they are available. Under this system the department is
normally able to provide an adequate number of fire-fighters in the evenings and on weekends. However, during
the daytime, Monday to Friday, Fire Hall #2 and #3 are not able to provide a minimum of four fire-fighters 30%
of the time. (see Table 1, Response to Calls). This results in increased response times as Fire Hall #1 has to travel
greater distances to cover calls in Hall #2 and #3's areas. In addition, it is becoming more common to receive
overlapping calls for assistance within a short span of time during the daytime. This severely taxes the
department's ability to respond based on the limited numbers of fire-fighters available during the day. The
summer vacation period and long weekends also deplete the pool of available fire-fighters.
Response Times
Maple Ridge Fire Department's emergency response times are a factor of the following components:
1. Dispatch time – starts when 911 operator transfers a call to Surrey Dispatch and includes the time required to
obtain information from the caller and activate the Fire Hall paging (dispatch is provided under contract with
Surrey Fire Department).
2. Turnout Time - time required for fire-fighters to respond to the Fire Hall, don protective clothing and get the
fire truck moving out of the Fire Hall.
3. Travel Time - time required for emergency vehicles to drive from the Fire Hall to the scene of the emergency.
4. First Fire Truck on Scene - time elapsed from when the Dispatch received the notification of an emergency
until the first fire truck arrives on scene.
*90 % of the time the Maple Ridge Fire Department is able to meet the response times listed below
Fire Hall 1 Fire Hall 2 Fire Hall 3
Dispatch Time 1 minute 1 minute 1 minute
Turnout Time 8 minutes 14 minutes 7 minutes
Travel Time 7 minutes 7 minutes 8 minutes
First Fire Truck On Scene 16 minutes 22 minutes 16 minutes
*Based on a study of response to structure fires for a three-year period 2000 - 2002 (see Table 2, Response Time
to Structure Fires)
Services Provided
The Master Planning Committee reviewed a list of suggested Fire Department core services, which was provided
by the Office of the Ontario Fire Marshall. This list was used to compare the department's current services with a
suggested standard for core services (see Table 3 – Core Services).
The most notable gaps in service were in the areas of response to hazardous materials, specialized rescues and
complex incidents such as high rise structure fires.
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 31
Maple Ridge Fire Department's limited ability to deliver these types of services is primarily a result of two
factors:
• One is the inability to determine exactly which fire-fighters will be responding at any given time. This
negates the ability to select specific individuals or groups to perform specialised tasks.
• Secondly is the amount of specialized training required to initially learn these skills and subsequently
maintain proficiency. Under the current paid-on-call model it is not possible for the fire-fighters to commit to
this level of training.
Why is Response Time Important
Part I - Fire Propagation Curve (FPA 1710)
A.5.2.1.2.1 An early aggressive and offensive primary interior attack on a working fire, where feasible, is usually
the most effective strategy to reduce loss of lives and property damage. In Figure A.5.2.1.2.1 the line represents a
rate of fire propagation, which combines temperature rise and time. It roughly corresponds to the percentage of
property destruction. At approximately 10 minutes into the fire sequence, the hypothetical room of origin flashes
over. Extension outside the room begins at this point.
Consequently, given that the progression of a structural fire to the point of flashover (i.e. the very rapid spreading
of the fire due to superheating of room contents and other combustibles) generally occurs in less than 10 minutes.
Two of the most important elements in limiting fire spread are the quick arrival of sufficient numbers of personnel
and equipment to attack and extinguish the fire as close to the point of its origin as possible.
The ability of adequate fire suppression forces to greatly influence the outcome of a structural fire is undeniable
and predictable. Data generated by NFPA provides empirical data that rapid and aggressive interior attack can
substantially reduce the human and property losses associated with structural fires (see Table A.5.2.1.2.1).
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 32
Table A.5.2.1.2.1 Fire Extension in Residential Structures 1994-1998
Rate per 1000 Fires
Extension Civilian
Deaths
Civilian
Injuries
Dollar
Loss per
Fire
Confined to the room of origin 2.32 35.19 3,185
Beyond the room but confined To the floor of origin 19.68 96.86 22,729
Beyond the floor or origin 26.54 63.48 31,912
Note: Residential structures include dwellings, duplexes, manufactured homes (also called mobile homes),
apartments, row houses, townhouses, hotels and motels, dormitories, and barracks.
Source: FPA Annual Fire Experience Survey and ati onal Fire Incident Reporting System.
Part 2 – Australian Fire Database
Australian Fire Database 1.3 million incidents (courtesy of Surrey Fire-Rescue)
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 33
Part 3 – Components of Response
(source: Ontario Fire Marshal Web Site)
Recognized Standards of Emergency Response
The committee identified several organizations, which publish standards for emergency response. These
standards were then compared to the department's existing response levels (see Table 4 – Models of Emergency
Response). The following table was compiled as an overview of currently recognized levels of fire department
response.
Overview of Models of Emergency Response
Standard Description
National Fire Protection Agency –
1720 – Standard for the Organization
and Deployment of Volunteer Fire
Department
• No minimum response time requirements
• Four members on scene before interior attack occurs
• Must apply water to the fire within 2 minutes of arriving on scene
National Fire Protection Agency 1710
– Standard for the Organization and
Deployment of Career Fire
Departments
• Total of 15 personnel required to be on scene in 10 minutes or less
(dispatch, turnout and travel time)
• First four personnel required to be on scene in 6 minutes or less
(dispatch, turnout and travel time)
Surrey Fire Department Model
Targets
• Total of 12 personnel required to be on scene in 12 minutes or less
(dispatch, turnout and travel time)
• First four personnel required to be on scene in 7 minutes or less
(dispatch, turnout and travel time)
Ontario Office of the Fire Marshall
• Total of 10 personnel required to be on scene in 10 minutes or less
(dispatch, turnout and travel time)
WCB – Occupational Health and
Safety – Entry into Buildings 31.23
• Total of 4 personnel required for an initial interior attack
• Minimum of 5 personnel required to be on scene in 10 minutes or
less
• This is an enclosed space entry procedure not a fire ground
deployment model
The Standards listed in the tables above were derived through a consultative committee process utilizing fire
growth information and considering fire-fighter safety. (see Table 4 – Models of Emergency Response)
NOTES: The fire progression curve is subject to
variation due to a number of factors such as the type of
material and volume of material involved.
The various factors from the time the fire begins until
intervention takes place are all subject to variation.
Preparation time for full-time fire-fighters means the
time to dress and depart the station.
Preparation time for volunteer fire-fighters includes the
time to respond to the station as well as to dress and
depart the station.
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 34
Proposed Standards of Response for Maple Ridge Fire Department
Maple Ridge Fire Department
Deployment Model - Current
• No guaranteed level of response
• No minimum response time requirements
• Four members on scene before interior attack occurs
• Must apply water to the fire within 2 minutes of arriving on scene
Maple Ridge Fire Department
Deployment Model - Proposed Urban
• Total of 12 personnel required to be on scene in 12 minutes or less
(dispatch, turnout and travel time)
• First four personnel required to be on scene in 7 minutes or less
(dispatch, turnout and travel time)
Maple Ridge Fire Department
Deployment Model - Proposed Rural
(East of 248 street)
• Total of 12 personnel required to be on scene in 22 minutes or less
(dispatch, turnout and travel time)
• First four personnel required to be on scene in 18 minutes or less
(dispatch, turnout and travel time)
Maple Ridge Fire Department
Deployment Model –*Protected
Growth Areas
• Total of 12 personnel required to be on scene in 16 minutes or less
(dispatch, turnout and travel time)
• First four personnel required to be on scene in 11 minutes or less
(dispatch, turnout and travel time)
*Protected Growth Areas are areas, which would have a requirement for residential sprinklers and are in transition
from a rural density to an urban density. Once these areas approach a density level comparable to the urban areas,
the standard for response would revert to the Urban Response Standard. Currently these areas are identified as the
Albion/Cottonwood Corridor and the Silver Valley Area but could extend if development commences in other
areas of the municipality.
Methods to Reduce Response Intervals
The committee reviewed all the components of response to fires and identified several initiates that could be
implemented to reduce fires or lesson their impact. (see Table 5 – Components of Response) The results of the
committee's review are summarized as follows.
14. Introduce residential sprinklers.
15. * Develop a community smoke alarm program.
16. Introduce mandatory monitoring of alarm systems in multi-family occupancies.
17. Insure one-minute dispatch timing is achieved.
18. Reduce fire-fighter turnout times by hiring full-time fire-fighters and selecting paid-on-call fire-fighters that
live close to the Fire Halls.
19. Reduce the response zone for Hall #1 through the construction of Fire Hall #4 in Albion
20. Continue the installation of traffic pre-emption devices.
21. Monitor training to maintain two minutes for application of water after arrival at scene.
22. Maintain a minimum manning of 12 fire-fighters for a first alarm assignment to structure fires.
* The goal of a community smoke alarm program would be to have a working smoke alarm or smoke detector
installed in every building in Maple Ridge containing a sleeping area. This goal could be accomplished in a
variety of ways. Public education would be the primary thrust to encourage citizens to install smoke detectors. A
smoke alarm give away program sponsored by smoke alarm manufacturers, local charities or businesses, could
assist this. The installation of smoke alarms could be accomplished by volunteer home inspections done by fire-
fighters or a summer student program. In addition to the public education portion some communities have passed
legislation requiring smoke alarms in every dwelling unit. A Community smoke alarm policy would be
developed in consultation with Council, Building Department, local business, charity groups, fire-fighters and any
interested stakeholder.
Maple Ridge Fire Department Master Plan
Appendix 1
Residential Sprinklers
The need for a sprinkler bylaw is an integral part of the Master Plan as it increases life safety, red
fighters required on scene, reduces the length of time required on scene, and provides for a safer working
environment. Almost all of the fires that originate in sprinklered buildings are controlled before the fire
arrive on scene. Sprinklers offer a level of protection that is unmatched by conventional methods.
Response Times and Fire Behaviour
Almost without exception, big fires start small. The longer a fire is allowed to grow, the worse it gets
exponentially. One minute at the beginning of the fire does not produce anywhere near the same damage that the
same 60 seconds produces later in the fire’s growth. Fires in residential structures are often out of control within
4 to 9 minutes after ignition. When the fire reaches a stage
becomes fully involved in fire) the temperature inside the room will rise to over 1200 degrees fahrenheit,
eliminating any chance of survival and extending the fire further into the structure. If sprin
these buildings, in most cases the fire would have been extinguished before the fire department arrived,
containing the minimal fire damage to one room and before the fire
Recent studies by the National Research Council Canada have shown that fires started in rooms equipped with
residential sprinkler systems were brought under control in less than 90 seconds; before the heat, smoke and other
fire gases reached dangerous proportions.
Fire sprinklers have a proven record of extinguishing fires using less water than large hose lines used by fire
fighters.
As our community continues to develop, the pressures on the fire service increase. While changes to the fire
service delivery model and additional fire halls are being considered, there are other factors that also impact on
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 35
Source: ational Fire Protection Association
The need for a sprinkler bylaw is an integral part of the Master Plan as it increases life safety, red
fighters required on scene, reduces the length of time required on scene, and provides for a safer working
environment. Almost all of the fires that originate in sprinklered buildings are controlled before the fire
prinklers offer a level of protection that is unmatched by conventional methods.
Almost without exception, big fires start small. The longer a fire is allowed to grow, the worse it gets
ginning of the fire does not produce anywhere near the same damage that the
same 60 seconds produces later in the fire’s growth. Fires in residential structures are often out of control within
4 to 9 minutes after ignition. When the fire reaches a stage known as flashover (where the room, floor to ceiling,
becomes fully involved in fire) the temperature inside the room will rise to over 1200 degrees fahrenheit,
eliminating any chance of survival and extending the fire further into the structure. If sprin
these buildings, in most cases the fire would have been extinguished before the fire department arrived,
containing the minimal fire damage to one room and before the fire-fighters have left the station.
nal Research Council Canada have shown that fires started in rooms equipped with
residential sprinkler systems were brought under control in less than 90 seconds; before the heat, smoke and other
fire gases reached dangerous proportions. (NRC Kemano Fire Studies Part 2 page 12)
Fire sprinklers have a proven record of extinguishing fires using less water than large hose lines used by fire
As our community continues to develop, the pressures on the fire service increase. While changes to the fire
ervice delivery model and additional fire halls are being considered, there are other factors that also impact on
Source: ational Fire Protection Association
The need for a sprinkler bylaw is an integral part of the Master Plan as it increases life safety, reduces the fire-
fighters required on scene, reduces the length of time required on scene, and provides for a safer working
environment. Almost all of the fires that originate in sprinklered buildings are controlled before the fire-fighters
prinklers offer a level of protection that is unmatched by conventional methods.
Almost without exception, big fires start small. The longer a fire is allowed to grow, the worse it gets
ginning of the fire does not produce anywhere near the same damage that the
same 60 seconds produces later in the fire’s growth. Fires in residential structures are often out of control within
known as flashover (where the room, floor to ceiling,
becomes fully involved in fire) the temperature inside the room will rise to over 1200 degrees fahrenheit,
eliminating any chance of survival and extending the fire further into the structure. If sprinklers were installed in
these buildings, in most cases the fire would have been extinguished before the fire department arrived,
fighters have left the station.
nal Research Council Canada have shown that fires started in rooms equipped with
residential sprinkler systems were brought under control in less than 90 seconds; before the heat, smoke and other
Fire sprinklers have a proven record of extinguishing fires using less water than large hose lines used by fire-
As our community continues to develop, the pressures on the fire service increase. While changes to the fire
ervice delivery model and additional fire halls are being considered, there are other factors that also impact on
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 36
service delivery. For instance, traffic congestion, physical and climatic events such as snow and steep grades, and
the small lot, narrow road housing developments all pose challenges for emergency responders. Fire sprinklers on
the other hand, are not affected by these conditions.
Options To Meet Proposed Standards For Response
The following options show the possible deployments of career fire-fighters with back up support from our
existing paid-on-call members. The Fire Department Master Planning Committee recognizes that Maple Ridge
Fire and Rescue Service cannot presently guarantee a response to any emergency incident without using fire-
fighters that are actually on duty when a call is received. Further, initial response times (first 4 fire-fighters and
truck) cannot be reduced to an acceptable standard with the use of paid-on-call members only. The options are
designed to only meet the needs of a first alarm assignment, which would be the typical single family structure
fire. If more than one incident occurred at the same time or the incident was larger or more complex, it would
require a second or third alarm assignment staffed by paid-on-call fire-fighters.
Identified Minimum Manpower Requirement For First Alarm Assignment As Follows:
• Incident Command – 1
• Pump Operator - 1
• Attack Line – 2
• Back up Line - 2
• Support Person for each attack and back up line, Hydrant Lay, Utility Control and Forcible Entry and
Ventilation – 2
• Victim Rescue Team – 2
• RIT Team – 2
• Total of 12 fire-fighters
Urban Response Standard
Area - Pitt Meadows border east to 234 Street, Fraser River north to the Alouette River
Proposed Standard
• The Hall response boundaries would be restricted to 4 minutes travel time
• The first unit would arrive in 7 minutes with a minimum of 4 fire-fighters
• The first alarm assignment would arrive in 12 minutes with a minimum of 12 fire-fighters
Option 1- shows response times if 4 career fire-fighters are on duty at Hall #1, 4 career fire-fighters are on duty at
Hall #3 and 4 paid-on-call members respond from Fire Hall #1 or Hall #3.
Hall #1 Area Dispatch Turnout Travel Total Time Man Power
Hall 1 Career 1 minute 2 minutes 4 minutes 7 minutes 4 minutes
Hall 3 Career 1 minute 2 minutes 8 minutes 11 minutes 4 minutes
*Hall 1or 3 Paid-On-Call 1 minute 7 minutes 4 minutes 12 minutes 4 minutes
Total Manpower 12 minutes
*The location of the incident would dictate whether Hall #1 or #3 paid-on-call fire-fighters would respond
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 37
Option 2 - shows response times if 8 career fire-fighters are on duty at Hall #1 and 4 career fire-fighters are on
duty at Hall #3.
Hall #1 Area Dispatch Turnout Travel Total Time Man Power
Hall 1 Career 1 2 minutes 4 minutes 7 minutes 8 minutes
Hall 3 Career 1 2 minutes 8 minutes 11 minutes 4 minutes
Total Manpower 12
Hall #3 Area Dispatch Turnout Travel Total Time Man Power
Hall 1 Career 1 minute 2 minutes 8 minutes 11 minutes 8 minutes
Hall 3 Career 1 minute 2 minutes 4 minutes 7 minutes 4 minutes
Total Manpower 12 minutes
Rural Response Standard
Area -248 Street east to Mission Border, Fraser River to the northern Municipal boundary
Proposed Standard
• The Hall response boundaries would be restricted to 9 minutes travel time
• The first unit would arrive in18 minutes with a minimum of 4 fire-fighters
• The first alarm assignment would arrive in 22 minutes with a minimum of 12 fire-fighters
*Important note: (currently there is no guaranteed weekday daytime response of paid-on-call fire-fighters at Fire
Hall #2.)
Option 1 shows response times if 4 career fire-fighters are on duty at Hall #1, 4 career fire-fighters are on duty at
Hall #3 and 4 paid-on-call members at Hall #2. (1st truck arrives in 18 minutes. A full compliment of 12 fire-
fighters is on scene by 22 minutes.)
Option 1 Dispatch Turnout Travel Total Time Man Power
Hall 1 Career 1 minute 2 minutes 15 minutes 18 minutes 4 minutes
Hall 3 Career 1 minute 2 minutes 19 minutes 22 minutes 4 minutes
*Hall 2 Paid-On-Call 1 minute 12 minutes 9 minutes 22 minutes 4 minutes
Total Manpower 12 minutes
*(o guaranteed weekday daytime response from Hall 2 with this option)
Option 2 shows response times if 8 career fire-fighters are on duty at Hall #1, 4 career fire-fighters are on duty at
Hall #3 (1st truck arrives in 18 minutes. A full compliment of 12 fire-fighters is on scene by 22 minutes.)
Option 2 Dispatch Turnout Travel Total Time Man Power
Hall 1 Career 1 minute 2 minutes 15 minutes 18 minutes 8 minutes
Hall 3 Career 1 minute 2 minutes 19 minutes 22 minutes 4 minutes
Total Manpower 12 minutes
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 38
Options For Rural Response After The Construction Of Fire Hall #4
There will soon be a need for construction of a Fire Hall in the Albion development area. Should this Hall be
built, the fire-fighters stationed there could provide support to the Hall #1 and Hall #2 areas.
Option 3 shows response times if 4 career fire-fighters are on duty at Hall #1, 4 paid-on-call fire-fighters respond
from Hall #2 and Hall #4 exists to support with 4 more paid-on-call members. (1st truck arrives in 18 minutes, 2nd
in 20 and a full compliment of 12 fire-fighters on scene by 22 minutes.)
Option 3 Dispatch Turnout Travel Total Time Man
Power
*Hall 4 Paid-On-Call 1 minute 7 minutes 12 minutes 20 minutes 4 minutes
*Hall 2 Paid-On-Call 1 minute 12 minutes 9 minutes 22 minutes 4 minutes
Hall 1 Career 1 minute 2 minutes 15 minutes 18 minutes 4 minutes
Total Manpower 12 minutes
*(o guaranteed weekday daytime response from Hall #2 and Hall #4 with this option)
Option 4 shows response times if 4 career fire-fighters are on duty at Hall #1 and 4 career fire-fighters are on
duty at a new Hall #4. (1st truck arrives in 15 minutes, 2nd in 18 minutes. A full compliment of 12 fire-fighters is
on scene by 22 minutes.)
Option 4 Dispatch Turnout Travel Total Time Man Power
Hall 4 Career 1 minute 2 minutes 12 minutes 15 minutes 4 minutes
Hall 2 Paid-On-Call 1 minute 12 minutes 9 minutes 22 minutes 4 minutes
Hall 1 Career 1 minute 2 minutes 15 minutes 18 minutes 4 minutes
Total Manpower 12 minutes
ote: Call volume does not make the use of Career Fire-Fighters stationed at Hall #2 viable.
Protected Growth Standard (Cottonwood/ Albion and Silver Valley)
Currently two suburban areas of the municipality are experiencing significant growth. The protected growth
standard is intended to provide an interim standard of response until the areas meet the criteria for urban response.
The standard also assumes that residential sprinklers would protect all new homes in this response zone.
Cottonwood/Albion Area -234 Street east to 248 Street, Fraser River north to Alouette River
Silver Valley Area - All properties north of the South Alouette river.
Proposed Standard
• The first unit would arrive in11 minutes with a minimum of 4 fire-fighters
• The first alarm assignment would arrive in 16 minutes with a minimum of 12 fire-fighters
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 39
Option 1 shows response times if 4 career fire-fighters are on duty at Hall #1 and 4 career fire-fighters are on
duty at Hall #3, supported be 4 Paid-on-call fire-fighters at Hall#1 (1st truck arrives in 11 minutes, 2nd truck in 15
minutes and a full compliment of 12 fire-fighters is on scene by 16 minutes.)
Option 1 Dispatch Turnout Travel Total Time Man Power
Hall 1 Paid-On-Call 1 minute 7 minutes 8 minutes 16 minutes 4 minutes
Career Hall 1 1 minute 2 minutes 8 minutes 11 minutes 4 minutes
Career Hall 3 1 minute 2 minutes 12 minutes 15 minutes 4 minutes
Total Manpower 12 minutes
After the Construction of Fire Hall #4 or #5
Option 2 shows response times if 4 career fire-fighters are on duty at Hall #1 and 4 career fire-fighters are on
duty at Hall #3 and 4 paid-on-call fire-fighters responded from Hall #4. (1st truck arrives in 11 minutes, 2nd in 14
minutes. A full compliment of 12 fire-fighters is on scene by 15 minutes.)
Option 2 Dispatch Turnout Travel Total Time Man Power
Hall 1 Career 1 minute 2 minutes 8 minutes 11 minutes 4 minutes
Hall 3 Career 1 minute 2 minutes 12 minutes 15 minutes 4 minutes
*Hall 4 or 5 Paid-On-Call 1 minute 7 minutes 6 minutes 14 minutes 4 minutes
Total Manpower 12
* (In comparison to Hall #2 and Hall #3 there would probably be no guaranteed daytime response of paid-on-call
fire-fighters at Fire Hall #4)
Option 3 shows response times to Hall #4’s area if 4 career fire-fighters are on duty at Hall #1 and 4 career fire-
fighters are on duty at Hall #3 and 4 career fire-fighters responded from Hall #4. (1st truck arrives in 9 minutes,
2nd in 11 minutes. A full compliment of 12 fire-fighters is on scene by 15 minutes.)
Option 3 Dispatch Turnout Travel Total Time Man Power
Hall 1 Career 1 minute 2 minutes 8 minutes 11 minutes 4 minutes
Hall 3 Career 1 minute 2 minutes 12 minutes 15 minutes 4 minutes
Hall 4 or 5 Career 1 minute 2 minutes 6 minutes 9 minutes 4 minutes
Total Manpower 12 minutes
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 40
Table 1 – Current Response time to All Weekday Calls
2000/2001/2002 - Response to All Calls
6:00 am to 6:00 pm - Monday to Friday
Hall #1 0% no fire-fighter's available
0% less than one crew available
33% 1-2 crews available
53% 2-3 crews available
Hall #2 8% no fire-fighter's available
21% less than one crew available
39% 1-2 crews available
23% 2-3 crews available
Hall #3 4% no fire-fighter's available
30% less than one crew available
44% 1-2 crews available
16% 2-3 crews available
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 41
Table 2 – Response Time to Structure Fires
2000/2001/2002 - Response Time to Structure Fires - From Page to Arrival on Scene
Hall #1 45% of the time first unit arrives in 8 minutes or less
70% 10 minutes of less
90% 15 minutes or less
Hall #2 45% of the time first unit arrives in 15 minutes or less
70% 18minutes of less
90% 21 minutes or less
Hall #3 45% of the time first unit arrives in 9 minutes or less
70% 10minutes of less
90% 15 minutes or less
2000/2001/2002 Turnout Time - From Page to Truck Leaving the Fire Hall
Hall #1 45% of the time first unit arrives in 5 minutes or less
70% 6.5 minutes of less
90% 8 minutes or less
Hall #2 45% of the time first unit arrives in 10 minutes or less
70% 12 minutes of less
90% 14 minutes or less
Hall #3 45% of the time first unit arrives in 5.5 minutes or less
70% 6.5 minutes of less
90% 7 minutes or less
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 42
Table 3 - Core Services
Services Currently
Provided
Core Services
(Proposed)
Provided by Others
Basic fire-fighting – no expected
rescue component
Yes Yes
Structural fire-fighting including
rescue
Yes Yes
Vehicle fire-fighting Yes Yes
Grass, brush, forestry fire-fighting Limited Urban Interface –
Yes
Grass & Brush –
Yes
Forest Fires – Forest Services
Mutual Aid
Marine Fire-Fighting Limited Land based marine Water based– Coast Guard /
Fraser Port
Automatic Aid No Optional Pitt Meadows/Mission
Mutual Aid Yes Yes
Basic life support with
defibrillation
Yes Yes
Advanced Medical Assistance with
defibrillation
No No BC Ambulance Service
Awareness Level hazardous
materials
Yes Yes
Operations Level hazardous
materials
No Yes
Technician Level hazardous
materials
No No Surrey/Vancouver hazmat
teams
Vehicle accidents Yes Yes
Vehicle extrication Yes Yes
Transportation incidents involving
transport vehicles and trains
Limited Yes
Transportation incidents involving
aircraft
Limited Yes Possible expansion with Pitt
Meadows Airport mutual aid
Transportation incidents involving
watercraft
Limited Yes – shoreline
only
Provided by Maple Ridge
Search and Rescue and Coast
Guard, Fraser Port Authority
Water and ice rescue – shore base Limited Yes
Water and ice rescue – boat No Limited to
Municipal Lakes
and Rivers
Fraser River Rescues – Maple
Ridge Search and Rescue and
Coast Guard
Police Assistance Limited Yes
Public Utilities Assistance (Gas
and Hydro
Yes Yes
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 43
Core Services, continued
Services Currently
Provided
Core Services
(Proposed)
Provided by Others
Community Emergency Plan
Participation
Yes Yes
Urban Search and Rescue light No Yes
Urban Search and Rescue heavy No No Vancouver Urban Search and
Rescue Team
High Angle Rescue No Yes
Confined Space Rescue No Yes
Farm/Silo Rescue No No Mutual Aid – Pitt Meadows
Fire Department
Large Animal Rescue Limited Yes
Role as Assistant to the Fire
Commissioner
Yes Yes
Alarm resets and alarms residential Yes –
enforcement
for false
alarms
Yes – enforcement
for false alarms
Trench Rescue No Yes With the assistance of Public
Works
Carbon Monoxide Alarms Yes Yes BC Gas to assist with
appliance inspection
Burning Complaints Yes Yes
Source: Ontario Fire Marshal’s Web Site
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 44
Table 4 - Models of Emergency Response
1. FPA 1720 - Standard for the Organization and deplo yment of Volunteer Fire Departments
• Initiate an attack within 2 minutes of arrival – 90% of the time
• Four members on scene before an interior attack commences
• No minimum requirement for response times
• No identification of apparatus and manning requirements for a first alarm assignment
2. FPA 1710 – Standard for the Organization and deplo yment of Career Fire Departments
• Dispatch time – less than 60 seconds
• Turnout time – 1 minute
• Travel time – 4 minutes or less arrival of first fire suppression unit and/or first responder medical unit
• Arrival of full first alarm assignment within 8 minutes or less
• 8 minute response of advanced life support unit
• Identified manpower requirement for first alarm assignment as follows:
• Incident Command – 1
• Pump Operator - 1
• Attack Line – 2
• Back up Line - 2
• Support Person for each attack and back up line, Hydrant Lay Utility Control and Forcible Entry – 2
• Victim Rescue Team – 2
• Ventilation Team - 2
• Aerial Apparatus –1
• RIT Team – 2
Total of 15 personnel required to be on scene in 10 minutes or less (dispatch, turnout and travel time)
First four personnel required to be on scene in 6 minutes or less (dispatch, turnout and travel time)
3. Surrey Fire Department Model Targets
• Dispatch time less than 60 seconds
• Career Turn out Time – 2 minutes
• Volunteers Turn out Time – 4 minutes
• Travel Time – 4 minutes or less
• Response Time (travel only)
• Fire incidents first unit – 4 minutes (4 personnel)
• Fire incidents second pump – 6 minutes (4 personnel)
• Fire incidents ladder – 6 minutes (2 personnel)
• Fire incidents initial attack force (two pumps, 1 ladder, 1 rescue – residential) – 9 minutes
• Fire incidents initial attack force (two pumps, 1 ladder – 75’ plus, 1 rescue – commercial) – 9 minutes
• Rescue first unit – structure fires – 9 minutes (2 personnel)
• Rescue unit for rescue responses – 8 minutes
Total of 12 personnel required to be on scene in 12 minutes or less (dispatch, turnout and travel time)
First four personnel required to be on scene in 7 minutes or less (dispatch, turnout and travel time)
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 45
4. Ontario Office of the Fire Marshall
• Dispatch time - not specified
• Career Turn out Time - not specified
• Volunteers Turn out Time - not specified
• Travel Time - not specified
• Minimum of 4 fire-fighters initially responding
• Minimum of 10 fire-fighters within 10 minutes for fire attack or rescue operations for 90% of reported
emergencies
• No minimum requirement for first responding unit
• Manpower required before commencing interior fire attack is:
• Incident Command - 1
• Pump Operator - 1
• Search and Rescue or Fire Attack - 2
• Back up protection - 2
• RIT team - 2
• Ventilation team - 2
• Total of 10
Total of 10 personnel required to be on scene in 10 minutes or less (dispatch, turnout and travel time)
5. WCB – Occupational Health and Safety – Entry into Buildings 31.23
a) When self contained breathing apparatus must be used to enter a building or similar or enclosed location,
the entry must be made by a team of a least 2 fire-fighters
b) Effective voice communication must be made by fire-fighters inside and outside the location
c) During the initial attack stages of an incident at least one fire-fighter must remain outside
d) A suitably equipped rescue team of at least 2 fire-fighters must be established on scene before sending a
second entry team and not more than ten minutes after initial attack
Manpower required before commencing interior fire attack:
• Incident Command/Safety Observer - 1
• Pump Operator - 1
• Search and Rescue or Fire Attack - 2
Total of 4 for initial 10 minutes or until a second team enters
Manpower required after ten minutes
• Pump Operator – 1
• Search and Rescue or Fire Attack - 2
• RIT team - 2
Total of 5
Manpower required prior to second team entry
• Pump Operator - 1
• Search and Rescue or Fire Attack - 2
• Back up protection - 2
• RIT team - 2
Total of 7
Total of 4 personnel required for an initial interior attack
Minimum of 5 personnel required to be on scene in 10 minutes or less
This is an enclosed space entry procedure not a fire ground deployment model
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 46
6. Maple Ridge Fire Department
a. Maple Ridge Fire Department Deployment Model - Current
No guaranteed level of response
• Four members on scene before an interior attack commences
• No minimum requirement for response times
• No identification of apparatus and manning requirements for a first alarm assignment
Current First Unit Response Times to Structure Fires (dispatch, turnout and travel time)
Hall #1 - 15 minutes or less – 90 % of the time
Hall #2 – 21 minutes or less – 90% of the time
Hall #3 - 15 minutes or less – 90 % of the time
b. Maple Ridge Fire Department Deployment Model - Proposed Urban
Dispatch time less than 60 seconds
Career Turn out Time – 2 minutes
Volunteers Turn out Time – 7 minutes
Travel Time – 4 minutes or less for first arriving unit
• Identified manpower requirement for first alarm assignment as follows:
• Incident Command – 1
• Pump Operator - 1
• Attack Line – 2
• Back up Line - 2
• Support Person for each attack and back up line, Hydrant Lay Utility Control and Forcible Entry and
Ventilation – 2
• Victim Rescue Team – 2
• RIT Team – 2
Response Time (Dispatch, Turnout and Travel)
Fire incidents first unit – 7 minutes (4 personnel)
Fire incidents second pump – 12 minutes (4 personnel)
Fire incidents Rescue – 12 minutes (4 personnel)
Fire incidents initial attack force – residential fires (two pumps, 1 rescue)–12 personnel in 12 minutes
Fire incidents initial attack force - commercial fires (two pumps, 1 ladder - 2 personnel, 1 rescue - 2
personnel) ––12 personnel in 12 minutes
Rescue unit for rescue/medical responses – (4 personnel) 7 minutes
Total of 12 personnel required to be on scene in 12 minutes or less (dispatch, turnout and travel
time)
First four personnel required to be on scene in 7 minutes or less (dispatch, turnout and travel time)
c. Maple Ridge Fire Department Deployment Model - Proposed Rural (east of 256 Street)
Dispatch time less than 60 seconds
Career Turn out Time – 2 minutes or less 90% of the time
Volunteer Turn out Time – 12 minutes or less 90% of the time
Travel Time – not specified
• Identified manpower requirement for first alarm assignment as follows:
• Incident Command – 1
• Pump Operator - 1
• Attack Line – 2
• Back up Line - 2
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 47
• Support Person for each attack and back up line, Hydrant Lay Utility Control and Forcible Entry and
Ventilation – 2
• Victim Rescue Team – 2
• RIT Team – 2
Response Time (dispatch ,turnout and travel)
Fire incidents first unit - 18 minutes or less 90% of the time (4 personnel)
Fire incidents second pump - 22 minutes or less 90% of the time (4 personnel)
Fire incidents Rescue - 22 minutes or less 90% of the time (4 personnel)
Fire incidents initial attack force - residential fires (two pumps, 1 rescue) - 21 minutes or less 90% of the
time
Fire incidents initial attack force - commercial fires (two pumps, 1 ladder - 2 personnel, 1 rescue - 2
personnel) - 22 minutes or less 90% of the time
Rescue unit for rescue responses - 18 minutes or less 90% of the time
Total of 12 personnel required to be on scene in 22 minutes or less (dispatch, turnout and travel
time)
First four personnel required to be on scene in 18 minutes or less (dispatch, turnout and travel
time)
d. Maple Ridge Fire Department Deployment Model – Growth Areas with Residential Sprinklers
(When substantial growth is achieve additional services will have to be provided for non fire emergencies
and fires outside of the sprinkler coverage)
Dispatch time less than 60 seconds
Career Turn out Time - 2 minutes
Volunteers Turn out Time - 7 minutes
Travel Time – 8 minutes or less for first arriving unit
• Identified manpower requirement for first alarm assignment as follows:
• Incident Command - 1
• Pump Operator - 1
• Attack Line - 2
• Back up Line - 2
• Support Person for each attack and back up line, Hydrant Lay, Utility Control and Forcible Entry and
Ventilation - 2
• Victim Rescue Team - 2
• RIT Team - 2
Response Time (Dispatch ,turnout and travel)
Fire incidents first unit - 11 minutes or less 90% of the time (4 personnel)
Fire incidents second pump - 16 minutes or less 90% of the time (4 personnel)
Fire incidents Rescue - 16 minutes or less 90% of the time (4 personnel)
Fire incidents initial attack force - residential fires (two pumps, 1 rescue) - 15 minutes or less 90% of the
time
Fire incidents initial attack force - commercial fires (two pumps, 1 ladder - 2 personnel, 1 rescue - 2
personnel) - 16 minutes or less 90% of the time
Rescue unit for rescue responses - 11 minutes or less 90% of the time
Total of 12 personnel required to be on scene in 16 minutes or less (dispatch, turnout and travel
time)
First four personnel required to be on scene in 11 minutes or less (dispatch, turnout and travel
time)
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 48
Table 5 - Components of Response
Event Can be influenced by Fire Department has control over Time
Interval
Ignition Public Education and Fire Prevention
Inspections
No
Preburn / Fire Spread Building Codes, Fire Prevention
Inspections, Public Education, Sprinklers
Yes with the introduction of Sprinklers
Recognition /
Detection
Fire Alarm Systems, Smoke Alarms,
Watchman Security
Yes with community smoke alarm program
and installation and/or upgrading of alarm
systems.
Transmission of Alarm Monitoring alarm systems Introduce mandatory monitoring of alarm
systems
Dispatch Computer Aided Dispatch Services Ensuring Contract with Dispatch Centres
meets our 60 second target
Turnout • Career Fire-fighters
• Reduce Home to Fire Hall Distance for
Paid-On-Call Fire-Fighters
• Having Paid-On-Call Fire-Fighters
living in the Fire Hall
• Set 2 minute target time for career fire-
fighters and set 6 minute target time for
Paid-On-Call Fire-Fighters
Travel • Reduce Fire Hall response coverage
area
• Improved road connectivity
• Reducing traffic impedance
• Build more Fire Halls / secure land for
future Fire Halls
• Install pre-emption devices
• Establish target travel times for response
Application of
Extinguishing Agent
• Training
• Installation of sprinklers
• Pre-Fire Plans
• Manning
• Establish 2 minute target for application
of agent upon arrival
• Fire Prevention Inspections
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 49
Projected Increases In Fire Department Emergency Call Volume
Historical Departmental Call Volume Increases
Based on the data collected from the past seven years (1997-2003) the Fire Department's call volume has
increased at an average rate of 7% per year. Graph #1 depicts the effects of a continuation of 7% growth in call
volume to the year 2015. The continuation of this trend for increased call volume is contingent on the department
continuing to offer the same level of service as it does today. If the department increases its level of service by
attending all medical calls, there would be a corresponding increase in call volume beyond the predicted 7%.
These projections do not include the possible impacts of a bridge crossing the Fraser River or the increase
propensity for basement suites. Historical data from other larger Fire Departments has indicated a comparatively
stagnant growth in fire calls when a community approaches build out.
Emergency Calls per 1000 population based on a 7% growth rate
2003 21 calls/1000 population Current
2008 25 calls/1000 population Five years
2013 31 calls/1000 population Ten years
2018 39 calls/1000 population Fifteen years
The Population increases by 2.5 % and the emergency call volume by 7 %, this results in a 4.5 % increase in the
calls per one thousand population (see graph on page 51)
The increase in call volume per one thousand residents can be attributed to higher traffic flows, increased
densities and socio-economic factors. If one compares a relatively rural area the emergency calls per thousand
population are much lower than you would find in a densely populated Urban area.
Projected Increase in Call Volume as a result of the Silver Valley Development (data from Maple Ridge
Planning Department)
*Currently 803 parcels generate 36 calls/year
*(Response area includes all parcels north of the South Alouette River)
Anticipated Development and Based on Projected Emergency Calls/1000 Population
2003-2008 1,000 New Units 2,975 Increased Population 75 Additional Calls Total 111
2008-2013 2,000 New Units 5,950 Increased Population 186 Additional Calls Total 261
2013-2018 700 New Units 2,075 Increased Population 80 Additional Calls Total 341
Total increase of *3,700 units and 11,000 population
*(Does not include the impact of basement or in-law suites)
Projected Increase in Call Volume in the Cottonwood/Albion Corridor
*In 2002 2,900 residential units generated 300 calls/year
*(Response area includes 234 St. to 256 St and the Fraser River to Alouette River)
Anticipated Development
2003-2008 1,800 New Units 5,000 Increased population 125 Additional Calls Total 325
2008-2013 1,200 New Units 3,500 Increased Population 110 Additional Calls Total 435
Total increase of *3,000 units and 8,500 population
Within ten years this area will have in excess of 8,000 homes and 16,500 population
*(Does not include the impact of basement or in-law suites)
Construction of a Fire Hall and Staffing in Cottonwood /Albion Area
A desire to provide a protected growth response standard and the current call volume of approximately 900
emergency calls, indicates that Fire Hall #4 should be build as soon as possible. The construction of this Hall
would help relieve the call volume pressures on Fire Hall #1 and provided additional fire-fighting resources. The
Maple Ridge Fire Department Master Plan
Emergency Response
Appendix 1 Emergency Response – Page 50
location of this new Hall would also reduce the travel time for the paid-on-call fire-fighters and result in an
improved response time to this area.
• Career staffing would be required sooner if growth were faster than anticipated and once total build out is
approached in this area the establishment of one full-time crew at Fire Hall #4 is recommended.
Construction of a Fire Hall and Staffing in Silver Valley
• Fire Hall construction would be required in 2008-2010 based on projections that:
• 100 calls/year would occur in 2008-2010.
• Approximately 1,800 residential units would exist to support a paid-on-call Fire Department.
• Based on average annual increase of 7% in call volume, and growth projections of 3,700 new units and
11,000 population, career fire-fighters would not be required in Silver Valley before 2018.
• A Fire Hall and career staffing would be required sooner if growth were faster than anticipated or residential
sprinklers were not installed in this development.
* Projection for Increase Call Volume in Fire Hall #3 Area (West of 216 Street)
• 2002 call volume 304
• 2003 anticipated call volume 325
• 2004 anticipated call volume 348 (Urban Response Standard should be considered)
• 2008 anticipated call volume 456
• 2013 anticipated call Volume 640
Projected Call Volume for Fire Hall #2 (East of 256 Street)
• 2002 call volume 123
• 2008 anticipated call volume 184
• 2013 anticipated call volume 259
• Call volume projections do not indicate the need for career staff at Fire Hall #2 within the next ten years
(Rural Response Standard)
Projected Call Volume for Fire Hall #4 (Albion /Cottonwood Corridor)
• 2002 call volume 300 (past trigger for paid-on-call Fire Hall)
• 2008 anticipated call volume 425
• 2013 anticipated call volume 535
• Projections indicate that this area requires construction of a Fire Hall as soon as possible and career staff
should be contemplated around the year 2010 (Urban Response Standard at build out)
* Projected Call Volume for Fire Hall #1
2003 call volume 800 (Urban Response Standard should be considered)
2008 anticipated call volume 1,125
2013 anticipated call volume 1,575
Current call volume indicates that Fire Hall #1 is past the point where career staff would be indicated and
consideration should be given to staffing with more than one crew in the near future.
* These projections do not include the possible impact of the new Fraser River Bridge at 200th Street. Initial
studies indicate that urban growth could grow by 3,500 citizens as a result of the bridge crossing.
Maple Ridge Fire Department Master Plan Emergency Response Appendix 1 Emergency Response – Page 51 • Maple Ridge Fire DepartmentIncrease in Calls vs. Increase in Population80095011001250140015501700185020002150230024502600275029003050320059,98960,90161,95363,08864,23865,39466,571682356994071689734817531877202791328111083138852168734689530PopulationTotal Fire Calls1997199820002001200220032004199920052006200720082009201020112012201320142015Langley-2002 X Chilliwack - 1999 X • Consistent with current comparisons to Township of Langley and Abbotsford • Does not include a possible increase in response to medical calls.
Maple Ridge Fire Department
Master Plan
Appendix – 2
Fire Prevention / Inspections
Maple Ridge Fire Department Master Plan
Fire Prevention/Inspections
Appendix 2 Fire Prevention / Inspections – Page 52
Executive Summary
Of all the activities the fire department is involved in, inspection of public buildings, fire cause determination
and subsequent reporting, are the only legislated duties a municipality must provide for its citizens.
The Provincial Fire Services Act outlines provincial and municipal responsibilities surrounding fire prevention
issues, and Section 26 (1) states “A municipal council must provide for a regular system of inspection of hotels
and public buildings in the municipality.” However the Fire Services Act does not refer to a recommend
frequency, thereby leaving the scheduling of fire safety inspections to the individual municipalities. In this section
of the master planning report, we will provide information as to a recommended frequency, and a comparison of
neighbouring municipalities.
Maple Ridge Fire Department has always emphasized the importance of fire prevention and public safety
education and this is in alignment with our Municipal Council’s goal of establishing “a safe and liveable
community”. This is reinforced during a process of routine inspections that work to ensure the basic levels of life
safety are adhered to and that important response information is collected and verified.
While the goal of a fire and life safety inspection may seem obvious to some, it is important to realize that on-site
inspections serve as the corner stone to the departments ability to respond to an emergency in a safe and efficient
manner.
A fire & life safety inspection of an existing building, allows the inspector to:
• Ensure the building and its life safety systems (fire alarm, sprinklers and emergency lights, etc) are
maintained as required and that people can safely exit the structure during an emergency. A routine visit from
an inspector prompts a building owner to complete the required testing and servicing.
• Collect important information for our pre-fire planning program. This information assists our fire-fighters to
safely and effectively respond to an emergency in these buildings.
• Educate the building owners and managers on the importance of fire safety and the hazards their individual
buildings/occupancies are faced with.
• Identify changes/alterations and use of existing buildings that are performed without benefit of a building
permit. Such changes may severely effect the occupant’s ability to safely exit the structure in an emergency.
• A regular frequency of inspection reduces the likelihood of a building being used for illegal activities such a
marijuana grow-op or an automotive chop shop.
In addition to performing on site inspections, fire prevention personnel work closely with other municipal
departments involved in the planning and development of all aspects of the community relating to fire and life
safety. Fire inspectors are often involved at the design stage of the larger more complex buildings, to provide
input that enhances occupant safety and the fire departments ability to respond to an emergency.
In the preparation of the report, the fire department examined the existing hours spent on fire prevention activities,
and has tried to give an accurate picture of what we are currently able to achieve, and where we feel the service is
below an acceptable standard (hence the gap).
The current volume of inspections are performed by Assistant Chief’s Morris and Smitton, who complete these
duties in addition to their management responsibilities. The chart below identifies the required hours necessary to
perform the duties of the fire inspectors, and the service gap that currently exists within these areas.
Maple Ridge Fire Department Master Plan
Fire Prevention/Inspections
Appendix 2 Fire Prevention / Inspections – Page 53
Table 1
Core services of Fire Prevention Activities Required
Hours
*Current
Hours
GAPS in service
Inspections - basic life safety 2,179 722 1,457
Re-inspections 450 50 400
Building safety upgrades and complaints 850 550 300
Inspections - new business licenses 162 162 0
Plan and development meetings and review 250 200 50
Pre-plans - new and revised 350 100 250
Customer comfort, by-law and private hydrant letters 350 250 100
Fire investigation 800 800 0
5,391 2,834 2,557
Total hours of duties currently performed 2,834 Hrs
Total hours of duties required to be performed 5,391 Hrs
The Gap in Service 2,557 Hrs
* Based on 2002 statistics and these required hours are increasing as the community grows
The recommended frequency of inspection is detailed on Table 2, and provides a comparison involving
neighboring municipalities.
The proposed Maple Ridge Fire Department inspection frequency detailed in Table #2 was developed in
conjunction with the hazard risk classification listed in Table #4.
Maple Ridge Fire Department Master Plan Fire Prevention/Inspections Appendix 2 Fire Prevention / Inspections – Page 54 Table 2 Inspection Frequency Comparison of Other Departments This chart indicates a comparison between other comparable districts relating to the inspection frequency performed. Maple Ridge Langley Township Mission Abbotsford Langley City Surrey Burnaby Port Moody Occupancy Class Description Frequency Objective Frequency Frequency Frequency Frequency Frequency Frequency Frequency A - 1 Assembly - Performing Arts 24 Months 6 Months Yearly Yearly Yearly 6 Months Yearly 6 Months A - 2 Assembly – Churches 24 Months 6 Months 24 Months Yearly Yearly 6 Months Yearly 6 Months A - 2 Assembly - Community Halls 24 Months 6 Months Yearly Yearly Yearly 6 Months Yearly 6 Months A - 2 Assembly - Licensed Beverage Est. Yearly 6 Months 6 Months Yearly 6 Months 6 Months 6 Months 6 Months A - 2 Assembly – Restaurants Yearly 6 Months Yearly Yearly Yearly 6 Months Yearly 6 Months A - 2 Assembly – Schools Yearly 6 Months Yearly Yearly 6 Months 6 Months Yearly 6 Months A - 2 Assembly - Day Cares Yearly 6 Months 6 Months Yearly 6 Months 6 Months Yearly 6 Months A - 3 Assembly - Arena, Swimming Pools Yearly Yearly Yearly Yearly Yearly 6 Months Yearly 6 Months B - 1 Institutional - with detention or restricted facilities, Jails, etc. 24 Months 6 Months 6 Months Yearly 4 Months 6 Months Yearly 6 Months B - 2 Institutional - requiring special treatment Hospitals, Rest Homes, Group homes Yearly 6 Months 6 Months Yearly 4 Months 6 Months Yearly 6 Months C Residential – Apartments, Rooming Houses, Licensed Guest. Yearly Yearly Yearly Yearly Yearly 6 Months Yearly 6 Months C Residential -Hotels, Motels 18 Months Yearly Yearly Yearly 6 Months 6 Months D Business and Professional Services, Banks, Offices 24 Months 18 Months 24 Months 24 Months Yearly Yearly Yearly 6 Months E Mercantile – Retails 24 Months Yearly 24 Months 24 Months Yearly Yearly Yearly Yearly F - 1 High Hazard Industrial and Flammable Materials 24 Months 6 Months 6 Months Yearly Yearly 6 Months Yearly Yearly F - 2 Medium Hazard Industrial 24 Months 18 Months 24 Months 24 Months Yearly Yearly Yearly Yearly F - 3 Low Hazard Industrial 24 Months 18 Months 24 Months 24 Months Yearly Yearly Yearly Yearly
Maple Ridge Fire Department Master Plan
Fire Prevention/Inspections
Appendix 2 Fire Prevention / Inspections – Page 55
Minimum Man Hour to Perform Inspections
The following chart indicates the current number of regular inspections and occupancy type required to be
completed within our community and the approximate time per unit that is required to complete a basic life safety
inspection. The numbers reflected in this chart are based on inspection points required to be performed by Fire
Prevention in the year 2002.
With the rapid development and growth within the district the number of inspection points are steadily increasing
every year.
Table 3
Occupancy Class Occupancy Type Current
umber of
Inspection Hits
Man Hours to
perform one
inspection
Man Hours to
complete all
Inspections
Group A Div 1 Theatres 1 2 2
Group A Div 2 Churches 26 2 52
Group A Div 2 Community Halls, Libraries, 19 2 38
Group A Div 2 Pubs 15 2 30
Group A Div 2 Restaurants 130 2 130
Group A Div 2 Municipal Buildings 16 2 32
Group A Div 2 Schools – Municipal 30 2 60
Group A Div 2 Schools – Private 8 2 16
Group A Div 2 Preschools 22 1 22
Group A Div 2 Daycare Group 24 1 24
Group A Div 2 Daycare Residential 116 1
Group A Div 3 Arenas and Swimming Pools 3 2 6
Group B Div 1 Correctional Facilities, Police Station 3 2 6
Group B Div 2 Care Homes:
Group
Intermediate
Special
7
4
24
2
70
Group B Div 2 Hospitals 1 5 10
Group C Apartments 84 2 168
Group C Apartments above Retail 38 1 38
Group C HOTELS, MOTELS 9 1 9
Group D Commercial 372 1 372
Group D Government Buildings 20 1 20
Group E Retail (Mercantile) 464 1 464
Group F Div 1 Industrial Warehouses
HIGH HAZARD
1 2 2
Group F Div 2 Industrial Warehouses
MEDIUM HAZARD
290 1 290
Group F Div 2 AUTOMOTIVE 91 1 91
Group F Div 2 Gas Stations 26 1 26
Group F Div 3 Industrial Warehouses
LOW HAZARD
See F-2 Above
ew Business License Approvals 162 Last Year 1 162
Total 2,140
Maple Ridge Fire Department Master Plan Fire Prevention/Inspections Appendix 2 Fire Prevention / Inspections – Page 56 Building a Safe and Livable Community - Minimum Inspection Frequency Recommendation Fire Prevention is mandated and driven by the Provincial Fire Services Act Chapter 144 and Municipal by-laws created to sustain a safe and livable community. Fire and Life Safety inspections are structured around guidelines and standards recommended by the Fire Services Act that references to the National Fire Protection Association (NFPA), British Columbia Fire Codes, British Columbia Building Codes and other applicable standards. Table 4 Occupancy Class Occupancy Type Current umber of Inspection Hits Current Inspection Frequency % Yearly Competed Inspection Frequency Objective Hazard Risk Comments Group A Div 1 Theatres 1 Yearly New 24 Months Low High occupancy load of citizens with risk of life loss or injuries during and incident. Group A Div 2 Churches 26 Yearly 11% 24 Months Medium High occupancy load of citizens with risk of life loss or injuries during and incident. Group A Div 2 Community Halls, Libraries 19 Yearly 33% 24 Months High High occupancy load of children and adults with high risk of life loss or injuries during and incident. Group A Div 2 Pubs 15 Yearly 40% Yearly High HIGH OCCUPANCY LOAD OF CITIZENS WITH HIGH RISK OF LIFE LOSS OR INJURIES DURING AND INCIDENT. Group A Div 2 Restaurants 130 Yearly 77% Yearly High High occupancy load of citizens with risk of life loss or injuries during and incident. Group A Div 2 Municipal Buildings 16 Yearly 18% 24 Months Low Occupancy load of citizens and staff with risk of life loss or injuries during and incident. Group A Div 2 Schools – Municipal 30 Yearly 93% Yearly Medium High occupancy load of children and young adults with high risk of life loss or injuries during and incident. Group A Div 2 Schools – Private 8 Yearly 62% Yearly Medium High occupancy load of children and young adults with high risk of life loss or injuries during and incident. Group A Div 2 Preschools 22 Yearly 36% Yearly Medium High occupancy load of children with risk of life loss or injuries during and incident. Group A Div 2 Daycare Group 24 Yearly 17% Yearly Medium High occupancy load of children and young adults with high risk of life loss or injuries during and incident.
Maple Ridge Fire Department Master Plan Fire Prevention/Inspections Appendix 2 Fire Prevention / Inspections – Page 57 Table 4 - con’t. Occupancy Class Occupancy Type Current umber of Inspection Hits Current Inspection Frequency % Yearly Competed Inspection Frequency Objective Hazard Risk Comments Group A Div 2 Daycare Residential 116 Start up Only 12 New Start Up Only Low Low occupancy load of children with risk of life loss or injuries during and incident. Group A Div 3 Arenas and Swimming Pools 3 Yearly 66% Yearly Medium High occupancy load with multiple activities Group B Div 1 Correctional Facilities, Police Station 3 Yearly 0% 24 Months High High occupancy load of possible bed and confined occupants. Group B Div 2 Care Homes: Group Intermediate Special 7 4 24 Yearly 0% 50% 83% YEARLY Medium High occupancy load of possible bed and wheelchair victims with high risk of life loss during and incident. Limited mobility Group B Div 2 Hospitals 1 Yearly 0% Yearly Low High occupancy load of possible bed and wheelchair victims with high risk of life loss during and incident. Limited mobility Group C Apartments 84 Yearly 82% Yearly Medium To High High residential occupancy with high risk of life loss or injuries during and incident. Group C Apartments above Retail 38 Yearly 26% Yearly Medium To High High residential occupancy with high risk of life loss or injuries during and incident. Group C Hotels, Motels 9 Yearly 22% 16 –18 Months Medium to High High occupancy load of citizens with high risk of life loss or injuries during and incident. Group D Commercial 372 As time permits 47% 24 Months Low Low Risk and low occupancy load allows us to increase the time duration between inspections but maintain safety for the workers and customers. Group D Government Buildings 20 As time permits 0% 24 Months Low Low risk and low occupancy load allows us to increase the time duration between inspections but maintain safety for the workers and customers. Group E Retail (Mercantile) 464 As time permits 59% 24 Months Low Medium to high risk and transient occupancy load allows us to increase the time duration between inspections but maintain safety for the workers and customers.
Maple Ridge Fire Department Master Plan Fire Prevention/Inspections Appendix 2 Fire Prevention / Inspections – Page 58 Table 4 – con’t. Occupancy Class Occupancy Type Current umber of Inspection Hits Current Inspection Frequency % Yearly Competed Inspection Frequency Objective Hazard Risk Comments Group F Div 1 Industrial Warehouses High Hazard 1 As time permits 100% 24 Months Medium to High Low occupancy with high risk of hazardous storage. Could be a hazard to the surrounding complexes and/or residential housing located in the neighborhood of the structure. Group F Div 2 Industrial Warehouses Medium Hazard 290 As time permits 27% 24 Months Medium to Low Low occupancy with high risk of hazardous storage. Hazard with flammable liquids on site. Group F Div 2 Automotive 91 As time permits 29% 24 Months Low Low occupancy with high risk of hazardous storage. Hazard with flammable liquids on site. Group F Div 2 Gas Stations 26 Yearly 46% Yearly Medium to High Low occupancy with high risk of hazardous storage. High Hazard with flammable liquids on site. Group F Div 3 Industrial Warehouses Low Hazard See F-2 Above As time permits N/A 24 Months Low Combined with F-2 occupancy New Business License Approvals 162 Last Year As Required 100% As Required TO ASSURE THE COMPLEX IS SAFE FOR ALL THE STAFF AND CUSTOMERS PRIOR TO OPENING AND EDUCATE THE OWNERS OF THE FIRE SAFETY ISSUES THEY ARE LIABLE FOR.
Maple Ridge Fire Department Master Plan
Fire Prevention/Inspections
Appendix 2 Fire Prevention / Inspections – Page 59
Fire Prevention Required Duties by By-Laws
Another area Fire Prevention is involved in is maintaining Municipal by-laws and B.C. Fire Code
enforcement.
Table 5
By-law and Code
Enforcement
Current
Frequency
Inspection Frequency
Objective
Comments Currently
Completed
Oil Tank Removals and
Installations
As required Permits are required to
install or remove each
fuel tank and dispensing
pump from properties.
2%
Fire Works Inspections Yes Annually TO ASSURE THOSE
VENDERS COMPLY WITH
BC FIRE CODES AND
MUNICIPAL BY-LAWS.
100%
Fire Lane Inspection
and Letters
Yes Upon Complaint or
visual
Assisting Strata Councils
in maintaining fire lanes
within there complexes.
20%
Private Hydrant
Location and
Maintenance
Yes Annual Letters and
Visual Check
As Required 80%
Municipal Hydrant
Location and
Visibility
Yes As required or Visual
complaint
As Required 15%
Burning By-Law
Permits
ew Building Plan
Checks
As
Required
All New Complexes As Required 5%
Fire Safety Plan
Review and Approvals
Yes As Required As Required
Table 6
Fire Department Operations and
Customer Assistance
Current
Frequency
Inspection
Frequency
Objective
Comments Currently
Completed
Pre-Fire Plans New and Updates New Buildings or
as identified
Not more than 18
months
N/A
Customer relations Code Issues As complaints or as
required
Wood Stove Inspections and
Inquiries
As Required As Required
B.B.Q. Inspections As Required As Required
Home Safety Inspections As Required As Required
Customer Service Front Desk As Required As Required
Maple Ridge Fire Department Master Plan
Fire Prevention/Inspections
Maple Ridge Fire Department
Master Plan
Appendix – 3
Public Education
Maple Ridge Fire Department Master Plan
Fire Prevention/Inspections
Maple Ridge Fire Department Master Plan
Public Education
Appendix 3 Public Education – Page 60
Executive Summary
This report outlines the current programs and campaigns that the Public Education Division delivers to the
community. This report also outlines new programs expanded, existing programs that a future delivery model
would be able to deliver.
There are so many potential customers for public education to pursue that the current model of service delivery
does not allow us to reach everyone. To ensure a delivery of current programs, customers are always booked such
that if paid-on-call fire-fighters are not able to do so, then the Fire & Life Safety Educator will make the
presentation. This system has been successful in ensuring consistent and uninterrupted delivery but has capped
the potential of expanding current programs and developing new programs.
If service gaps were filled, there would be an additional 3,237 fire-fighter-hours of work. This is based on current demand
for service only. As the community grows there will be a further increase in demand for services and less time for
administration and development of programs.
Service gaps can be filled in one of three ways:
1. Hiring individuals to act solely in a public education capacity;
2. Having career fire-fighters assist in the delivery of public education programs.
3. Utilizing paid-on-call fire-fighters that are freed up by having career fire-fighters attend to emergency calls.
Langley Township Fire Department has chosen to hire three full time educators to deliver their programs with
support from their paid-on-call fire-fighters. Abbottsford currently has two fulltime educators and the support
of career and paid-on-call fire-fighters.
Background
The Maple Ridge Fire Department and Maple Ridge Council have proactively adopted public education as an
important directive in line with Council’s vision of a safe and livable community. This is similar to the mandate
of Ontario’s Fire and Prevention Act which states that “Every municipality shall, (a) establish a program in the
municipality which must include public education with respect to fire safety and certain components of fire
prevention”. The Fire Services Act of British Columbia has no provision for mandatory municipal fire and life
safety public education. Maple Ridge can be proud of its stance in fire and life safety education.
All programs have been well received by the public and partnerships with the business community have evolved.
It is difficult to track the number of incidents that have not occurred because of fire and life safety programs but
tracking retention of knowledge through student evaluations does show that such programs are effective in
teaching safe behaviours. This will undoubtedly result in fewer incidents of injury and loss of property or life.
Provincially, the British Columbia Public Fire and Life Safety Education Advisory Committee makes
recommendations regarding fire and life safety education to the Fire Commissioner. This committee is made up
of representatives from the following groups:
Justice Institute of BC Office of the Fire Commissioner
Fire Training Officers’ Association First Nations Emergency Services Society
Fire Chiefs’ Association of BC Greater Vancouver Fire Chiefs’ Association Public
Education Committee (GVFCA)
Volunteer Fire-fighters’ Association of BC Ministry of Education
Ministry of Forests Fire Prevention Officers’ Association of BC
Ministry of Health BC Professional Fire-fighters’ Association
Maple Ridge Fire Department Master Plan
Public Education
Appendix 3 Public Education – Page 61
The British Columbia Public Fire and Life Safety Education Advisory Committee has produced a strategic plan
with specific goals for the period 2002-2007. Task groups are established to support these initiatives. Our
programs are in line with the committee’s initiatives and follow recommendations set out by the committee.
In the Lower Mainland the Greater Vancouver Fire Chiefs’ Association (GVFCA) Public Education Committee is
made up of public educators from numerous departments ranging from Vancouver Island to the Okanagan. This
committee is largely responsible for completing initiatives of the provincial advisory committee and wholly
responsible for delivery of public education to their own communities. The GVFCA Public Education Committee
meets every two months and shares ideas and resources to ensure consistency and efficiency in the delivery of
safety messages and initiatives. We are a strong player in this group of educators. Currently we have a seat on
two subcommittees. The GVFCA Public Education Committee members are the leaders of the province in public
education.
Within our department, delivery of public education is coordinated and primarily delivered by the Fire and Life
Safety Educator. In years past, some fire-fighters have volunteered their time to assist in the delivery of
programs. As of 2003, some programs will see fire-fighters receive compensation for their time. However the
number of available and interested fire-fighters still remains low, especially for programs requiring daytime
delivery. The active fire-fighters are a core group of less than ten – approximately 10% of the entire body.
Large-scale events such as the Home Show, Fall Fair, Hot Summer Nights, and parade still remain volunteer and
do seem to have stronger support as they are evening and weekend, high profile events. It is interesting to note
that Abbotsford currently has two full-time educators while Langley Township has hired a third full-time
educator. Both departments also employ their fire-fighters to support program delivery.
Fire and Life Safety Education Summary
The public education division provides a variety of fire and life safety programs to preschool and elementary and
high school children, various citizen groups, apartment & strata groups, and businesses, designed to reduce injury
or prevent loss of life and property through education.
Our programs receive very positive feedback from the public and are established as recurring programs. All
bookings are currently done such that if paid-on-call fire-fighters are not able to deliver the program, then the Fire
& Life Safety Educator will. Not having a guaranteed delivery by the fire-fighters reduces the amount of
bookings that can be undertaken or pursued with a professional and quality delivery.
Programs currently delivered are summarized as follows:
1. Getting to KOW Fire – Preschool Program
• Provincial curriculum developed by the Curriculum Development Task Group established under the
British Columbia Public Fire and Life Safety Education Advisory Committee, and published by the
Office of the Fire Commissioner.
• Teaches key fire safety behaviours.
• Delivered on demand to preschools at the Fire Hall or at preschool.
2. Getting to KOW Fire – Elementary School Program
• Provincial curriculum developed by the Curriculum Development Task Group established under the
British Columbia Public Fire and Life Safety Education Advisory Committee, and published by the
Office of the Fire Commissioner.
• Offered to the primary grades (K-3) and intermediate grades (5 & 6). All 19 schools are reached each
year with the program alternating between primary grades one year and intermediate grades the next.
• Often classes are doubled and tripled to accommodate visits to all schools.
Maple Ridge Fire Department Master Plan
Public Education
Appendix 3 Public Education – Page 62
3. Community Service Groups
• Many Guide and Scout groups and youth organizations schedule hall tours and safety talks.
• The Fire Department assists with the fulfillment of badge requirements.
4. Juvenile Firesetter Intervention
• The Arson Prevention Program (TAPP-C) is an intervention program targeting children aged 2-17 who
are involved with fire setting and fire play. Juvenile fire setting is a serious problem that can begin at an
early age and requires intervention.
• Each intervention consists of four sessions of one to one-and a-half hours carried out by two fire-fighters.
5. Junior Fire-Fighter Youth Academy
• The Youth Academy is a career and work experience program for students aged 16 – 18 in grades 11 and
12. Students receive credits for school by completing the 120-hour program.
• Interested students apply for this program and participate in a selection process similar to the one that
paid-on-call fire-fighters go through.
• The Maple Ridge Fire Department hired its first Youth Academy graduate this year as a paid-on-call fire-
fighter for Hall #3.
• Students attend weekly for three and a half hours of instruction and training.
6. Apartment Floor Wardens
• Apartment/high rise buildings are required to have a fire safety plan under the BC Fire Code. The fire
safety plan provides information on the fire alarm and protection systems within the building along with
procedures for occupants to follow in the event of an alarm.
• Trained floor wardens provide direction and leadership to tenants of a building. They teach and rehearse
evacuation procedures to facilitate accountability and reporting/confirmation of alarms.
• Regular fire drills are conducted.
7. Fire Drills/Planning, Consultations
• Supervised evacuation drills are conducted at all public and private schools during Fire Prevention Week.
• Upon request of businesses, health facilities, apartment complexes etc. we attend to assist in planning and
to observe fire drill procedures providing feedback for improvement or change.
8. Fire Prevention Week
• Occurs each year during the week of October 9th.
• Open House takes place at Hall #1.
• Community spirit/awareness with “Sign Up the Community” campaign where businesses use their reader
boards to promote Fire Prevention Week/Fire Safety.
• Community Safety Stars are recognized with awards at a regular Council meeting.
9. Summer Safety Smart Cards
• Began in summer of 2001 to reinforce safety messages and behaviours.
• Rewards are funded by McDonalds Restaurants (Paul Rose Ltd.).
10. Parades
• Fire-fighters volunteer their time to attend local parades: Mountain Festival, Christmas, Pitt Meadows Day.
11. Charities Committee
• Each year the committee undertakes four major, very successful fundraising efforts.
• Fire-fighters volunteer their time for all fundraising events.
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Public Education
Appendix 3 Public Education – Page 63
12. Hot Summer ights
• During July and August of each year, fire-fighters volunteer their time to visit neighborhoods in the community to
interact and educate children and adults plus giving them the opportunity to have some fun with fire hoses.
13. Trauma Pups
• All apparatus carry stuffed Dalmatian dogs, which bring comfort and reassurance to children in distress
through injury or trauma to themselves or a parent/care giver.
• Inventory maintenance and paper work is required.
14. Extinguisher Training
• Currently extinguisher training has been at a seminar level only.
• A training prop has been purchased and delivery of hands-on training sessions will begin on a cost
recovery basis.
15. Emergency Preparedness
• Delivered on demand with Emergency Social Services to various groups in the community to prepare themselves in
the event of an earthquake or other major disaster.
ew Programs and Modifications to Existing Programs for the FUTURE MODEL are summarized as
follows:
1. Getting to KOW Fire – Preschool Program
• Teaches key fire safety behaviors.
• Delivered annually to all 22 preschools at the Fire Hall or at preschool.
• Currently delivered on demand only.
• Additional 47 annual man-hours.
2. Getting to KOW Fire – Elementary School Program
• Two fire-fighters will visit each elementary classroom every second year.
• Additional 477 annual man-hours.
3. Community Service Groups
• All Guide and Scout groups and youth organizations receive safety talks and/or hall tours.
• Additional 153 annual man-hours.
4. Apartment Floor Wardens
• All 84 apartments should have established floor warden programs with annual supervised fire drills
conducted.
• Additional 320 annual man-hours.
5. Extinguisher Training
• Expand extinguisher training to include seminar with hands-on practical component.
• Sliding fee scale to allow small non-profit groups to participate.
• If one course per month were conducted.
• 92 additional annual man-hours
6. Firecracker/Halloween Safety
• Annual visits to all grade seven classes at the elementary schools and grade eight classes at the secondary
schools.
• Additional 80 annual man-hours.
7. Church Fire Safety/Evacuation
• To ensure that emergency procedures are in place and practiced.
• Additional 108 annual man-hours.
8. Hotel/Motel Fire Safety/Evacuation
Maple Ridge Fire Department Master Plan
Public Education
Appendix 3 Public Education – Page 64
• To ensure that emergency procedures are in place and practiced.
• Additional 36 annual man-hours.
9. Restaurant Fire Safety/Evacuation
• To ensure that emergency procedures are in place and practiced.
• Additional 516 annual man-hours.
10. Car Seat Promotion/Inspection
• To promote awareness and inspect installation of child seats.
• Additional 32 annual man-hours
11. Smoke Alarm Program
• To promote the use of smoke alarms and escape planning in homes.
• Seek corporate sponsorship to allow purchase and distribution of smoke alarms to those in need.
• Additional 493 annual man-hours.
12. Parent Advisory Council (PAC)
• Annual fire safety presentations to reinforce what is being taught to the their children in elementary
school program.
• Additional 30 annual man-hours
13. Group Home Fire Safety
• Annual and/or semi-annual visits to all seven group homes.
• Additional 13 annual man-hours.
14. Intermediate Care Facility Fire Safety
• Annual training with staff at all four facilities.
• Annual visit with residents at all four facilities.
• Additional 4 annual man-hours.
15. Special Care Facility Fire Safety
• Annual training with staff at all 24 facilities.
• Additional 40 annual man-hours.
16. Seniors Fire Safety/Injury Prevention
• High risk group.
• Semi-annual or quarterly visits to all seniors’ groups.
• Additional 40 annual man-hours.
17. Emergency Preparedness
• With E.S.S. presentations.
• Big challenge to change public apathy.
• Additional 11 annual man-hours.
18. Junior Fire-fighter Cadet Program
• Program for Youth Academy graduates to remain active with the Maple Ridge Fire Department until they
are old enough to apply as recruit fire-fighters.
• Program for students aged 16 – 19 who are interested in fire-fighting but are unable to attend the Youth
Academy program.
• Programs would run weekly for two hours per night, September to June.
• Additional 170 annual man-hours.
If service gaps are filled, there would be an increase of approximately 3,237 fire-fighter-hours of work.
Maple Ridge Fire Department Master Plan
Public Education
Appendix 3 Public Education – Page 65
Conclusion
It is not feasible to introduce new and necessary programs with the current model of delivery.
It is not possible to expand upon existing programs with the current model of delivery.
The current model of delivery does not guarantee a delivery of programs by paid-on-call fire-fighters as it is
dependent upon their availability and their ability to deliver educational programs. Not all fire-fighters are
interested in or able to deliver educational programs.
To successfully and proudly deliver all of the programs as planned would require career fire-fighters or career
educators.
Maple Ridge Fire Department Master Plan Public Education Appendix 3 Public Education – Page 66 Public Education – Programs/Campaigns - Building a Safe and Livable Community Table 1 Program/Campaign Delivery Frequency Number of Sessions 2002 Hours for One Session Educators Requiredper Session Total Hours 2002 Gap/Comment HIGH RISK GROUP Current Future Current Future Current Future Groups Sessions Groups Sessions Children Preschool Program On Demand Annually 12 19 22 35 1.5 2 58 105 Each group in all 22 preschools should be reached annually. Elementary School Program – Primary Grades Biannually Biannually 19 133 19 196 1.5+ 2 307 784 Primary grades are visited every second year. Students will see FD twice in their primary career. Elementary School Program – Intermediate Grades (5,6) Biannually Biannually 19 67 19 97 1.5+ 2 188* 2003 hours 388 Intermediate grades are visited every second year. Students will see FD once in their intermediate career for fire safety and a second time if “fireworks safety is introduced for grade 7’s. The Arson Prevention Program for Children – TAPP-C On Demand 12 38 ? ? 1.5 2 84 100+ 12 interventions were begun in 2002 – some carried over to 2003 Community Groups – Sparks/Brownies/Guides On Demand Annually 3 3 10 30 1.5 2 9 90 Opportunity to complete necessary badge work. Community Groups – Beavers/Cubs/Scouts On Demand Annually 6 6 10 30 1.5 2 18 90 Opportunity to complete necessary badge work. Emergency Preparedness On Demand with ESS Quarterly 2 2 4 4 1 – 4 1 5.5 16 Little interest from public in proactive program. Numerous presentations cancelled due to lack of interest. School Fire Drills – Elementary Annually Annually 19 19 19 19 1 5+ 128 128 Annually during Fire Prevention Week School Fire Drills – Secondary Annually Annually 4 4 5 5 1.5 5 + 32 38 Annually during Fire Prevention Week School Fire Drills – Private Annually Annually 5 5 5 5 1 5 + 25 25 Annually during Fire Prevention Week Baby Safety On Demand Quarterly 1 1 4 4 2 1 2 8 On demand from health unit. Additional “baby safe program can be delivered by maternity nurses when program is up and running – requires funding/sponsorship. Firecracker/Halloween Safety New Annually 0 0 23 40 2 2 0 80 Should be annual grade 7/8 visits Youth Academy Training Annually Annually 1 35 1 35 3.5 2 480 480
Maple Ridge Fire Department Master Plan Public Education Appendix 3 Public Education – Page 67 Table 1 – con’t. Program/Campaign Delivery Frequency Number of Sessions 2002 Hours for One Session Educators Requiredper Session Total Hours 2002 Gap/Comment HIGH RISK GROUP Current Future Current Future Current Future Groups Sessions Group Session Adult Education Hall Tours On Demand On Demand 2 2 4 4 1 1 + 2 8 Mostly “walk-in’s” Seniors Fire Safety/Injury Prevention On Demand Quarterly 2 2 12 12 1 – 5 2 10 50 High-risk group in need of attention. Extinguisher Training On Demand marketed 2 2 12 12 4 2 4 96 New equipment allows for more thorough program – need to market aggressively. Businesses, Group Care Home Staff, Floor Wardens, Municipal Staff, General Public. Group Home Fire Safety On Demand Annually 1 1 7 7 2 1 1.5 14 Should be annual/semi-annual visits to all 7 Parent Advisory Council (PAC) Fire Safety New Annually 23 9 23 23 1.5 1 5 35 Begun spring 2003 Floor Warden Program Apartment Fire Safety On Demand or by necessity from incidents Annual visit for planning/ Fire drill 6 8 84 84 2 2 16 336 Need aggressive approach to reach all 84 apartment buildings annually. Those that have organized floor wardens have responded well to alarms. Intermediate Care Facility Fire Safety On Demand Annually 2 2 4 4 2 1 4 8 Should be annual with staff at all 4 Special Care Facility Fire Safety On Demand Annually 1 1 21 21 2 1 2 42 Should be annual with staff at all 24 Church Fire Safety/Evacuation New Annually 0 0 27 27 2 2 0 108 Organization meeting is scheduled for fall of 2003 Hotel/Motel Fire Safety/Evacuation New Annually 0 0 9 9 2 2 0 36 Training for staff and supervisors required. Restaurant Fire Safety/Evacuation New Annually 0 0 129 129 2 2 0 516 Training for staff and supervisors required. Patrons receive no direction nor preparation for emergency evacuation. Car Seat – promotion/inspection New Semi-annually 0 0 2 4 4 2 0 32 Checking installation and standards of existing seats. Community Programs Open House Annually Annually 1 1 1 1 8 20 104 160 Annually during Fire Prevention Week Fire Prevention Week – “Sign Up the Community” Annually Annually 82 82 90 90 0.5 1 41 45 Community spirit and promotion of Fire Prevention Week messages.
Maple Ridge Fire Department Master Plan Public Education Appendix 3 Public Education – Page 68 Table 1, con’t. Program/Campaign Delivery Frequency Number of Sessions 2002 Hours for One Session Educators Requiredper Session Total Hours 2002 Gap/Comment HIGH RISK GROUP Current Future Current Current Future Groups Sessions Group Session Adult Education, con’t Summer Safety Smart Cards Annually: June-Sept. Annually: June-Sept. On going – delivery is opportunistic Address Awareness Annually Annually 4 405 4 500 3 8 Youth Academy Project Hot Summer Nights Weekly: July & Aug Weekly: July & Aug 13 13 24 24 3 4+ (135) (150) (Volunteer Hours) Community Events-Home Show Annually Annually 1 25 2+ (88) 100 (Volunteer Hours) Community Events-Int. Kids Day/Kid Safe 911 Annually Annually 1 6 4 (12) 48 (Volunteer Hours) Community Events-NAOSH Week Annually Annually 1 3 1 + (8) 8 (Volunteer Hours) Community Events-McHappy Day Annually Annually 1 4.5 2 (9) (9) (Volunteer Hours) -Crew should be at each of 3locations. Community Events-Fall Fair Annually Annually 0 25 4 + 0 100 Community Events-Hammond Days Annually Annually 1 6 4+ (36) 36 (Volunteer Hours) Community Events-Parades Annually Annually 3 2 4+ (36) (36) (Volunteer Hours) Fall Winter Safety Annually Annually media PSA’s – news releases Junior Fire-fighter Cadet Program New Weekly 0 0 1 40 2 2 0 160
Maple Ridge Fire Department
Master Plan
Appendix – 4
Training
Maple Ridge Fire Department Master Plan
Training
Appendix 4 Training – Page 69
Executive Summary
The purpose of this report is to detail and furthermore, to present the challenges to training with regard to the core
service provided by the Fire Department. Presently the core service training demand exceeds the ability of what
the Training Division is able to arrange. We tend to schedule training in response to deficiencies that become
apparent at incidents rather than meeting the full core service requirements. As it is, the training schedule is
approximately 1½ times that which the average Maple Ridge fire-fighter is able to spend. Should all of the present
core service training be met the average fire-fighter needs to spend approximately 2½ times as much time in
training as they presently do.
This develops large gaps in what training the fire-fighter actually receives in a given year and thereby impacts his
mastery of skill and perhaps ultimately his safety.
Applicable Training Standards
While there are few specific regulations or standards to meet in regard to fire department training issues, there is
the “absolute” fire-fighter safety philosophy that all fire service members strive to meet. Fire-fighter life safety is
paramount in comparison to all other issues present on the fire ground. This philosophy is also reflected in the
District of Maple Ridge Council’s values regarding human resources – “To recognize that our people are our most
valuable resource” and “ in keeping with ensuring a “Safe and Liveable Community”.
Additionally, the Worker’s Compensation Act of BC, (W.C.A.), as with all industry in British Columbia, does
have some impact on the Fire Department. It sets out general statutes requiring training by the employer for its
employees as well as several regulations:
• W.C.A. 115, (1), (a), (i), and (ii),
• W.C.A. 115, (2), (e),
Paraphrased section 115, (1), (a), (i), and (ii) states that the employer shall ensure the health and
safety of all workers working for that employer, and any other workers present at a workplace at
which that employer’s work is being carried out.
While section 115, (2), (e) an employer must provide to the employer’s workers the information,
instruction, training and supervision necessary to ensure the health and safety of those workers in
carrying out their work and to ensure the health and safety of other workers at the workplace.
The WCB regulation also contains very specific regulations governing the actions of the fire service in the
following sections:
• WCB Regulation 38 Fire-Fighting,
• WCB Regulation 39 Rescue.
It is from the previous philosophies and these pieces of legislation that causes the Training Division to identify training
standards that ensure the previous are satisfied. The B.C. Office of the Fire Commissioner, (OFC), adopts standards of
training and competency for the fire service.
The first standard adopted by the OFC was for the training of the fire-fighter. The original standard was the
Volunteer Fire-Fighter Certification Program. In 1995, the OFC adopted the B.C. Fire-Fighter Standard which
was based on the National Fire Protection Association, (NFPA), 1001, Fire-Fighter Qualifications Standard. In
2003 the OFC adopted the actual NFPA 1001 as the standard of training for the B.C. Fire Service.
Likewise, the OFC adopted the fire apparatus driver operator. A provincial standard of competencies was created
in 1996 from the NFPA 1002 Driver Operator Standard. In 2003, the parent NFPA 1002 standard was adopted as
the new provincial standard. The Motor Vehicle Act and Regulations and the National Safety Code/Councils also
contributes to the standards of competencies in regards to the legal aspects of driving with lights and sirens.
Maple Ridge Fire Department Master Plan
Training
Appendix 4 Training – Page 70
The OFC recognized a third standard for the fire/company officer. This standard of training was not available to the volunteer
fire service and in 1994 the Maple Ridge Fire Department began a course that mirrored the Provincial Company Officers
Program. In 1997 that standard changed to the B.C. Fire Officer Standard which in 2003 has, also, changed to the NFPA
1021 Fire Officer Standard, the same standard Maple Ridge has used since 1994.
Each of these standards refer to other relevant standards to meet their full intents; e.g. NFPA 1001 refers to NFPA
472 in regards to levels of response to a hazardous materials incident. Meanwhile, other standards as these listed
below set performance requirements for the members of the fire service:
• NFPA 1710 Standard for Career Fire Departments
• NFPA 1720 Standard for Volunteer Fire Departments
• Ontario Fire Marshall for Response Criteria
• NFPA 1500 Standard for Fire Department Safety
Current Service Delivery Model
The “Current Service Delivery Model” is based on what services the fire department currently delivers and is
identified in the Models of Emergency Response and Core Services.
Training for each of these core services have been identified in two methods, the first is the initial training
required to master the skill and the second maintenance training to maintain the skill mastery. These skills are
listed within the previously discussed and applicable standard; all of the skills required to meet the core services
have been listed in Table 5 to 9. The Standards also allows for us to affix times to each core service for the initial
and maintenance training. Data from this table has been used to generate the following reports, discourse and
tables and are displayed from two aspects, first from that of the fire-fighter and second, from that of the
department.
Fire-Fighter Aspect - Current Model, Opportunity And Standard
The training opportunities of a Maple Ridge fire-fighter are based on the following:
• One training opportunity per week.
• No practises during a week where a statutory holiday falls on the Monday or Friday
• Therefore 52 – 8 (2002 statutory holidays) = 44 training opportunities
Maximum training hours are calculated as follows:
• 44 training opportunities per year X 2.5 hours = 110 Training Hours
The 75% attendance requirement is an allowance for vacations and other leaves so that a fire-fighter is not
penalized for non-attendance. Minimum training hours per Department Standard are calculated as follows:
• 110 Training Hours X 75% = 82.5 hours
2002 Year Average Training Hours are calculated as follows:
• 7,698.25 total training hours (2002) divided by 95 fire-fighters = 81.0 hours
The following report is established from Table 1 and shows the impact of the training on the individual fire-
fighter. In particular it indicates that the fire-fighter is not able to train to meet all of the requirements of the
current core services in several ways. First, the accompanying data demonstrates that:
Maple Ridge Fire Department Master Plan
Training
Appendix 4 Training – Page 71
• the current training schedule exceeds the maximum training hours by 111 %
• the current training schedule exceeds the minimum standard hours by 149 %
• the current training schedule exceeds the average Maple Ridge fire-fighter’s training time by 151%
Currently, the training schedule does not meet all of the requirements in skill maintenance of our present core
services. Therefore the following indicates:
• the required training schedule exceeds the maximum training hours by 193%
• the required training schedule exceeds the minimum standard hours by 258%
• the required training schedule exceeds the average Maple Ridge fire-fighter’s training time by 262%
Fire Department Aspect- Current Model, Opportunity And Standard
Another point of view is the impact of all fire-fighter hours and Table 2, shows the impact of the training on the
organization as a whole. Again, the data indicates that the department does not train to meet all of the
requirements of the core services in several ways. Specifically the accompanying data demonstrates that:
• the current training schedule exceeds the maximum training hours by 1,235 fire-fighter hours
• the current training schedule exceeds the minimum standard hours by 3,847 fire-fighter hours
• the current training schedule exceeds the average Maple Ridge fire-fighter’s training time by 3,986 fire-
fighter hours
Currently, the training schedule does not meet all of the requirements in skill maintenance of our present core
services. Therefore the following indicates:
• the required training schedule exceeds the maximum training hours by 9,785 fire-fighter hours
• the required training schedule exceeds the minimum standard hours by 12,397 fire-fighter hours
• the required training schedule exceeds the average Maple Ridge fire-fighter’s training hours by 12,536 fire-
fighter hours
Future Service Delivery Model – Current Core Services
The “Future Service Delivery Model” is based on what services the fire department perceives that it will deliver in the future.
These future services have been identified in the Models of Emergency Response and Core Services.
Again, training for each of these future core services have been identified in two ways, the first is the initial
training required to master the skill and the second maintenance training to maintain the skill mastery. All of the
skills required to meet the core services have been listed in Tables 5 to 9. Training to applicable standards will
continue in the future and therefore time has been associated to each core service for initial and maintenance
training. Data from this appendix has been used to generate the following reports, discourse and tables and are
displayed from two aspects, first from that of the fire-fighter and second, from that of the department.
Fire-Fighter Aspect
As the future service delivery model suggests a combination of career and paid-on-call fire-fighters would be
required to meet those goals, training requirements in the future would require a combination of service for the
remaining paid-on-call training requirements and the future career requirements.
This section, then apportions the training requirements of the career as well as the remaining paid-on-call
segment. The previously discussed training attendance requirements would be unchanged for paid-on-call
members as would the time overruns as indicated in Table 1.
Maple Ridge Fire Department Master Plan
Training
Appendix 4 Training – Page 72
Note: Typically, fire-fighters full time equivalencies’ are based on a 40 hour/week and this extrapolates to 2,080 hours in the
standard work year. In this model no allowances have been made for the 25% margin as in the paid-on-call model for
vacations.
The following report is established from Table 3 and shows the impact of the training on the individual fire-
fighter. The accompanying data demonstrates that:
• the career fire-fighter full-time equivalent is 2,080 hours/year, (42 hours/week X 52 weeks/year)
• the current training schedule is 213 fire-fighter hours
• which represents 10.25% of an full-time equivalent
However, with the addition of the future core services to the existing core services, the training requirements
increase significantly. The accompanying data demonstrates that:
• the future training schedule would be 386 fire-fighter hours
• which represents 18.56% of an full-time equivalent
The move to the future core services will require further initial. The accompanying data demonstrates that:
• the future initial training schedule would be 424 fire-fighter hours
• which represents 20.38% of an full time equivalent
Should the maintenance training for the present core services and the initial training for the future core services be
realized in a single year, the data demonstrates that:
• the training schedule would be 637 fire-fighter hours
• which represents 30.63% of an full-time equivalent
Fire Department Aspect
The final point of view is the impact of all fire-fighter hours and Table 4, shows the impact of the training on the
organization as a whole. The data indicates that the department will still be expending a large amount of resources
to satisfy the training requirements of the core services in the future.
Specifically, the accompanying data demonstrates that the remaining paid-on-call fire-fighters will still be required to spend
the maximum of 6,930 hours training. However the present standard of 75% will mute the maximum to 5,197 hours. This
training time would be more appropriate for the paid-on-call fire-fighter as the career component would absorb more to the
technical training.
Based on the Emergency Response Summary requirements to meet the “Urban” standard by using 32 career fire-
fighters, Table 4 indicates that 12,352 fire-fighter hours would be dedicated to training.
Therefore, the total impact of the required training on the department would be approximately 17,549.5 hours.
Maple Ridge Fire Department Master Plan
Training
Appendix 4 Training – Page 73
Options
In this section we will look at extending practice hours, adding practices to the schedule, specialization training,
hiring staff as several options to meeting the service gaps.
Extending or Adding To The Training Schedule
The change to the “Paid-On-Call” Fire Department format from the previous service delivery came with
alterations to the previous practice format. First, practices were three hours in length, typically 19:00 hrs. to 22:00
hrs. on Mondays and 09:00 hrs. to 12:00 hrs. on Fridays. Adding the extra ½ hour to a practice increases our total
training time to 132 hours fire-fighter.
Another alteration was the cancellation of practice on long weekends when in the previous system training took place or was
arranged on a Tuesday night meaning that training took place in 50 opportunities instead of 44. This would allow for 125
hours of practice and if compounded with the extra length there would be 150 hours.
While it would appear that both of these alternatives would bring the training hours to exceed the requirements, it
is only so at the maximum end of the scale and then only to meet the present schedule. The present 75%
attendance standard would only allow for a maximum of 112 hours instead of the present 82.5 hours*. However,
if the actual 2002 training hour percentage of 73.6%* is applied the increase in training hours equals 110.4 hours.
Both cases show that while there are increases in training hours they are small and would not meet the current
schedule however they fall short of the “Core Service Training Required” 213 hours (* see Table 1).
Specialized Training
Specialized training is where tasks are assigned to halls or platoons within the halls. This in turn would reduce the
amount of initial and maintenance training through out the department. For example, if Hall #3 was to be trained
as the low angle rescue specialists and the rest of the department was trained to assist, it would reduce training
hours in Hall #2 and Hall #1 fire-fighters and thus move closer to the training target of the “Core Service Training
Required” - 213 hours from Table 1.
However, as discussed above this does not mitigate the concerns of the present training schedule and therefore would only
assist in deferring the training in the other duties that we have not had time to work on, seen in Tables 5-9. As a result of
paid-on-call fire-fighters not being consistently available during the weekday at Halls #2 and #3, it is impractical to create
specialized teams to respond from these halls.
Career Staff
In the “Future Models” of Service Delivery, the plan of hiring a contingent of career first responders with paid-on-call back
up is discussed. As this is a phased in program, the full impact on training will not be met until such time that first response is
handled primarily by the career contingent: this would be at that point where the “Urban Response Standard” is met. At that
point several of these options could be deployed, the career contingent would be trained in specialized teams there by
reducing high level skills and its training expected from the paid-on-call fire-fighters.
In this model, extension to the existing training format and further specialization would further reduce what is
required of the paid-on-call fire-fighter. Even general tasks could be specialized into tasks like driver/operators,
tower operators and rescue-auto extrication/medical technicians.
ote Concerning Trained Individuals
The current turn over rate of fully trained fire-fighters creates great difficulty for the department because this loss is
experienced from our fire-fighters with 3 to 8 years of experience. This loss affects our department so negatively as these
fire-fighters are our drivers/operators, next in line officer candidates, most experienced and often most active members. With
their basic training completed, they are the ones that could move on to more advanced levels of training. This situation leaves
the department in a situation where the more senior members have reached their maximum potential while the junior
members are struggling to meet their basic skill levels.
Maple Ridge Fire Department Master Plan
Training
Appendix 4 Training – Page 74
Other Considerations
Other training considerations the department is exploring will increase our ability to obtain superior training,
qualification and accreditation of department sponsored training. Firstly, Accreditation by Delegation is a process
where by Department can apply to the JIBC to obtain authority to use JIBC certificates and their, International
Fire Service Accreditation Congress (IFSAC) accreditation process to denote the successful completion of
particular in-house training courses. Therefore, the Department is presently seeking Accreditation by Delegation
to endorse those training activities and thereby ensure not only a training standard is met but one that is
universally accepted.
The Maple Ridge Fire Department and the JIBC have enjoyed a long relationship of mutual support. Through this
relationship the Fire Department has been able to deliver superior training to our fire-fighters utilizing the Fire and Safety
Training Centre, (FSTC). In the interest of continuing the department's access to the FSTC, and support this relationship the
Fire Department is exploring methods to financially support a capital expansion to the FSTC training site. Furthermore, the
department will, in the future, explore opportunities to trade outdated apparatus to the FSTC for more training access to the
centre’s props.
As the demand for service increases, so does the requirement for training. In our current model of service
delivery all members must be trained equally in all disciplines. This allows for the volunteer response aspect of
the operation to ensure that trained members are available at the scene. As incident mitigation complexity
increases, along with present service demand and that of the future, the requirement for training therefore to
support these increases must also be recognized. This recognition may be considered as a service gap and to that
end, more resources in the way of full-time equivalent fire training officers will be required to meet that gap.
Maple Ridge Fire Department Master Plan
Training
Appendix 4 Training – Page 75
Table #1
Current Maximum Training Hours (44 X 2.5 hour/practice) =110 hours
Current Minimum Training Hours per Department Standard (110 hours X 75%) = 82.5 hours
2002 Year Average Training Hours = 81.0 hours
Current “Core Services Training Required” for Competency = 213 hours
Present hours of “Current Training Schedule” for Current Core Services = 123 hours
Ratio of the “Current Training Schedule (123 hours),” and the Maximum Training
Hours = 111.82%
Ratio of the “Current Training Schedule (123 hours),” and the Minimum Standard
Training Hours = 149.09%
Ratio of the “Current Training Schedule (123 hours),” and the 2002 Average
Training Hours = 151.85%
Ratio of “Core Services Training Required (213 hours),” for Competency and
Maximum Hours = 193.64%
Ratio of “Core Services Training Required (213 hours),” for Competency and
Minimum Standard Hours = 258.18%
Ratio of “Core Services Training Required (213 hours),” for Competency and 2002
Average = 262.96%
Table #2
2.5 hours/practice X 44 practices/year X 95 fire-fighters = 10,450 fire-fighter/hours
Current Standard 75% of the time = 7,837.5 fire-fighter/hours
Maintenance Training Total Hours = 10, 320 fire-fighter/hours
Actual 2002 Training (73.5%) = 7,698.25 fire-fighter/hours
Current Training Schedule (123 hours per Fire-Fighter) = 11,685 fire-fighter/hours
Core Services Training Required (213 hours per FF Fire-
Fighter)
= 20,235 fire-fighter/hours
44 practices/year X 95 fire-fighters = 4,180 fire-fighter-practices
Current Standard 75% of the time = 3,135 fire-fighter-practices
Actual 2002 fire-fighters-practices (73.5%) = 3,075 fire-fighter-practices
Maple Ridge Fire Department Master Plan
Training
Appendix 4 Training – Page 76
Table #3
Career Fire-fighter Full-Time Equivalent = 2080 hours
Current “Core Services Training Required” for competency = 213 hours
Ratio of current “Core Services Training Required (213 hours),” for competency and
full-time equivalent = 10.25%
Future “Core Services Initial Training Required” for competency = 424 hours
Ratio of “Core Services Initial Training Required (424 hours),” for competency and
maximum hours =20.38%
Future “Core Services Training Required” for competency = 386 hours
Ratio of future “Core Services Training Required (386 hours),” for competency and
full-time equivalent = 18.56%
Total Future “Core Services Training Required” for competency (213 + 424 = 637) = 637 hours
Ratio of Total future “Core Services Training Required (637 hours),” for
competency and full-time equivalent = 30.63%
Table #4
2.5 hours / practice X 44 practices / year X 63 paid-on-call fire-fighters = 6,930 fire-fighter hours
Present Standard 75% of the time = 5,197.5 fire-fighter hours
2,080 hours X 18.56% (training time) = 386 hours/fire-fighter X 32 fire-fighters = 12,352 fire-fighter hours
“Core Services Training Required” Maintenance Training Total Hours = 17,549.5 fire-fighter hours
Maple Ridge Fire Department Master Plan Training Appendix 4 Training – Page 77 Table 5 – Fire Ground Operations Core Services Current Initial Training Current Maintenance Training Future Initial Training Future Maintenance Training Standards Current Training Initial Training Time per Fire-Fighter in hours/year Initial Training Time Man hours/year Current Maintenance Training Maintenance Training Time per Fire-Fighter in hours/year Maintenance Training Man Hours/Year Future Training Initial Training Time per Fire-Fighter in hours/year Initial Training Time Man hours/year Future Maintenance Training Maintenance Training Time per Fire-Fighter in hours/year Maintenance Training Man hours/year Maintenance Training Required by Standard Standards Supporting Standards Fire-Fighter/Scene Safety Yes 20 240 Yes 2.5 237.5 Yes 20 240 Yes 2.5 237.5 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Communications Yes 2 24 No Yes 2 24 Yes 2.5 237.5 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Vehicle Fires – Alternative Fuel Sources Very Limited No Yes 8 760 Yes 5 475 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Small Vehicle Fires Yes 8 96 Yes 5 475 Yes 8 96 Yes 5 475 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Large Vehicle Fires No No Yes 4 380 Yes 5 475 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Single Family – Residential Structure Fires Yes 16 192 Yes 10 950 Yes 16 192 Yes 10 950 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Commercial Structure Fires Limited 8 96 Limited 5 475 Yes 8 96 Yes 5 475 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Multi Family – Residential Structure Fires Limited 8 96 Limited 5 475 Yes 8 96 Yes 5 475 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM High Rise Structure Fires Limited 8 96 Limited 2.5 237.5 Yes 8 96 Yes 2.5 237.5 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Container Fires Yes 4 48 No Yes 4 48 Yes 2.5 237.5 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Wildland Fires Yes 2 theory only 24 - theory only No Yes 8 760 Yes 8 760 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM
Maple Ridge Fire Department Master Plan Training Appendix 4 Training – Page 78 Marine Fire-Fighting – Land Based Only No No Yes 24 768 Yes 16 512 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Traffic Control No No Yes 4 380 Yes 2 190 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Rapid Intervention Training Yes 8 96 Yes 2.5 237.5 Yes 8 96 Yes 2.5 237.5 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Electrical Hazards Training Yes 4 48 No Yes 4 48 Yes 2 190 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Gas Hazards Training Yes 4 48 No Yes 4 48 Yes 2 190 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Basic Fire-Fighter Skills Yes 80 960 Yes 30 2850 Yes 80 960 Yes 30 2850 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Alarms – CO & Fire 2 24 No Yes 2 24 Yes 2 190 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Sprinklers and Alarms Limited 2 24 No Yes 2 24 Yes 2 190 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM ew Core Service o Initial Training to Existing Core Service o Maintenance Training to Current Core Service ew Training for Core Service ew Maintenance Training to Meet Core Service Hours were assigned based on current practises and in conjunction with the NFPA 1001 pre-employment program instructed at the Justice Institute WCA - Workers Compensation Act NFPA - National Fire Protection Association
Maple Ridge Fire Department Master Plan Training Appendix 4 Training – Page 79 Table 6 – Rescue Ground Operations Core Services Current Initial Training Current Maintenance Training Future Initial Training Future Maintenance Training Standards Current Training Initial Training Time per Fire-Fighter in hours/year Initial Training Time Man hours/year Current Maintenance Training Maintenance Training Time per Fire-Fighter in hours/year Maintenance Training Man hours/year Future Training Initial Training Time per Fire-Fighter in hours/year Initial Training Time Man hours/year Future Maintenance Training Maintenance Training Time per Fire-Fighter in hours/year Maintenance Training Man hours/year Maintenance Training Required by Training Other Applicable Standards Supporting Standard Fire Rescue Yes 8 96 Limited 5 475 Yes 8 96 Yes 5 475 N/R NFPA 1001 NFPA 1710 NFPA 1720 OFM Ambulance Assistance Limited No Yes 2 190 Yes 2 190 N/R BCEHSA NFPA 1710 NFPA 1720 OFM CPR Yes 4 48 Yes 4 384 Yes 4 48 Yes 4 384 WCA 115 BC EHSA NFPA 1001 NFPA 1710 NFPA 1720 OFM First Responders Yes 32 276 Yes 16 hours/3yrs 506 Yes 32 276 Yes 16 hours/3yrs 506 WCA 115 BC EHSA NFPA 1001 NFPA 1710 NFPA 1720 OFM AED Training Yes 4 48 Yes 2 hours/180 Days 380 Yes 4 48 Yes 2 hours/180 Days 380 WCA 115 BC EHSA NFPA 1001 NFPA 1710 NFPA 1720 OFM Auto Extrication - Light Vehicles Yes 16 192 Yes 10 950 Yes 16 192 Yes 10 950 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Auto Extrication - Heavy Vehicles No No Yes 8 256 Yes 4 380 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Auto Extrication - Transport Vehicles No No Yes 8 256 Yes 4 380 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Auto Extrication - Transport Trains Planes Boats No No Yes 8 256 Yes 4 380 WCA 115 NFPA 1001 NFPA 1710 NFPA 1720 OFM Elevator Rescue No No Yes 8 760 Yes 4 380 WCA 115 ASME BC Elevating Lift Equipment NFPA 1710 NFPA 1720 OFM Large Animal Rescue Yes No Yes 8 760 Yes 2 190 WCA 115 SPCA NFPA 1710 NFPA 1720 OFM ew Core Service No Initial Training to Existing Core Service o Maintenance Training to Current Core Service ew Training for Core Service ew Maintenance Training to Meet Core Service
Maple Ridge Fire Department Master Plan Training Appendix 4 Training – Page 80 Table 7– Special Operations Core Services Current Initial Training Current Maintenance Training Future Initial Training Future Maintenance Training Standards Current Training Initial Training Time per Fire-Fighter in hours/year Initial Training Time Man hours/year Current Maintenance Training Maintenance Training Time per Fire-Fighter in hours/year Maintenance Training Man hours/year Future Training Initial Training Time per Fire-Fighter in hours/year Initial Training Time Man hours/year Future Maintenance Training Maintenance Training Time per Fire-Fighter in hours/year Maintenance Training Man hours/year Maintenance Training Required by Standard Applicable Standards Required by supporting Standard Hazardous Materials – Awareness Yes 8 760 No Yes 8 760 Yes 4 252 WCA 115 NFPA 1001 NFPA 472 NFPA 1710 NFPA 1720 OFM Hazardous Materials – Operations No No Yes 40 1,280 Yes 16 512 WCA 115 NFPA NFPA 1001 NFPA 472 NFPA 1710 NFPA 1720 OFM Swift Water Rescue – Shore Based Rescue Yes Municipal Water Courses 24 768 Yes 16 512 WCA 115 NFPA Red Cross Lifesaving NFPA 1710 NFPA 1720 OFM Rescue Boat – Operations Yes 16 512 Yes 16 512 WCA 115 NFPA Red Cross Lifesaving NFPA 1710 NFPA 1720 OFM Ice Rescue Yes Municipal Water Courses 8 hour component 256 Yes 4 128 WCA 115 NFPA Red Cross Lifesaving NFPA 1710 NFPA 1720 OFM Trench Rescue Yes 8 256 Yes 4 128 WCA 115 NFPA NFPA 1710 NFPA 1720 OFM Low Angle Rescue Yes 16 1,520 Yes 4 380 WCA 115 NFPA NFPA 1710 NFPA 1720 OFM High Angle Rescue – Awareness Yes 24 2,280 Yes 4 252 WCA 115 NFPA NFPA 1710 NFPA 1720 OFM High Angle Rescue – Operations Yes 32 1,024 Yes WCA 115 NFPA NFPA 1710 NFPA 1720 OFM High Angle Rescue – Technicians Yes 32 1,024 Yes 16 512 WCA 115 NFPA NFPA 1710 NFPA 1720 OFM Confined Space Rescue Yes 32 1,024 Yes 16 512 WCA 115 NFPA NFPA 1710 NFPA 1720 OFM LUSA Rescue Yes 40 1,280 Yes 8 256 WCA 115 NFPA 1710 NFPA 1720 OFM ew Core Service No Initial Training to Existing Core Service o Maintenance Training to Current Core Service ew Training for Core Service ew Maintenance Training to Meet Core Service
Maple Ridge Fire Department Master Plan Training Appendix 4 Training – Page 81 Table 8 – Vehicle Operations Core Services Current Initial Training Current Maintenance Training Future Initial Training Future Maintenance Training Standards Current Training Initial Training Time per Fire-Fighter in hours/year Initial Training Time Man hours/year Current Maintenance Training Maintenance Training Time per Fire-Fighter in hours/year Maintenance Training Man hours/year Future Training Initial Training Time per Fire-Fighter in hours/year Initial Training Time Man hours/year Future Maintenance Training Maintenance Training Time per Fire-Fighter in hours/year Maintenance Training Man hours/year Maintenance Training Required By Standard Other Applicable Standards Supporting Standards Routine Driving Yes 48 480 No Yes 48 480 Yes 2 190 WCA 115 MVA NFPA 1002 WCA NFPA 1710 NFPA 1720 OFM Emergency Driving Yes, theory only 8 80 No Yes 16 160 Yes 2 190 WCA 115 MVA NFPA 1002 NFPA 1710 NFPA 1720 OFM Pump Operations Yes 16 160 No Yes 16 160 Yes 4 380 WCA 115 NFPA 1002 NFPA 1710 NFPA 1720 OFM Tower Operations Yes 16 160 Yes 20 500 Yes 16 160 Yes 20 500 WCA 115 NFPA 1002 NFPA 1710 NFPA 1720 OFM Thermal Imaging Orientation Yes 8 760 Yes 5 475 Yes 8 760 Yes 5 475 WCA 115 NFPA 1002 NFPA 1710 NFPA 1720 OFM ew Core Service No Initial Training to Existing Core Service o Maintenance Training to Current Core Service ew Training for Core Service ew Maintenance Training to Meet Core Service Table 9 – General Operations ** Currently Training is only provided for Career Staff, hours are not included in total Man Hours
Maple Ridge Fire Department Master Plan Training Appendix 4 Training – Page 82 Core Services Current Initial Training Current Maintenance Training Future Initial Training Future Maintenance Training Standards Current Training Initial Training Time per Fire-Fighter in hours/year Initial Training Time Man hours/year Current Maintenance Training Maintenance Training Time per Fire-Fighter in hours/year Maintenance Training Man hours/year Future Training Initial Training Time per Fire-Fighter in hours/year Initial Training Time Man hours/year Future Maintenance Training Maintenance Training Time per Fire-Fighter in hours/year Maintenance Training Man hours/year Maintenance Training Required by Standard Other Applicable Standards Supporting Standards Fire Officer I Yes 88 528 No Yes 88 528 Yes 8 96 N/R NFPA 1021 WCA 115 NFPA 1710 NFPA 1720 OFM Fire Officer II Yes 88 528 Yes 8 64 N/R NFPA 1021 WCA 115 NFPA 1710 NFPA 1720 OFM Fire Service Instructor Yes 16 96 No Yes 16 96 Yes 8 320 N/R NFPA 1002 WCA 115 NFPA 1710 NFPA 1720 OFM LAFC Limited 16 96 No Yes 16 96 No N/R NFPA 1710 NFPA 1720 BC OFC Fire Investigations Limited 88 528 No Yes 88 528 Yes 4 160 NFPA 912 FSA NFPA 1710 NFPA 1720 BC OFC Police Assistance Limited No Yes 2 190 Yes 2 190 N/R NFPA 1710 NFPA 1720 OFM Burning Complaints No No Yes 2 190 Yes 2 190 N/R NFPA 1710 NFPA 1720 OFM Public Assistance Limited No Yes 2 190 Yes 2 190 N/R NFPA 1710 NFPA 1720 OFM Pre Incident Planning Yes 2.5 237.5 Yes 2.5 237.5 Yes 2.5 237.5 Yes 2.5 237.5 N/R NFPA 1710 NFPA 1720 OFM Reports and Records Yes 2.5 237.5 Yes 2.5 237.5 Yes 2.5 237.5 Yes 2.5 237.5 N/R NFPA 1001 NPFA 1021 WCA 115 NFPA 1710 NFPA 1720 OFM FDM System Computer Yes 227.5 525.5 Yes 2.5 237.5 Yes 5.0 475 Yes 2.5 237.5 N/R WCA 115 NFPA 1710 NFPA 1720 OFM Basic Computer No No Yes 8 760 No N/R None NFPA 1710 NFPA 1720 OFM EOC – Disaster Yes 40 160 Yes 44 ** 88 Yes 40 160 Yes 44 88 N/R NFPA 1710 NFPA 1720 OFM ew Core Service No Initial Training to Existing Core Service o Maintenance Training to Current Core Service 123 hours ew Training for Core Service ew Maintenance Training to Meet Core Service 213 hours - Current core services requirements 386 hours - Future Core services
Maple Ridge Fire Department Master Plan Training Appendix 4 Training – Page 83 Current Future 2.5 hours/practice X 44 practices/year X 95 Fire-Fighters = 10,450 man hours 90% of the time = 9,450 man hours Current Standard 75% of the time = 7,837.5 man hours Maintenance Training Total Hours - 10, 320 man hours Actual 2002 Training (73.5%) = 7,698.25 man hours 2.5 hours / practice X 44 practices / year X 63 paid-on-call fire-fighters = 6,930 man hours 90% of the time = 6,237 man hours Present Standard 75% of the time = 5,197.5 man hours 44 practices/year X 95 fire-fighters = 4,180 man-practices 90% of the time = 3,762 man-practices Current Standard 75% of the time = 3,135 Actual 2002 man-practices (73.5%) - 3,075 2,000 hours x 33.3% (training time) = 660 hours/fire-fighter x 32 fire-fighters = 21,120 man hours 90% of the time = 19,008 man hours Present Standard 75% of the time = 15,840 man hours Maintenance Training Total Hours - 21,881 man hours Present Standard 75% the time = 16,410.75 man hours
Maple Ridge Fire Department
Master Plan
Appendix – 5
Hall &Equipment Maintenance
Maple Ridge Fire Department Master Plan
Hall & Equipment Maintenance
Appendix 5 Hall & Equipment Maintenance – Page 84
Executive Summary
Hall, equipment and grounds duties are those tasks that are related to the safety and preparedness
of the department and many duties are required by standards or regulation. The time required
ensuring completion of these duties is extensive; in fact it considerably more than what is
presently committed. In this area there is a service gap where some of the mandated duties are
performed.
Hall & Equipment Maintenance Summary
Introduction
Hall, equipment and grounds tasks are those responsibilities that are performed by the Fire-fighters to
support or prepare the apparatus and equipment for subsequent emergency responses. These tasks are
required in accordance with several applicable standards or regulations. Certain tasks required by:
• The Motor Vehicle Act in regards to every operation of the apparatus in both emergency and
routine manners.
• The Workers Compensation Board (WCB) outlines certain required duties as well as the
frequencies in which they must be completed.
• Other duties may not have any exact standard but will fall into general regulations as in the
WCB requirements for housekeeping and safety.
• Others duties are those that prepare equipment and apparatus for the next call according to the
departments standard operating guidelines.
In some cases, the applicable standards or regulations includes several levels of compliance, for
example, a paid-on-call department is required to perform an SCBA check once per week where a
career department is required to perform the check every day.
Data
Table 2 contains a list of the tasks that the fire-fighters are or should be completing and their
applicable standards or regulation. The tasks are then categorized into the following:
• Tasks presently done
• Tasks required but not presently done
Table 2 lists the duties that are required by standards or regulation and are not presently
completed as per that standards or regulation, have been greyed out: e.g. the fifth and sixth item
refer to SCBA checks and SCBA cylinder air change out. Canadian Standards Association via
WCB regulation 31.26 (2) requires both of these tasks to be completed. In fact four of the six
greyed out items are required by standards or regulation are ones that have a great impact on fire-
fighter safety.
Findings
The data from Table 2 has been correlated into Table 1 and the following information is
extrapolated:
1. Presently there is a gap of approximately 2,100 fire-fighter hours.
2. Many of these hours are required by a standard or regulation
Presently we do not meet the requirements from standards and regulation.
Table 1
Maple Ridge Fire Department Master Plan
Hall & Equipment Maintenance
Appendix 5 Hall & Equipment Maintenance – Page 85
Total hours of duties “Currently” performed 5,810 fire-fighter hours
Total hours of duties that “Must” be performed 7,918 fire-fighter hours
The Gap in service 2,108 fire-fighter hours
FUTURE – Total hours of duties performed 13,216. fire-fighter hours **
** Includes the change in compliance weekly to daily
Future
In the future model, there is an assumption of career fire-fighters and this changes some of the regulated
frequency requirements from weekly to daily and therefore increases the amount of task hours compared to
the present day. However, this also may represent an increase in service that is presently contracted out.
Areas like janitorial, grounds and hose and ladder testing could be absorbed into that future model of
service delivery. This could offer back a small cost recovery, as contractors would in all inevitability no
longer be used when career members are available to complete those tasks.
Options
The options listed in this section are to address the service gaps that were identified in the finding
section. There are several different options available, however each will have advantages,
disadvantages and varying attributes to meet the service gap.
Continuing present practice is an option, however it comes with the liability of not completing the
required or legislated tasks with any degree of certainty. Also as these tasks are most often
completed during call-outs rather than scheduled times, it causes the members to be doing the
tasks at odd or late hours which can adversely affect our neighbours.
Scheduling time or other maintenance periods to complete these tasks can make some difference
and could move to meet the service gap, several periods would have to be scheduled. This brings
to light further problems, as in creating more time that the paid-on-call member is expected to be
away from their family, the usual result of late is that nobody signs up and therefore nothing is
accomplished. These scheduled maintenance periods would not be reactive to The Fire
Department’s emergency response potential: meaning that you could have a major event or a
series of events prior to a scheduled maintenance period. This situation is not satisfactory as at the
time of the event, the equipment may not have been checked for a long interval and therefore as
experience shows it may be missing or inoperable. The opposite is also not acceptable as although
the check would be fresh and complete prior to the event(s), it may be sometime before a
scheduled maintenance period finds that equipment is inoperable or missing. Again, in the latter
situation experience shows that the equipment problem will show up during the emergency.
Effective reprieve for this situation is not seen until the full-time career fire-fighters are realized.
In this situation the members could be put to the task at anytime and be respondent to the needs of
the department.
Maple Ridge Fire Department Master Plan Hall & Equipment Maintenance Appendix 5 Hall & Equipment Maintenance – Page 86 Table 2 – Hall & Equipment Maintenance Schedule Core Service (Hall Duty) Standard Current Model Future Model Current Service Time required Occurrence Fire-Fighter Hours/Year Future Service Time required Occurrence Fire-Fighter Hours/Year Pre Trip Motor Vehicle Act Yes .5 Hours/truck At least once per week 286 hours Yes .5 hours/truck Daily Weekly 912 hours 156 hours Post Trip Motor Vehicle Act Yes .5 Hours/truck After every emergency run 1,625 hours Yes .5 hours/truck After every emergency run 1,625 hours Truck Equipment Checks WCB NFPA Department requirement Yes 1.0 Hour/truck Weekly 572 hours Yes 1.0 hour/truck Daily Weekly 1,825 hours 312 hours SCBA Checks WCB NFPA 1981 No .25 Hours/SCBA 64 SCBA Weekly 832 hours Yes .25 hours/SCBA 64 SCBA Daily Weekly 2,281.25 hours 507 hours SCBA Air change out WCB CSA No .5 hours/cylinder 168 SCBA Cylinders 1.0 hours/cylinder 23 6000 PSI Cylinders Every three months 336 hours 92 hours Yes .5 hours/cylinder 168 SCBA Cylinders 1.0 hours/cylinder 23 6000 PSI Cylinders Every three months 336 hours 92 hours Vehicle Washing Department Standard Yes .5 Hour/truck After every use 1,877 hours Yes .5 Hour/truck Daily after every use 1,068.5 hours 252 hours Small tools maintenance WCB Department Requirement No 1 Hour/truck During weekly truck checks / after every use Presently Contracted out 624 hours Yes 1 hour/truck During daily/weekly truck checks and after every use 624 hours Mechanical Repairs MVA Department Requirement No Weekly check and as required 0 hours Limited 1 hour/day Daily check and as required 365 hours
Maple Ridge Fire Department Master Plan Hall & Equipment Maintenance Appendix 5 Hall & Equipment Maintenance – Page 87 Table 2 – Hall & Equipment Maintenance Schedule, con’t. Core Service (Hall Duty) Standard Current Model Future Model Current Service Time required Occurrence Fire-Fighter Hours/Year Future Service Time required Occurrence Fire-Fighter Hours/Year Map updates Department Requirement Yes .5 hour 1/month 150 hours Yes .5 hour 1/month 150 hours Hose Testing WCB NFPA 1962 No 1.0 hour/hose 600 lengths Yearly 96 hours stripping and reloading 96 hours 6 month turnover Yes 1.0 hour/hose 600 lengths Yearly 1,200 hours stripping and reloading testing 96 hours - 6 month turnover Ladder Testing WCB NFPA 1932 No 2.0 hours/ladder 40 ladders Yearly 32 hours assist contractor Yes 2.0 hours/ladder 40 ladders Yearly 320 hours Hall/Grounds Maintenance WCB Department Requirement Yes 1.0 Hours/Hall Fire-fighters clean during call-outs 1,300 hours Yes .5 hours/day/ hall – 2 fire-fighters 3 halls Daily 1,095 hours CURRET – Total hours of duties performed 5,810 fire-fighter hours CURRET – Total hours of all duties that should be performed 7,918 fire-fighter hours Difference of what is currently not done, however is required 2,108 fire-fighter hours FUTURE – Total hours of duties performed 13,216.75 fire-fighter hours
Maple Ridge Fire Department
Master Plan
Appendix – 6
Peer Assessment Summary
Maple Ridge Fire Department Master Plan
Peer Assessment Summary
Appendix 6 Peer Assessment Summary - Page 88
Peer Assessment Summary
On Thursday, November 28 a group of Fraser Valley Fire Chiefs met to conduct a peer assessment of the
Maple Ridge Fire Department Master Plan.
The Chiefs present were:
Jim Hancock, Fire Chief, Richmond Fire-Rescue
Len Garis, Fire Chief, Surrey Fire Service
Rick Ryall, Fire Chief, Chilliwack Fire Department
Len Foss, Assistant Fire Chief, Langley Township Fire Department
Bill Park, Fire Chief, Pitt Meadows Fire Department
In summary the Chiefs agreed that:
• The methodology used to produce the Master Plan was sound. Chief Hancock made reference to a
similar gap analysis modality produced by the Ontario Fire Marshal’s Office called “A
Comprehensive Fire Safety Effectiveness Model”.
• The standards referenced in the document are legitimate and are current standards in use in the fire
service today. Chief Hancock explained that the Ontario Fire Marshal’s Office is exploring changing
their standards to match the NFPA Standards.
• The Master Plan addressed all the major Fire Department service areas.
*In addition the Chiefs provided comments and suggestions to assist in supporting the document and
recommendations for implementation strategies.
Bruce Hall, Fire Chief, Whistler Fire Department and Richard Lawrie, Fire Chief, City of Abbotsford Fire
Rescue Service were not available to attend the meeting. They were sent copies of the document and
responded by e-mail with their comments, which follow.
“The report overall is extremely well laid out and the Methodology was indeed sound.
Your extrapolation of call volumes based on known and anticipated development/population increases
and historical response data is reasonable. Add to that you plan to review the logic and results every 5
years and more often in harmony with your Business Planning Cycle, and you have created a tool, which
will aid your management team and the City for years to come.”
Fire Chief Richard Lawrie , Abbotsford Fire and Rescue
Chief Bruce Hall provided an extensive list of suggestions regarding the formatting and presentation of
the document. Additional comments were provided pertaining technical details. These comments and
suggestions were incorporated into the revised document.
“Thanks for the opportunity to review your Master Plan. Certainly a lot of effort and time went into the
document. I congratulate all those involved. It certainly is comprehensive and provides excellent
background information.”
Fire Chief Bruce Hall, Whistler Fire Department
Maple Ridge Fire Department
Master Plan
Conclusion
Conclusion Page 89
Other Considerations for 2004
• Burning Bylaw review
• Fire Works Advisory task force
• Fire Prevention Bylaw Review - (Charter Implications)
• Traffic Calming Measures
• Monitoring alarm system in apartment complexes
• Community Smoke Alarm Program
Monitoring and Evaluating Performance
• The Master Plan should not be considered static and should be reviewed in conjunction with the
Business Planning Cycles to ensure that the assumptions of growth and development remain
consistent with the report
• Performance Measurement should be developed in conjunction with the goals and objectives of the
Master Plan. These Performance Measurements will be included in the Annual Business Planning
process to keep council informed.
• A comprehensive review of the Master Plan should be undertaken a minimum of every 5 years.
Conclusion
Gaps have been identified in all the core functions; Emergency Response, Public Education, Fire
Prevention, Training, and Hall & Equipment Maintenance. The long-term solution to meeting these gaps
can be achieved by evolving to a balanced Composite Department. Not all service gaps will be met until
the full compliment of fire-fighters are hired. Alternative solutions may be required to bridge the gaps in
the short term.