This document outlines a strategy for improving fire protection in First Nations communities from 2010-2015. It identifies challenges such as a lack of enforceable standards and inspection regimes. The strategy's goals are to reduce fire deaths and damage in First Nations to levels in other Canadian communities through awareness campaigns and by establishing mandatory fire safety standards. It defines roles for partners like Indigenous organizations, governments, and training institutions. Short, medium, and long-term priorities include education, inspections, and addressing regulatory gaps. Governance structures are also established.
The collaboration of Robinsons Land Corporation with three renowned designers ( Budji Layug + Royal Pineda + Kenneth Cobunpue ) will set the tone for an artist-inspired and aesthetically-ambitious development on a prime property owned by Security Land Corporation. Such collaboration is envisioned to create a masterpiece that will complement the dynamism in Makati and shall be known as the First Designer Residence in the country. Buyers of Signa Designer Residences will have the option to choose the color package of their unit from two Designer Series options.
The collaboration of Robinsons Land Corporation with three renowned designers ( Budji Layug + Royal Pineda + Kenneth Cobunpue ) will set the tone for an artist-inspired and aesthetically-ambitious development on a prime property owned by Security Land Corporation. Such collaboration is envisioned to create a masterpiece that will complement the dynamism in Makati and shall be known as the First Designer Residence in the country. Buyers of Signa Designer Residences will have the option to choose the color package of their unit from two Designer Series options.
1 Assignment Reflection Paper:
Learning Objectives:
1. Analyze the role of fire prevention and the fire service administration within municipal government.
2. Summarize the functions of fire prevention within the fire service.
3. Compare and contest the relationship of fire prevention and the fire service to other municipal agencies.
4. Analyze the sources of conflict within the fire department and describe the effect the conflict has on the fire service in general.
5. Summarize the history of fire prevention within the fire service.
6. Assess the need to instill positive fire reaction and the effect this has on the fire service.
7. Review fire reporting procedures and how they will affect the fire service.
8. Compare publicity and media programs and how they affect the fire prevention effort of the fire service.
9. Explain how volunteer fire departments are able to be successful and the effect volunteers have on the fire service.
The primary motivation behind the organization of most fire departments has been that of suppression. Many people believe that the fire department's obligations have been met if the department responds to and brings under control all fires to which it is called, and fire prevention in the past has not been generally thought of as being a part of the basic responsibility of many fire departments. The trend has been toward recognition of the rightful place of fire prevention as a dual function of fire protection. Major fire departments are beginning to include fire prevention training as part of their basic training programs, and more attention is being paid to the subject of fire prevention. An important development has been the establishment of a National Professional Qualifications System for state certification of fire service personnel at several levels of professional competence in the classifications of firefighter, fire inspector, fire investigator, public fire and safety educator, fire service instructor, and fire service officer.
An integral part of fire prevention planning and education is instilling awareness to the public on how to act and what to do in the event of a fire, at home or in public places. Any assessment of human reactions anticipated in a fire emergency must take into account individuals of all ages, health classifications, physiques, occupations, and temperaments. Fire severity, location, the manner in which it started, and the presence of individuals in the fire area must be considered.
2. Assignment: Article Critique
Learning Objectives:
1. Trace the historical background of fire prevention and the tragedies that provided the impetus to fire prevention and how it relates to the fire service as a whole.
2. Summarize early fire prevention measures in North America.
3. Assess the variables in the philosophy of fire prevention and how they affect fire service organizations.
4. Summarize model fire prevention and building codes and how they affect actual co ...
Learning Objectives Upon completion of this unit, students sho.docxSHIVA101531
Learning Objectives
Upon completion of this unit, students should be able to:
1.Describe various types of support organizations and their related purposes.
2.Discuss how support organizations assist the fire service.
3.Summarize how to contact specific organizations when their services are needed.
4.Identify support functions and explain their responsibilities and duties needed by the fire service.
5.Analyze the value and importance of fire service support functions.
6.Identify the characteristics of a managerial support function and a technical support function.
Written Lecture
Introduction
In this unit we will consider and compare the value and importance of two forms of support mechanisms affecting most all public fire service agencies: external and internal. External support comes from a wide range of agencies and organizations, both public and private, whereas internal support comes from within the department itself. Both sources of support functionality are an integral part of an effective and efficient modern fire department.
Chapter 5: Public and Private Support Organizations
National organizations and agencies: Support organizations and agencies can be found at many different levels: international, national, state, and local. Many private organizations are non-profit or not-for-profit agencies having tax exemption protection under the Federal Tax Code known as 501(c)(3). Non-profit organizations are allowed to solicit contributions and donations without paying taxes to the Internal Revenue Service (IRS) providing that such organization meets the criteria of the law. More on 501(c)(3) can be found in IRS Publication 557 in the Supplemental Reading section of the Unit IV Study Guide.
Not all private support organizations are tax exempt. However, typically their mission statement is to provide “free” services to those in need. Non-profit agencies rely heavily on contributions from the public-at-large in order to maintain a level of service within their geographical region or area of coverage. Conversely, publicly funded support agencies receive their operating budgets from tax dollars which come from local, state, and/or federal sources.
Your textbook lists approximately 49 national and international support agencies, 26 federal organizations, 15 state organizations, and 13 local agencies. The actual numbers are likely to vary from region to region, though the purpose is generally the same of all agencies. These organizations provide various forms of
Reading Assignment
Chapter 5:
Public and Private Support Organizations
Chapter 8:
Support Functions
Supplemental Reading
See information below.
Key Terms
1.Automatic aid
2.Highly protected risk
3.Incendiary device
4.Local area network
5.Mutual aid
6.Resource designator
BFS 3251, Introduction to Fire Protection 2
support to those in need ranging from housing to food and clothing. When possible, some agencies are able to provide monetary assistance to individua ...
Coordination Letter from Council Chairs In 2003, the Fed.docxvanesaburnand
Coordination Letter from Council Chairs
In 2003, the Federal Government established the Healthcare and Public Health (HPH) Sector as a critical
infrastructure sector in the United States, recognizing that its security and resilience are essential to
national security, the economy, and public health and safety. Since that time, the Sector has built strong
partnerships that bring together private sector owners, operators, and professional associations with
government representatives at the Federal, State, and local levels. Together, these partners have
improved information sharing, developed guidance and tools, and conducted training and exercises to
improve incident response and recovery. The HPH Sector recognizes the value of this partnership and
continues to coordinate to improve security and resilience.
2016 Sector-Specific Plan Update
The release of the 2016 HPH SSP reflects the maturation of the HPH Sector partnership and the progress
of the sector programs first outlined in the 2007 and 2010 Sector-Specific Plans (SSPs). Changes from
previous SSPs include a streamlined and updated set of goals and objectives and an increased emphasis
on priorities such as information sharing and emergency response. The 2016 SSP represents a
continued collaborative effort among the private sector; Federal, State, local, tribal, and territorial
governments; and nongovernmental organizations to develop specific membership actions over the
coming years required to reduce critical infrastructure risk and enhance Sector resilience.
The HPH Sector Coordinating Council (SCC) and Government Coordinating Council (GCC) jointly
developed the goals, priorities, and activities included in this SSP to reflect the overall strategic direction
for the HPH Sector. The Sector’s goals support the Joint National Priorities developed in 2014 by the
national council structures described in the National Infrastructure Protection Plan 2013: Partnering for
Critical Infrastructure Security and Resilience (NIPP 2013).
This SSP also illustrates the continued maturation of the HPH Sector partnership and the progress made
to address the Sector’s evolving risk, operating, and policy environments.
The HPH Sector continues to take steps to better understand all-hazards risks and implement
appropriate actions to mitigate corresponding impacts at all levels of government and the private sector
throughout the Nation’s Critical Infrastructure.
Key Accomplishments
Since 2010, the HPH Sector partners in the public and private sectors have taken significant steps to
reduce sector risk, improve coordination, and strengthen security and resilience capabilities:
• Both the SCC and GCC undertook extensive outreach programs. State, local, and private sector
partners were recruited through presentations, webinars, and outreach to national associations.
• The Homeland Security Information Network portal for the HPH Sector was expanded to better
meet the in.
competency training fire brigade trainee guide module 1-5maricar mangaoang
Caring is Sharing. We are grateful we have stumbled upon these trainees guides of Sir Ronaldo Pioquinto of Region IX - Zamboanga Peninsula, Philippines. In return we are sharing this guide those who are in need.
BFP Competency Training- Fire Brigade Trainee Guide is a 131 pages cover module 1-5 of the Competency Training for Fire Brigade. BFP San Juan Fire Station has adopted the Competency Training Modules of Zamboanga City Fire Station Version 1.0 (2012).
Revisions and updates will be done in the future.
1 Assignment Reflection Paper:
Learning Objectives:
1. Analyze the role of fire prevention and the fire service administration within municipal government.
2. Summarize the functions of fire prevention within the fire service.
3. Compare and contest the relationship of fire prevention and the fire service to other municipal agencies.
4. Analyze the sources of conflict within the fire department and describe the effect the conflict has on the fire service in general.
5. Summarize the history of fire prevention within the fire service.
6. Assess the need to instill positive fire reaction and the effect this has on the fire service.
7. Review fire reporting procedures and how they will affect the fire service.
8. Compare publicity and media programs and how they affect the fire prevention effort of the fire service.
9. Explain how volunteer fire departments are able to be successful and the effect volunteers have on the fire service.
The primary motivation behind the organization of most fire departments has been that of suppression. Many people believe that the fire department's obligations have been met if the department responds to and brings under control all fires to which it is called, and fire prevention in the past has not been generally thought of as being a part of the basic responsibility of many fire departments. The trend has been toward recognition of the rightful place of fire prevention as a dual function of fire protection. Major fire departments are beginning to include fire prevention training as part of their basic training programs, and more attention is being paid to the subject of fire prevention. An important development has been the establishment of a National Professional Qualifications System for state certification of fire service personnel at several levels of professional competence in the classifications of firefighter, fire inspector, fire investigator, public fire and safety educator, fire service instructor, and fire service officer.
An integral part of fire prevention planning and education is instilling awareness to the public on how to act and what to do in the event of a fire, at home or in public places. Any assessment of human reactions anticipated in a fire emergency must take into account individuals of all ages, health classifications, physiques, occupations, and temperaments. Fire severity, location, the manner in which it started, and the presence of individuals in the fire area must be considered.
2. Assignment: Article Critique
Learning Objectives:
1. Trace the historical background of fire prevention and the tragedies that provided the impetus to fire prevention and how it relates to the fire service as a whole.
2. Summarize early fire prevention measures in North America.
3. Assess the variables in the philosophy of fire prevention and how they affect fire service organizations.
4. Summarize model fire prevention and building codes and how they affect actual co ...
Learning Objectives Upon completion of this unit, students sho.docxSHIVA101531
Learning Objectives
Upon completion of this unit, students should be able to:
1.Describe various types of support organizations and their related purposes.
2.Discuss how support organizations assist the fire service.
3.Summarize how to contact specific organizations when their services are needed.
4.Identify support functions and explain their responsibilities and duties needed by the fire service.
5.Analyze the value and importance of fire service support functions.
6.Identify the characteristics of a managerial support function and a technical support function.
Written Lecture
Introduction
In this unit we will consider and compare the value and importance of two forms of support mechanisms affecting most all public fire service agencies: external and internal. External support comes from a wide range of agencies and organizations, both public and private, whereas internal support comes from within the department itself. Both sources of support functionality are an integral part of an effective and efficient modern fire department.
Chapter 5: Public and Private Support Organizations
National organizations and agencies: Support organizations and agencies can be found at many different levels: international, national, state, and local. Many private organizations are non-profit or not-for-profit agencies having tax exemption protection under the Federal Tax Code known as 501(c)(3). Non-profit organizations are allowed to solicit contributions and donations without paying taxes to the Internal Revenue Service (IRS) providing that such organization meets the criteria of the law. More on 501(c)(3) can be found in IRS Publication 557 in the Supplemental Reading section of the Unit IV Study Guide.
Not all private support organizations are tax exempt. However, typically their mission statement is to provide “free” services to those in need. Non-profit agencies rely heavily on contributions from the public-at-large in order to maintain a level of service within their geographical region or area of coverage. Conversely, publicly funded support agencies receive their operating budgets from tax dollars which come from local, state, and/or federal sources.
Your textbook lists approximately 49 national and international support agencies, 26 federal organizations, 15 state organizations, and 13 local agencies. The actual numbers are likely to vary from region to region, though the purpose is generally the same of all agencies. These organizations provide various forms of
Reading Assignment
Chapter 5:
Public and Private Support Organizations
Chapter 8:
Support Functions
Supplemental Reading
See information below.
Key Terms
1.Automatic aid
2.Highly protected risk
3.Incendiary device
4.Local area network
5.Mutual aid
6.Resource designator
BFS 3251, Introduction to Fire Protection 2
support to those in need ranging from housing to food and clothing. When possible, some agencies are able to provide monetary assistance to individua ...
Coordination Letter from Council Chairs In 2003, the Fed.docxvanesaburnand
Coordination Letter from Council Chairs
In 2003, the Federal Government established the Healthcare and Public Health (HPH) Sector as a critical
infrastructure sector in the United States, recognizing that its security and resilience are essential to
national security, the economy, and public health and safety. Since that time, the Sector has built strong
partnerships that bring together private sector owners, operators, and professional associations with
government representatives at the Federal, State, and local levels. Together, these partners have
improved information sharing, developed guidance and tools, and conducted training and exercises to
improve incident response and recovery. The HPH Sector recognizes the value of this partnership and
continues to coordinate to improve security and resilience.
2016 Sector-Specific Plan Update
The release of the 2016 HPH SSP reflects the maturation of the HPH Sector partnership and the progress
of the sector programs first outlined in the 2007 and 2010 Sector-Specific Plans (SSPs). Changes from
previous SSPs include a streamlined and updated set of goals and objectives and an increased emphasis
on priorities such as information sharing and emergency response. The 2016 SSP represents a
continued collaborative effort among the private sector; Federal, State, local, tribal, and territorial
governments; and nongovernmental organizations to develop specific membership actions over the
coming years required to reduce critical infrastructure risk and enhance Sector resilience.
The HPH Sector Coordinating Council (SCC) and Government Coordinating Council (GCC) jointly
developed the goals, priorities, and activities included in this SSP to reflect the overall strategic direction
for the HPH Sector. The Sector’s goals support the Joint National Priorities developed in 2014 by the
national council structures described in the National Infrastructure Protection Plan 2013: Partnering for
Critical Infrastructure Security and Resilience (NIPP 2013).
This SSP also illustrates the continued maturation of the HPH Sector partnership and the progress made
to address the Sector’s evolving risk, operating, and policy environments.
The HPH Sector continues to take steps to better understand all-hazards risks and implement
appropriate actions to mitigate corresponding impacts at all levels of government and the private sector
throughout the Nation’s Critical Infrastructure.
Key Accomplishments
Since 2010, the HPH Sector partners in the public and private sectors have taken significant steps to
reduce sector risk, improve coordination, and strengthen security and resilience capabilities:
• Both the SCC and GCC undertook extensive outreach programs. State, local, and private sector
partners were recruited through presentations, webinars, and outreach to national associations.
• The Homeland Security Information Network portal for the HPH Sector was expanded to better
meet the in.
competency training fire brigade trainee guide module 1-5maricar mangaoang
Caring is Sharing. We are grateful we have stumbled upon these trainees guides of Sir Ronaldo Pioquinto of Region IX - Zamboanga Peninsula, Philippines. In return we are sharing this guide those who are in need.
BFP Competency Training- Fire Brigade Trainee Guide is a 131 pages cover module 1-5 of the Competency Training for Fire Brigade. BFP San Juan Fire Station has adopted the Competency Training Modules of Zamboanga City Fire Station Version 1.0 (2012).
Revisions and updates will be done in the future.
Emergency Safety Solutions Discovering Local Fire Suppression Service Priorit...ermasnyder786
This comprehensive guide aims to delve into the critical importance of discovering local fire suppression system restaurant near me providers, emphasizing the urgency of prioritizing these services, key considerations in their selection, and the role they play in creating a proactive safety culture within communities.
Visit us: https://preventivefire.com/marine-fire-extinguisher/
Develop a disaster recovery plan to lessen health disparities an.docxkhenry4
Develop a disaster recovery plan to lessen health disparities and improve access to community services after a disaster. Then, develop and record a 10-12 slide presentation (please refer to the PowerPoint tutorial) of the plan with audio and speaker notes for the Vila Health system, city officials, and the disaster relief team.
As you begin to prepare this assessment, you are encouraged to complete the Disaster Preparedness and Management activity. The information gained from completing this activity will help you succeed with the assessment as you think through key issues in disaster preparedness and management in the community or workplace. Completing activities is also a way to demonstrate engagement.
Professional Context
Nurses perform a variety of roles and their responsibilities as health care providers extend to the community. The decisions we make daily and in times of crisis often involve the balancing of human rights with medical necessities, equitable access to services, legal and ethical mandates, and financial constraints. In the event of a major accident or natural disaster, many issues can complicate decisions concerning the needs of an individual or group, including understanding and upholding rights and desires, mediating conflict, and applying established ethical and legal standards of nursing care. As a nurse, you must be knowledgeable about disaster preparedness and recovery to safeguard those in your care. As an advocate, you are also accountable for promoting equitable services and quality care for the diverse community.
Nurses work alongside first responders, other professionals, volunteers, and the health department to safeguard the community. Some concerns during a disaster and recovery period include the possibility of death and infectious disease due to debris and/or contamination of the water, air, food supply, or environment. Various degrees of injury may also occur during disasters, terrorism, and violent conflicts.
To maximize survival, first responders must use a triage system to assign victims according to the severity of their condition/prognosis in order to allocate equitable resources and provide treatment. During infectious disease outbreaks, triage does not take the place of routine clinical triage.
Trace-mapping becomes an important step to interrupting the spread of all infectious diseases to prevent or curtail morbidity and mortality in the community. A vital step in trace-mapping is the identification of the infectious individual or group and isolating or quarantining them. During the trace-mapping process, these individuals are interviewed to identify those who have had close contact with them. Contacts are notified of their potential exposure, testing referrals become paramount, and individuals are connected with appropriate services they might need during the self-quarantine period (CDC, 2020).
An example of such disaster is the COVID-19 pandemic of 2020. People who had contact with someone .
Elytroderma deformans (BC code "DFE") impacts on older plantation pine in the Interior Douglas-fir biogeoclimatic subzone (IDFdk3) are significant and reducing growth on the trees in older plantations that survived the Mountain Pine Beetle epidemic. These stands are a critical part of the mid term timber supply in the wake of the IBM epidemic.
This powerpoint is based on research and trials compiled in 2013 by Suzanne Simard, Jean Heineman, Jean Mather and Don Sachs via the BC Forest Innovations Investment group. It recommends curtailing the widespread planting of lodgepole pine (pinus contorta) throughout the BC interior, especially in the Interior Cedar Hemlock (ICH) and Englemann Spruce Subalpine Fir (ESSF) biogeoclimatic zones.
The study also recommends that climate change is likely to exacerbate the effects of pests and disease on lodgepole pine.
How and what social media is being used in natural resource outreach presenta...Bill Layton
by Laurie Gharis, Ph.D.
Social media tools
How tools are being employed by extension programs
Opportunities for natural resource professionals
How to use the tools successfully
Expanding the Reach of Extension with Webinar Technologies and Social Media
How to create a linked in company profileBill Layton
Linkedin company profiles are an essential part of you organization's web presence. These free listings let you upload information and content and link it back to employee profiles and your other web properties. Don' t miss this free opportunity!
‘वोटर्स विल मस्ट प्रीवेल’ (मतदाताओं को जीतना होगा) अभियान द्वारा जारी हेल्पलाइन नंबर, 4 जून को सुबह 7 बजे से दोपहर 12 बजे तक मतगणना प्रक्रिया में कहीं भी किसी भी तरह के उल्लंघन की रिपोर्ट करने के लिए खुला रहेगा।
हम आग्रह करते हैं कि जो भी सत्ता में आए, वह संविधान का पालन करे, उसकी रक्षा करे और उसे बनाए रखे।" प्रस्ताव में कुल तीन प्रमुख हस्तक्षेप और उनके तंत्र भी प्रस्तुत किए गए। पहला हस्तक्षेप स्वतंत्र मीडिया को प्रोत्साहित करके, वास्तविकता पर आधारित काउंटर नैरेटिव का निर्माण करके और सत्तारूढ़ सरकार द्वारा नियोजित मनोवैज्ञानिक हेरफेर की रणनीति का मुकाबला करके लोगों द्वारा निर्धारित कथा को बनाए रखना और उस पर कार्यकरना था।
03062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
role of women and girls in various terror groupssadiakorobi2
Women have three distinct types of involvement: direct involvement in terrorist acts; enabling of others to commit such acts; and facilitating the disengagement of others from violent or extremist groups.
01062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
In a May 9, 2024 paper, Juri Opitz from the University of Zurich, along with Shira Wein and Nathan Schneider form Georgetown University, discussed the importance of linguistic expertise in natural language processing (NLP) in an era dominated by large language models (LLMs).
The authors explained that while machine translation (MT) previously relied heavily on linguists, the landscape has shifted. “Linguistics is no longer front and center in the way we build NLP systems,” they said. With the emergence of LLMs, which can generate fluent text without the need for specialized modules to handle grammar or semantic coherence, the need for linguistic expertise in NLP is being questioned.
31052024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
2. 2
Table of Contents
I. Overview and Context .............................................................3
II. Roles, Responsibilities and Guiding Principles ........................5
ROLES AND RESPONSIBILITIES ........................................................................................ 5
GUIDING PRINCIPLES ...................................................................................................... 9
III. Goals......................................................................................9
OVERALL GOALS............................................................................................................ 9
IV. Challenges and Opportunities ..............................................10
CHALLENGES............................................................................................................... 10
OPPORTUNITIES........................................................................................................... 11
V. Priorities and Activities ..........................................................11
OVERVIEW OF PRIORITIES............................................................................................. 11
SHORT-TERM PRIORITIES AND ACCOMPANYING ACTIVITIES.............................................. 12
MEDIUM-TERM PRIORITIES AND ACCOMPANYING ACTIVITIES ............................................ 17
LONG-TERM PRIORITIES AND ACCOMPANYING ACTIVITIES................................................ 18
CIRCLE DIAGRAM SUMMARIZING KEY PRIORITY AREAS...................................................... 20
VI. Governance .........................................................................22
RESOURCING............................................................................................................... 22
STAKEHOLDER WORKING GROUP.................................................................................. 22
REPORTING AND EVALUATION ....................................................................................... 22
COMMUNICATIONS PLAN............................................................................................... 22
3. 3
I. Overview and Context
Fire losses (deaths, injuries and destruction of property) in First Nation communities,
particularly those on remote First Nations lands, far exceed those in comparable off-
reserve communities. The First Nations per capita fire incidence rate is 2.4 times the
per-capita rate for the rest of Canada. The death rate is 10.4 times greater; the fire
injury rate is 2.5 times greater; and the fire damage per unit is 2.1 times greater.1
Indian and Northern Affairs Canada (INAC) is committed to assisting First Nations in
providing community services on-reserve comparable to the levels of service that would
generally be available to other communities of similar size, location and circumstances.
The department provides on average approximately $15 million annually in core capital
funding to First Nations for fire protection services on- reserve such as fire halls, fire
trucks and fire protection equipment as well as training for firefighters. In addition, INAC
has provided on average $200,000 annually since 2008 to support the Aboriginal
Firefighters Association of Canada (AFAC) in carrying out a number of fire prevention
activities, including the National Fire Safety Poster Contest for school-age children and
the National Aboriginal Firefighters Competition.
Despite these investments, there is need for greater action on fire protection. Currently,
fire protection activities are completed on an ad-hoc basis and lack an overall vision and
coordinated approach within and between departments and regions. There is an
opportunity to align the individual effort of the many stakeholders involved in fire
protection in First Nation communities and to expand on the successes that have been
accomplished to date. There is also an opportunity to address gaps that exist in the
current system, such as an absence of fire chiefs in many First Nation communities to
coordinate fire prevention activities such as fire safety education, firefighter recruitment
and retention, training, inspections and reporting, as well as a lack of
regulations/standards and associated compliance mechanisms.
In an effort to provide better fire protection for First Nation communities, reduce fire
losses, and extend the life cycle of community infrastructure assets, INAC, AFAC, and a
number of First Nation regional organizations have agreed to collaborate. The following
fire protection strategy has been developed based on joint work undertaken with
stakeholders, and notably at a strategic planning workshop held on January 22, 2009 at
Westbank First Nation in British Columbia.
The strategy focuses on fire protection in on-reserve communities; however, it also
forms linkages between First Nation populations and national and regional firefighter
associations and promotes the development of municipal service agreements between
on and off-reserve communities.
1
See “Fire Prevention in Aboriginal Communities” (2007) Canada Mortgage and Housing Corporation. Available
from www.cmhc.ca
4. 4
For the purposes of this strategy, the term “fire protection” encompasses the following
areas and activities: fire prevention (includes prevention of interface/forest fires and
carbon monoxide poisoning); education and outreach; inspections and investigations;
maintenance; suppression; training; and engineering.
The strategy presented here outlines overall goals, priorities and activities for the short-
term (1-2 years), medium-term (3-4 years) and long-term (5 years and beyond). Initial
emphasis is on activities that will generate the greatest impact in the shortest amount of
time, such as fire protection education and awareness, fire safety inspections, and
insurance of assets. Mid-term and longer term activities will consider options to address
the regulatory gap governing fire protection on-reserve. Further, this strategy focuses on
the appropriate means of fire protection in light of such factors as community size and
remoteness. It also emphasizes a risk based approach, starting with a gap analysis in
the short-term to identify communities at greatest risk, which will serve to guide
resource investments and maximize results.
The goals of this strategy can be realized only through close coordination with other
partners. Accordingly, it is important for INAC, AFAC and regional First Nation partner
organizations to develop a community of practice with clearly defined roles and
responsibilities and improved communication and information sharing between partners.
Partners may include: other government departments such as Human Resources and
Skills Development Canada – Labour Program (HRSDC), Canada Mortgage and
Housing Corporation, Health Canada, Public Safety Canada, municipal fire
departments, provincial ministries for Aboriginal Affairs and provincial fire marshals;
provincial/territorial fire associations; regional First Nation firefighter organizations and
technical organizations; the First Nations National Building Officers’ Association; the
Assembly of First Nations and First Nation Provincial/Territorial Organizations; and
Chiefs, Councils and First Nation communities. Specifically, this strategy strives for the
streamlining of roles and clarification of responsibilities for fire protection wherever
possible in order to avoid gaps and ambiguities.
The strategy that follows details a comprehensive series of fire protection activities
aimed at reducing the number of lives lost, the rate of injuries, and property losses in
First Nation communities. It will be reviewed regularly by a yet to be established
working group of key partners and evolve as required to ensure that the overall goals
and priorities are targeted, measureable, and responsive to community needs. Progress
will be measured and evaluated through the Capital Facilities and Maintenance
Program Performance Measurement Strategy.
5. 5
II. Roles, Responsibilities and Guiding Principles
Roles and Responsibilities
At present, a host of different actors are involved in fire protection. The firefighting itself
is done primarily by First Nation volunteer firefighters and in some cases paid
firefighters. Adjacent communities may share fire protection services with First Nation
communities where municipal service agreements are in place. Fire investigations are
conducted by First Nations fire chiefs and provincial fire marshals. Training involves
provincial fire marshals as well as INAC, training colleges, Tribal Councils and regional
First Nation fire associations. For buildings on-reserve, there is currently a regulatory
gap where no inspection requirement or role is mandated. HRSDC conducts
inspections of schools and public buildings, leaving individual First Nations responsible
for inspections of commercial buildings. The maintenance of fire protection equipment
and facilities is managed by individual First Nations. Tribal Councils provide firefighter
training and also offer technical advice on both construction and fire protection. The
organizations involved in fire prevention and awareness include: regional and provincial
First Nations firefighter associations; AFAC; Tribal Councils; provincial fire marshals;
Provincial/Territorial Ministries of Aboriginal Affairs; INAC; and fire departments of
individual First Nations.
This strategy is dependent on the involvement of Tribal Councils, Chiefs and Councils,
and regional First Nation firefighter associations, and strives to enhance First Nation
capacity. Below is a summary of the current roles and responsibilities of key partners.
It is important to note that roles and responsibilities may vary somewhat according to
region and will be further clarified through working group discussions.
Key Partners Role Responsibilities
Provision of fire protection services
(paid fire chief/firefighters)
Coordinates fire protection services
for the community. This includes
emergency services. Ensures
staff/volunteers are available to
carry out the fire protection mandate
and that staff/volunteers are trained
in the responsibilities of their
respective roles.
Fire suppression
Medical services and
rescue
Fire inspections
Fire safety education
Training of staff/volunteer
firefighters
Maintenance of equipment
and facilities
Fire investigation and
enforcement services
Fire loss reporting
First Nations
(Includes
self-
governing
First Nations
that choose
to opt in to
the strategy)
Provision of fire protection services
(volunteer fire department)
The volunteer fire department
provides fire suppression and safety
services. The department’s
Fire suppression.
Fire inspections.
Other duties where
required and time permits
(capacity varies from
6. 6
Key Partners Role Responsibilities
activities are usually coordinated by
a fire chief. The volunteer
firefighters may receive an
honorarium for the calls they attend.
community to community
depending on resources).
Adjacent
communities/
municipalities
Municipal service agreements
First Nation communities may have
an agreement with a neighbouring
community to provide/receive fire
protection services.
Provides/receives fire
protection services in
accordance with
established agreement.
Provincial fire
marshals/commissioners
Role in First Nation communities
is limited because of jurisdiction.
Provincial fire marshals or
commissioners may be called to
investigate fires where deaths are
involved. This request is made
either by the First Nations
tribal/band council or by the
police.
Investigates fires
pursuant to its
responsibilities under the
provincial fire legislation.
Collects fire and fatalities
statistics that may include
First Nation communities.
Trains First Nation
firefighters where
arrangements are made.
Provides fire prevention
materials and advisory
services.
Provincial
Governments
Provincial ministries or departments
responsible for First
Nations/Aboriginal Affairs
Role varies depending on provincial
mandate. Some provide program
support and services. Others work
to enhance the provincial
government relationship with
Aboriginal organizations and First
Nation communities.
Program support or
collaboration directed at
fire prevention and
educational activities.
Federal
Government
Indian and Northern Affairs Canada
Provides funding and assists with
fire protection services in First
Nation communities. Supports
level of service comparable to that
available in non-First Nation
communities of similar size,
location, and circumstances.
Negotiates, approves and
administers funding
agreements with First
Nations and other
organizations to provide
fire protection services.
Ensures approved
funding agreements
contain the appropriate
terms and conditions for
codes, standards and
regulatory requirements.
Ensures compliance by
7. 7
Key Partners Role Responsibilities
recipients with
established funding
agreements.
Collects and maintains
information on the
number and location of
inspection and
engineering services
provided for federal and
major public band
buildings, fire fatalities,
fire injuries, and property
loses.
Human Resources and Skills
Development Canada (Labour
Program)
Provides fire inspection services as
outlined in the 1990 agreement -
specialized fire protection
engineering and inspection services
for major public band buildings on
reserves.
Conducts on-site
inspections for major
public band buildings at
the request of Chief and
Council.
Provides written reports
to Chief and Band
Council for action
describing deficiencies
and recommendations,
along with negotiated
dates for correction.
Health Canada (First Nations and
Inuit Health Branch)
Together with First Nations and Inuit
organizations and communities,
Health Canada carries out many
activities aimed at helping people
stay healthy and preventing chronic
and contagious diseases. As part
of this role, information is provided
on fire safety.
Provides fire safety
information for First
Nation communities.
Public Safety Canada
Provides advice on emergency
preparedness with respect to
incidents such as fires.
Coordinates response to
emergency situations.
Develops national policy,
response systems and
standards.
Works with First Nation
firefighters and
organizations.
8. 8
Key Partners Role Responsibilities
Canada Mortgage and Housing
Corporation
Provides fire related research and
publications
Provides information on
fires in First Nation
communities.
Develops fire prevention
materials.
Provides analysis of fire
data.
Aboriginal Firefighters Association
of Canada
National organization for fire
prevention, education, training, and
safety geared towards First Nation
communities.
Develops and maintains
national communications
on fire prevention in First
Nation communities.
Assists and builds
capacity through the
establishment of
partnerships.
Provides training,
technical advice and
guidance on the
development of fire safety
standards.
Coordinates the National
Aboriginal Firefighters
Competition.
Coordinates the National
Fire Safety Poster
Contest for school aged
children.
National
organizations
Assembly of First Nations
National representative
organization of the First Nations in
Canada.
Presents the views of the
various First Nations
through their leaders in
areas such as health and
housing.
Regional
organizations
Regional First Nation firefighter
associations, technical
organizations, tribal councils
(including fire protection officers
and housing inspectors), and
regional PTOs
Provides fire safety support to regional
members. Examples include the
Manitoba Association of Native
Firefighters (MANFF) and the First
Nations’ Emergency Services Society
Regional fire safety and
emergency management
programs
Training
Educational materials
Fire and casualty report
data collection and
dispersal
Fire prevention initiatives
Technical and advisory
services
Assistance with
9. 9
Key Partners Role Responsibilities
(FNESS). inspections
Training
Institutions
Various colleges and training
institutes
Offers fire protection training.
Provides National Fire
Protection Association-
certified training and
other related courses.
Given the wide variety of actors and potential for gaps and overlapping roles, it is
inevitable that some ambiguities of responsibility will exist. Accordingly, this strategy
must promote the following changes to the existing roles:
improved coordination of various departments of the federal government;
improved coordination between regional service providers and INAC;
strengthened inspection role with greater involvement of regional First Nation
organizations;
enhanced partnerships with provincial fire marshals;
increased involvement of Chief and Council in ensuring sound building construction
and the implementation of fire protection practices; and
clarification of roles to cover areas where gaps exist.
Guiding principles
INAC, AFAC and regional First Nation organizations have contributed to the formation
of this strategy. Together they will seek to establish an effective community of practice
for fire protection through regular forums and information sharing activities. It is
therefore crucial that these organizations affirm certain shared values or operative
principles. These are:
openness to sharing ideas and success stories;
mutual respect of all parties and for one another;
transparency of operations; and
solid commitment to risk management.
III. Goals
Overall Goals
Fire-related deaths on-reserve are, according to available data, at least 10 times higher
than off-reserve.2
With responsibility over fire protection falling to individual First
2
See “Fire Prevention in Aboriginal Communities” (2007) Canada Mortgage and Housing Corporation. Available
from www.cmhc.ca
10. 10
Nations, fire inspection regimes are not uniform and vary from community to community.
Further, the guidelines adopted in the terms and conditions of funding arrangements are
not always followed and there is currently no compliance mechanism in place. This fire
protection strategy is intended to address this situation by meeting the following overall
goals:
1. Through awareness campaigns, reduce fire-related deaths, injuries, and
infrastructure damage to levels comparable to those in the rest of Canada.
2. Develop mechanisms to support the provision of fire protection services in all First
Nation communities that are effective and meet the standard enjoyed by comparable
communities in the rest of Canada.
3. By referencing/adapting existing federal and provincial guidelines, establish
mandatory standards for fire safety, fire equipment maintenance and inspections
that:
i. apply to all First Nations in Canada.
ii. are as stringent as any applied in comparable communities off-reserve; and
iii. are routinely monitored and enforced through a compliance mechanism.
4. Ensure coordinated and continued commitment to fire protection in First Nation
communities and the elimination of gaps in inspections, equipment maintenance and
fire safety measures.
IV. Challenges and Opportunities
A number of challenges and opportunities associated with obtaining the goals outlined
in this strategy have been identified through discussions with stakeholders as
summarized below.
Challenges
unenforceable standards stemming from the absence of a regulatory regime;
a deficient inspection regime with inconsistent follow-up and compliance;
multiple stakeholders with conflicting priorities and mandates and differing cultural
viewpoints and languages, making communication a challenge;
gaps and overlaps in fire protection roles and responsibilities;
a lack of transparency and accountability in relation to fire protection funding;
the need for an evaluation of First Nations fire protection infrastructure and
Operations and Maintenance (O&M) funding requirements;
uncertainty concerning the number of First Nations with fire protection strategies and
emergency response plans;
the diversity of First Nation capacity and size/location means no one model fits all;
training, retention, and recruitment of firefighters and inspectors is difficult without
remuneration and given the migration of young people seeking opportunities outside
of small communities; and
11. 11
in some cases, there is a limited awareness of risk and sense of ownership to
address the issue of fire protection within First Nation communities (both leadership
and citizens).
Opportunities
a broad-based partnership means there is a lot of expertise to draw on;
in communities with political will, it is possible to build support through education and
effect relatively quick changes;
Chief and Councils that support fire protection could serve as champions; and
firefighting, fire inspections and equipment maintenance, fire safety education and
outreach, as well as emergency services, are areas that could provide jobs for
young people on-reserve.
V. Priorities and Activities
Overview of Priorities
This strategic plan maps a course of shared priorities and actions to address the
challenges, maximize the opportunities, and meet the overall goals that have been
defined.
The initial short-term phase of the strategy focuses on a number of immediate actions
that can be taken to generate a substantial improvement in fire protection in First Nation
communities, such as exploring the role of a fire chief, enhancing fire safety education
and awareness, improving data collection, conducting a gap analysis, developing a risk
based approach, strengthening fire safety inspections and reporting, examining the
issue of insurance on-reserve, and integrating fire protecting into emergency response
planning, among other activities.
The medium-term phase builds on and continues many activities from the short-term,
while laying the ground work for future action to address the regulatory gap governing
fire protection on-reserve. Medium-term activities include conducting an analysis of fire
protection capacity using information available from the Integrated Capital Management
System, considering ways to enhance fire protection training, integrating fire protection
into community planning activities, revising the Levels of Service Standard for fire
protection services, and analyzing options and creating an action plan for closing the
regulatory gap.
The long-term phase centres on implementing actions to address the regulatory gap
governing fire protection on-reserve, as well as evaluating progress under the strategy
and planning for future action.
This strategy recognizes that regions and communities vary in their size, activities and
capacity to deliver fire protection services. Certain regions may have already
12. 12
addressed some of the priority areas outlined below, while others will be at an earlier
stage in the process. Sharing best practices and lessons learned between regions will
help to facilitate knowledge exchange and build capacity.
The following chart outlines the key priorities for 2010–2015. Priorities are classified
according to the short-term (1-2 years), medium-term (3-4 years) and long-term (5 years
and beyond).
Short-term priorities
1.1 Conduct a gap analysis by reviewing current funding mechanisms and
governance structures.
1.2 Explore the creation of a fire chief role.
1.3 Enhance fire safety education in First Nation communities.
1.4 Improve fire loss data collection and integrity to identify communities at risk.
1.5 Strengthen fire safety inspections and reporting.
1.6 Examine the issue of insurance on-reserve.
1.7 Encourage the recruitment and retention of firefighters.
1.8 Develop systems to share information and best practices among regions.
1.9 Promote innovative fire prevention technologies and initiatives.
1.10 Integrate fire protection into emergency response planning.
1.11 Promote First Nation firefighter associations for every region.
1.12 Conduct a regional review of existing fire protection regulations/standards.
Medium-term priorities
2.1 Complete an analysis of fire protection capacity.
2.2 Consider options for improving fire protection training.
2.3 Further enhance fire loss data collection and integrity.
2.4 Link fire protection to community planning.
2.5 Revise the Levels of Service Standard for fire protection services.
2.6 Develop a plan of action to address the regulatory gap governing fire
protection on-reserve.
Long-term priorities
3.1 Address the regulatory gap governing fire protection on-reserve.
3.2 Evaluate and report on effectiveness of strategy.
3.3 Assess and determine any future action.
Short-term Priorities and Accompanying Activities
In the short-term (1-2 years), improvements to data collection and integrity will be made
to provide a more accurate picture of fire losses, standards of service, current funding
mechanisms and governance structures, and communities at greatest risk. In addition,
effort will be directed at exploring a role for a community fire chief in each First Nation
community or one per cluster of communities. Opportunities for combining this role with
13. 13
the responsibilities associated with other roles such as first responder, public works
manager and/or emergency management coordinator will be explored. The community
fire chief could potentially serve as a champion of fire safety and a focal point for the
coordination and implementation of fire protection activities within the community, such
as education, inspections, and reporting.
INAC will seek opportunities for partnering with regional First Nation organizations on
pilot projects to complete some of the work identified in the short-term, such as the pilot
application of the Fire Underwriters Survey in a community/cluster of communities to
improve fire protection services and lower insurance rates. Below is a summary of key
short-term priorities and corresponding activities.
1.1 Conduct a gap analysis by reviewing current funding mechanisms and
governance structures.
Activities Lead(s)
a) Collect and analyse data on fire protection services for on-
reserve and comparable off-reserve communities.
INAC
b) Re-examine the Cost Reference Manual to ensure that it
reflects the true cost of providing fire protection (i.e. costs
associated with new infrastructure and operations and
maintenance).
INAC
c) Identify funding/resources that may be available through
leveraging other existing federal programs/initiatives.
INAC
d) Assess fire department governance structures (in both on-
reserve and comparable off-reserve communities) to determine
best practices and lessons learned.
AFAC
e) Evaluate a range of practices for increasing fire protection in
First Nation communities, including the creation of a fire chief
role (see below). Align with successful practices applied on-
reserve and in comparable off-reserve communities.
INAC
1.2 Explore the creation of a fire chief role.
Activities Lead(s)
a) Define the role of a community fire chief and explore
opportunities for linking this role to other responsibilities (e.g.
First responder/emergency response and/or public works).
INAC
b) Identify communities that demonstrate innovation in this area
and could serve as potential models for other communities.
INAC
14. 14
Activities Lead(s)
c) If it is determined through analysis that the creation of a fire
chief role in each First Nation community or one per cluster of
communities is a viable and recommended option, a plan of
action will be developed for promoting the creation of this role,
including the identification of any resource requirements and
priority communities for pilot implementation.
INAC
1.3 Enhance fire safety education in First Nation communities.
Activities Lead(s)
a) Develop fire safety education kits for First Nation communities
(drawing from existing materials where possible).
INAC
b) Develop a promotional plan for distributing fire prevention
education kits and conducting fire safety information sessions.
INAC
c) Organize fire safety information sessions for First Nation
communities.
AFAC
d) Continue supporting the National Fire Safety Poster Contest as
way of engaging children in learning about fire protection.
AFAC, INAC
e) Examine the possibility of incorporating fire protection education
and awareness into existing activities (e.g. promotion of fire
safety through Health Canada’s Injury Prevention Division).
INAC, Health
Canada
1.4 Improve fire loss data collection and integrity to identify communities at risk.
Activities Lead(s)
a) Review the structure of fire loss reports and implement
improvements to enhance data collection.
INAC
b) Monitor fire loss data through the First Nations and Inuit
Transfer Payment System and standardize process for annual
fire loss reporting.
INAC
c) Conduct an analysis of available fire loss data to determine
main causes/ types of fires reported and to identify priority
communities at greatest risk.
INAC
1.5 Strengthen fire safety inspections and reporting.
Activities Lead(s)
15. 15
Activities Lead(s)
a) Work with HRSDC (Labour Program), Public Safety Canada,
Health Canada, and others to increase the rate and improve the
coordination of fire safety inspections, address gaps, and
enhance reporting.
INAC
b) Explore options for engaging Tribal Councils or other
appropriate First Nation organizations in inspection role.
INAC
1.6 Examine the issue of insurance on-reserve.
Activities Lead(s)
a) Conduct an analysis on the issue of fire protection insurance
on-reserve (to determine which communities have asset
insurance, which regions/communities have applied the Fire
Underwriters Survey, and key factors that influence the
incidence of asset insurance in First Nation communities).
INAC
b) Promote the Fire Underwriters Survey in regions to improve fire
protection services and lower insurance rates.
INAC
c) Promote asset insurance in First Nation communities. INAC
1.7 Encourage the recruitment and retention of firefighters.
Activities Lead(s)
a) Assess best practices with respect to firefighter recruitment and
retention in First Nation communities.
AFAC
b) Promote health and safety practices for volunteer firefighters. AFAC
c) Promote firefighter retention strategies and activities (e.g.
establish recognition awards for volunteer service).
AFAC
d) Link with mentoring and internship programs to encourage
youth to consider firefighting opportunities and to discourage
acts of arson.
Regional
organizations
e) Continue supporting the National Aboriginal Firefighters
Competition.
AFAC, INAC
f) Develop partnerships with relevant fire training
programs/schools and deliver technical information/training
sessions.
Regional
organizations
1.8 Develop systems to share information and best practices among regions.
16. 16
Activities Lead(s)
a) Develop a means to share fire protection updates and best
practices among INAC regions through existing channels (e.g.
capital management meetings).
INAC
b) Populate the AFAC website with information/best practices on
fire protection, covering topics such as municipal service
agreements and collaboration with provincial fire marshals.
AFAC
1.9 Promote innovative fire prevention technologies and initiatives.
Activities Lead(s)
a) Develop pilot projects to showcase innovative fire prevention
technologies.
INAC
b) Promote the development of municipal service agreements
between on-reserve and off-reserve communities.
INAC
1.10 Integrate fire protection into emergency response planning.
Activities Lead(s)
a) Work with INAC’s Emergency and Issues Management
Directorate to incorporate fire protection into broader
emergency planning and response initiatives.
INAC
b) Train members of the fire protection service in basic emergency
management.
INAC
1.11 Promote First Nation firefighter associations for every region.
Activities Lead(s)
a) Determine best practices and develop a model for the creation
of an effective First Nation firefighter association that can be
adapted by regions.
AFAC
b) Define and promote a set of initial priorities that new First Nation
firefighter associations may adopt and adapt.
AFAC
1.12 Conduct a regional review of existing fire protection regulations/standards.
17. 17
Activities Lead(s)
a) Complete a regional review of existing fire protection policies,
standards, fire and building codes, regulations, and associated
compliance measures in on-reserve and comparable off-reserve
communities.
INAC
Medium-term Priorities and Accompanying Activities
In the medium-term (3-4 years), the activities initiated in the short term will continue,
with a particular emphasis on fire protection education. In addition, there will be an
increase in activities focusing on the review of First Nations fire protection capacity and
the Levels of Service Standard in order to determine future funding requirements. As
well, an analysis on the development of a fire protection training program will be
completed, and steps will be taken to link fire protection with broader community
planning activities. Options to address the regulatory gap governing fire protection on-
reserve will also be analyzed, and a plan of action will be developed. Medium-term
priorities and activities are defined as follows:
2.1 Complete an analysis of fire protection capacity.
Activities Lead(s)
a) Enhance the fire protection component in the Asset Condition
Reporting System/Integrated Capital Management System in
order that sufficient data is collected to conduct a detailed
analysis of First Nations fire protection capacity.
INAC
2.2 Consider options for improving fire protection training.
Activities Lead(s)
a) Conduct preliminary research and analysis on the development
a circuit rider training program for fire protection similar to the
one for water.
INAC
2.3 Further enhance fire loss data collection and integrity.
Activities Lead(s)
a) Consider ways to strengthen fire protection data available from
plans and activities reported through the Integrated Capital
Management System.
INAC
18. 18
2.4 Link fire protection to community planning.
Activities Lead(s)
a) Develop a coordinated approach within INAC to link fire
protection with broader community planning activities.
INAC
b) Identify case examples that demonstrate the benefits of
integrating fire protection into community planning.
AFAC
2.5 Revise the Levels of Service Standard for fire protection services.
Activities Lead(s)
a) Review and introduce changes to the Levels of Service
Standard.
INAC
2.6 Develop a plan of action to address the regulatory gap governing fire
protection on-reserve.
Activities Lead(s)
a) Analyze options for addressing the regulatory gap governing fire
protection on-reserve. Options may include administrative
processes, policies, standards, fire and building codes,
regulations and associated compliance measures.
INAC
b) Develop a plan of action for addressing the regulatory gap,
including the identification of any resource requirements.
INAC
Long-term Priorities and Accompanying Activities
The key to reducing fire-related losses is to address the regulatory gap governing fire
protection on-reserve. The primary long term priority involves finalizing and
implementing a plan to address the regulatory gap, based on research and analysis
conducted over the short and medium-term. Long-term activities also include
evaluating progress under the strategy and planning for future requirements. The long-
term priorities and activities are described below.
3.1 Address the regulatory gap governing fire protection on-reserve.
Activities Lead(s)
19. 19
Activities Lead(s)
a) Finalize and Implement a plan of action for addressing the
regulatory gap governing fire protection on-reserve.
INAC
3.2 Evaluate and report on effectiveness of strategy.
Activities Lead(s)
a) Conduct an evaluation of the strategy that reviews impacts of
activities and the overall effectiveness of the strategy in meeting
objectives.
INAC
3.3 Assess and determine any future action.
Activities Lead(s)
a) Review anticipated fire protection requirements and determine
future course of action.
INAC
21. 21
Short-term Medium-term Long-term
Address the
regulatory gap
Fire chief role
Education and outreach
Integration with
emergency
management
Inspections
Fire loss data integrity
Insurance
Firefighter recruitment/retention
Regional associations
Innovative
technologies/
initiatives
Best practices/website
Analysis of
fire
protection
capacity
Training
Gap analysis and
risk based approach
Revisions to Levels of Service Standard
Link with
community
planning
Review of regional
regulations/standards
Regulatory options
22. 22
VI. Governance
Resourcing
The implementation of the First Nations Fire Protection Strategy will follow a phased
approach over the short, medium and long-term. Short-term activities are anticipated to
be planned and implemented using existing programs and resources. As part of the
short-term activities, a review of current funding mechanisms will be completed and
opportunities for leveraging support from existing programs/initiatives will be identified.
In addition, a risk based approach will be applied to guide resource investments and
maximize results. Some of the medium-term and long-term activities may require
additional resources, with needs to be assessed and determined upon completion of the
short-term activities. Any resource requirements will be presented to Senior
Management for approval.
Stakeholder Working Group
Next steps include the formation of a working group consisting of representatives from
INAC, AFAC, and regional partner First Nation organizations to oversee the
development of work plans and performance indicators for the activities outlined in this
strategic plan. The working group will meet twice a year to review this plan, make any
modifications as required, and report on progress.
Reporting and Evaluation
The activities in this strategy will follow existing reporting and evaluation processes, and
will be monitored through the Capital Facilities and Maintenance Program Performance
Measurement Strategy.
Communications Plan
INAC’s Communications Branch has been engaged by the Community Infrastructure
Branch to develop a communications plan for this strategy.