FIRE OFFICER II NFPA 1021, 2014 Edition

FIRE OFFICER II NFPA 1021, 2014 Edition

JPR FOII-#1

Candidate: _________________________________ Date: _______________________ Candidate #: _____________________________________ STANDARD: 5.2.1 and 5.2.1(b)

Topic Area: Human Resource Management

NFPA 1021, 2014 Edition

TASK: The Fire Officer Level II candidate will initiate actions to maximize member performance and/or correct unacceptable performance, given human resource policies and procedures, so that member and/or unit performance improves or the issue is referred to the next level of supervision.

PERFORMANCE OUTCOME: The Fire Officer Level II candidate will act as the Fire Captain for a simulated fire station. The candidate will recommend action for a member-related Human Resources issue. The candidate will provide a written description recommending a course of action for this member, then complete a memorandum to the Firefighter(s) outlining how to increase team work and address how to counsel the member(s). The candidate will also apply Human Resource Policies and Procedures, so that member and/or unit performance improves or the issue(s) is referred to the next level of Supervision. The candidate will then write a report documenting the problem and the action taken for the Fire Department Files. CONDITIONS: This skill must be submitted to the Evaluator. EQUIPMENT REQUIRED: Situation requiring a recommended action for member-related problems; group dynamics; human resource policies and procedures; and writing/ technology instruments

REFERENCE: IFSTA Company Officer, 4th Edition. No. Task Steps Task Value First Test

Score Retest Score

The Fire Officer Level II Candidate will: Step One: Provide a description recommending a course

of action for this member Pass/Fail

1.0 Identify Human Resources policy issues that have been violated

2.0

2.0 Outline your leadership style and type of power utilized 2.0 3.0 Describe the dynamics of the individuals involved in this

incident 2.0

Step Two: Completes Memo to the Firefighter applying human resource policies and procedures for corrective action

Pass/Fail

4.0 Outlines the corrective action to be delivered 2.0 5.0 Human Resource policies and procedures are applied 2.0 6.0 Use of correct grammar, spelling usage and formatting 1.0 7.0 Use of correct sentence structure and paragraphing 1.0 9.0 Identify methods to increase team work 2.0 9.0 Identify methods to counsel member(s) 2.0 Step Three: Written report documenting the problem and

the action taken for the Fire Department Files Pass/Fail

10.0 Use of correct grammar, spelling usage and formatting 1.0 11.0 Use of correct sentence structure and paragraphing 1.0 TOTAL 18.0 Total Points Possible = 18 Total Points Needed to Pass = 13 Total Points Scored = _______ Pass Fail

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JPR FOII-#1 Proctor/Candidate Comments:

___________________ Proctor Signature

_________ Date

___________________ Candidate Signature

_________ Date

___________________ Re-Test Proctor

_________ Date

___________________ Re-Test Candidate

_________ Date

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JPR FOII - #1

Read the following Fire Station Environment: Welcome to the Marine Institute Composite Fire/Rescue Department. You will utilize this Composite Fire/Department environment throughout the remaining assignments/JPRs. As you progress through each of the assignments/JPRs, you will note that there will be more policies and procedures presented, depending on what your task requirements are. So be sure to read all components of the assignment/JPR. The Marine Institute Fire/Rescue Department consists of a building that is 100 feet long and 80 feet wide. It houses two bays that are 16 feet wide. There is a 16 feet work area between both doors. Inside are 2 pumpers and 1 support vehicle. One pumper is a 15 year old (1998) 840 Metalfab, with a 500 gallon tank, gas engine and standard transmission. The second pumper is a 2010 E-1, 1050 gallon tank, diesel engine and has automatic transmission. The support vehicle consists of a 2004 F350 Ford cube van. This department has 12 Scott SCBA’s and a total of 20 - 2216 composite Scott cylinders available for use. The 30 x 30 training room is located in the back part of the building. There is also a 22 x 50 office/utility space area. Training times for members are held on Thursday evening from 7:00 – 9:00 p.m. This training includes powerpoint presentations, guest speakers, skills demonstrations, drills, etc. Twice a year (usually May and November) a live-fire training weekend is conducted for all Firefighters. Members are required to review the equivalency checklist, established by the Department, based on the NFPA 1001 Level I and Level II Standard. This is a Composite fire/rescue department which has 29 active members, 8 are Career Firefighters and 21 are Auxiliary Firefighters (Paid-On Call) not including the Fire Chief. Here is a listing of the members: 1. Fire Chief

Gill 2. Deputy

Chief Short 3. Captain Black 4. Lieutenant

Strong 5. Training

Officer Young

6. Treasurer Porter

7. Career Firefighter Joe

8. Career Firefighter Tripp

9. Career Firefighter Kelly

10. Career Firefighter Hicks

11. Career Firefighter Main

12. Career Firefighter Locke

13. Career Firefighter Hong

14. Career Firefighter Watkins

15. Auxiliary Firefighter Strong

16. Auxiliary Firefighter Taylor

17. Auxiliary Firefighter Joe

18. Auxiliary Firefighter Perry

19. Auxiliary Firefighter George

20. Auxiliary Firefighter Noon

21. Auxiliary Firefighter Lynch

22. Auxiliary Firefighter Power

23. Auxiliary Firefighter Brown

24. Auxiliary Firefighter Doyle

25. Auxiliary Firefighter Marks

26. Auxiliary Firefighter Hawks

27. Auxiliary Firefighter Blanc

28. Auxiliary Firefighter Penny

29. Auxiliary Firefighter Chalk

30. Auxiliary Firefighter Sharon

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JPR #FOI - #1 The Fire Chief has policies and procedures put in place to ensure that the department remains in a run-ready state at all times and all members complete training on an ongoing basis. Part of the policies and procedures include that the members participate in non-emergency tasks for completion around the fire hall. These include the following tasks that must be completed on a weekly basis; outside of any designated training times, generally from 6:00 to 9:00 p.m. on Tuesday evenings:

• Apparatus checks (equipment, fluid levels)

• Tools and appliances checks

• Cleaning of all floors

• Radio checks • Small engine checks • (PPV, portable pumps,

power generators, etc.)

• Cleaning of apparatus

• Paging System

checks

• Protective clothing checks

• Prepare training room for training

• SCBA checks • Cleaning of washrooms

• All reports completed (training report forms, incident report forms, etc.)

• Nozzles checked • Medical equipment checks

• Inventory complete of the supply room

The Auxiliary members also receive a payment in the amount of $6,000.00 per year. This is broken into two pay periods - $3,000.00 on the first Thursday in June and $3,000.00 on the first Thursday in December. This honorarium pay is based on training, number of calls attended and off duty work assignments completed. The Fire Chief and the Town of Marine Institute have policies and procedures put in place to ensure that the department conducts training, fire hall and fire scene operations in a safe and effective manner. The Marine Institute Fire/Rescue Department is the responsibility of the Town of Marine Institute. It has an Employee Assistance Program in place for all persons associated with/working for the Town (which includes Fire Department Auxiliary personnel), access to counseling services, and 24 hour insurance coverage. Further to this, the Town of Marine Institute and the Fire Department have a close working relationship with the local police, especially in the area of critical incident stress debriefings when required.

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JPR FOII – #1

Scenario Provided: Auxiliary Firefighter Hawks, a 5 year veteran of the Marine Institute Fire/Rescue Department, has always been an active/outgoing member. Last month, he became a new father, which has caused him to be at least 10-15 minutes late in attending the training sessions held on Thursday evenings. Further to this, he has missed two fire calls when he was slated to be on shift. Each time, he has provided a reasonable cause for his tardiness and called in before the training began to alert the company. No official action has yet been taken. Tonight, the firefighter was late again. . Auxiliary Firefighter Sharon and Career Fighter Tripp have spoken to Hawks, unofficially, about what they have noticed. Firefighter Hawks did admit that he was finding it overwhelming to be a new father. His wife is working shift work, as a nurse, at the hospital. This has caused him to be unsuccessful in attending fire calls when on his designated shift. He did not think to call for relief, which is knows is unacceptable. Firefighter Hawks is thinking about discontinuing with the Fire Department. He feels that he is no longer able to continue on at an acceptable performance. Some of the Auxiliary Firefighters, have been complaining about Firefighter Hawks sudden lack of team work and commitment to the Department. They have stated that they “found it annoying” that Firefighter Hawks shows up in the middle of a discussion or training exercise totally unprepared and unfocused to participate. The group has now decided to put pressure on you, as one of his Captains, to initiate some type of corrective action. Below you will find just a few of the POLICIES and PROCEDURES put in place by the Marine Institute Fire/Rescue Department for its Membership.

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JPR FOII – #1

MARINE INSTITUTE FIRE/RESCUE DEPARTMENT STANDARD OPERATING GUIDELINES

Effective Date Last Revision Pages 8-26-2009 9-27-2012 1 of 1 SOG# Section Guideline 1 – 8 Human Resources Employee Assistance Program Purpose: To establish a guideline for all Marine Institute Fire/Rescue Members regarding Employee Assistance Program Scope: This Standard Operating Procedure will apply to all members of the Marine Institute Fire Rescue Department. Employee Assistance Program: Sometimes members deal with traumatic and stressful situations that could affect an individual in many ways both mentally and physically. This can be both in the emergency services delivery area and in their personal lives, such as: family loss or addition, sudden change in financial status, sudden change in career, relationship issues, etc. Any member can contact the Fire Chief or any fire officer to request the use of any form of employee assistance program they feel necessary at any time without cost or prejudice. Members are encouraged to take advantage of this free and confidential service provided for all personnel whenever they feel necessary for the physical and psychological well-being of all personnel involved. Members are also encouraged to participate in coaching/mentoring activities with other members if they are unable to attend scheduled training sessions. This will allow the member to remain up-to-date in their activities and training. Any ongoing assistance is a free and confidential service provided for all employees.

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JPR FOII – #1 This is an operational problem that has occurred and can be corrected, hopefully, through Departmental Policies and Procedures of the Marine Institute Fire/Rescue Department (Please see Standard Operating Procedures below). As the Company Officer, you now have to follow the departmental standard operating procedures to utilize in writing a recommended course of action for this member related issue. Marine Institute Fire/Rescue Department Standard Operating Procedures: GENERAL PROCEDURES & RULES - SECTION 1

• All department members are expected to act in a manner to reflect credit on himself, the department and the Town.

• All officers and members are to address and shall treat each other in a courteous and respectful manner at all times. Members are to work together in harmony.

• Altercations, profane, abusive or improper language or disorderly conduct will not be permitted at the station or fire ground, including drills.

• No officer or member shall willfully, carelessly or maliciously make a false report or gossip concerning, or to the discredit or injury of another member of the department concerning department matters of business, or act in a manner calculated to create disturbance or dissension within the department or town government. Any member so offending will be subject to dismissal.

• Members shall not interfere with each other in the performance of their assigned duties, but shall assist whenever necessary.

• Members shall carefully protect from waste or abuse all supplies, appliances and equipment furnished to the department.

• Any member using or operating Fire Department equipment has the responsibility to see that it is put back into place and cleaned and ready to use again.

• If any member is going to be unable for response for an extended period of time, they are to notify their immediate officer.

• Every driver has the responsibility to drive every piece of equipment at least once every two months.

• Continued violation of these House Rules will result in the loss of privilege to use the facilities.

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JPR FOII - #1

GENERAL OPERATIONS - SECTION 2 All firefighters, who are Auxiliary members with the Marine Institute Fire/Rescue Department, shall familiarize themselves with all Fire Hall Rules as posted and first receive permission from the Fire Chief (and or his designate). FIRE HALL RULES: 1. No loud, boisterous or profane language will be used while in or around the Marine Institute

Fire/Rescue Department. Also, no radios or TV are to be used in a loud manner. 2. All persons in the Fire Department shall keep his/her ppe, clothes, shoes, and other articles in

their locker or other designated place at all times. 3. All persons who use the Fire Department facilities shall assist in keeping the facilities neat and in

proper order. Anyone using the cooking utensils shall immediately upon completion of the use of the utensils, wash them and put them in their proper place.

4. No one other than firefighters on duty and EMS shall use the facilities of the Fire Department without first obtaining permission from the Fire Chief and/or his designate.

5. The use of other facilities shall be as follows: a) Firefighters are encouraged to use the weight room at any time that it doesn't interfere with

other activity. b) The maintenance bay may be used by the firefighters to work on their personal vehicles

provided it does not interfere with the normal activities and none of the department owned supplies or equipment is used.

c) The apparatus room lights are to remain off unless the firefighters are working on apparatus. d) Personal vehicles may be washed in front of Pumper One --normal grime--NO MUD - Parking

lot must be washed off afterwards. No washing during freezing weather. 6. The telephone in the radio room is for official business calls only. Any personal calls will be

placed or taken elsewhere. 7. All personal calls will be limited to a reasonable time. All personal calls will be placed on 777-

4200. 8. The consumption or display of any alcoholic beverages on the Fire Department premises is

strictly forbidden, unless an authorized (see section 12 of sop’s) permission is provided by the Town Council and Mayor of the Town of Marine Institute.

9. There will be absolutely no equipment loaned from any firefighting apparatus. 10. All reports, messages, and communications received at the station pertaining to department

business, whether written, by phone, or otherwise, must be documented and promptly delivered to the Chief or to the respective voice mail.

11. All telephone calls should be handled courteously and efficiently. If an emergency call, get the name, address, and problem. If it is possible, get a call back number and repeat the address and what the street turns off of, back to the caller. When in front of the station, members shall not cause or permit the parking lot to be obstructed by chairs, apparatus or any Fire Department equipment. No members shall make comments concerning anyone passing that could in any way cause offense.

12. No private vehicles are to be parked or stopped in front of the apparatus bays or in any manner as to obstruct the equipment.

13. Telephone messages will be sent to the proper voice mailbox in lieu of written correspondence. If the caller is not receptive to leaving a voice mail, the message will be taken and forwarded to the individual directly.

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JPR FOII – #1

MARINE INSTITUTE FIRE/RESCUE DEPARTMENT STANDARD OPERATING GUIDELINES

Effective Date Last Revision Pages 8-26-2020 9-30-2013 1 of 1 SOG# Section Guideline 1 – 3 Human Resources Auxiliary Firefighter Pay Schedule Purpose: To establish a guideline for all Marine Institute Fire/Rescue Auxiliary Members regarding how the Auxiliary Honorarium payment amounts will be assessed for each member. Scope: This Standard Operating Procedure will apply to all Auxiliary members of the Marine Institute Fire Rescue Department. Auxiliary Firefighter Pay Schedule:

• Training Night - $80.00 per night attended

• On-Call Duty Day - $25.00 per day, which consists of 24 hours on shift and – 72 hours off shift. If for some reason, Auxiliary member cannot perform duties during their assigned shift, he/she will be responsible for obtaining another Auxiliary or Career member to substitute for their absence.

• Training Days (7 hours) 100.00 reimbursement or equivalent to two training nights to make up for absentees

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JPR FOII – #1

AUXILIARY TRAINING STANDARD OPERATING PROCEDURE • Must attend 70% of total potential training hour per six month period. This 70% will always

be rounded up to the next full number.

• If you miss 3 consecutive training nights must attend a training make up day

• Three or more unexcused days or nights will be reason for dismissal. 1st unexcused day or night verbal warning, second unexcused day or night written warning & third unexcused day or night dismissal

• Must complete training in the following area within each of the 6 month honorarium pay periods and be signed off by the trainer before honorarium will be released:

1. Firefighter Personal Protective Equipment 2. Ropes and Knots 3. Rescue and Extrication 4. Forcible Entry 5. Ground Ladders 6. Ventilation 7. Fire Control Live Fire Training & Search and Rescue)

DEFINITIONS: Excused Day or Night – Firefighting calls Fire Hall to let Departmental members know they will not be at training day or night. This must be done at least one hour prior to the start time of the training day or night. The following are considered excused absences:

• Sickness (family/children included) • Work (full-time job) • Vacation or out of town • School meetings/functions • Family emergency or activity • Higher Education classes (other than fire/EMS related) • Approved Department training (CVTC, out of town, special classes, etc.) • Any other special circumstance approved by the Fire Chief and/or fire officers. • When an individual gives notification of an excused absence, it shall be noted on the Roll Call

Sheet next to their name so it can be recorded. If an individual does not properly notify a fire officer that they will not be attending training for any reason listed above, it shall be recorded as an UNEXCUSED absence.

NOTE: It is possible for an individual to have several excused absences and be below the minimum attendance requirements for training. Any individual who is below 70% attendance, however has excused absences for those trainings missed due to the circumstances listed above, shall be considered in compliance. The Fire Chief and/or fire officers shall determine on a case by case basis how many excused absences are acceptable. If attendance is not at an acceptable level, an employee may be placed on a leave of absence or placed on suspension until that person can improve their attendance levels.

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JPR FOII – #1

Unexcused Absences Any Auxiliary member that has 3 (three) or more consecutive unexcused absences for training shall be issued a letter of intent by the fire officers. The individual shall be required to contact the fire officers within the specific time period given to discuss intentions and options of continuing within the Department. If no response is given within the time period, individuals who are below the minimum attendance requirements may be placed on suspension pending a review by the fire officers and/or the Fire Chief for possible termination. In all cases, the information shall be forwarded to the Town Council & Fire Chief for a final decision of suspension/termination. The individual has the right to appeal their case decision to the Town Council and Fire Chief as outlined in the Town of Marine Institute’s Fire Department Policy Manual. Written Reprimand - A written statement of the problem(s) and corrective action shall be prepared and discussed with the Auxiliary member. The availability of employee assistance resources should be identified at this time. Documentation must be maintained in the Auxiliary member file of the specifics of the problem and the - upon corrective action. This documentation shall be signed and dated by both the Auxiliary member and the Department head. The Department head must state anticipated action if no improvement is seen within a specific time period and must follow up with the employee. A copy of the written statement is to be provided for Departmental Records and the Auxiliary member’s file. Verbal Warning - The problem shall be discussed with the Auxiliary member, including the expected corrective action. The Auxiliary member shall be informed the discussion is a verbal warning. The availability of the employee assistance resources offer through the Town of Marine Institute should be identified at this time. Documentation must be maintained in the Auxiliary member file of the specifics of the problem and -upon corrective action. This documentation shall be signed and dated by both the Auxiliary member and the Department head. The Department head must state anticipated action if no improvement is seen within a specific time period and must follow up with the Auxiliary member. Suspension without pay An employee may be suspended without pay of their Honorarium for a period determined by the Town Council and Fire Chief in their sole discretion. Employee assistance resource participation as a condition of continued employment may be appropriate at this time. Documentation must be maintained in the Auxiliary member file of the specifics of -upon corrective action. This documentation shall be signed and dated by both the Auxiliary member and the Department head. The Department head must state anticipated action if no improvement is seen within a specific time period and must follow up with the Auxiliary member. A summary of the problem including all pertinent facts, documentation and a return-to-work date will be established. Dismissal: This disciplinary action will be used when deemed warranted by the Fire Chief and Mayor of the Town of Marine Institute, in its sole discretion.

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JPR FOII – #1

Step One: Situation Overview and Recommended Course of Action Acting as the Captain for the Marine Institute Fire Department, you are to write a brief overview of this scenario to include a recommended course of action (based on Departmental Standard Operating Procedures) that is required for this member. Be sure to identify the type of power that you feel you will utilize, as well as the group dynamics, leadership styles and interpersonal dynamics of Auxiliary members. Situation Overview and Recommended Course of Action:

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JPR FOII – #1 Step Two: Memorandum to the Auxiliary Firefighter Using the format below, complete a memorandum to the Firefighter, outlining the course of action that you are recommending. Be sure to state the human resources policies and procedures that you have used, according to the Town of Marine Institute. This memo is to outline a recommended course of action for this member.

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Fire and Rescue 7 Tennessee Drive Marine Institute, Newfoundland and Labrador A2B 1C3

M E M O R A N D U M

To: Firefighter From: Captain Date: Reference:

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JPR FOII – #1 Step Three: Report for Fire Department Files Using the scenario provided above, as well as the information from Steps One and Two, you are to write a report for the Fire Department files, documenting the problem and the action taken for this member. Be sure to outline the human resource policies and procedures put in place by the Town of Marine Institute for Fire Department members.

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REPORT FOR FIRE DEPARTMENT FILES:

16


If you require extra space, please insert another page.

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JPR FOII-#2 Candidate: _________________________________ Date: _______________________ Candidate #: _____________________________________ STANDARD: 5.2.2, 5.2.2 (B) Topic Area: Human Resource Management NFPA 1021, 2014 Edition

TASK: The Fire Officer Level II candidate will evaluate the job performance of assigned members, given personnel records and evaluation forms, so each member’s performance is evaluated accurately and reported according to Human Resource Policies and Procedures.

PERFORMANCE OUTCOME: The Fire Officer Level II candidate will assume the role of a Company Officer in making a written report to the Fire Chief of the job performance of assigned members so each member’s performance is evaluated accurately and reported according to human resource policies and procedures. The candidate will then complete a summary sheet about member evaluations. The candidate will apply Human Resource Policies and Procedures, so that departmental policies and procedures are followed. CONDITIONS: This skill must be submitted to the Evaluator. EQUIPMENT REQUIRED: Personnel records and performance information on five (5) Employees , Evaluation forms, Human Resources Policies and Procedures and writing/ technology instruments


Score Retest Score

The Fire Officer Level II Candidate will: Step One: Complete the job performance evaluation from

for each employee. Pass/Fail

1.0 Make a written report to the Fire Chief with a summary of the job performance evaluation of each Employee

3.0

2.0 Report is written in correct format 1.0 3.0 Use of correct grammar, spelling usage and formatting 1.0 4.0 Use of correct sentence structure and paragraphing 1.0 Step Two: Complete a Summary Sheet about member

Evaluations Pass/Fail

5.0 Describe common errors used in evaluating 2.0 6.0 Explain the preferred reinforcement techniques that can be

utilized in performance evaluations. 2.0

7.0 Use of correct grammar, spelling usage and formatting 1.0 8.0 Use of correct sentence structure and paragraphing 1.0 9.0 Identify items to be considered when preparing for and

conducting the job performance evaluation in person. 2.0

TOTAL

14.0

Total Points Possible = 14 Total Points Needed to Pass = 10 Total Points Scored = _______ Pass Fail

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_________ Date


_________ Date

___________________ Re-Test Proctor

_________ Date


_________ Date

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JPR FOII-#2 Fire Department Training and Fire Department Member Information The 30 x 30 training room is located in the back part of the building. There is also a 22 x 50 office/utility space area. Training times for members are held on Thursday evening from 7:00 – 9:00 p.m. This training includes PowerPoint presentations, guest speakers, skills demonstrations, drills, etc. Twice a year (usually May and November) a live-fire training weekend is conducted for all Firefighters. Members are required to review the equivalency checklist, established by the Department, based on the NFPA 1001 Level I and Level II Standard. This is a Composite fire/rescue department which has 29 active members, 8 are Career Firefighters and 21 are Auxiliary Firefighters (Paid-On Call) not including the Fire Chief. Here is a listing of the members: 1. Fire Chief

Gill 2. Deputy


Strong 5. Training

Officer Young

6. Treasurer Porter

























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JPR FOII-#2

JOB PERFORMANCE EVALUATION: Descriptive Performance Review Form

Job Definition: Auxiliary Firefighter 1. Attach a current position description; if applicable, make note of any significant changes since last year’s performance review.

2. If performance goals were set at the last performance review, attach a copy of these goals and comment on the employee’s progress.

Performance Competencies (Depending on position, some competencies may be more relevant than others.)

Exceptional: Performance is consistently superior and significantly exceeds position requirements.

Exc

eptio

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Hig

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Effe

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Prof

icie

nt

Inco

nsis

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Uns

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fact

ory

New

/Not

App

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Highly Effective: Performance frequently exceeds position requirements.

Proficient: Performance consistently meets position requirements.

Inconsistent: Performance meets some, but not all position requirements.

Unsatisfactory: Performance consistently fails to meet minimum position requirements; employee lacks skills required or fails to utilize necessary skills.

New/Not Applicable:

Employee has not been in position long enough to have demonstrated the essential elements of the position and will be reviewed at a later agreed upon date.

1. Skill and proficiency in carrying out assignments

Brief explanation:

2. Possesses skills and knowledge to perform the job competently

Brief explanation:

3. Skill at planning, organizing and prioritizing workload (For self and direct reports, if applicable)

Brief explanation:

4. Holds self accountable for assigned responsibilities; sees tasks through to completion in a timely manner

Brief explanation:

5. Proficiency at improving work methods and procedures as a means toward greater efficiency

Brief explanation:

6. Communicates effectively with supervisor, peers, and customers

Brief explanation:

7. Ability to work independently

Brief explanation:

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Exceptional: Performance is consistently superior and significantly exceeds position requirements.

Exc

eptio

nal

Hig

hly

Effe

ctiv

e

Prof

icie

nt

Inco

nsis

tent

Uns

atis

fact

ory

New

/Not

App

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Highly Effective: Performance frequently exceeds position requirements.

Proficient: Performance consistently meets position requirements.

Inconsistent: Performance meets some, but not all position requirements.

Unsatisfactory: Performance consistently fails to meet minimum position requirements; employee lacks skills required or fails to utilize necessary skills.

New/Not Applicable:

Employee has not been in position long enough to have demonstrated the essential elements of the position and will be reviewed at a later agreed upon date.

8. Ability to work cooperatively with supervision or as part of a team

Brief explanation:

9. Willingness to take on additional responsibilities

Brief explanation:

10. Reliability (attendance, punctuality, meeting deadlines)

Brief explanation:

11. Adeptness at analyzing facts, problem solving, decision-making, and demonstrating good judgment

Brief explanation:

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Performance Summary (attach additional pages as necessary)

1. List all aspects of employee’s performance that contribute to his or her effectiveness.

2. List aspects of employee’s performance that require improvement for greater effectiveness.

3. In what way is the employee ready for increased responsibility? What additional training will he/she need to be successful?

This annual performance review will become part of your MIT personnel file. Please sign below to acknowledge that you have received this document.

Employee’s Signature: Date:

Supervisor’s Signature: Date:

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JPR FOII-#2

JOB PERFORMANCE EVALUATION for Firefighter L. Hicks

WORK PRODUCT - The quality and quantity of work produced by the employee. Exceeds Requirements:

• Managers and co-workers have commented on high levels of accuracy and work productivity. • Takes pride in work and strives to improve work performance. • All memos, reports, forms and correspondence are completed on time with no errors.

DEPENDABILITY - Being where he/she should be doing what he/she is supposed to do. Meets Requirements:

• Consistently arrives to work on time. • Makes sure work area is covered at all times. • Has had no unscheduled absences, except for documented emergencies.

COOPERATIVENESS - Working with people. Outstanding:

• Always cordial and willing to help coworkers, students, and clients. • Enthusiastic, energetic and displays positive behavior.

ADAPTABILITY - Adjusting to change. Exceeds Requirements:

• Looks for ways to streamline procedures to improve efficiency and customer service. • Sets priorities and adjusts them as needed when unexpected situations arise.

COMMUNICATION - Giving and receiving information. Outstanding:

• Always asks questions and seeks guidance when not sure of what to do. • Demonstrates excellent oral and written communication skills.

DAILY DECISION MAKING/ PROBLEM SOLVING - Thinking on the job. Needs Improvement:

• Needs to develop analytical skills necessary to weigh options and choose the best way to deal with situations.

• Spends too much time focusing on less important aspects of daily job.

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JPR FOII-#2

SERVICE TO FELLOW FIREFIGHTERS/PUBLIC: Needs Improvement:

• Gets annoyed with people who ask too many questions. • Frequently forgets to follow through on customer requests.

USE OF EQUIPMENT AND MATERIALS Meets Requirements:

• Takes good care of equipment and uses supplies efficiently. • Turns off and secures all equipment at the end of the shift.

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JPR FOII-#2

JOB PERFORMANCE EVALUATION for Firefighter C. Hong Outstanding:

• Has less than a 1% error rate on work product. • Accuracy is excellent. • Quantity of work produced is outstanding.

DEPENDABILITY - Being where he/she should be doing what he/she is supposed to do. Outstanding:

• Always at work and on time. • Never misses work without prior approval and appropriate notification. • Has had no unscheduled absences during the rating period.

COOPERATIVENESS - Working with people. Outstanding:

• Always cordial and willing to help coworkers, students, and clients. • Enthusiastic, energetic and displays positive behavior.

ADAPTABILITY - Adjusting to change. Outstanding:

• Adapted to new systems and processes well and seeks out training to enhance knowledge, skills and abilities.

• Always seems to know when to ask questions and when to seek guidance. COMMUNICATION - Giving and receiving information. Outstanding:

• Always asks questions and seeks guidance when not sure of what to do. • Demonstrates excellent oral and written communication skills.

DAILY DECISION MAKING/ PROBLEM SOLVING - Thinking on the job. Outstanding:

• Always offers ideas to solve problems based on good information and sound judgment. • Displays initiative and enthusiasm during every day work. • Conducts research or seeks counsel of experts to gather information needed in making actual

decisions.

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• JPR FOII-#2

SERVICE TO FELLOW FIREFIGHTERS/PUBLIC: Outstanding:

• Always follows through and finds the answers to any questions and reports back to the person promptly.

• Employee has received numerous letters of commendation for excellent customer service. USE OF EQUIPMENT AND MATERIALS Outstanding:

• Is able to troubleshoot and solves all work related problems quickly and efficiently. • Reports problems immediately if to the appropriate personnel.

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JPR FOII-#2

JOB PERFORMANCE EVALUATION for Firefighter A. Lock

WORK PRODUCT - The quality and quantity of work produced by the employee.

Needs Improvement: • Is not as careful in checking work product for errors as he/she could be. • Tends to miss small errors in work product. • Required paperwork is completed late or is only partially complete.

DEPENDABILITY - Being where he/she should be doing what he/she is supposed to do. Needs Improvement:

• Occasionally calls in to work without prior approval, resulting in unscheduled absences. • Occasionally arrives late to work. • Sometimes does not make sure all work is completed before leaving for the day. • Occasionally leaves work early.

COOPERATIVENESS - Working with people. Meets Requirements:

• Is usually able to answer questions. • Maintains good working relationships with coworkers.

ADAPTABILITY - Adjusting to change. Poor:

• Usually needs direct supervision, even for mundane and everyday tasks. • Is not able to think independently or to deal with unexpected occurrences.

COMMUNICATION - Giving and receiving information. Poor:

• Reports, forms, memos and correspondence are often completed late or not at all. • Uses a condescending tone when talking to others in the office.

11


JPR FOII-#2

DAILY DECISION MAKING/ PROBLEM SOLVING - Thinking on the job. Meets Requirements:

• Often offers workable solutions to problems. • Uses good judgment in solving problems and working with others. • Uses PPR ratings in making decisions related to new hires, promotions and merit increases.

SERVICE TO FELLOW FIREFIGHTERS/PUBLIC: Poor:

• Frequently rude and impolite. • Demonstrates poor customer relations skills. • Frequently carries on personal conversations in person or on the phone while clients and

customers wait. USE OF EQUIPMENT AND MATERIALS Needs Improvement:

• Doesn’t heed warning messages on equipment. • Sometimes forgets to turn equipment off at the end of the day. • Doesn’t always get equipment serviced as recommended by the manufacturer.

12


JOB PERFORMANCE EVALUATION for Firefighter C. Main


Needs Improvement:

• Is not as careful in checking work product for errors as he/she could be. • Tends to miss small errors in work product. • Required paperwork is completed late or is only partially complete.



COOPERATIVENESS - Working with people. Exceeds Requirements:

• Demonstrates “team player” behavior views individual success as imperative to group success. • Direct, straightforward, honest and polite.

ADAPTABILITY - Adjusting to change. Outstanding:

• Adapted to new systems and processes well and seeks out training to enhance knowledge, skills and abilities.

• Always seems to know when to ask questions and when to seek guidance. COMMUNICATION - Giving and receiving information. Exceeds Requirements:

• Coworkers feel comfortable coming to this employee with questions and comments. • Comes to supervisor/department head with any questions that employee does not know off-hand



13


JPR FOII-#2 SERVICE TO FELLOW FIREFIGHTERS/PUBLIC: Exceeds Requirements:

• Answers all questions promptly and accurately. • Forwards any complaints or problems to supervisor immediately.

USE OF EQUIPMENT AND MATERIALS Needs Improvement:

• Doesn’t heed warning messages on equipment. • Sometimes forgets to turn equipment off at the end of the day. • Doesn’t always get equipment serviced as recommended by the manufacturer.

14


JOB PERFORMANCE EVALUATION for Firefighter L. Watkins


Needs Improvement:

• Is not as careful in checking work product for errors as he/she could be. • Tends to miss small errors in work product. • Required paperwork is completed late or is only partially complete.



COOPERATIVENESS - Working with people. Needs Improvement:

• Displays occasional negativity when working with others. • Rarely offers to assist others in the office. • Makes negative comments that affect working relationships with others.

ADAPTABILITY - Adjusting to change. Meets Requirements:

• Usually adjusts well to changes in the work place. • Maintains good customer service relations, even under stress.

COMMUNICATION - Giving and receiving information. Meets Requirements:

• Takes messages, writes correspondence, deals with customers and coworkers with sufficient attention to detail.

• Reports are accurate and well written using proper grammar and punctuation.

15


JPR FOII-#2



SERVICE TO FELLOW FIREFIGHTERS/PUBLIC: Needs Improvement:

• Gets annoyed with people who ask too many questions. • Frequently forgets to follow through on customer requests.

USE OF EQUIPMENT AND MATERIALS Meets Requirements:

• Takes good care of equipment and uses supplies efficiently. • Turns off and secures all equipment at the end of the shift.

JPR FOII-#2

16


YOUR TASK: Step One: Utilizing the information gathered and personnel records above, you will assume the role of a Company Officer in completing a performance evaluation for each employee. Then complete a written report to the Fire Chief of the job performance of each employee. This report is to be written on the letterhead provided below.

17


Fire and Rescue

7 Tennessee Drive Marine Institute, Newfoundland and Labrador

A2B 1C3 Tel: (709) 444-4444

Date:

Subject: Employee Evaluation Report

Fire Chief Gill:

18


JPR FOII-#2

Step Two: Assuming the role of a Company Officer, complete a summary sheet about member evaluations. Be sure to cover all task steps mentioned in Step Two of the JPR. SUMMARY SHEET: (If you require further information, please attached complete a new sheet).

19


JPR FOII-#3 Candidate: _________________________________ Date: _______________________ Candidate #: _____________________________________ STANDARD: 5.2.3 and 5.2.3(B) Topic Area: Human Resource Management NFPA 1021, 2014 Edition

TASK: The Fire Officer Level II candidate will create a professional development plan for a member of the organization, given the requirements of promotion, so that the individual acquires the necessary knowledge, skills and abilities to be eligible for the examination for the position.

PERFORMANCE OUTCOME: The Fire Officer Level II candidate will create a Professional Development Plan for a member of the organization so the individual acquires the necessary knowledge, skills and abilities to be eligible for the examination for the position. The candidate will apply Promotional and Human Resource Policies and Procedures, so that policies and procedures are followed. CONDITIONS: This skill must be submitted to the Evaluator. EQUIPMENT REQUIRED: Requirements for promotion within the organization; human resource policies and procedures; and writing/ technology instruments


Score Retest Score

The Fire Officer Level II Candidate will: Creation of Professional Development Plan Pass/Fail 1.0 Outline areas in which employee requires improvement 2.0 2.0 Make recommendations for professional development

courses/seminars 2.0

3.0 Outline recommendations for job shadowing 2.0 4.0 Indicate which promotional opportunity can be provided 2.0 5.0 Plan is written clear and concise 1.0 6.0 Proper spelling, grammar and paragraphing 1.0 TOTAL 10.0 Total Points Possible = 10 Total Points Needed to Pass = 7 Total Points Scored = _______ Pass Fail

1




_________ Date


_________ Date

___________________ Re-Test Proctor

_________ Date


_________ Date

2


JPR FOII-#3 Read the following Fire Station Environment: Fire Department Training and Fire Department Member Information The 30 x 30 training room is located in the back part of the building. There is also a 22 x 50 office/utility space area. Training times for members are held on Thursday evening from 7:00 – 9:00 p.m. This training includes powerpoint presentations, guest speakers, skills demonstrations, drills, etc. Twice a year (usually May and November) a live-fire training weekend is conducted for all Firefighters. Members are required to review the equivalency checklist, established by the Department, based on the NFPA 1001 Level I and Level II Standard. This is a Composite fire/rescue department which has 29 active members, 8 are Career Firefighters and 21 are Auxiliary Firefighters (Paid-On Call) not including the Fire Chief. Here is a listing of the members: 1. Fire Chief

Gill 2. Deputy


Strong 5. Training

Officer Young

6. Treasurer Porter

























3


JPR FOII-#3

Training Schedule Postings through Fire and Emergency Services: NOTE: Fire and Emergency Services have set this schedule for the next two years. This schedule includes weekend and some extend into weekday periods. Year One and Two: April 2nd – 3rd - Hazardous Materials Awareness (NFPA 472) April 2nd – 3rd - Standard First Aid April 2nd – 3rd - Defensive Firefighting April 8th – 9th - Defensive Firefighting April 8th – 15th - Firefighter Level I (NFPA 1001) April 8th – 12th - Fire Pumper Driver/Operator (NFPA 1002) May 10th – 11th - Hazardous Materials Awareness (NFPA 472) May 10th – 14th - Hazardous Materials Operations (NFPA 472) May 10th – 17th - Firefighter Level II (NFPA 1001) July 2nd – 3rd - Hazardous Materials Awareness (NFPA 472) July 2nd – 3rd - Standard First Aid July 2nd – 3rd - Defensive Firefighting July 8th – 9th - Defensive Firefighting July 8th – 15th - Firefighter Level I (NFPA 1001) July 8th – 12th - Fire Pumper Driver/Operator (NFPA 1002) August 10th – 11th - Hazardous Materials Awareness (NFPA 472) August 10th – 14th - Hazardous Materials Operations (NFPA 472) August 10th – 17th - Firefighter Level II (NFPA 1001) September 2nd – 3rd - Hazardous Materials Awareness (NFPA 472) September 2nd – 3rd - Standard First Aid September 2nd – 3rd - Defensive Firefighting September 8th – 9th - Defensive Firefighting September 8th – 15th - Firefighter Level I (NFPA 1001) October 8th – 12th - Fire Pumper Driver/Operator (NFPA 1002) October 10th – 11th - Hazardous Materials Awareness (NFPA 472) October 10th – 14th - Hazardous Materials Operations (NFPA 472) October 10th – 17th - Firefighter Level II (NFPA 1001)

4


Other Seminars/Course: Note: Contact Office of Fire and Emergency Services to determine dates for these courses, as these are based upon demand.

• Fire Department Operations – 1 Day • Offensive Firefighting – 2 Days • Vehicle Extrication – 3 Days • Pumper Operator Hydraulics – 4 Days • Technical Rescuer – Rope Rescue – 5 Days • Powerline Hazards – 1 Day • Emergency Vehicle Management – 2 Days • Marine Firefighting – 2 Days • Aircraft Rescue and Firefighting – 5 day Basic

5


JPR FOII-#3

MARINE INSTITUTE FIRE/RESCUE DEPARTMENT

STANDARD OPERATING GUIDELINES Effective Date Last Revision Pages 9-30-20012 1-11-2012 1 of 1 SOG# Section Guideline 1 – 2 Human Resources Auxiliary Member Training Requirements Purpose: To establish a guideline for all Marine Institute Fire/Rescue Auxiliary Members regarding Training Requirements Scope: This Standard Operating Procedure will apply to all Auxiliary Members of the Marine Institute Fire Rescue Department. Auxiliary Firefighter Training Requirements: The Marine Institute Fire/Rescue Department requires all Auxiliary members to receive a required level of training within a specified timeline. Job Shadowing - To be ongoing during the first six months of being accepted into the Department. New (Rookie) Auxiliary Firefighters are to perform training and fire scene activities under the direction of a senior officer or firefighter. Standard First Aid - To be completed within the first 6 months of being accepted into the Department – Compensation will be in the amount of $500.00 for the member if achieved in the designated time period. NOTE: This is a pre-requisite before being NFPA 1001 Level I Certified. Defensive Firefighting - To be completed within the first two months of being accepted into the Department – This can also be completed on a weekend through Fire and Emergency Services or by way of the Training Officer of the Marine Institute Fire/Rescue Department during Thursday evening training sessions. This is required to be completed before new Auxiliary members receive a Pager and can respond to any fire calls. Hazardous Materials Awareness - To be completed within the first year of being accepted into the Department – Compensation will be in the amount of $1000.00 for the member if achieved in the designated time period. NOTE: This is a pre-requisite before being NFPA 1001 Level I and NFPA 472 Hazardous Materials Operations Certified. Hazardous Materials Operations - To be completed within the first year of being accepted into the Department – Compensation will be in the amount of $100.00 for the member if achieved in the designated time period. NOTE: This is a pre-requisite before being NFPA 1001 Level I Certified.

6


JPR FOII-#3

Firefighter Level I - To be completed within the first eighteen months of being accepted into the Department – Compensation will be in the amount of $1500.00 for the member if achieved in the designated time period. NOTE: This is a pre-requisite before being NFPA 1001 Level II Certified. Firefighter Level II - To be completed within the first two years of being accepted into the Department – Compensation will be in the amount of $2500.00 for the member if achieved in the designated time period. . NOTE: As part of Firefighter Level I – you must complete the Vehicle Extrication portion of the material.

7


Fire and Emergency Services Policy Manual indicating Pre-Requisites.

Fire and Emergency Services POLICY MANUAL Section 1 General Training and Certification Policies Approval Date: January 1, 2012 Sunset Date: December 31, 2016 2.9 CPR First Aid

Current standard CPR/First Aid will be required for Firefighter I, Firefighter II and Firefighter Refresher.

Section 4.1 Certification – NFPA 1001, Standard for Firefighter Professional Qualifications, 2008 Edition – Firefighter I Approval Date: January 1, 2009 Sunset Date: December 31, 2013 Purpose: To have a standard policy on certification procedures for NFPA 1001 Firefighter I.

The candidate must complete the NFPA 1001 – Firefighter I training program or equivalent.

COURSE NFPA 1001, Firefighter I Training Program or Equivalent

As per FES-NL requirements

STANDARD, ACCREDITATION AND TESTING NFPA Standard NFPA 1001, Firefighter I Edition 2008 Chapter 5 Next Edition 2013 Accredited Yes Update Due 2013 Prerequisite Certification

Certification to NFPA 472, Hazardous Materials – Operational Level Chapter 5 Core Competencies Chapter 6.2 Personal Protective Equipment Chapter 6.6 Product Control or certification prior to May 1, 2009 to NFPA 472, Hazardous Materials – Operational Level

Prerequisite Requirements

Current Standard CPR/1st Aid and Medical Consent

WRITTEN EXAM INFORMATION Questions Per Test 100 Time Allowed 90 minutes Minimum Score 70% Graded By FES-NL Staff Test Developed By IFSTA Validation Date 2009 Type of Questions Multiple Choice # of Questions in the

written test bank 572

Assisted Examination Oral exams will not be provided NEED TO CHECK Required Materials As per FES-NL Policy Manual

SKILLS EXAM INFORMATION # of Skills in Bank 43 # of Skills Tested 8 Minimum Score Candidate must pass all assigned skills Required Materials As per FES-NL Policy Manual Selected Skills Skills will be randomly selected

SPECIAL INFORMATION Reference Material IFSTA Essentials of Firefighting, 5th Edition Retest Policy As per FES-NL Policy Manual, Section 3.7.3 # of Proctors & Evaluators

A minimum of one proctor for written exam and a minimum of one evaluator for each skill station

8


Certification Flow Chart NFPA 1001, Firefighter I

Current Standard First Aid & CPR Medical Consent Form

NFPA 1001, Firefighter I Training FES 7-Day Course or Equivalent

Certification to Hazardous Materials - Operational Level Chapter 5 Core Competencies Chapter 6.2 PPE Chapter 6.6 Product Control

Apply to attend an FES-NL NFPA 1001, Firefighter I certification and testing

session and successfully pass a written and practical exam

9


Section 4.2 Certification – NFPA 1001, Standard for Firefighter Professional Qualifications, 2008 edition – Firefighter II Approval Date: January 1, 2009 Sunset Date: December 31, 2016 Purpose: To have a standard policy on certification procedures for NFPA 1001 Firefighter II.

The candidate must complete the NFPA 1001 – Firefighter II training program or equivalent.

COURSE NFPA 1001, Firefighter II Training Program or Equivalent


STANDARD, ACCREDITATION AND TESTING NFPA Standard NFPA 1001, Firefighter II Edition 2008 Chapter 6 Next Edition 2013 Accredited Yes Update Due 2013 Prerequisite Certification

Certification to NFPA 1001, Firefighter I, 2008 Edition Note: Firefighters who are not certified to 2008 Edition must be certified to either; certification to NFPA 472, Hazardous Materials – Operational Level Chapter 5 Core Competencies Chapter 6.2 Personal Protective Equipment Chapter 6.6 Product Control or certification prior to May 1, 2009 to NFPA 472, Hazardous Materials – Operational Level


Current Standard CPR/1st Aid, Medical Consent and Vehicle Extrication Course

WRITTEN EXAM INFORMATION Questions Per Test 75 Time Allowed 90 minutes Minimum Score 70% Graded By FES-NL Staff Test Developed By IFSTA Validation Date 2009 Type of Questions Multiple Choice # of Questions in the

written test bank 306

Assisted Examination Oral exams will not be provided Required Materials As per FES-NL Policy Manual

SKILLS EXAM INFORMATION # of Skills in Bank 16 # of Skills Tested 4 Minimum Score Candidate must pass all assigned skills Required Materials As per FES-NL Policy Manual Selected Skills Skills will be randomly selected

SPECIAL INFORMATION Reference Material IFSTA Essentials of Firefighting, 5th Edition Retest Policy As per FES-NL Policy Manual, Section 3.7.3 # of Proctors & Evaluators


Certification Flow Chart NFPA 1001, Firefighter II

10


Certified NFPA 1001, Firefighter I, 2008 Edition (Firefighters who are not certified to 2008 Edition must be certified to

Hazardous Materials - Operational Level) Current Standard First Aid/CPR

Medical Consent Form

NFPA 1001 - Firefighter II Training FES 5-Day Course or Equivalent

Vehicle Extrication Course

Apply to attend an FES-NL NFPA 1001, Firefighter II certification and testing session and successfully pass a written and practical

exam

11


Section 4.3 Certification – NFPA 472, Standard for Competence of Responders to Hazardous Materials/Weapons of Mass Destruction Incidents, 2008 Edition, Awareness Level Approval Date: January 1, 2009 Sunset Date: December 31, 2016 Purpose: To have a standard policy on certification procedures for NFPA 472,

Hazardous Materials/Weapons of Mass Destruction Incidents, 2008 Edition, Awareness Level. The candidate must have completed the Hazardous Materials – Awareness Level course or equivalent. COURSE Hazardous Materials – Awareness Level


STANDARD, ACCREDITATION AND TESTING NFPA Standard NFPA 472, Hazardous Materials

– Awareness Level Edition 2008

Chapter 4 Next Edition 2013 Accredited Yes Update Due 2013 Prerequisite Certification

None


Hazardous Materials – Awareness Level course

WRITTEN EXAM INFORMATION Questions Per Test 50 Time Allowed 90 minutes Minimum Score 70% Graded By FES-NL Staff Test Developed By Fire Service

Testing Validation Date 2009

Type of Questions Multiple Choice # of Questions in the written test bank

189

Assisted Examination Oral exams will not be provided Required Materials Firefighter provided with ERG current to the standard

As per FES-NL Policy Manual SKILLS EXAM INFORMATION

# of Skills in Bank Nil # of Skills Tested Nil Minimum Score N/A Required Materials N/A Selected Skills N/A

SPECIAL INFORMATION Reference Material IFSTA Hazardous Materials for First Responders, 3rd Edition Retest Policy As per FES-NL Policy Manual, Section 3.7.3 # of Proctors & Evaluators

A minimum of one proctor for written exam

12


Certification Flow Chart NFPA 472, Hazardous Materials/Weapons of Mass Destruction Incidents,

2008 Edition, Awareness Level

Hazardous Materials – Awareness Level Course or Equivalent

Apply to attend an FES-NL NFPA 472, Hazardous Materials –Awareness Level certification and testing session and successfully

pass a written exam

13


Section 4.4 Certification – NFPA 472, Hazardous Materials – Operational Level Chapter 5 Core Competencies Chapter 6.2 Personal Protective Equipment Chapter 6.6 Product Control Approval Date: January 1, 2009 Sunset Date: December 31, 2016 Purpose: To have a standard policy on certification procedures for NFPA 472,

Hazardous Materials – Operational Level Chapter 5 Core Competencies Chapter 6.2 Personal Protective Equipment Chapter 6.6 Product Control. The candidate must have completed the Hazardous Materials – Operational Level course or equivalent.

COURSE Hazardous Materials – Operational Level


STANDARD, ACCREDITATION AND TESTING NFPA Standard NFPA 472, Hazardous Materials

– Operational Level Edition 2008

Chapter 5, 6.2, 6.6 Next Edition 2013 Accredited Yes Update Due 2013 Prerequisite Certification

NFPA 472, Hazardous Materials/Weapons of Mass Destruction Incidents, 2008 Edition, Awareness Level


Hazardous Materials – Operational Level course

WRITTEN EXAM INFORMATION Questions Per Test 100 Time Allowed 90 minutes Minimum Score 70% Graded By FES-NL Staff Test Developed By Fire Service

Testing Validation Date 2009

Type of Questions Multiple Choice # of Questions in the written test bank

360

Assisted Examination Oral exams will not be provided Required Materials Firefighter provided with ERG current to the standard

As per FES-NL Policy Manual SKILLS EXAM INFORMATION

# of Skills in Bank 7 # of Skills Tested 3 Minimum Score Candidate must pass all assigned skills Required Materials As per FES-NL Policy Manual Selected Skills Skills will be randomly selected

SPECIAL INFORMATION Reference Material IFSTA Hazardous Materials for First Responders, 3rd Edition

IFSTA Essentials of Firefighting and Fire Department Operations, 5th Edition IFSTA Hazardous Materials Managing the Incident, 3rd Edition NFPA Hazardous Materials Response Handbook, 4th Edition

Retest Policy As per FES-NL Policy Manual, Section 3.7.3 # of Proctors & Evaluators


14


Certification Flow Chart NFPA 472, Hazardous Materials – Operational Level

Chapter 5 Core Competencies Chapter 6.2 Personal Protective Equipment

Chapter 6.6 Product Control

Certified NFPA 472, Hazardous Materials/Weapons of Mass Destruction Incidents, 2008 Edition, Awareness Level

NFPA 472, Hazardous Materials – Operational Level Course

or Equivalent

Apply to attend an FES-NL NFPA 472, Hazardous Materials – Operational Level certification and testing session and successfully

pass a written and practical exam

15


JPR FOII-#3

Scenario: It is now February 1st. Firefighter Sharon is a new Auxiliary Firefighter to the Marine Institute Fire/Rescue Department. Firefighter Sharon has agreed to the training terms and conditions during his interview. Firefighter Sharon is a family man with two young children. He an active hockey coach on the weekends and a full-time hospital worker. The hockey schedule runs from the first week of October and ends the first weekend of March. Firefighter Sharon’s work schedule is from Monday to Friday – 8:00 a.m. to 8:00 p.m. He does work additional overtime, which he can utilize for time in lieu. Currently, he has about 40 hours of time-in-lieu accumulated. He also has a 5 week vacation period, of which 3 weeks he participates in an annual family trip during the first three weeks of July. YOUR TASK: Using the information from the training schedule above and the SOP for Auxiliary Firefighter Training Requirements, you are to act as the Company Officer in making a written report of the job performance on the attached form for the Employee. You are to determine if Firefighter Sharon can achieve the required NFPA Level II Certification in the timeline required. If not, state why. If you are aware of any other professional development courses/seminars, please include these for consideration.

16


JPR FOII-#4 Candidate: _________________________________ Date: _______________________ Candidate #: _____________________________________ STANDARD: 5.3.1 and 5.3.1(B) Topic Area: Community and Government Relations NFPA 1021, 2014 Edition

TASK: The Fire Officer Level II candidate will explain the benefits to the organization of cooperating with allied organizations, given a specific problem or issue in the community, so that the purpose for establishing external agency relationships is clearly explained.

PERFORMANCE OUTCOME: The Fire Officer Level II candidate will create a written proposal to the Fire Chief outline benefits to the organization of cooperating with allied organizations so the purpose for establishing external agency relationships is clearly explained. The candidate will also include information on how the organization and agencies can participate in a safety, injury and/or joint fire prevention education program/initiative in the community. CONDITIONS: This skill must be submitted to the Evaluator. EQUIPMENT REQUIRED: Specific problem or issue in the community, Mission and Goals of the agency, external agencies in the community and written/technology instruments


Score Retest Score

The Fire Officer Level II Candidate will: 1.0 Create a written proposal outling the issues and common

benefits to each party involved. Pass/Fail

2.0 Identifies the Mission and Goals of the agency 2.0 3.0 Identify the types and functions of the external agency

(agencies) in the community 3.0

4.0 Describe the relationship between the organization and the external agency(agencies)

3.0

5.0 Identify how the organization and agencies can participate in a safety, injury and/or joint fire prevention education program/initiative in the community

Pass/Fail

6.0 Proposal is written in a clear and concise format 1.0 7.0 Correct usage of grammar, spelling and paragraphing 1.0 TOTAL 10.0 Total Points Possible = 10 Total Points Needed to Pass = 7 Total Points Scored = _______ Pass Fail

1




_________ Date


_________ Date

___________________ Re-Test Proctor

_________ Date


_________ Date

2


JPR FOII-#4

Fire Department Information: The Mission of the Marine Institute Fire/Rescue Department is to enhance the Town’s livability through service excellent in prevention, education and emergency response. Goals of the Marine Institute Fire/Rescue Department:

Goal # 1 – The Marine Institute Fire/Rescue Department will strive to provide a high level of quality in the delivery of emergency and non-emergency services to the population of the district.

Goal #2 - The Marine Institute Fire/Rescue Department will provide fire prevention and education services to the population of the fire district.

Goal #3 - The Marine Institute Fire/Rescue Department will provide specialized rescue services to the population of the fire district.

EMPLOYEES

Goal #1 - The Marine Institute Fire/Rescue Department is committed to provide an adequate number of professional emergency service personnel for emergencies which occur within the Town of Marine Institute.

Goal #2 - The Marine Institute Fire/Rescue Department will provide an in house training and education program encompassing the special education needs of the fire prevention, suppression, rescue and emergency medical services provided by the Marine Institute Fire/Rescue Department.

COMMUNITY IDENTITY

Goal #1 - The Marine Institute Fire/Rescue Department will identify and promote the services, attributes and quality of service provided to the communities.

FINANCIAL PLANNING

Goal #1 - The Marine Institute Fire/Rescue Department will prepare levies, budgets, and pursue alternative revenue sources for the purpose of providing sound financial sources of revenue.

Goal #2 - The Marine Institute Fire/Rescue Department will issue a Budget Statement and update the plan annually.

3


JPR FOII-#4

Goal #3 - The Marine Institute Fire/Rescue Department will follow Generally Accepted Accounting Practices (GAAP) and will provide an independent third-party audit of the finances and accounting procedures annually.

HUMAN SERVICES

Goal #1 - The Marine Institute Fire/Rescue Department will support the agencies working within the Fire District to provide human services and assist with those services when appropriate.

COMMUNICATIONS

Goal #1 - The Marine Institute Fire/Rescue Department committed to understand and support the mission, goals and objectives of the Town.

Goal #2 - The Marine Institute Fire/Rescue Department will communicate to the population of the Town of Marine Institute its mission, goals and objectives.

RELATIONSHIPS

Goal #1 - The Marine Institute Fire/Rescue Department employee will be active and involved in organizations, committees, agencies and other entities.

Goal #2 - The Marine Institute Fire/Rescue Department Fire Chief shall provide a resident feedback system and address concerns raised by the resident feedback system.

ACCREDITATION

Goal #1 - The Marine Institute Fire/Rescue Department will maintain accreditation statues by evolving the department based on the model set forth by the Town of Marine Institute and the Office of Fire and Emergency Services.

Goal #1 - The Marine Institute Fire/Rescue Department will continue to work with as peer assessors to assist other fire departments in obtaining their goal of accreditation.

4


JPR FOII-#4

The Marine Institute Fire/Rescue responds to the following types of calls:

• fire and fire alarms • medical emergencies • motor vehicle incidents • hazardous materials • water, ice, confined space, crane, and tower rescues • public service calls

Marine Institute has a reciprocal emergency response relationship with its bordering neighbors, the Towns of Widgmore and Rockton. Marine Institute provides backup services to the local Airport (YJT) – airside operations. Services are delivered from the fire hall on a twenty-four hour, seven days a week basis. The Department employs a full-time Fire Chief, 8 full-time career fire personnel, and 29 auxiliary fire personnel.

A variety of community education and fire prevention programs have been developed including:

• business inspections • home safe inspections • infant car seat checks • protecting your business • carbon monoxide safety • medical emergencies • school and community groups education visits • Fire extinguisher training

A variety of community-based public events and forums are used to promote fire safety and prevention messages. To learn about these programs, please browse other Fire-Rescue pages on this site. External Agencies within the Community of the Marine Institute Fire Rescue Department: Marine Institute Search and Rescue - Active group of 35 volunteer members who are active in the community performing search and rescue operations, as well as in Public Education Safety Initiatives. CFXY Radio – Local radio station for the Town of Marine Institute and local area (including the Towns of Widgmore and Rockton) Cable 15 – Local Television station for the Town of Marine Institute and local area (including the Towns of Widgmore and Rockton) St. John Ambulance – Active local membership of 20 volunteer members – Provide medical assistance and medical support for various recreational activities in the community, as well as training opportunities for individuals in the area of First Aid. St. John Ambulance is actively involved in Public Education Safety Initiatives.

5


JPR FOII-#4

Red Cross – Active local membership of 20 volunteer members – Provide medical assistance and medical support for various recreational activities in the community, as well as training opportunities for individuals in the area of First Aid. The Red Cross is actively involved in Public Education Safety Initiatives. RCMP - Town of Marine Institute detachment has approximately 12 employees. Russell’s Ambulance Service – Loc al Ambulance Service with 16 employees – Provide Ambulance service for the Town of Marine Institute and local area (including the Towns of Widgmore and Rockton) Public Health - Branch of the Provincial Government with an office in Marine Institute - Approximately 20 full-time employees - Primarily responsible for health protection of the population of Newfoundland and Labrador through the prevention and control of communicable disease. This involves surveillance and reporting of disease, disease control programs including immunization, infection prevention and control and disease control recommendations. However, they are also actively involved in Public Education Safety Initiatives.

Canadian Coast Guard - Branch of the Federal Government with an office building in Marine Institute - Approximately 16 full-time employees - Provide vessels to carry out important marine and water work; provides security and enforcement within Canada; provide assistance for the RCMP with search and rescue operations;

Scenario Provided: The Town of Marine Institute consists of many younger families. The local Elementary School has approximately 300 children in attendance (Ages 6 through to 12). The river runs near this school. It is now the month of February. Many Firefighters, as well as individuals in the community, have noticed that during lunch hour many of the elementary school children have been playing around the river and on the ice. With the current temperatures being above the seasonal average, the ice is very unstable. You have heard through the community that teachers at the school have heard reports of some students who have almost fallen through the ice. The teachers have expressed concern over this issue. YOUR TASK: Assuming the role of a Fire Captain, create a written proposal to the Fire Chief outlining how to engage the fire department and local agencies in the community to determine how to prevent any accidents/incidents results from kids playing around the open water and thin ice. Be sure to incorporate information on the benefits of the organizational working together; as well as identify ways the department and agencies can participate in a safety, injury and/or joint fire prevention education program/initiative in the community.

6


JPR FOII-#4

Fire and Rescue


A2B 1C3 Tel: (709) 444-4444

Date:

Subject: Fire Department and Community Joint Safety Initiative Proposal

Fire Chief Gill:

7


JPR FOII-#5 Candidate: _________________________________ Date: _______________________ Candidate #: _____________________________________ STANDARD: 5.4.1 and 5.4.1 (B); 5.4.5 and 5.4.5 (B); and 5.4.6 and 5.4.6 (B) Topic Area: Administration NFPA 1021, 2014 Edition

TASK: The Fire Officer Level II candidate will prepare a concise report for transmittal to a supervisor, given fire department records and a specific request for details such as trends, variances or other related topics. The Fire Officer Level II candidate will develop a policy or procedure, given an assignment, so that the recommended policy or procedure identifies the problem and proses a solution. The Fire Officer Level II candidate will develop a plan to accomplish change in the organization, given an agency’s change of policy or procedures, so that effective change is implemented in a positive manner.

PERFORMANCE OUTCOME: The Fire Officer Level II candidate will assume the role as a Captain to prepare a concise report to the Fire Chief outlining a plan to accomplish change in the organization so that effective change is implemented in a positive manner. The candidate will also develop a policy or procedure, so that the recommended policy or procedure identifies the problem and proses a solution. Also, the candidate will identify, in a memorandum to the Fire Chief, how this policy or procedure will be implemented. CONDITIONS: This skill must be submitted to the Evaluator. EQUIPMENT REQUIRED: Fire Department records; specific requests for details such as trends, variances or other related topics; an agency’s change of policy or procedures; an assignment; and writing/ technology instruments REFERENCE: IFSTA Company Officer, 4th Edition. No. Task Steps Task

Value First Test

Score

Retest Score

The Fire Officer Level II Candidate will: Step One: Prepare a concise report to the Fire chief Pass/Fail 1.0 Outline request for details such as trends, variances

or other related topics 2.0

2.0 Identify a proposed problem 2.0 3.0 Follow proper report format 1.0 4.0 Ensure correct spelling, punctuation, grammar and

paragraphing 1.0

1


JPR FOII-#5

Step Two: Develop a Policy or Procedure Pass/Fail

5.0 Policy or procedure is clear and concise 2.0

6.0 Identify how this policy or procedure will be implemented using a memo to the Fire Chief

Pass/Fail

Step Three: Develop a plan to accomplish change in the organization

Pass/Fail

7.0 Identify how to incorporate change in a positive manner

2.0

8.0 Identify a solution and provide an alternative solution to suggested change

2.0

9.0 Outline the cost and benefits of the proposed change 2.0 TOTAL 14.0 Total Points Possible = 14 Total Points Needed to Pass = 10 Total Points Scored = _______ Pass Fail Proctor/Candidate Comments:


_________ Date


_________ Date

___________________ Re-Test Proctor

_________ Date


_________ Date

2


JPR FOII-#5 Fire Department Information: The Town of Marine Institute is an industrial based community. Within the Town, there is one large paper mill and a large industrial fabrication plant. Both of these industries employ at least 90 percent of the community’s volunteer firefighters. Trends are showing that at least 50 percent of the department members have been consecutively missing emergency calls. It appears that the noisy work atmosphere has created a communications problem where pagers are not heard. One of the causes for lack of attendance to fire calls can be identified in several variances. These include:

• Aging, ineffective paging system • New machinery in both plants appear to be nosier than previous equipment • Occupational Health and Safety Standard now requires all plant workers to

wear hearing protection • Electronic computerized equipment in both facilities seems to be blocking

current paging system

3


JPR FOII-#5 Step One: Based on the information provided above, you will assume the role of a Fire Captain for the Marine Institute Fire/Rescue Department to prepare a concise report to the Fire Chief. This report is to outline any specific trends, variances or other related topics within the organization. You are to make reference to the fact that you will be developing a plan to accomplish change within the organization. This report must also include your assessment and evaluation of why there is a drop in attendance to fire calls.

4


JPR FOII-#5

Step Two: Now that you have identified a change you would like to make within the Marine Institute Fire/Rescue Department, as the Captain, you are to develop a policy or procedure to incorporate this change. Once you have this policy or procedure developed, complete the Memorandum to the Fire Chief outlining how this new policy or procedure will be implemented. Be sure to attach a copy of the policy or procedure that you have developed.

5


JPR FOII-#5

MARINE INSTITUTE VOLUNTEER FIRE/RESCUE DEPARTMENT STANDARD OPERATING GUIDELINES

Effective Date Last Revision Pages SOG# Section Guideline Purpose: Scope: Title of the Standard Operating Guideline:

6


JPR FOII-#5

Fire and Rescue 7 Tennessee Drive Marine Institute, Newfoundland and Labrador A2B 1C3

M E M O R A N D U M

To: Fire Chief From: Captain Date: Reference:

7


JPR FOII-#4

Step Three: Now that you have your Report completed for the Fire Chief, you are to develop a plan to accomplish the change within the organization. Be sure to state how you will incorporate change in a positive manner and provide an alternative solution to your suggested plan. Development of proposed plan to accomplish change within the organization:

8


(If you require any further information, please insert a page)

9


JPR FOII-#6 Candidate: _________________________________ Date: _______________________ Candidate #: _____________________________________ STANDARD: 5.4.2 and 5.4.2(B); and 5.4.3 and 5.4.3(B)

Topic Area: Administration

NFPA 1021, 2014 Edition

TASK: The Fire Officer Level II candidate will develop a project or divisional budget, given schedules and guidelines concerning its preparation, so that Capital, Operating and Personnel costs are determined and justified.

The Fire Officer level II Candidate will describe the process of purchasing, including soliciting and awarding bids, given established specifications, in order to ensure competitive bidding.

PERFORMANCE OUTCOME: The Fire Officer Level II candidate will develop a project or divisional budget so that Capital, Operating and Personnel costs are determined and justified. The candidate will also describe the process of purchasing, including soliciting and awarding bids in order to ensure competitive bidding. CONDITIONS: This skill must be submitted to the Evaluator. EQUIPMENT REQUIRED: Schedules and guidelines concerning budget preparation; information regarding supplies and equipment necessary for ongoing or new projects; information regarding repairs to existing facilities, new equipment, apparatus maintenance and personnel costs; budgeting system information; established big specifications; and writing/ technology instruments REFERENCE: IFSTA Company Officer, 4th Edition. No. Task Steps Task Value First Test

Score Retest Score

The Fire Officer Level II candidate will: Step One: Develop a divisional budget Pass/Fail 1.0 Identify item(s) to be purchased 1.0 2.0 Allocate and account for all Capital, Operating and

Personnel Costs where required 2.0

3.0 Justify the budget - Example: cost versus benefit 2.0 Step Two: Describe the process of purchasing to ensure

competitive bidding Pass/Fail

4.0 Describe the process for soliciting bids according to organizational policies

2.0

5.0 Describe the roles of the departments in the organization in awarding a bid/contract

1.0

6.0 Outline how to ensure competitive bidding 1.0 7.0 Correct use of spelling, grammar and paragraphing 1.0 TOTAL 10.0 Total Points Possible = 10 Total Points Needed to Pass = 7 Total Points Scored = _______ Pass Fail

1




_________ Date


_________ Date

___________________ Re-Test Proctor

_________ Date


_________ Date

2


JPR FOII-#6 Step One: Information for this JPR: Your department owns and operates a training center that trains all the members for your department. It has a large building with 2 classrooms and a garage area. It also has a ladder tower, smoke house and various training props. Below you will see the actual cost to run the center for the previous year. Looking ahead to next year the department will be adding high angle rescue and Ice/Swift/Open Water Rescue to the services they will be providing to the citizens. The cost of the equipment is listed below. With this equipment there is a need for training. The costs for two (2) training options are also listed below. Your Task: Develop a Divisional Budget For this JPR You, as the Chief Officer, must develop a budget for the operation of the training center for next year. Include one (1) of the training options in your budget and justify your decision. In your budget you must identify Capital, Operating and Personnel costs. Actual cost for previous year: Electricity $5000 Insurance $2000 Maintenance $2500 Wages $50,000 Supplies $10,000 Phone / internet $2500 Purchase new Air Compressor $20,000 Rescue Equipment:

• High Angle Rescue $20,000.00 • Ice/Swift/Open Water Rescue Equipment) $12,000.00

Training option #1 Send four members away for a train the trainer course $12,000 These four would then return and train our own members. This would be an extra cost in wages for next year only for new training. $10,000 After next year this training could be incorporated into regular training. Budget Information for the Fire Rescue Department of the Town of Marine Institute:

3


JPR FOII-#6 Training option #2 Bring in Certified trainers to train and certify all members. $8000 This would require return visits for annual refresher training $4000 per year. Step Two: Your department is preparing to purchase the new rescue equipment identified above. Your Task: In an essay describe the process of purchasing this equipment, including soliciting and awarding bids, given established specifications, in order to ensure competitive bidding. Be sure to cover the task steps identified in Step Two of the JPR.

4


JPR FOII-#6 Report: By May 15th, provide a Report to the Council of Marine Institute with the results from the maintenance reports regarding Heavy Rescue Equipment (which must meet the requirements of NFPA latest standards).

Fire and Rescue


A2B 1C3 Tel: (709) 444-4444

Date:

Subject: Heavy Rescue Vehicle

Town Council of Marine Institute:

5


JPR FOII-#7 Candidate: _________________________________ Date: _______________________ Candidate #: _____________________________________ STANDARD: 5.2.2 (B), 5.2.3 (B), 5.3.1 (B), 5.4.2 (B), 5.4.3 (B), 5.4.4, 5.4.4(B), 5.4.6 (B), 5.5.1 (B), 5.6.1 (B), 5.6.2 (B) Topic Area: Administration NFPA 1021, 2014 Edition

TASK: The Fire Officer Level II candidate will prepare a news release, given an event or topic, so that the information is accurate and formatted correctly.

PERFORMANCE OUTCOME: The Fire Officer level II Candidate will prepare a news release so the information is accurate and formatted correctly. The candidate will present this news release to a chosen audience. CONDITIONS: This skill must be submitted and presented to the Evaluator and an audience. EQUIPMENT REQUIRED: Event or topic, audience and writing/technology instruments


Score Retest Score

The Fire Officer Level II Candidate will: Step One: Develop a news release Pass/Fail 1.0 Use proper news release format 1.0 2.0 Follow proper departmental policies and procedures 1.0 3.0 Communicate effective in writing 1.0 4.0 Produce a clear and effective message 1.0 5.0 Correct use of spelling, grammar and paragraphing 1.0 Step Two: Presentation of a news release Pass/Fail 6.0 Effective use of oral communications 1.0 7.0 Mannerisms 1.0 8.0 Good vocal delivery (dialect, etc.) 1.0 9.0 Professional appearance 1.0 10.0 Message clearly communicate to the audience via

feedback 1.0

TOTAL 10.0 Total Points Possible = 10 Total Points Needed to Pass = 7 Total Points Scored = _______ Pass Fail

1




_________ Date


_________ Date

___________________ Re-Test Proctor

_________ Date


_________ Date

2


JPR FOII-#7 Your Task: Step One: As the Fire Officer (Captain) for the Town of Marine Institute you can select one of the following topics to prepare a Media/News Release for the General Public:

• Announcement of a new fire department vehicle

• Announcement of new fire hall

• Upcoming major training event such as ice rescue or national vehicle extrication training symposium E.g. Buster Canada coming to host an event

When developing the Press Release, consider the time limit for presenting this (Step Two) is 5 minutes. Step Two: Once you have this created the news release, it is then your responsibility to present it to the General Public of the Town of Marine Institute. (For On-Line Students – you will utilize Elluminate Live to present this information to the Proctor and your classmates). Participants are given 5 minutes to present the Press Release. Be sure to pay particular attention to your use of oral communications, mannerisms, your appearance and your vocal delivery. Be sure to view the grading sheet for further information of the expectations of the proctor.

3


JPR FOII-#7 GRADING SHEET:

Using the prepared Media/Press Release, developed in assignment/JPR 7, you will present this information to the Proctor and your Classmates (they represent the general public of the Town of Marine Institute). This presentation will either occur in the classroom or through Elluminate Live for on-line students (Elluminate Live is found under the Communications Tab – Online Room). Here are some items to consider when conducting this presentation. In order to pass this component of the JPR, the proctor will utilize as a checklist for evaluation Natural / Conversational Style of Voice

Physical Delivery • eye contact • gestures • posture • appearance

Vocal Delivery • audible level/clear • pronunciation/grammar • enthusiasm/expressive

Student Management • effective use of tools and features for

student participation • adjusted for difference in learning styles

Content Items • clear and Concise information

Introduction • attention getter • goal/overview • objectives

Body

• organization • development

Conclusion • end signal • summary of main points • preview for next lesson

Time • used time appropriately • allotted time for questions at the end

4


JPR FOII-#7 PROCTOR CHECKLIST FOR EVALUATING PRESENTATION: All items must be completed in order to achieve a Pass. Natural / Conversational Style of Voice

Physical Delivery • eye contact • gestures • posture • appearance

Vocal Delivery • audible level/clear • pronunciation/grammar • enthusiasm/expressive

Student Management • effective use of tools and features for

student participation • adjusted for difference in learning styles

Content Items • clear and Concise information

Introduction • attention getter • goal/overview • objectives

Body

• organization • development

Conclusion • end signal • summary of main points • preview for next lesson

Time • used time appropriately • allotted time for questions at the end

5


JPR #FOII-8 Candidate: _________________________________ Date: _______________________ Candidate #: _____________________________________ STANDARD: 5.5.1 and 5.5.1(B) Topic Area: Inspection and Investigation NFPA 1021, 2014 Edition

TASK: The Fire Officer Level II candidate will determine the point of origin and preliminary cause of a fire, given a fire scene, photographs, diagrams, pertinent data, and/or sketches, to determine if arson is suspected.

PERFORMANCE OUTCOME: The Fire Officer Level II candidate will utilize a fire scene, photographs, diagrams, pertinent data and/or sketches to determine if arson is suspected. This information will be provided in a written report. CONDITIONS: This skill must be submitted to the Evaluator. EQUIPMENT REQUIRED: Fire scene, photographs, diagrams, pertinent data, and/or sketches; and writing/ technology instruments


Score Retest Score

The Fire Officer Level II candidate will: 1.0 Determine possible cause of the fire 3.0 2.0 Determine point(s) of origin 3.0 3.0 Outline fire growth and development 2.0 4.0 Describe the investigation process/procedures as per

your authority having jurisdiction 2.0

5.0 Report is clearly written, using correct spelling, grammar and paragraphing

2.0

TOTAL 12.0 Total Points Possible = 12 Total Points Needed to Pass = 9 Total Points Scored = _______ Pass Fail

1




_________ Date


_________ Date

___________________ Re-Test Proctor

_________ Date


_________ Date

2


JPR FOII-#8 After reading the following Background Information, review the Floor Plan and photographs that follow prior to completing the required tasks for this assignment. On May 24th at 3:00 pm, the Marine Institute Fire Rescue Department responded to a residential structure fire at 8 Hampton Avenue. Upon arrival, flame is seen coming from the CB Corner of the residence (Bedroom #1). Acting as a Company Officer, you direct an attack crew through the door in Side D to attack the fire. Once the fire has been extinguished and overhaul completed, Firefighter Watkins advises you of some strange fire patterns in other parts of the house. As well, Firefighter Taylor reports that a small smoldering fire had to be extinguished in the basement. Now review all of the following information provided to complete for tasks effectively for this JPR.

3


FLOOR PLAN: 8 HAMPTON AVENUE, TOWN OF MARINE INSTITUTE, NL

4


5


PHOTOGRAPHS: 8 HAMPTON AVENUE, TOWN OF MARINE INSTITUTE, NL PHOTOGRAPH #1

SIDE A OF THE STRUCTURE

6


PHOTOGRAPH 2

SIDE B OF THE STRUCTURE

7


PHOTOGRAPH #3

SIDE C OF THE STRUCTURE

8


PHOTOGRAPH #4

SIDE D OF THE STRUCTURE

9


PHOTOGRAPH #5

SIDE BC CORNER OF THE STRUCTURE – Bedroom # 1

10


PHOTOGRAPH #6

INTERIOR PHOTOGRAPH – Bedroom 1 Area

11


PHOTOGRAPH #7

INTERIOR PHOTOGRAPH – Bedroom 2 Area

12


PHOTOGRAPH #8

INTERIOR PHOTOGRAPH –

13


PHOTOGRAPH #9

INTERIOR PHOTOGRAPH –

14


PHOTOGRAPH #10

INTERIOR PHOTOGRAPH – Basement Area

15


TASKS REQUIRED for JPR #8 Please review the information above, as well as the corresponding photographs. From this information, complete the following tasks: Task Number One: Provide a description of the possible cause for this fire

16


Task Number Two: Determine the point(s) of origin for this residential structure fire:

17


Task Number Three: Outline the fire growth and development

18


Task Number Four: Describe the investigation process/procedures as per your authority having jurisdiction

19


Task Number Four: Use the following Letterhead to complete a clearly written report to the Fire Chief, which outlines your findings.

Fire and Rescue


A2B 1C3 Tel: (709) 444-4444

Date:

Subject: Employee Evaluation Report

Fire Chief Gill:

20


JPR FOII-#9 Candidate: _________________________________ Date: _______________________ Candidate #: _____________________________________ STANDARD: 5.6.1 and 5.6.1(B); and 5.6.2 and 5.6.2(B) Topic Area: Emergency Service Delivery NFPA 1021, 2014 Edition

TASK: The Fire Officer Level II candidate will produce operational plans, given an emergency incident requiring multi-unit operations, the current edition of NFPA 1600 and AHJ-approved safety procedures, so that required resources and their assignments are obtained and plans are carried out incompliance with NFPA 1600 and approved safety procedures resulting in the mitigation of the incident. The Fire Officer Level II candidate will develop and conduct a post-incident analysis, given multi-unit incident and post-incident analysis policies, procedures and forms, so that all required critical elements are identified and communicated and the approved forms are complete and processed.

PERFORMANCE OUTCOME: The Fire Officer Level II candidate will produce operational plans so that required resources and their assignments are obtained and plans are carried out incompliance with NFPA 1600 and approved safety procedures resulting in the mitigation of the incident. The candidate will further develop and conduct a post-incident analysis, given multi-unit incident and post-incident analysis policies, procedures and forms, so that all required critical elements are identified and communicated and the approved forms are complete and processed CONDITIONS: This skill must be submitted to the Evaluator. EQUIPMENT REQUIRED: An emergency incident requiring multi-unit operations; the current edition of NFPA 1600; AHJ-approved safety procedures; a multi-unit incident; post-incident analysis policies, procedures and forms; and writing/ technology instruments REFERENCE: IFSTA Company Officer, 4th Edition. No. Task Steps Task Value First Test

Score Retest Score

The Fire Officer Level II Candidate will: Step One: Produce operational plans Pass/Fail 1.0 Operational plan mitigates the multi-unit emergency 1.0 2.0 Allocate, supervise and account for human and

equipment resources 1.0

3.0 Implement necessary safety precautions and personal accountability

1.0

4.0 Incorporates NFPA 1600 1.0 Step Two: Conduct this post-incident analysis Pass/Fail 5.0 Utilize policies, procedures and guidelines of Authority

Having Jurisdiction 1.0

6.0 Identify critical elements of post-incident analysis 1.0 7.0 Identify the information required to complete a post-

incident analysis 1.0

8.0 Complete the attached Post-Incident Analysis Form 1.0 TOTAL 8.0

1


JPR FOII-#9

Total Points Possible = 8 Total Points Needed to Pass = 7 Total Points Scored = _______ Pass Fail

Proctor/Candidate Comments:


_________ Date


_________ Date

___________________ Re-Test Proctor

_________ Date


_________ Date

2


JPR FOII-#9 Read the following Scenario: The Town of Marine Institute has a large shopping centre. This centre houses a major grocery store, major clothing store and two of three town’s major financial institutions and the only three restaurants. It is attached/connected to the only hotel in the Town. At 12:30 a.m., the department received an alarm at 12:30 a.m. The first arriving officer reports that a large grocery store is burning out of control. Due to the older type of construction and high winds (80 km/hr), fire rapidly spreads into the shopping plaza. It is important to note that Weather conditions includes skies were mostly cloudy, and the humidity was 57 percent. This quickly casts the municipality’s two pumpers, volunteer fire staff and career staff (general alarm) into the town of Marine Institute has no aerial device. There is an additional three pumpers and an aerial device within a two hour response time of the fire location in the nearby Towns of Widgmore and Rockton. The Marine Institute equipment includes: 2 pumpers and 1 support vehicle. One pumper is a 15 year old (1998) 840 Metalfab, with a 500 gallon tank, gas engine and standard transmission. The second pumper is a 2010 E-1, 1050 gallon tank, diesel engine and has automatic transmission. The support vehicle consists of a 2004 F350 Ford cube van. This department has 12 Scott SCBA’s and a total of 20 - 2216 composite Scott cylinders available for use. Upon receipt of the general alarm, six career staff arrives from the Town of Marine Institute and 18 members from the auxiliary list. The Town of Widgmore has 2 captains, along with 15 volunteers, while the town of Rockton arrives with 1 Captain and 10 volunteers. Between the Departments of Widgmore and Rockton, there is an additional 10 SCBA sets available. Upon arrival at the scene, the first arriving officer notes the flames and smoke conditions to be the following: Heavy black violent smoke and flames starting to emerge from the roof of Dominion. The CIBC, Burger King and the Common Hallway are heavily charged with black smoke. All other business have light smoke and the hotel is not effected at this point. See Plot Plan Below: Note that Rose Crescent and Simmons Lane have 8 inch water mains, while Main Street has a 12 inch water main. Also, Rose Crescent, Simmons Lane and Main Street all have hydrants with 90 PSI Static Pressure.

3


PLOT PLAN for this Scenario:

MAJOR GROCERY STORE FOR TOWN OF MARINE INSTITUTE (DOMINION)

R

O

S

E

C

R

E

S

C

E

N

T

S

I

M

M

O

N

S

L

A

N

E

M A I N S T R E E T

Burger King CIBC

Tim Hortons Charm Diamond Centre

Scotiabank McDonalds H A L L W A Y

Major Clothing Store for Town of Marine Institute (Walmart)

C O N N E C T I O N

HOTEL (Days Inn)

4


NFPA 1600 Information includes: 1.1* Scope. This standard shall establish a common set of criteria for all hazards disaster/emergency management and business continuity programs, hereinafter referred to as “the program.” A.1.1 The emergency management and business continuity community comprises many different entities, including the government at distinct levels (e.g., federal, state/provincial, territorial, tribal, indigenous, and local levels); business and industry; nongovernmental organizations; and individual citizens. Each of these entities has its own focus, unique missions and responsibilities, varied resources and capabilities, and operating principles and procedures. The National Commission on Terrorist Attacks Upon the United States (the 9/11 Commission), recognized NFPA 1600 as our National Preparedness Standard. Widely used by public, not-for-profit, nongovernmental, and private entities on a local, regional, national, international and global basis, NFPA 1600 has been adopted by the U.S. Department of Homeland Security as a voluntary consensus standard for emergency preparedness NFPA 1600 Standard on Disaster/Emergency Management and Business Continuity Programs 2013 Edition IMPORTANT NOTE: This NFPA document is made available for use subject to important notices and legal disclaimers. These notices and disclaimers appear in all publications containing this document and may be found under the heading “Important Notices and Disclaimers Concerning NFPA Documents.” They can also be obtained on request from NFPA or viewed at www.nfpa.org/disclaimers. NOTICE: An asterisk (*) following the number or letter designating a paragraph indicates that explanatory material on the paragraph can be found in Annex A. Changes other than editorial are indicated by a vertical rule beside the paragraph, table, or figure in which the change occurred. These rules are included as an aid to the user in identifying changes from the previous edition. Where one or more complete paragraphs have been deleted, the deletion is indicated by a bullet (•) between the paragraphs that remain. Information on referenced publications can be found in Chapter 2 and Annex J. Chapter 1 Administration 1.1* Scope. This standard shall establish a common set of criteria or all hazards disaster/emergency management and business continuity programs, hereinafter referred to as “the program.” 1.2* Purpose. This standard provides the fundamental criteria to develop, implement, assess, and maintain the program for prevention, mitigation, preparedness, response, continuity, and recovery. 1.3* Application. This document shall apply to public, not-forprofit, and nongovernmental organizations (NGOs) and to private entities. Chapter 2 Referenced Publications 2.1 General. The documents or portions thereof listed in this chapter are referenced within this standard and shall be considered part of the requirements of this document. 2.2 NFPA Publications. (Reserved) 2.3 Other Publications.

5


Merriam-Webster’s Collegiate Dictionary, 11th edition, Merriam-Webster, Inc., Springfield, MA, 2003. 2.4 References for Extracts in Mandatory Sections. (Reserved) Chapter 3 Definitions 3.1 General. The definitions contained in this chapter shall apply to the terms used in this standard. Where terms are not defined in this chapter or within another chapter, they shall be defined using their ordinarily accepted meanings within the context in which they are used. Merriam-Webster’s Collegiate Dictionary, 11th edition, shall be the source for the ordinarily accepted meaning. 3.2 NFPA Official Definitions. 3.2.1* Approved. Acceptable to the authority having jurisdiction. 3.2.2* Authority Having Jurisdiction (AHJ). An organization, office, or individual responsible for enforcing the requirements of a code or standard, or for approving equipment, materials, an installation, or a procedure. 3.2.3 Shall. Indicates a mandatory requirement. 3.2.4 Should. Indicates a recommendation or that which is advised but not required. 3.2.5 Standard. A document, the main text of which contains only mandatory provisions using the word “shall” to indicate requirements and which is in a form generally suitable for mandatory reference by another standard or code or for adoption into law. Nonmandatory provisions are not to be considered a part of the requirements of a standard and shall be located in an appendix, annex, footnote, informational note, or other means as permitted in the Manual of Style for NFPA Technical Committee Documents. 3.3 General Definitions. 3.3.1 All-Hazards. An approach for prevention, mitigation, preparedness, response, continuity, and recovery that addresses a full range of threats and hazards, including natural, human-caused, and technology-caused. 3.3.2* Business Continuity. An ongoing process to ensure that the necessary steps are taken to identify the impacts of potential losses and maintain viable recovery strategies, recovery plans, and continuity of services. 3.3.3 Business Impact Analysis. A management level analysis that identifies, quantifies, and qualifies the impacts resulting from interruptions or disruptions of an entity’s resources. The analysis may identify time-critical functions, recovery priorities, dependencies, and interdependencies so that recovery time objectives can be established and approved. 3.3.4 Capability. The ability to perform required actions. 3.3.5 Competence. Demonstrated ability to apply knowledge and skills to achieve intended results. 3.3.6 Continual Improvement. Recurring process of enhancing the management program in order to achieve improvements in overall performance consistent with the entity’s policy, goals, and objectives. 3.3.7* Continuity. A term that includes business continuity, continuity of operations (COOP), operational continuity, succession planning, continuity of government (COG), which support the resilience of the entity. 3.3.8 Crisis Management. The ability of an entity to manage incidents that have the potential to cause significant security, financial, or reputational impacts.

6


3.3.9 Damage Assessment. An appraisal or determination of the effects of the incident on humans; on physical, operational, economic characteristics; and on the environment. 3.3.10 Disaster/Emergency Management. An ongoing process to prevent, mitigate, prepare for, respond to, maintain continuity during, and to recover from, an incident that threatens life, property, operations, or the environment. 3.3.11 Entity. A governmental agency or jurisdiction, private or public company, partnership, nonprofit organization, or other organization that has emergency management and continuity of operations responsibilities. 3.3.12* Exercise. A process to assess, train, practice, and improve performance in an organization. 3.3.13 Incident. An event that has the potential to cause interruption, disruption, loss, emergency, crisis, disaster, or catastrophe. 3.3.14 Incident Action Plan. A verbal plan, written plan, or combination of both that is updated throughout the incident and reflects the overall incident strategy, tactics, risk management, and member safety requirements developed by the incident commander.

7


3.3.15* Incident Management System (IMS). The combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure and designed to aid in the management of resources during incidents. 3.3.16 Interoperability. The ability of diverse personnel, systems, and organizations to work together seamlessly. 3.3.17 Mitigation. Activities taken to reduce the impact from hazards. 3.3.18* Mutual Aid/Assistance Agreement. A prearranged agreement between two or more entities to share resources in response to an incident. 3.3.19 Preparedness. Ongoing activities, tasks, and systems to develop, implement, and maintain the program capabilities. 3.3.20* Prevention. Activities to avoid or stop an incident from occurring. 3.3.21* Recovery. Activities and programs designed to return conditions to a level that is acceptable to the entity. 3.3.22* Resource Management. A system for identifying available resources to enable timely access to resources needed to prevent, mitigate, prepare for, respond to, maintain continuity during, or recover from an incident. 3.3.23* Response. Immediate and ongoing activities, tasks, programs, and systems to manage the effects of an incident that threatens life, property, operations, or the environment. 3.3.24 Risk Assessment. The process of hazard identification and the analysis of probabilities, vulnerabilities, and impacts. 3.3.25 Situation Analysis. The process of collecting, evaluating, and disseminating information related to the incident, including information on the current and forecasted situation and on the status of resources for management of the incident. 3.3.26 Test. Procedure for evaluation with a pass or fail result. 3.3.27 Vital Records. Information critical to the continued operation or survival of an entity. Chapter 4 Program Management 4.1* Leadership and Commitment. 4.1.1 The entity leadership shall demonstrate commitment to the program to prevent, mitigate the consequences of, prepare for, respond to, maintain continuity during, and recover from incidents. 4.1.2 The leadership commitment shall include the following: (1) Support the development, implementation, and maintenance of the program (2) Provide necessary resources to support the program (3) Ensure the program is reviewed and evaluated as needed to ensure program effectiveness (4) Support corrective action to address program deficiencies 4.1.3 The entity shall adhere to policies, execute plans, and follow procedures developed to support the program. 4.2* Program Coordinator. The program coordinator shall be appointed by the entity’s leadership and authorized to develop, implement, administer, evaluate, and maintain the program. 4.3 Program Committee. 4.3.1* A program committee shall be established by the entity in accordance with its policy. 4.3.2 The program committee shall provide input and/or assist in the coordination of the preparation, development, implementation, evaluation, and maintenance of the program.

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4.3.3* The program committee shall include the program coordinator and others who have the expertise, the knowledge of the entity, and the capability to identify resources from all key functional areas within the entity and shall solicit applicable external representation. 4.4 Program Administration. 4.4.1 The entity shall have a documented program that includes the following: (1) Executive policy, including vision, mission statement, roles, and responsibilities, and enabling authority (2)*Program scope, goals, performance, objectives, and metrics for program evaluation (3)*Applicable authorities, legislation, regulations, and industry codes of practice as required by Section 4.5 (4) Program budget and schedule, including milestones (5) Program plans and procedures that include the following: (a) Anticipated cost (b) Priority (c) Resources required (6) Records management practices as required by Section 4.7 (7) Change management process 4.4.2 The program shall include the requirements specified in Chapters 4 through 9, the scope of which shall be determined through an “all-hazards” approach and the risk assessment. 4.4.3* Program requirements shall be applicable to prevention, mitigation, preparedness, response, continuity, and recovery. 4.5 Laws and Authorities. 4.5.1 The program shall comply with applicable legislation, policies, regulatory requirements, and directives. 4.5.2 The entity shall establish and maintain a procedure(s) to comply with applicable legislation, policies, regulatory requirements, and directives. 4.5.3* The entity shall implement a strategy for addressing the need for revisions to legislation, regulations, directives, policies, and industry codes of practice. 4.6 Finance and Administration. 4.6.1 The entity shall develop finance and administrative procedures to support the program before, during, and after an incident. 4.6.2* There shall be a responsive finance and administrative framework that does the following: (1) Complies with the entity’s program requirements (2) Is uniquely linked to response, continuity, and recovery operations (3) Provides for maximum flexibility to expeditiously request, receive, manage, and apply funds in a nonemergency environment and in emergency situations to ensure the timely delivery of assistance 4.6.3 Procedures shall be created and maintained for expediting fiscal decisions in accordance with established authorization levels, accounting principles, governance requirements, and fiscal policy. 4.6.4 Finance and administrative procedures shall include the following: (1) Responsibilities for program finance authority, including reporting relationships to the program coordinator (2)*Program procurement procedures (3) Payroll (4)*Accounting systems to track and document costs (5) Management of funding from external sources

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(6) Crisis management procedures that coordinate authorization levels and appropriate control measures (7) Documenting financial expenditures incurred as a result of an incident and for compiling claims for future cost recovery (8) Identifying and accessing alternative funding sources (9) Managing budgeted and specially appropriated funds 4.7* Records Management. 4.7.1 The entity shall develop, implement, and manage a records management program to ensure that records are available to the entity following an incident. 4.7.2 The program shall include the following: (1) Identification of records (hard copy or electronic) vital to continue the operations of the entity (2) Backup of records on a frequency necessary to meet program goals and objectives (3) Validation of the integrity of records backup (4) Implementation of procedures to store, retrieve, and recover records onsite or offsite (5) Protection of records (6) Implementation of a record review process (7) Procedures coordinating records access Chapter 5 Planning 5.1 Planning and Design Process. 5.1.1* The program shall follow a planning process that develops strategies, plans, and required capabilities to execute the program. 5.1.2 Strategic planning shall define the entity’s vision, mission, and goals of the program. 5.1.3 A risk assessment and a business impact analysis (BIA) shall develop information to prepare prevention and mitigation strategies. 5.1.4 Arisk assessment, a BIA, and a resource needs assessment shall develop information to prepare emergency operations/response, crisis communications, continuity, and recovery plans. 5.1.5 Crisis management planning shall address issues that threaten the strategic, reputational, and intangible elements of the entity. 5.1.6 The entity shall include key stakeholders in the planning process. 5.2* Risk Assessment. 5.2.1 The entity shall conduct a risk assessment to develop required strategies and plans. 5.2.2 The entity shall identify hazards and monitor those hazards and the likelihood of their occurrence. 5.2.2.1* Hazards to be evaluated shall include the following: (1) Natural hazards (geologic, meteorologic, and biological) (2) Human-caused events (accidental and intentional) (3) Technology-caused events (accidental and intentional) 5.2.2.2 The vulnerability of people, property, operations, the environment, and the entity shall be identified, evaluated, and monitored. 5.2.3 The entity shall conduct an analysis of the impacts of the hazards identified in 5.2.2 on the following: (1) Health and safety of persons in the affected area (2) Health and safety of personnel responding to the incident (3)*Continuity of operations (4)*Property, facilities, assets, and critical infrastructure (5) Delivery of the entity’s services (6) Supply chain

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(7) Environment (8)*Economic and financial conditions (9) Regulatory and contractual obligations (10) Reputation of or confidence in the entity 5.2.4* The analysis shall evaluate the potential effects of regional, national, or international incidents that could have cascading impacts. 5.2.5 The risk assessment shall evaluate the adequacy of existing prevention and mitigation strategies. 5.3* Business Impact Analysis. 5.3.1 The entity shall conduct a BIA. 5.3.2 The BIA shall evaluate the potential impact resulting from interruption or disruption of individual functions, processes, and applications. 5.3.3* The BIA shall identify those functions, processes, infrastructure, systems, and applications that are critical to the entity and the point in time [recovery time objective (RTO)] when the impact of the interruption or disruption becomes unacceptable to the entity. 5.3.4 The BIA shall identify dependencies and interdependencies across functions, processes, and applications to determine the potential for compounding impact in the event of an interruption or disruption. 5.3.5* The BIA shall evaluate the potential loss of information and the point in time [recovery point objective (RPO)] that defines the potential gap between the last backup of information and the time of the interruption or disruption. 5.3.6* The BIA shall be used in the development of recovery strategies and plans to support the program. 5.4 Resource Needs Assessment. 5.4.1* The entity shall conduct a resource needs assessment based on the hazards identified in Section 5.2 and the business impact analysis in Section 5.3. 5.4.2 The resource needs assessment shall include the following: (1)*Human resources, equipment, training, facilities, funding, expert knowledge, materials, technology, information, intelligence, and the time frames within which they will be needed (2) Quantity, response time, capability, limitations, cost, and liabilities 5.4.3* The entity shall establish procedures to locate, acquire, store, distribute, maintain, test, and account for services, human resources, equipment, and materials procured or donated to support the program. 5.4.4 Facilities capable of supporting response, continuity, and recovery operations shall be identified. 5.4.5* Agreements. The need for mutual aid/assistance or partnership agreements shall be determined; if needed, agreements shall be established and documented. 5.5 Performance Objectives. 5.5.1* The entity shall establish performance objectives for the program in accordance with Chapter 4 and the elements in Chapters 5 through 9. 5.5.2 The performance objectives shall address the results of the hazard identification, risk assessment, and business impacts analysis. 5.5.3 Performance objectives shall be developed by the entity to address both short-term and long-term needs. 5.5.4* The entity shall define the terms short term and long term.

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Chapter 6 Implementation 6.1 Common Plan Requirements. 6.1.1* Plans shall address the health and safety of personnel. 6.1.2 Plans shall identify and document the following: (1) Assumptions made during the planning process (2) Functional roles and responsibilities of internal and external agencies, organizations, departments, and positions (3) Lines of authority (4) The process for delegation of authority (5) Lines of succession for the entity (6) Liaisons to external entities (7) Logistics support and resource requirements 6.1.3* Plans shall be individual, integrated into a single plan document, or a combination of the two. 6.1.4* The entity shall make sections of the plans available to those assigned specific tasks and responsibilities therein and to key stakeholders as required. 6.2 Prevention. 6.2.1* The entity shall develop a strategy to prevent an incident that threatens life, property, and the environment. 6.2.2* The prevention strategy shall be kept current using the information collection and intelligence techniques. 6.2.3 The prevention strategy shall be based on the results of hazard identification and risk assessment, an analysis of impacts, program constraints, operational experience, and a cost-benefit analysis. 6.2.4 The entity shall have a process to monitor the identified hazards and adjust the level of preventive measures to be commensurate with the risk. 6.3 Mitigation. 6.3.1* The entity shall develop and implement a mitigation strategy that includes measures to be taken to limit or control the consequences, extent, or severity of an incident that cannot be prevented. 6.3.2* The mitigation strategy shall be based on the results of hazard identification and risk assessment, an analysis of impact, program constraints, operational experience, and cost benefit analysis. 6.3.3 The mitigation strategy shall include interim and long term actions to reduce vulnerabilities. 6.4 Crisis Communications and Public Information. 6.4.1* The entity shall develop a plan and procedures to disseminate information to and respond to requests for information from the following audiences before, during, and after an incident: (1) Internal audiences, including employees (2) External audiences, including the media, functional needs populations, and other stakeholders 6.4.2* The entity shall establish and maintain a crisis communications or public information capability that includes the following: (1)*Central contact facility or communications hub (2) Physical or virtual information center (3) System for gathering, monitoring, and disseminating information

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(4) Procedures for developing and delivering coordinated messages (5) Protocol to clear information for release 6.5 Warning, Notifications, and Communications. 6.5.1* The entity shall determine its warning, notification, and communications needs. 6.5.2* Warning, notification, and communications systems shall be reliable, redundant, and interoperable. 6.5.3* Emergency warning, notification, and communications protocols and procedures shall be developed, tested, and used to alert stakeholders potentially at risk from an actual or impending incident. 6.5.4 Procedures shall include issuing warnings through authorized agencies if required by law as well as the use of prescripted information bulletins or templates. 6.6 Operational Procedures. 6.6.1 The entity shall develop, coordinate, and implement operational procedures to support the program. 6.6.2 Procedures shall be established and implemented for response to and recovery from the impact of hazards identified in 5.2.2. 6.6.3* Procedures shall provide for life safety, property conservation, incident stabilization, continuity, and protection of the environment under the jurisdiction of the entity. 6.6.4 Procedures shall include the following: (1) Control of access to the area affected by the incident (2) Identification of personnel engaged in activities at the incident (3) Accounting for personnel engaged in incident activities (4) Mobilization and demobilization of resources 6.6.5 Procedures shall allow for concurrent activities of response, continuity, recovery, and mitigation. 6.7 Incident Management. 6.7.1* The entity shall develop an incident management system to direct, control, and coordinate response, continuity, and recovery operations. 6.7.1.1* Emergency Operations Centers (EOCs). 6.7.1.1.1* The entity shall establish primary and alternate EOCs capable of managing response, continuity, and recovery operations. 6.7.1.1.2* The EOCs shall be permitted to be physical or virtual. 6.7.1.1.3 On activation of an EOC, communications and coordination shall be established between incident command and the EOC. 6.7.2 The incident management system shall describe specific organizational roles, titles, and responsibilities for each incident management function. 6.7.3 The entity shall establish procedures and policies for coordinating mitigation, preparedness, response, continuity, and recovery activities. 6.7.4 The entity shall coordinate the activities specified in 6.7.3 with stakeholders. 6.7.5 Procedures shall include a situation analysis that incorporates a damage assessment and a needs assessment to identify resources to support activities. 6.7.6* Emergency operations/response shall be guided by an incident action plan or management by objectives.

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6.7.7 Resource management shall include the following tasks: (1) Establishing processes for describing, taking inventory of, requesting, and tracking resources (2) Resource typing or categorizing by size, capacity, capability, and skill (3) Mobilizing and demobilizing resources in accordance with the established IMS (4) Conducting contingency planning for resource deficiencies 6.7.8 A current inventory of internal and external resources shall be maintained. 6.7.9 Donations of human resources, equipment, material, and facilities shall be managed. 6.8 Emergency Operations/Response Plan. 6.8.1* Emergency operations/response plans shall define responsibilities for carrying out specific actions in an emergency. 6.8.2* The plan shall identify actions to be taken to protect people, including those with access and functional needs, property, operations, the environment, and the entity. 6.8.3* The plan shall identify actions for incident stabilization. 6.8.4 The plan shall include the following: (1) Protective actions for life safety in accordance with 6.8.2. (2) Warning, notifications, and communication in accordance with Section 6.5. (3) Crisis communication and public information in accordance with Section 6.4 (4) Resource management in accordance with 6.7.7 (5) Donation management in accordance with 6.7.9 6.9 Business Continuity and Recovery. 6.9.1* The continuity plan shall include recovery strategies to maintain critical or time-sensitive functions and processes identified during the business impact analysis. 6.9.2* The continuity plan shall identify stakeholders that need to be notified; critical and time-sensitive applications; alternative work sites; vital records, contact lists, functions, and processes that must be maintained; and personnel, procedures, and resources that are needed while the entity is recovering. 6.9.3* The recovery plan shall provide for restoration of functions, services, resources, facilities, programs, and infrastructure. 6.10 Employee Assistance and Support. 6.10.1* The entity shall develop a strategy for employee assistance and support that includes the following: (1)*Communications procedures (2)*Contact information, including emergency contact outside the anticipated hazard area (3) Accounting for persons affected, displaced, or injured by the incident (4) Temporary, short-term, or long-term housing and feeding and care of those displaced by an incident (5) Mental health and physical well-being of individuals affected by the incident (6) Pre-incident and post-incident awareness 6.10.2 The strategy shall be flexible for use in all incidents. 6.10.3* The entity shall promote family preparedness education and training for employees. Chapter 7 Training and Education 7.1* Curriculum. The entity shall develop and implement a competency-based training and education curriculum that supports all employees who have a role in the program.

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7.2 Goal of Curriculum. The goal of the curriculum shall be to create awareness and enhance the knowledge, skills, and abilities required to implement, support, and maintain the program. 7.3 Scope and Frequency of Instruction. The scope of the curriculum and the frequency of instruction shall be identified. 7.4 Incident Management System Training. Personnel shall be trained in the entity’s incident management system (IMS) and other components of the program to the level of their involvement. 7.5 Recordkeeping. Records of training and education shall be maintained as specified in Section 4.7. 7.6 Regulatory and Program Requirements. The curriculum shall comply with applicable regulatory and program requirements. 7.7* Public Education. A public education program shall be implemented to communicate the following: (1) The potential impact of a hazard (2) Preparedness information (3) Information needed to develop a preparedness plan Chapter 8 Exercises and Tests 8.1 Program Evaluation. 8.1.1 The entity shall evaluate program plans, procedures, training, and capabilities and promote continuous improvement through periodic exercises and tests. 8.1.2 The entity shall evaluate the program based on post-incident analyses, lessons learned, and operational performance in accordance with Chapter 9. 8.1.3 Exercises and tests shall be documented. 8.2* Exercise and Test Methodology. 8.2.1 Exercises shall provide a standardized methodology to practice procedures and interact with other entities (internal and external) in a controlled setting. 8.2.2 Exercises shall be designed to assess the maturity of program plans, procedures, and strategies. 8.2.3 Tests shall be designed to demonstrate capabilities. 8.3* Design of Exercises and Tests. Exercises shall be designed to do the following: (1) Ensure the safety of people, property, operations, and the environment involved in the exercise or test (2) Evaluate the program (3) Identify planning and procedural deficiencies (4) Test or validate recently changed procedures or plans (5) Clarify roles and responsibilities (6) Obtain participant feedback and recommendations for program improvement (7) Measure improvement compared to performance objectives (8) Improve coordination among internal and external teams, organizations, and entities (9) Validate training and education (10) Increase awareness and understanding of hazards and the potential impact of hazards on the entity

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(11) Identify additional resources and assess the capabilities of existing resources, including personnel and equipment needed for effective response and recovery (12) Assess the ability of the team to identify, assess, and manage an incident (13) Practice the deployment of teams and resources to manage an incident (14) Improve individual performance 8.4 Exercise and Test Evaluation. 8.4.1 Exercises shall evaluate program plans, procedures, training, and capabilities to identify opportunities for improvement. 8.4.2 Tests shall be evaluated as either pass or fail. 8.5* Frequency. 8.5.1 Exercises and tests shall be conducted on the frequency needed to establish and maintain required capabilities. Chapter 9 Program Maintenance and Improvement 9.1* Program Reviews. The entity shall maintain and improve the program by evaluating its policies, program, procedures, and capabilities using performance objectives. 9.1.1* The entity shall improve effectiveness of the program through evaluation of the implementation of changes resulting from preventive and corrective action. 9.1.2* Evaluations shall be conducted on a regularly scheduled basis and when the situation changes to challenge the effectiveness of the existing program. 9.1.3 The program shall be re-evaluated when a change in any of the following impacts the entity’s program: (1) Regulations (2) Hazards and potential impacts (3) Resource availability or capability (4) Entity’s organization (5)*Funding changes (6) Infrastructure, including technology environment (7) Economic and geographic stability (8) Entity operations 9.1.4 Reviews shall include post-incident analyses, reviews of lessons learned, and reviews of program performance. 9.1.5 The entity shall maintain records of its reviews and evaluations, in accordance with the records management practices developed under Section 4.7. 9.1.6 Documentation, records, and reports shall be provided to management for review and follow-up. 9.2* Corrective Action. 9.2.1* The entity shall establish a corrective action process. 9.2.2* The entity shall take corrective action on deficiencies identified. 9.3 Continuous Improvement. The entity shall effect continuous improvement of the program through the use of program reviews and the corrective action process.

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Your Task: Step One: Produce Operational Plans As the Fire Officer, you are to produce an operational plan to mitigate this multi-unit emergency. Be sure to allocate, supervise ad account for human and equipment resources. It is important to implement necessary safety precautions and personal accountability, all while incorporating the necessary components of NFPA 1600. OPERATIONAL PLANS:

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STEP TWO: Conduct a Post-Incident Analysis Based on the information in Step One, you will also need the following information for Step Two: This incident has been terminated. All units have been returned to their respective departments/areas. It is important to note the following activities/operations from this scenario:

• The Incident Action Plan worked and was effective communicated to all agencies/units. • The operation of the ground monitors and large master streams were effective and well

placed. • Pre-training on mutual aid was effective. • Aerial ladder arrived on scene within the hour from the neighboring community. Pre-

training with the aerial allowed for quick positioning. • Radio frequencies were not programmed correctly on all radios. • Some firefighters did not check-in with accountability. • Security was good. • Water supply went smoothly. • Rehabilitation was late in being established. • Emergency Medical Services were on site in an effective time frame.

Utilizing the policies, procedures and guidelines below, identify critical elements of the post-incident analysis and the information required to complete the post-incident analysis form.

TOWN OF MARINE INSTITUTE Post Incident Review Procedure

OBJECTIVES: The objectives of the Post Incident Analysis are to: 1. Evaluate

• Efficiency and effectiveness of operations • Proper use of the Incident Command System • Safety • Size-up • Strategy and Tactics

2. Determine training needs based on PIR evaluations

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CRITERIA: All working structure fires in town of Marine Institute All incidents requiring more than one company to mitigate (Town of Widgmore and Rockton will be considered alternative departments to assist) Any incident deemed appropriate by personnel PROCEDURE: A formal PIR should take place as soon as possible after the incident. The shit Captain will instruct incident participants to write brief narratives of the incident. These should include, but are not to be limited to, the following:

• Situation observed upon arrival • Size-up if appropriate • Initial orders/actions • Progress of events • Safety issues • Strategy and tactics • General questions or concerns

The Captain or his/her designate will lead the PIR whether or not he/she was present at the incident. Prior to the PIR, the Captain of his/her designate should gather together such documentation as necessary to properly review the incident. The documentation should include, but not be limited to the following: Radio Communication of the incident (must be ordered by a Chief Officer) Copies of all reports obtainable for the incident Photos of occupancy/incident area indicating location and extent of fire (if applicable) At the conclusion of reviewing the photos and radio communication, the following shall be discussed:

• Strategic and tactical issues • Safety issues • Important points of the discussion • What went well • What needs to be improved upon • Conclusions

Discussion should begin with the Officer on the first arriving unit and his/her crew. Discussion should include the establishment of command, the incident action plan and the subjects included in each individual’s narratives. Each officer and his/her crew will be afforded time to lead the discussion according to their arrival sequ3ence. After a complete discussion of the incident has occurred, the Captain will call for individuals to comment on safety issues, ask questions concerning tactics used or make comment concerning the incident.

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Elements of a Post-Incident Analysis (Be sure to outline how you would effectively conduct the post-incident analysis).

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STEP TWO: COMPLETE A POST-INCIDENT ANALYSIS FORM: Town of Marine Institute POST-INCIDENT ANALYSIS FORM Agency: _____________________________________________________________

Name: _____________________________________________________________

Date of Incident: _____________________________________________________

Name of Incident Commander: ________________________________________

Agency of Incident Commander: _______________________________________

Who notified you of the incident, when and how?

When did you arrive on the scene? ____________________________________ What resources did you provide? ______________________________________

Was the Unified Incident Command established? ______________________ Were communications effective or do they need to improve?

Was a Public Information Officer at the scene? _________________________ Were you made aware of detours or other traffic changes regarding the incident? ______________________________________________________________ Was funding and authority for decisions available or hindered? _________

What were the constraints that you experienced or saw? ________________

What were the impacts of any areas that need improvement? ___________

What suggestions can you offer to assist in improving operations? _______

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Incident Commander Input Form (This will be completed by yourself as the IC) Note: This report should only be completed by the incident commander. Incident Date: __________________ Name: _________________________ Agency: ________________________ Notification Time: _______________ Describe the situation upon your arrival to the scene: _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What plan of action did you use to combat the situation when you took command? __________________________________________________________________________________________________________________________________________________________________________ Describe any changes made during the process? ________________________

Describe any assignments made to achieve the Plan of Action:

List any orders given:

Briefly explain any problems encountered, including type and how resolved:

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Explain any organizational problems that you encountered:

Recommendations: _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ Draw the Incident Management Organization of the incident after all units were working:

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Supporting Officer Input Form Agency: ________________________________ Name: __________________________________ Incident Date: ___________________________ Notification Time: ________________________ Arrived on the scene: _____________________ Describe the situation upon your arrival:

Briefly describe your function in the incident: __________________________

How did you determine the strategies for the incident? __________________ Orders received or decisions made: ________________________________________________________

Resources assigned to you: _______________________________________________________________

Briefly describe any problems that you encountered including the type and how you resolved them: _____________________________________________________________________________________

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Facilitator Narrative Description A. Incident Data Date/Time of Incident: ________________________ Emergency Type: _____________________________ Describe the incident situation upon arrival of the first unit: _____________________________________

II. Strategy Describe the strategy used: ____________________________________________ What was the plan of action: ___________________________________________

III. Tactics What was the tactical sequence: _______________________________________

IV. Problems Encountered: ________________________________________________________________________ ________________________________________________________________________

V. Recommendations and Conclusions

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After Action Report This report is to address the findings of the post incident analysis, the problems encountered, lessons learned, and set forth recommendations for improvement in future operations. The format should be in chronological order as events of the incident occurred. Format for the After Incident Report:

Background This section is to include a brief in-depth account of the events that occurred at the incident. Present any pertinent information regarding the incident situation.

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Initial Findings Describe the situation on arrival of the first appropriate Department resources and their initial actions. This section should include a description of the following on arrival of the first command level officer: description of the situation, his/her primary objectives upon taking command and the initial assignments made. Also included in this section, should be a description of the following when the incident commander assumes command: description of the situation, his/her strategy, objectives, and assignments made.

Lessons Learned A complete and accurate description of issues/problems that occurred with sufficient details to provide a source of information. Whenever possible, this section should also include recommendations to overcome issues or corrective actions to problems to eliminate reoccurrence at future operations.

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Summary It is very important to remember that complete and accurate information is paramount to this as any other critical report. The After Action Report constitutes a separate document relevant to the events of an incident and as such demands special attention by its author. In this document, the Captain sets forth the facts of the incident, addresses the issues/problems and makes recommendations for change or denotes the need for changes in Department operational methods/procedures.

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JPR FOII-#10 Candidate: _________________________________ Date: _______________________ Candidate #: _____________________________________ STANDARD: 5.6.3 and 5.6.3(B) Topic Area: Emergency Service Delivery NFPA 1021, 2014 Edition

TASK: The Fire Officer Level II candidate will prepare a written report, given incident reporting data from the jurisdiction, so that the major causes for service demands are identified for various planning areas within the service area of the organization.

PERFORMANCE OUTCOME: The Fire Officer Level II candidate will write a written report so that the major causes for service demands are identified for various planning areas within the service area of the organization. CONDITIONS: This skill must be submitted to the Evaluator. EQUIPMENT REQUIRED: Incident reporting data from a given jurisdiction and writing/ technology instruments


Score Retest Score

The Fire Officer Level II Candidate will: 1.0 Prepare a written report outlining the major causes for

service demands 2.0

2.0 Report includes the major causes for service demands within the planning area(s)

2.0

3.0 Analyze the data to correctly identify reasons for service demands

2.0

4.0 Use correct report writing structure 2.0 5.0 Uses correct grammar, spelling, punctuation and

paragraphing 2.0

TOTAL 10 Total Points Possible = 10 Total Points Needed to Pass = 7 Total Points Scored = _______ Pass Fail

1




_________ Date


_________ Date

___________________ Re-Test Proctor

_________ Date


_________ Date

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JPR #FOII - #10 BACKGROUND INFORMATION: Important Information to Note: The Town of Marine Institute assists in response calls to the City of Claremont. This JPR will focus upon the information from this City. Information about the City of Claremont: The City of Claremont has a response jurisdiction which is divided into three areas with three stations. Field Station is located in the North East section of the Town. It is a large demographic area that has no Fire Hydrant System. It consists of Agricultural Land, two Recreational Vehicle Parks and Nature trails all surrounding a wide meandering river called the Morey River. To the South, there is Iron Road Station. It is located in a fast growing housing area and next to Highway 1, which is the main artery into the City of Claremont. On the Water Front to the West is Riverside Station. It is the downtown area with high rise structures, hotels, businesses, a harbor front and night life. The recent Incident Report Data that has been obtained from the City of Claremont for the past six month period (which was peak tourism time for Claremont) is as follows: Field Station (Agricultural Area): Iron Road Station (Housing Area): 15 Grass/Bush Fires 25 Residential Structure Fires 1 Barn Fire 25 Alarm Bell Activations 4 Recreational Vehicle Fires 15 Motor Vehicle Crashes 3 Water Rescue 5 Chimney Fires 1 Carbon Monoxide Detector Calls 4 Medical Assist 4 High Angle Rescue Activities Riverside Station (Downtown): 8 Motor Vehicle Crashes 6 Confined Space Entry Activities 2 High Angle Rescue Activities 20 Medical Assist 2 High Rise Structure Fire 6 Alarm Bell Activations The City of Claremont is looking at a development, which will increase the size of the municipality by 30 percent. This will also cause an increase within the Iron Road Station district, due to the increase in the number of subdivisions being developed. As well, the Provincial Government has announced funding for Agricultural expansion, which includes the city of Claremont. Therefore, Field Station will also see expansion within its district. Based on the calls on the original size of the City, one must consider the potential increase in the demand for service based on this expansion.

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JPR #FOII - #10

STEP ONE: Using the Letterhead below, prepare a REPORT TO Fire Chief. Within this Report, be sure to outline information on the following: Identify the leading causes for service demands for the three planning areas. Based on your information, if you were to plan for the purchase of the next department vehicle, briefly explain what it would be and your reasoning for your decision.

Fire and Rescue


A2B 1C3 Tel: (709) 444-4444

Date: Fire Chief Gill:

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JPR FOII-#11 Candidate: _________________________________ Date: _______________________ Candidate #: _____________________________________ STANDARD: 5.7.1 and 5.7.1(B) Topic Area: Health and Safety NFPA 1021, 2014 Edition

TASK: The Fire Officer Level II candidate will analyze a member’s accident, injury or health exposure history, given a case study, so that a report including action taken and recommendations made is prepared for a Supervisor.

PERFORMANCE OUTCOME: The Fire Officer Level II candidate will analyze a member’s accident, injury or health exposure history, so that a report including action taken and recommendations made is prepared for a Supervisor (Fire Chief). CONDITIONS: This skill must be submitted to the Evaluator. EQUIPMENT REQUIRED: Case Study and writing/ technology instruments


Score Retest Score

The Fire Officer Level II Candidate will: 1.0 Write a Report to the Fire Chief using the proper Report

Writing format 1.0

2.0 Identify the unsafe acts or work environment 2.0 3.0 Identify the potential cause of unsafe acts 2.0 4.0 Document actions taken in response to illness/injury or

exposure 2.0

5.0 Provide recommendations to prevent reoccurrence 2.0 6.0 Use of correct spelling, grammar, punctuation and

paragraphing 1.0

TOTAL 10 Total Points Possible = 10 Total Points Needed to Pass = 7 Total Points Scored = _______ Pass Fail

1




_________ Date


_________ Date

___________________ Re-Test Proctor

_________ Date


_________ Date

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JPR FOII-#11

Read the following Fire Station Environment: Welcome to the Marine Institute Composite Fire/Rescue Department. You will utilize this Composite Fire/Department environment throughout the remaining assignments/JPRs. As you progress through each of the assignments/JPRs, you will note that there will be more policies and procedures presented, depending on what your task requirements are. So be sure to read all components of the assignment/JPR. The Marine Institute Fire/Rescue Department consists of a building that is 100 feet long and 80 feet wide. It houses two bays that are 16 feet wide. There is a 16 feet work area between both doors. Inside are 2 pumpers and 1 support vehicle. One pumper is a 15 year old (1998) 840 Metalfab, with a 500 gallon tank, gas engine and standard transmission. The second pumper is a 2010 E-1, 1050 gallon tank, diesel engine and has automatic transmission. The support vehicle consists of a 2004 F350 Ford cube van. This department has 12 Scott SCBA’s and a total of 20 - 2216 composite Scott cylinders available for use. The 30 x 30 training room is located in the back part of the building. There is also a 22 x 50 office/utility space area. Training times for members are held on Thursday evening from 7:00 – 9:00 p.m. This training includes powerpoint presentations, guest speakers, skills demonstrations, drills, etc. Twice a year (usually May and November) a live-fire training weekend is conducted for all Firefighters. Members are required to review the equivalency checklist, established by the Department, based on the NFPA 1001 Level I and Level II Standard. This is a Composite fire/rescue department which has 29 active members, 8 are Career Firefighters and 21 are Auxiliary Firefighters (Paid-On Call) not including the Fire Chief. Here is a listing of the members: 1. Fire Chief

Gill 2. Deputy


Strong 5. Training

Officer Young

6. Treasurer Porter

























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JPR FO11-#11

The Fire Chief has policies and procedures put in place to ensure that the department remains in a run-ready state at all times and all members complete training on an ongoing basis. Part of the policies and procedures include that the members participate in non-emergency tasks for completion around the fire hall. These include the following tasks that must be completed on a weekly basis; outside of any designated training times, generally from 6:00 to 9:00 p.m. on Tuesday evenings:

• Apparatus checks (equipment, fluid levels)

• Tools and appliances checks

• Cleaning of all floors

• Radio checks • Small engine checks • (PPV, portable pumps,

power generators, etc.)

• Cleaning of apparatus

• Paging System

checks

• Protective clothing checks

• Prepare training room for training

• SCBA checks • Cleaning of washrooms

• All reports completed (training report forms, incident report forms, etc.)

• Nozzles checked • Medical equipment checks

• Inventory complete of the supply room

The Auxiliary members also receive a payment in the amount of $6,000.00 per year. This is broken into two pay periods - $3,000.00 on the first Thursday in June and $3,000.00 on the first Thursday in December. This honorarium pay is based on training, number of calls attended and off duty work assignments completed. The Fire Chief and the Town of Marine Institute have policies and procedures put in place to ensure that the department conducts training, fire hall and fire scene operations in a safe and effective manner. The Marine Institute Fire/Rescue Department is the responsibility of the Town of Marine Institute. It has an Employee Assistance Program in place for all persons associated with/working for the Town (which includes Fire Department Auxiliary personnel), access to counseling services, and 24 hour insurance coverage. Further to this, the Town of Marine Institute and the Fire Department have a close working relationship with the local police, especially in the area of critical incident stress debriefings when required.

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JPR FO11-#11

Case Study: Career Firefighter Tripp was hired with by the Marine Institute Fire/Rescue Department for the past 4 years. Firefighter Tripp maintains a high level of performance when required. However, on May 10th, it was observed that Firefighter Tripp attended a residential chimney Fire. At this time, he did not wear his SCBA when performing operations upon the roof of the residence. Smoke conditions at the time were heavy. Following this call, Firefighter Tripp did not report for duty for his next four shifts. He cited: “Bronchitis” as the reason. On May 24th, Firefighter Tripp’s next shift, he reported to a residential structure fire. There had been a cooking pot left on the stove, which smoked out the residence. Once again, Firefighter Tripp entered the kitchen area without the use of SCBA. He was coughing upon exiting the structure. Once again, Firefighter Tripp did not report to work for his next four shifts. He cited: “Bronchitis and severe Respiratory Infection” as the reason. On June 1st, Firefighter Tripp reported to work. He attended to two calls: one being a minor warehouse fire and the second being a motor vehicle fire. At both of these incidents, Firefighter Tripp participated in overhaul procedures. He, once again, did not wear SCBA at either incident. Later that evening, Firefighter Tripp had to leave shift because he was feeling unwell and having difficulty breathing. Acting as the Fire Officer, you are sitting in your office when two of the career Firefighters ask to speak with you. They bring up the fact that Firefighter Tripp has refused to wear SCBA during firefighting operations. He is not following the Departmental SOP’s. When they have confronted Firefighter Tripp on this, he complains that the SCBA face pieces are uncomfortable and the straps keep slipping loose. These firefighters are complaining that Firefighter Tripp has been missing shifts and having to leave shifts early due to Sick Leave. Before you have an opportunity to speak with Firefighter Tripp, an Auxiliary Firefighter has approached you to discuss Firefighter Tripp. This firefighter wanted to bring to your attention the fact that Firefighter Tripp got upset with this individual during a vehicle fire two weeks ago. Firefighter Tripp demeaned the Firefighter in front of his peers because he did not don the SCBA set properly. This Auxiliary member was quick to mention to you that Firefighter Tripp did not don the SCBA at all during the fire situation. Upon further investigation into this matter, you talk to several other career and auxiliary Firefighters. You determine that Firefighter Tripp has been missing numerous shifts over the past year, providing Bronchitis or Respiratory Infections as the main reason. Firefighter Tripp has brought in Doctor’s notes for his treatments for these infections. He appears to be trouble free for now. However, he has failed to complete any of the proper departmental documentation regarding sick leave and absenteeism. Further to this, you discover that Firefighter Tripp has failed to participate in the annual SCBA Fit Testing process for this current year, as he was sick when this process was conducted.

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JPR FOII-#11 Your Task: Utilizing the Information provided above and the Standard Operating Procedures below, prepare a report to the Fire Chief regarding Firefighter Tripp. Be sure to outline any unsafe conditions, actions and to include recommendations to be taken.

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JPR FO11-#11

Below you will find just a few of the POLICIES and PROCEDURES put in place by the Marine Institute Fire/Rescue Department for its Membership.


STANDARD OPERATING GUIDELINES Effective Date Last Revision Pages 8-26-2012 9-27-2013 1 of 1 SOG# Section Guideline 1 – 8 Personal Protective

Clothing Self-Contained Breathing Apparatus

Purpose The purpose of this policy is to provide all emergency personnel with instructions on when SCBA should be used to protect them from any respiratory contact with products of combustion, Super-heated gases, toxic products, or other hazardous contaminants. Prerequisites of using SCBA, reporting maintenance repairs, training minimums, and health & safety issues are also addressed in this policy. Policy Personnel expected to respond and function in areas of atmospheric contamination shall be equipped with SCBA and trained in its proper use and maintenance as out lined in this policy. Responsibility It shall be the responsibility of all Fire Department personnel to understand and comply with this policy. It shall be the responsibility for all Officers to ensure that personnel under their command fully understand and comply with this policy. Scope The use of SCBA means that all personnel shall have face pieces (masks) in place, breathing air from the supply provided. Where appropriate, Airline-Supplied Breathing Apparatus may be used in place of SCBA. SCBA shall be used by all personnel operating:

• in a contaminated atmosphere • in an atmosphere which may suddenly become contaminated • in an atmosphere which is oxygen deficient • in an atmosphere which is suspected of being contaminated

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This includes all personnel operating:

• in an active fire area • directly above an active fire area • in a potential explosion or fire area, including gas leaks and fuel spills • where products of combustion are visible in the atmosphere, including vehicle fires and

dumpster fires • where invisible contaminants are suspected to be present (i.e. Carbon Monoxide during

overhaul) • where toxic products are present, suspected to be present, or may be released without

warning • in any confined space which has not been tested to establish respiratory safety

In addition to the above, SCBA shall be worn by all personnel operating at fire incidents above ground, below ground or in any other area which is not, but may become contaminated by products of combustion or other hazardous substances. In these circumstances only, the SCBA may be worn with the face piece removed. The wearing of SCBA in these situations provides that it will be immediately available for use if conditions change or if personnel are to enter an area where the use of SCBA is required. Procedure Each member, upon reporting for duty, shall be assigned by the Company Officer a specific apparatus position. The member shall be accountable for the SCBA unit on his assigned apparatus for the remainder of his duty assignment including the care and checking of the unit for proper operation. This check shall be accomplished at the beginning of the shift, transfer to another company, after each use, or at any time it may be necessary to ensure the unit is safe and in a ready condition. Engineers shall check spare units on assigned apparatus. In fire situations, the decision to remove SCBA shall be made by company officers, with the approval of IC, based on an evaluation of atmospheric conditions with an air quality monitor. The IC shall be responsible to determine when the atmosphere is safe for the removal of SCBA. Prior to removal, fire areas shall be thoroughly ventilated and where necessary, continuous ventilation shall be provided. Premature removal of SCBA must be avoided at all times. This is particularly significant during overhaul when smoldering materials may produce increased quantities of carbon monoxide and other toxic products. Any head covering that passes between the sealing surface of the SCBA face piece and the member’s face is prohibited. The SCBA face piece and head harness straps shall not be worn over protective hoods.

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JPR FOII – #11


STANDARD OPERATING GUIDELINES Effective Date Last Revision Pages 8-26-2012 14-11-2013 1 of 3 SOG# Section Guideline 1 – 12 Personal Protective Clothing

and Equipment Personal Protective Clothing

Purpose To provide a guideline for the use, inspection, and maintenance of personal protective equipment (PPE). For the protection of all department personnel, all PPE shall be used, inspected, and maintained in accordance with this policy. Responsibility It shall be the responsibility of all fire department personnel to understand and comply with this policy. It shall be the responsibility for all officers to ensure that personnel under their command fully understand and comply with this policy. Personal Protective Equipment Personal Protective Equipment is defined as:

A. Fire Helmet B. Fire & Extrication Gloves C. Bunker Coat D. Hood E. Bunker Pants F. Bunker Boots G. Hearing Protection H. Eye Protection I. SCBA & Drager Face piece

Procedure: Responding to an Alarm: 1. Members responding on fire apparatus shall wear the appropriate level of PPE for the

response. 2. Engineers are not required to wear their protective clothing while driving. After arrival on the

fire ground, engineers shall don their protective clothing as soon as practical.

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3. Those members responding to alarms are not required to wear their helmets but must have

all their protective clothing available once they reach the scene. 4. If, during the response to an alarm, an unusual condition or hazard presents itself, the

company officer may, at his discretion, order all personnel, including drivers, into protective clothing, which may be necessary to protect the personnel from injury or death.

Use- Emergency: 1. All members shall wear and utilize appropriate clothing during emergency operations. 2. Members shall not remove their protective clothing until such time as their company officer or

officer in charge determines that such protection is no longer necessary or that a reduced level of protective clothing will be sufficient.

3. If, during multiple company operations, the incident commander (IC) specifies a certain level of protective clothing, then the company officer shall not decrease that level for themselves or their personnel unless they are given permission to do so by the IC.

Use-Non Emergency: Members involved in fire company inspections or pre-planning activities or tours shall, when necessary wear proper and adequate protective clothing during such inspections, activities, or tours, so as to provide protection from any hazard which may be present in the area. During Training: Members engaged in training exercises shall wear the appropriate level of PPE for the training being conducted. The on-site person, in charge of the training – will be responsible to indicate the level pf PPE needed to be worn by all personnel participating in the exercise. Inspection: All PPE shall be inspected quarterly under the direction of the company officer utilizing the personal protective equipment - job performance requirements (JPR). This JPR will be turned into the shift commander upon completion. Any items found deficient shall be cleaned, repaired, or replaced. • Bunker Gear and any other PPE shall be cleaned as needed. • Clothing soiled with blood and/or body fluids shall be cleaned as outlined in the departments

Bloodborne Pathogen Exposure Control Policy/Plan”. Maintenance: 1. All safety gear such as goggles, breathing apparatus, etc., shall be cleaned and maintained

in accordance with the manufacturer’s instructions and Marine Institute Fire/Rescue Department policies.

2. All PPE, such as bunker clothing, helmets, boots, gloves, and hoods shall be maintained in accordance with the manufacturer’s instructions and the Marine Institute Fire/Rescue Department policies.

3. All helmets are required to have all designations and safety stripes as required by the Maine Institute Fire/Rescue Department

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PPE Form 21.5

MARINE INSTITUTE FIRE/RESCUE DEPARTMENT PERSONAL PROTECTIVE EQUPMENT FORM Date:________________ Description: Personal Protective Equipment Form 21.5 Firefighter(s):__________________________________

Indicates Firefighter has equipment and is in-service Indicates condition: 1 poor 5 good Print Name(s) / Signature

ID # Coat

Cond

Pants

Cond

Gloves

Cond

Helmet

Cond

Suspenders

Cond

Boots

Cond

Eye PPE

Cond

Other

Description of Training (Notes)

• Firefighter shall demonstrate the ability to correctly don all components of personal protective clothing

• Perform quarterly inspections of personal protective clothing ______________________ _______________________ Signature Company Officer

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STANDARD OPERATING GUIDELINES Effective Date Last Revision Pages 26-9-2012 14-11-2013 1 of 2 SOG# Section Guideline 1 – 20 Human Resources Process for Reporting and use of

Sick Leave PURPOSE The purpose of this policy is to provide systematic process for the reporting and use of sick leave. This policy shall also define the responsibilities of supervisors regarding sick leave. POLICY Career members of the Marine Institute Fire Rescue Department may utilize sick leave for medically-related absences from the fire department. A member who determines he/she is too ill to work shall make notification no later than 06:00hrs on the day the sick leave is to begin. When using sick leave for planned medical procedures, it shall be the responsibility of the member to notify their supervisor at least forty-eight (48) hours prior to the sick leave absence. Notification of sick leave shall be made to the immediate supervisor When calling in sick, be prepared to provide your name, reason for being sick, and a contact number where you can be reached. A member who has recovered sufficiently to return to duty is required to do so. Members returning during their assigned shift shall make telephone notification to the Fire Chief and/or his designate prior to returning to duty. Members requesting sick leave for the illness of family can do so under the same regulations as self-sickness. Recuperation A member on sick leave must remain at home in a recuperative manner. Time to consult with a physician or to obtain medicine will be allowed, however members shall not engage in any other activity. Exceptions to this recuperation policy must be approved by the Fire Chief and/or his designate. A member shall not engage in other work or recreational activities while on sick leave. Exceptions to this may be made to members under leave falling under the IAFF Union stipulations. Members should be contacted by their supervisor each duty day they utilize sick leave. Contact may be through a phone call or a personal visit. A member who cannot be contacted after two attempts will be subject to further inquiry upon their return. Proof of Medical Treatment For all career Firefighters, proof of medical treatment shall be required for any leave extending over two (2) shifts. For personnel assigned to a forty (40) hour work week, three (3) days of consecutive sick leave use will warrant proof of medical treatment. Proof of medical treatment shall be from the member’s physician, at the member’s expense. Members shall complete the necessary Family Medical Leave Act forms if they have the potential to be absent five (5) shifts or more.

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Contact of Members: The Fire Chief and/or his designate is responsible for the contact of members who are on sick leave for the shift. Daily contact of members on sick leave may be waived for the following reasons: 1. Member has an illness or injury that would make contact unnecessary 3. Any reason which in the opinion of the Fire Chief is substantial enough to waive contact Fire Chief Responsibilities: The Marine Institute Fire Chief shall denote the absence of any personnel for sick leave reasons and ensure contact of the members each duty shift. They shall also receive all calls from members not reporting to work and utilizing sick leave. If the Fire Chief is unavailable, the Chief is to appoint a person to perform the required duties.

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STANDARD OPERATING GUIDELINES Effective Date Last Revision Pages 26-9-2012 14-11-2013 1 of 3 SOG# Section Guideline 1 – 12 Human Resources Minimum Staffing PURPOSE Maintaining minimum staffing at the Marine Institute Fire/Rescue Department is perhaps one of the more challenging issues within the scope of the fire service administration. Maintaining minimum risk level staffing on a constant basis for all apparatus must be balanced against allowing ample opportunities for employees to take leave time. Recognizing the need for the maintenance of this balance and additionally recognizing that it is important that the policy/procedures to maintain this balance be clearly delineated to all department employees, the following text has been established as the Marine Institute Fire/Rescue Department minimum staffing policy. POLICY Minimum Risk Level Staffing: The minimum risk level staffing for this department is outlined below: 1. Pumper Truck: This apparatus cannot leave the fire station to respond to an emergency incident without at least four personnel onboard. The four personnel must meet the following qualifications.

a. Officer – Captain or Lieutenant (Apparatus Operator may act as Company Officer if a Captain or Lieutenant is not available)

b. Driver – Apparatus Operator (AO Certified Firefighter may act as a driver if a Apparatus Operator is not available)

c. Auxiliary Firefighters – Minimum of 2 2. Rescue Unit - This apparatus cannot leave the fire station to respond to an emergency incident without at least two personnel onboard. The one of the two personnel must meet the one of the following qualifications:

a. EMT - Paramedic b. Advanced Medical First Responder Level II (80 Hours)

Any apparatus or unit that does not meet the Minimum Risk Level Staffing outlined above must be taken out of service. Maintaining Minimum Level Risk Staffing It is the responsibility of the Fire Chief to ensure Minimum Level Risk Staffing is maintained. In the absence of the Fire Chief, the Deputy Fire Chief will assign one Fire Captain the task of ensuring Minimum Level Risk Staffing is maintained at the station.

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The Captain will determine if each apparatus and unit for that shift is staffed at the minimal level. If the absence of any personnel for that shift causes an apparatus or unit to fall below Minimum Level Risk Staffing, minimum staffing must be maintained through one of the following ways (in order of priority).

1. Call-in off-duty Career Firefighter member(s) - Any personnel being moved to fill a position on an apparatus or unit must have the rank or certifications required to maintain Minimum Level Risk Staffing on that apparatus or unit.

2. Hold personnel over from the previous shift - If there are not enough extra personnel scheduled to maintain Minimum Level Risk Staffing, personnel with the appropriate rank and certifications must be held over from the previous shift in order to maintain Minimum Level Staffing.

3. If Career Firefighters are unable to fill the positions required on the shift, Auxiliary members can be contacted to fill in.

Any changes in personnel assignments on the daily schedule that are the result of absences should be documented on the “Daily Schedule Change Form.” An example of this form is attached to this policy.

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MARINE INSTITUTE FIRE/RESCUE DEPARTMENT DAILY SCHEDULE CHANGE FORM Date:________________ Description: Daily Schedule Change Form- Form 23.6 Instructions: The form below includes the schedule for all of the personnel working the Marine Institute Fire Rescue Department on [INSERT DATE]. The form also includes the rank of the scheduled personnel and their certification(s). If you are moving or replacing someone on the schedule, please cross their name off of the “Original Personnel Schedule” and write the name of the person in the “Changes in Original Schedule” column next to the person they are replacing on the schedule. In addition, you must explain your reasoning for each personnel change in the space provided. If the person on the “Original Personnel Schedule” is not being moved or replaced, you should leave the schedule as it is.

Original Personnel Schedule

Personnel’s Rank Personnel’s Certification(s)

Changes in Original Schedule

Explain the Reasoning for this Personnel Change

1. 2. 3. Auxiliary Members 1. 2. 3. 4. 5. 6.

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STANDARD OPERATING GUIDELINES Effective Date Last Revision Pages 16-04-2007 14-11-2013 1 of 4 SOG# Section Guideline 1 – 18 Human Resources Leave Time/Processing Requests

for Leave Policy PURPOSE Considering the importance of maintaining a sufficient number of members on duty to perform our duties efficiently and safely, it is necessary to establish guidelines for approving requests for leave time. Top priority shall be given to the managing of personnel so as to staff shifts adequately. POLICY • All leave time must be requested and approved through the Fire Chief. In the absence of the Fire Chief, the Assistant Chief will process requests for leave. • All requests for leave must be submitted to the Fire Chief 30 days or more before the date of the leave requested. Requests for leave forms that are submitted less than 30 days before the date of the leave requested will be automatically rejected. PROCEDURES General Leave Time Procedures: 1. The department's Request for Leave Form (RLF) will be used when requesting leave. 2. RLFs must be processed (i.e., approved or rejected) by the Fire Chief and/or his designate.

A blank RLF has been attached to the end of this policy. 3. Officer and Apparatus Operator shall not schedule leave at the same shift. 4. There must be sufficient staffing scheduled at the station to which the person requesting

leave is assigned on the date of the leave requested in order for the leave to be approved. If approving the person’s leave would cause the station to fall below Minimum Level Risk Staffing requirements, the request should be rejected.

5. Leave time for educational classes or training MUST be approved by the Fire Chief prior to attendance. Employees must submit the request in writing using the departmental Leave Form. Approved leave for training is not charged to the employee’s vacation or sick leave balance, but is rather considered alternate assignment administrative leave with pay.

6. All leave time requests shall comply with the Department Rules and Regulations. Vacation Leave: Marine Institute Fire/Rescue Department career personnel will be allowed to take vacation leave at the following rates: Years of Service Completed Hours of Vacation Leave Allowed per Calendar Year Less than 10 years 96 At least 10, but less than 20 144 20 or More 192

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When requesting vacation leave, personnel must indicate the number of vacation hours they have taken during the current calendar year on the Request for Leave Form. If the amount of vacation leave requested combined with the amount of leave already taken during the calendar year is greater than the values above, the request for vacation leave should be rejected. If the total amount of leave for the calendar year would be less than the values above, the request should be approved if Minimum Level Risk Staffing requirements are maintained at the station. In the instance that multiple personnel from the same station request vacation leave for the same date/time, seniority (i.e., tenure in the department) should determine the priority of granting leave. Requests by more senior personnel should be approved before less senior personnel. Injury with Pay Leave: Any employee who sustains a disabling injury without fault or gross negligence on his/her part while performing the duties of the position may be granted leave with pay. Jury Leave: When an employee, who is not a party to the case, is summoned to serve on Jury Duty, the summons notice should be presented to the Fire Chief. The employee will be relieved of normal job duty assignments while serving on jury duty. If the employee is working the day before he/she is to report for jury duty the next morning, the employee's immediate supervisor will relieve the employee of normal job duties at 10:00 p.m. When an employee is released from jury duty, he/she shall contact the Fire Chief. If the day he/she is released from their normal shift assignment day to be on Fire Department Duty, he/she shall report to work. If the day he/she is released is not their normal assignment day to work, he/she will report to the Fire Department work on the next regularly assigned shift. In addition, he/she must bring proof of attendance covering the time. Leave for Jury Duty is submitted in the same manner as leave for training, as alternate assignment administrative leave with pay. Family Sick Leave: When an employee's immediate family (mother, father, sibling, spouse, or child) becomes ill and requires the employee's care, the employee may take, or request in advance, sick time with pay to take care of the family member. The employee may take as many paid days for family care as they have sick days. This outlines the amount of vacation leave a person can take during one calendar year according to their tenure. This does not outline the amount of vacation leave a person earns in one calendar year. All department personnel start each year with the amount of vacation leave that is determined by their tenure. Once they have taken the amount of leave allowed by their tenure, they are not allowed to take anymore paid vacation until the start of the new year. Unused vacation leave does not carry over into the following calendar year. All other time off will be a leave of absence without pay if necessary. If the employee’s sick family member is not an immediate member of the family (i.e., not a mother, father, sibling, spouse or child), the employee’s request for sick leave should be rejected. All family sick leave time requests shall comply with the Department’s Attendance/Sick Leave Policy.

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MARINE INSTITUTE FIRE/RESCUE

Request for Leave Form (RLF) 1) Name: __________________________________________________________ Rank: ___________________________________________________________ 2) Date Form Submitted: ___________________ 3) Dates of Leave Requested and Total Hours of Requested Leave: _____________________________________________________________________________ _____________________________________________________________________________ 4) Reason Leave Requested (Check One): [ ] Vacation How many hours of vacation have you taken this calendar year? ___________________ [ ] Sick Leave What is the reason for requesting Sick Leave and what is your doctor’s name and phone number? _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ [ ] Training What is the purpose and location of the training? _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ [ ] Other Please explain why leave is being requested? _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________

Section 1: This Section Should be Completed by the Person Requesting Leave

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1) Name of Processor: __________________________________________________ 2) Result of the Review of RLF (Check One)

[ ] APPROVED [ ] REJECTED

3) Please explain why the Request for Leave was approved or rejected.

Section II: This Section Should be Completed by the Person Processing the RLF

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STANDARD OPERATING GUIDELINES Effective Date Last Revision Pages 16-04-2007 14-11-2012 1 of 4 SOG# Section Guideline 1 – 22 Human Resources Attendance/Sick Leave (Family

and Personal) PURPOSE To control the possible abuse of the sick leave privileges that are granted to employees in accordance with the prescribed policies and procedures of the Marine Institute Fire/Rescue Department Leave Time Policy. POLICY It is the policy of the Marine Institute Fire/Rescue Department to approve sick leave request by department employees to cover illness. In addition, it shall be the policy of the Marine Institute Fire/Rescue Department Fire Department to identify employees that are irregular in attendance and take the necessary measures to alleviate any possible abuse of the granted sick leave. Any violations of the guidelines set forth in this policy by employees or their supervisors will be considered as a violation of the department policy. It is therefore the policy of the Marine Institute Fire/Rescue Department to administer disciplinary action to those employees who are determined to have abused sick leave, fraudulently used sick leave, are irregular in attendance or use approved sick leave in any manner that causes disruption or negative consequences to the organization. RESPONSIBILITY It is the responsibility of the Fire Chief to review and update this policy. Furthermore, it is the responsibility of the Marine Institute Fire/Rescue Department to adhere to and enforce the established guidelines of this policy. PROCEDURES 1. Maintain a Leave Record form for each employee - The supervisor will record all leave used

by each employee on their personal Leave Record form. 2. This includes scheduled and non-scheduled leave. Examples of leave time includes vacation,

sick leave, tardiness (late), AWOL, emergency leave, etc. 3. Each month, the Captain will review the attendance record of personnel under their

supervision to identify irregular attendance and patterns of absences that could indicate a possible abuse and fraudulent use of Sick Leave.

4. The Attendance Record Forms, along with the names of the employees that are in violation, or suspected of being in violation of the Attendance Policy, will be submitted to the Fire Chief for review and verification. These supervisors will forward this information along with their written recommendations to the Fire Chief. The Fire Chief will submit their recommendations via the chain of command to the Mayor and Town Council

5. The following check list will be used when auditing the employee's attendance records to identify suspected patterns of sick leave, irregular attendances, and sick leave abuse:

• Sick leave on the first work day following pay days. 21


• Sick leave before or after a day off. • Sick leave on the same calendar day of the weekend. • Sick leave before or after a holiday. • Sick leave on Fridays or Mondays, for a three day week. • Sick leave when work is heaviest. • Sick leave during inclement weather. • Sick leave on dates of public events, such as ball games, etc. • Sick leave on dates employee worked at outside employer. • Sick leave on dates employee is on vacation from outside employer. • Sick leave when refused a day off. • Sick leave when an undesirable job is to be performed. • Sick leave taken as soon as it is earned. • Sick leave on days in which watching an event on T.V. may be deemed a national

event • No pattern, but excessive intermittent sick leave absences of short duration. • Sick leave on hunting or fishing season opening or closing dates. • Sick leave to test for other employment opportunities.

6. Request for Sick Leave—Instructions for actions required by all employees.

When an employee believes to be unable to work, due to illness or injury, and is incapacitated to the point the assigned duties cannot be performed, the employee will call the Captain on duty and advise as to:

a. The nature and extent of the illness or injury; b. The length of time the employee will be incapacitated; c. Who the employee's doctor is, if the employee scheduled a doctor's

appointment or if treatment has been administered by a Physician. It is the employee’s responsibility to call his/her immediate Captain. If the employee is too ill to use the phone, the employee’s spouse or a member of the family may do so. Any employee calling to request sick leave must only speak to the Captain on duty. The only exception will be if the Captain is not immediately available to take the call. In this instance, the message taker will relay such information to the supervisor. The Request for Leave Form (RLF) should be used to (1) request approval of sick leave taken in the past and (2) request in advance approval of sick leave in the future. Employees returning from sick leave must complete and present the RLF to the Assistant Fire Chief upon return to duty. If advanced sick leave is known or anticipated (for things such as scheduled surgery, etc.), the RLF may be submitted prior to the beginning of the sick leave date. The form will contain the following information:

• Name and rank of the employee making the request. • Date the form was submitted • Length of time the incapacitation or anticipated length of time. • Explanation of reason for requesting sick leave. • Doctor's name and telephone number (if required; see #6 below).

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When an employee's immediate family (mother, father, sibling, spouse, or child) becomes ill and requires the employee's care, the employee may take or request advanced sick time with pay to take care of the family member. The employee may take as many paid days for family care as they have sick days for themselves. All other time off will be a leave of absence without pay if necessary. If the employee’s sick family member is not an immediate member of the family (i.e., not a mother, father, sibling, spouse or child), the employee’s application for sick leave should be rejected.

7. Employees required to present proof of illness: 1. An employee who is absent on sick leave for two consecutive 24 hour shifts or more

will be required to submit a physician’s certificate as written evidence to substantiate the use of sick leave. In addition, an employee who reports in sick on a holiday shift or a shift prior to a holiday or a shift following a holiday will be required to submit a physician’s certificate or other written evidence. This rule shall apply to all employees.

2. Twenty-four hour shift employees requesting eight to twenty-four hours of Sick With Pay

3. (SWP) on more than three occasions during a calendar year, shall be required to furnish Proof of Illness documentation on the fourth occasion and all additional occasions during that twelve-month period.

4. Twenty-four hour shift employees off duty on SWP six or more occasions for any duration during a calendar year or two or more consecutive shifts shall be required to furnish Proof of Illness documentation.

5. When the department of personnel rule applies, a physician shall be seen and a written Proof of Illness from the physician shall include:

a. The diagnosis. b. A confirmation that the diagnosed condition rendered the employee

incapacitated to perform position duties. c. The probable period of such incapacitation.

When it is necessary to provide proof of illness, a form is provided to assist the physician to include the necessary information. However, any written document which includes the required information is acceptable. 8. Employees that work a 40 hour week will be required to provide proof of illness that meets the criterion of the department of personnel rule when returning from their fifth request for SWP at 8 hours or more. Also, those employees with 8 or more SWP incidents may be required to be interviewed by the Occupational Safety and Health Committee of the Town. The Fire Chief will review the sick time use of the individuals and may recommend review by the committee. 9. Twenty-four hour shift employees that use more than four separate twenty-four hour periods of SWP may be required to appear before the Occupational Safety and Health Committee for a review of the reasons for their request for SWP. The Captain will identify the individuals meeting their review criteria, and submit their findings to the Fire Chief. The Fire Chief will review the sick time usage and may recommend to the Mayor and Town that a review by the committee be conducted. The committee shall make recommendations to the

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Fire Chief concerning the employee's demonstrated physical ability to continue to perform assigned duties. 10. Twenty-four hour shift employees off duty on SWP six or more occasions for any duration during a calendar year may be required to be examined by a physician to determine the employee's physical condition. 11. It shall be considered a violation of the policy to work part-time jobs or participate in physically demanding activities while on SWP leave. 12. Employees on sick leave with pay, medical leave of absence without pay, or family medical leave must keep the department informed about their condition while on leave. Therefore, employees are required to keep the Training/Safety Division informed as to where the individual may be contacted. Occasionally, it may be necessary to contact the individual to obtain additional information. When directed to do so, persons on SWP or IWP will be required to submit the requested information to the department's safety officers or other supervisory personnel informed as to where the individual may be contacted.

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STANDARD OPERATING GUIDELINES Effective Date Last Revision Pages 16-04-2008 14-11-2013 1 of 2 SOG# Section Guideline 1 – 26 Human Resources Attendance Without Leave

Progressive Disciplinary Action Policy

PURPOSE To address the Attendance Without Leave Progressive Disciplinary Action Policy that are granted to employees in accordance with the prescribed policies and procedures of the Marine Institute Fire/Rescue Department Leave Time Policy. AWOL is unauthorized absence when scheduled to work. An employee not reporting to his/her immediate Captain or Fire Chief before 30 minutes of his/her shift has elapsed will be charged with AWOL. In each occurrence of AWOL, an employee will have an opportunity to explain why they were AWOL. If it is determined that the incident is justified, no disciplinary action will be taken and the occurrence will not be counted against the individual. If the occurrence is determined to be unjustified, the following steps will apply: PROGRESSIVE DISCIPLINARY ACTION 1st Occurrence

1. The employee will be given an opportunity to explain, verbally or in writing, why he/she was AWOL.

2. The Station Captain will determine if the AWOL occurrence is justified or unjustified, utilizing consistent criteria.

3. If the incident is determined to be the first occurrence of unjustified AWOL, the Station Captain will write an official reprimand.

4. The Fire Chief will be notified. 2nd Occurrence

1. The employee will be required to explain the AWOL incident in writing. 2. The Station Captain will conduct an inquiry. If the incident is determined to be the second

unjustified occurrence within twelve months, the Station Captain will attempt to determine the reason for the employee's pattern of AWOL. Appropriate Employee Assistance will be made available.

3. The Station Captain will request a determination hearing before the Fire Chief and a suspension without pay for a minimum of eight hours will be recommended for progressive disciplinary action.

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3rd Occurrence

1. The employee will be required to explain the AWOL incident in writing. 2. The Assistant Chief will conduct an inquiry. If the incident is determined to be the third

unjustified occurrence within twelve months, the Fire Chief will attempt to determine the reason for the employee's pattern of AWOL. Appropriate Employee Assistance will be made available.

3. Appropriate Employee Assistance will be required. 4. The Assistant Chief will request a determination hearing before the Department Head and

suspension without pay for a minimum of twenty-four hours will be recommended for progressive disciplinary action.

5. The employee will be given a written warning that the fourth occurrence could result in dismissal from the department.

4th Occurrence

1. The employee will be required to explain the AWOL incident in writing. 2. Fire Chief will conduct an inquiry. If the incident is determined to be the fourth unjustified

occurrence within twelve months, a determination hearing before the Department Head will be requested and a suspension without pay for forty-eight hours will be recommended for progressive disciplinary action.

3. The employee will be advised that if there is a fifth occurrence within a twelve month period that dismissal will be recommended.

5th Occurrence

• The employee will be required to explain the AWOL incident in writing. • The Fire Chief and the Town Mayor will conduct an inquiry. If the incident is determined to

be the fifth unjustified occurrence within twelve months, a determination before the Fire Chief, Mayor and Human Resources will be requested and dismissal will be recommended.

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STANDARD OPERATING GUIDELINES Effective Date Last Revision Pages 16-04-2007 10-10-2013 1 of 2 SOG# Section Guideline 1 – 28 Human Resources Employee Late to Work

Progressive Disciplinary Action Policy

POLICY Any employee who does not arrive on time should be considered late. Employees arriving more than 30 minutes late will be considered AWOL (see SOG 1-26). A late for duty employee will have an opportunity to explain why they were late. If it is determined that the incident is justified, no disciplinary action will be taken and the occurrence will not be counted against the individual. If the occurrence is determined to be unjustified, the following steps will apply. PROGRESSIVE DISCIPLINARY ACTION 1st Occurrence

1. The employee will be given an opportunity to explain, verbally or in writing, why he/she was late.

2. The Station Captain will determine if the late occurrence is justified or unjustified (Utilizing Consistent Criteria).

3. If the late occurrence is determined to be unjustified, a written warning will be prepared by the Station Captain.

2nd Occurrence

1. The employee will be required to explain the late occurrence in writing. 2. The Station Captain will determine if the late occurrence is justified or unjustified. 3. If the incident is determined to be the second late occurrence within a 12-month period,

the Station Captain will write an official reprimand. 4. The Station Captain will attempt to discover why the employee has developed a pattern or

reporting late for duty and make appropriate Employee Assistance available. 3rd Occurrence

1. The employee will be required to explain the late occurrence in writing. 2. The Fire Chief will determine if the late occurrence is justified or unjustified. 3. If the incident is determined to be the third occurrence within a 12-month period,

additional steps will be taken to discover the cause of the continued reporting late for duty. Employee Assistance will be recommended if necessary.

4. The Fire Chief will request a Determination Hearing before the Head of Human Resources

5. The Fire Chief's recommendation for Progressive Disciplinary Action will call for a minimum of eight hours suspension without pay.

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4th Occurrence

1. The employee will be required to explain the late occurrence in writing. 2. The Assistant Chief will determine if the late occurrence is justified or unjustified. 3. If the incident is determined to be the fourth occurrence within a 12-month period, very

specific directions will be given to correct the reporting for duty late problem. 4. The Assistant Chief will request a Determination Hearing before the Department Head. 5. The Assistant Chief's recommendation for Progressive Disciplinary Action will call for a

minimum of twenty-four hours suspension without pay. 6. The employee will be given a written warning that the next late occurrence could result in

dismissal. 5th Occurrence

• The employee will be required to explain the late occurrence in writing. • The Fire Chief will determine if the late occurrence is justified or unjustified. • If the incident is determined to be the fifth occurrence within a 12-month period, the Fire

Chief will request a Determination Hearing before the Mayor and Human Resources. The Fire Chief's recommendation for Progressive Disciplinary Action will call for serious discipline up to and including dismissal.

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STANDARD OPERATING GUIDELINES Effective Date Last Revision Pages 26-9-2008 14-11-2013 1 of 1 SOG# Section Guideline 1 – 12 Respiratory Protection Fit Testing / Respiratory Protection PURPOSE 1.1. Fit/TestingRespiratory protection shall be used in accordance with Provincial and Fire Department regulations and apply to all members of the Marine Institute Fire/Rescue Department. 1.2. The Fire Chief and/or his Designate shall be ultimately responsible for the Fit Testing/Respiratory Protection Program. Appropriate SCBA/respiratory protection shall be worn anytime members are operating for any reason in an area where there a suspected or confirmed respiratory hazard and shall only remove this protection when an industrial hygienist has certified the air clear of respiratory hazards. 2.0 Objectives 2.1. This document establishes a Departmental Fit Testing/Respiratory Protection Program to protect the health of the employee and requires the employee to use SCBA and/or Respiratory protection. 2.2. To provide a written policy for the Fit Testing/Respiratory Protection Program. 3.0 Responsibility 3.1. The Fire Chief is responsible for the administration of the Respiratory Protection Program including the following: 3.1.1. Identifying personnel who are required and authorized to wear respiratory protection equipment in the course of performing their duties. 3.1.2. Ensuring that members covered by this policy comply with all facets of this respiratory protection policy. 3.1.3. Ensuring the overall implementation of this policy. 3.1.4. Ensure that SCBA and respirators are thoroughly inspected, used and maintained and that inspections are documented by written record. 3.1.5. Appraise the effectiveness of the respirator program at least annually. 3.1.6. An annual written evaluation of the SCBA and Respirator program's effectiveness shall be submitted to the Mayor and Council of the Town of Marine Institute. 3.1.7. Maintain air quality test records. 3.1.8. Ensure annual quantative fit tests are made and maintain quantative fit test records. 3.1.9. Ensure that the SCBA and respirator user's medical status is reviewed. 3.1.10. Purchase/procure, assign, document condition, maintenance and repair of SCBA and other Department respirators 3.1.11. Work to establish documented cooperative agreements between the Marine Institute Fire/Rescue Department and local agencies/neighboring Fire/Emergency Services providers regarding shared services and/or resources in the area of SCBA and Respirators and

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respirator-related equipment. 3.2. The Safety/Training Division shall: 3.2.1. Train, test and require practice of all members who will have occasions to use a SCBA and respirator. 3.2.2. Provide training and operating guidelines in accordance with Department policy and respirator manufacturers’ recommendations. 3.2.3. Ensure that an annual test is completed by each member on their knowledge of SCBA equipment operation, safety and Department operational policies and procedures. The training officer will maintain related training records. 3.3. Company Officers shall: 3.3.1. Verify daily/weekly checks and ensure the proper use of SCBA and Respirators by members. 3.3.2. Ensure that they and their crews are using the proper level of respiratory protection commensurate with the hazards they encounter. 3.4. No member that has not received respiratory protection training, medical approval and applicable fit testing in accordance with this policy, shall be assigned to any duty where respiratory protection is required. 3.5. Each member covered by this policy shall: 3.5.1. Adhere to the policy to the fullest extent. 3.5.2. Condition and inspect respirators assigned to their company and to them as individuals. 3.5.3. Conscientiously use the proper level of respiratory protection that is commensurate with the hazards they encounter. 3.5.4. Maintain the level and proficiency of use expected by the Department. 3.5.5. Maintain SCBA and Respirator face pieces and breathing tube in sanitary and proper operating condition. 3.5.6. Guard against damage to SCBA and Respiratory equipment. 3.5.7. Check their respirators/SCBA as specified when coming on duty, and shall advise their officer that the unit is OK or in need of repair. 4.0 Procedures 4.1. Medical Evaluation 4.1.1. Every member who is being considered for inclusion in the SCBA and Respirator program must participate in the Department's medical surveillance program. 4.1.2. The Department shall provide a medical evaluation to assist in determining the member’s ability to use SCBA, before the member has participated in a quantative fit test or required to use the SCBA. 4.1.3. The medical questionnaire and examinations shall be administered confidentially during the member’s normal working hours or at a time and place convenient to the member. 4.1.4. The Town of Marine Institute shall identify a physician or other licensed health care professional (PLHCP) to perform medical evaluations using a medical questionnaire recognized by OH&S and WHSCC for aiding in determining a SCBA and Respirator user’s medical status. 4.1.5. A copy of the questionnaire in use by the Town of Marine institute shall be maintained in the Human Resources Division. 4.1.6. The Department shall ensure that a follow-up medical examination is provided for a member who gives a positive response to any question among questions 1 through 8 in the medical questionnaire or whose initial medical examination demonstrates the need for a follow-up medical examination.

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4.1.7. The follow-up medical examination shall include any medical tests, consultations or diagnostic procedures that the PLHCP deems necessary to make a final determination. 4.1.8. All respirator users’ medical status shall be reviewed whenever: 4.1.8.1. A member reports medical signs or symptoms related to their ability to use a SCBA and Respirator. 4.1.8.2. A PLHCP, supervisor or SCBA Program Administrator advises that a member needs to be reevaluated. 4.1.8.3. Information from the Respiratory/Air Program (including observations during fit testing, or during evaluations) indicates a need for re-evaluation. 4.1.8.4. A change occurs in workplace conditions (physical work effort, protective clothing, temperature) that may result in a substantial increase in the physiological burden placed on the member. 4.1.9. All SCBA and Respirator users’ medical status shall be reviewed at the following intervals: Age: Interval:

<35 every 3 years 35-45 every 2 years >45 annually

4.2. Fit Testing/Face Fit 4.2.1. Employees shall be properly fitted and tested for a face seal prior to use of the SCBA and Respirator in a hazardous atmosphere or contaminated area. 4.2.2. Quantitative fit testing is required. 4.2.3. Fit testing shall be repeated: 4.2.3.1. At least once every twelve (12) months. 4.2.3.2. Whenever there are changes in the type of SCBA or face piece used. 4.2.3.3. Whenever there are significant physical changes in the user. Examples: Weight change of ten percent (10%) or more, scarring of face seal area, dental changes, cosmetic surgery or any other condition that may affect the fit of the face piece seal. 4.2.4. Fit test procedures and test exercises shall follow procedures detailed in the Logistics Division. 4.2.5. Facial hair shall not be permitted to come between the sealing periphery of the face piece and the face or interfere with the valve function of the SCBA or any Respirator used by the Department. 4.2.6. Contact lenses shall be permitted with SCBA use, unless the member’s physician determines that the risk of eye damage is increased by their use. 4.2.6.1. If requested by a member, the Department shall provide an SCBA manufacturer approved spectacle kit and prescription ground lenses at no cost to the member. 4.2.6.2. If a spectacle kit, goggle or face shield must be worn with a face piece, it shall be worn so as to not adversely affect the seal of the face piece to the face. 4.2.6.3. Straps or temple bars shall not pass between the seal or surface of the SCBA face piece or respirator and the user's face. 4.2.7. A "user seal check" shall be done by the member every time the SCBA face piece is put on to assure that an adequate seal is achieved and that the SCBA is adjusted and worn properly. 4.2.8. Members will only be allowed to use the make, model and size respirator for which they have passed a fit test within the last twelve (12) months.

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4.2.9. A member shall not wear respiratory protection unless the proper size face piece is available and inspected by the wearer to ensure the equipment is in proper working condition according to Departmental standards and the manufacturer’s specification. 4.3. Training 4.3.1. Members shall be trained in the proper function, use, cleaning and maintenance of any SCBA provided for their use including the step-by-step procedures for putting on and removing Face pieces and regulators to check it for proper function. 4.3.2. The required training shall cover: 4.3.2.1. Recognizing hazards that may be encountered. 4.3.2.2. Understanding the components of the SCBA and Respirator. 4.3.2.3. Understanding the safety features and limitations of the SCBA and Respirator. 4.3.2.4. Inspecting and cleaning the SCBA and Respirator. 4.3.2.5. Use of the respirator as designed. 4.3.2.6. Use of the respirator in emergency situations/extraordinary circumstances. 4.3.3. Upon completion of such initial training, each member shall practice at least quarterly, for each type and manufacture of SCBA and Respirator available for use, the step-by-step procedure for donning and doffing the respirator and checking it for proper function. 4.3.4. Retraining shall be administered annually, and whenever: 4.3.4.1. Changes in work or equipment make previous training obsolete. 4.3.4.2. Inadequacies in the member’s knowledge or use of the SCBA indicate that the member has not retained the requisite understanding or skill. 4.3.4.3. Any other situation arises in which retraining appears necessary to ensure proper, safe SCBA or related equipment use. 4.3.5. Annual training and testing shall be conducted to the Department's standard on the member’s knowledge of SCBA equipment operation, face piece seals, cylinder handling/filling, SCBA safety and Departmental policies and operating procedures. 4.3.6. All SCBA-related training records shall remain part of the member’s training file. Each record shall be retained until the next occurrence of that specific training event. 4.3.7. Members shall be thoroughly trained in: 4.3.7.1. Accordance with the respirator manufacturer's instructions on emergency procedures. 4.3.7.2. Other established and improvisational emergency procedures as outlined in the Marine Institute Fire/Rescue training manual. 4.3.7.3. Trans-fill operations. Trans-filling may be utilized in hazardous material incidents and in cases of Firefighter emergency or other extraordinary circumstances. 4.4. Repair/Recharge 4.4.1. Any SCBA found unstable shall be removed from service, tagged and recorded as such. Repair of the respirator must be done with parts designed for the respirator in accordance with the manufacturer’s instruction, by certified technicians of the Department’s Respiratory/Air Program or other manufacturer certified technician named by the Program Administrator. 4.4.2. When exchanging air supply bottles during suppression or overhaul activities, reasonable precautions shall be taken to ensure contaminated atmosphere does not enter the changing zone. 4.4.3. Primary trans-fill capability (respirator to respirator) shall be maintained on each SCBA. Secondary source (non-respirator to respirator) trans-filling equipment shall be available at any location where members operate in IDLH or potential IDLH conditions. 4.4.4. SCBA cylinders shall be hydrostatically tested within the periods specified by the manufacturer and the U.S. DOT. All SCBA cylinders shall be inspected, maintained and repaired

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regularly by trained personnel. A thorough, conservative cylinder management program shall ensure member safety during use, normal filling operations, and trans-filling operations. 4.4.4.1. A professionally trained cylinder inspector shall visually inspect the interior and exterior of each SCBA and SCUBA cylinder at regular intervals. 4.4.4.2. All respirator users shall perform an exterior cylinder inspection of each in-service cylinder before and after use and before each fill. 4.4.5. The air quality from compressors and cascade system cylinders shall be tested at least quarterly. When the Department purchases compressed breathing air from a vendor, the vendor will be required to provide certification and documentation of breathing air quality quarterly. All breathing air utilized by the Department shall: 4.4.5.1. Meet the requirements of ANSI/CGA G-7 Commodity Specification for Air with a minimum air quality of D, and 4.4.5.2. Meet a water vapor level of 24 ppm or less. 4.4.5.3. Air Quality records shall be maintained for not less than 40 years. 4.4.6. The Marine Institute Fire/Rescue Department may establish cooperative agreements with local organizations and neighboring Fire/Emergency Services providers regarding shared use of breathing air compressors, storage systems and fill stations (fixed and mobile). 4.4.7. No member who has not received specialized training may operate breathing air compressors and/or breathing air or oxygen filling stations. 4.5. Cleaning 4.5.1. Members shall be (field) decontaminated prior to removal of SCBA and Respirators whenever firefighting activities result in exposure to a hazardous substance. 4.5.2. Respirators shall be kept clean, sanitary and in good working order. SCBA and Respirators shall be cleaned and disinfected using the procedures. Respirators shall be cleaned and disinfected at the following intervals: daily, weekly, monthly and after each use. 4.5.2.1. SCBA face pieces and Respirators issued for the exclusive use on a member shall be cleaned and disinfected as often as necessary to be maintained in a sanitary condition. 4.5.2.2. SCBA face pieces or Respirators issued to more than one member shall be cleaned and disinfected before being used by different individuals. 4.5.2.3. Face pieces and Respirators used in fit testing and training shall be cleaned and disinfected before being used by different individuals. 4.6. Use 4.6.1. Personnel shall wear the proper respiratory protection when operating in any of the following circumstances: 4.6.1.1. In a contaminated atmosphere. 4.6.1.2. In an atmosphere that is suspected of being contaminated or oxygen deficient. 4.6.1.3. In an atmosphere that may rapidly become hazardous or oxygen deficient. 4.6.1.4. In an atmosphere that is oxygen deficient. 4.6.1.5. When transporting or treating an individual with suspected or confirmed infectious TB. 4.6.2. These circumstances include: 4.6.2.1. In an active fire area. 4.6.2.2. Directly above a fire area. 4.6.2.3. Directly under the active area. 4.6.2.4. In potential explosive fire area, including gas leaks or fuel spills. 4.6.2.5. Where products of combustion are visible in an atmosphere, including vehicle fires and dumpster fires.

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4.6.2.6. Where invisible contaminants are present or suspected; this includes the overhaul stage of a fire. 4.6.2.7. Where toxic products are present, suspected of being present or may be released without prior warning. 4.6.2.8. In an active chemical spill area where the chemical present is an inhalation hazard. 4.6.2.9. In any permit-required confined space that has not been tested and monitored to establish respiratory safety. 4.6.2.10. Transporting or treating an individual with suspected or confirmed TB in an enclosed vehicle or area.

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JPR FO11-#11

Marine Institute Fire/Rescue Department Standard Operating Procedures: GENERAL PROCEDURES & RULES - SECTION 1

• All department members are expected to act in a manner to reflect credit on himself, the department and the Town.

• All officers and members are to address and shall treat each other in a courteous and respectful manner at all times. Members are to work together in harmony.

• Altercations, profane, abusive or improper language or disorderly conduct will not be permitted at the station or fire ground, including drills.

• No officer or member shall willfully, carelessly or maliciously make a false report or gossip concerning, or to the discredit or injury of another member of the department concerning department matters of business, or act in a manner calculated to create disturbance or dissension within the department or town government. Any member so offending will be subject to dismissal.

• Members shall not interfere with each other in the performance of their assigned duties, but shall assist whenever necessary.

• Members shall carefully protect from waste or abuse all supplies, appliances and equipment furnished to the department.

• Any member using or operating Fire Department equipment has the responsibility to see that it is put back into place and cleaned and ready to use again.

• If any member is going to be unable for response for an extended period of time, they are to notify their immediate officer.

• Every driver has the responsibility to drive every piece of equipment at least once every two months.

• Continued violation of these House Rules will result in the loss of privilege to use the facilities.

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JPR FO11-#11

GENERAL OPERATIONS - SECTION 2 All firefighters, who are Auxiliary members with the Marine Institute Fire/Rescue Department, shall familiarize themselves with all Fire Hall Rules as posted and first receive permission from the Fire Chief (and or his designate). FIRE HALL RULES: 1. No loud, boisterous or profane language will be used while in or around the Marine Institute

Fire/Rescue Department. Also, no radios or TV are to be used in a loud manner. 2. All persons in the Fire Department shall keep his/her ppe, clothes, shoes, and other articles in

their locker or other designated place at all times. 3. All persons who use the Fire Department facilities shall assist in keeping the facilities neat and in

proper order. Anyone using the cooking utensils shall immediately upon completion of the use of the utensils, wash them and put them in their proper place.

4. No one other than firefighters on duty and EMS shall use the facilities of the Fire Department without first obtaining permission from the Fire Chief and/or his designate.

5. The use of other facilities shall be as follows: a) Firefighters are encouraged to use the weight room at any time that it doesn't interfere with

other activity. b) The maintenance bay may be used by the firefighters to work on their personal vehicles

provided it does not interfere with the normal activities and none of the department owned supplies or equipment is used.

c) The apparatus room lights are to remain off unless the firefighters are working on apparatus. d) Personal vehicles may be washed in front of Pumper One --normal grime--NO MUD - Parking

lot must be washed off afterwards. No washing during freezing weather. 6. The telephone in the radio room is for official business calls only. Any personal calls will be

placed or taken elsewhere. 7. All personal calls will be limited to a reasonable time. All personal calls will be placed on 777-

4200. 8. The consumption or display of any alcoholic beverages on the Fire Department premises is

strictly forbidden, unless an authorized (see section 12 of sop’s) permission is provided by the Town Council and Mayor of the Town of Marine Institute.

9. There will be absolutely no equipment loaned from any firefighting apparatus. 10. All reports, messages, and communications received at the station pertaining to department

business, whether written, by phone, or otherwise, must be documented and promptly delivered to the Chief or to the respective voice mail.

11. All telephone calls should be handled courteously and efficiently. If an emergency call, get the name, address, and problem. If it is possible, get a call back number and repeat the address and what the street turns off of, back to the caller. When in front of the station, members shall not cause or permit the parking lot to be obstructed by chairs, apparatus or any Fire Department equipment. No members shall make comments concerning anyone passing that could in any way cause offense.

12. No private vehicles are to be parked or stopped in front of the apparatus bays or in any manner as to obstruct the equipment.

13. Telephone messages will be sent to the proper voice mailbox in lieu of written correspondence. If the caller is not receptive to leaving a voice mail, the message will be taken and forwarded to the individual directly.

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JPR FOII-#11

Fire and Rescue


A2B 1C3 Tel: (709) 444-4444

Date: Fire Chief:

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