1. CAFC Strategic Plan

2. What is our government/advocacy plan?

3. Policy foci 2019

4. Committees and Projects 2019

Canadian Association of Fire Chiefs1 Rideau Street, Suite 700Ottawa, Ontario, K1N 8S7Tel: 1-800-775-5189info@cafc.ca | www.cafc.ca

Introducing Operating Plan 2019Members and Partners,

On behalf of the CAFC Board of Directors and the National Advisory Council it is my pleasure to share the attached operating plan which reflects a summary of our policy foci, projects, and member benefits for 2019. We hope this plan helps you understand what we do and why we do it. As we progress throughout the year, we have made allowances to address critical issues and opportunities as they arise, but for the most part, this will guide our path. Thank you to the board, national advisory council made up of our provincial association presidents or their delegates and presidents or delegates of the national affiliate organizations, staff, members, partners both in government and in industry, parliamentarians, funders and friends of the CAFC.

Together we will continue to modernize and improve the fire service in Canada. If you have any feedback or questions about our plan, please direct these to CAFC’s Executive Director, Tina Saryeddine at tsaryeddine@cafc.ca. Thanks for your ongoing support of CAFC. We’re looking forward to another great year with you.

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With thanks from the CAFC BoardFrom left to right (back row): Board Members Chief Pierre Voisine (Cornwall), Chief Ken McMullen (Red Deer), Chief Daniel Perron (Sainte-Julie), Chief Keri Martens (Canmore), Chief Vince MacKenzie (Grand Falls-Windsor); front row: CAFC President Chief Ken Block (Edmonton).

With thanks from the NACFrom left to right (back row): Chief Kevin Eskra (Saskatchewan), Chief Phil Lemire (British Columbia), Chief Rod Nielsen (Nova Scotia), Chief Brad Yochim (Manitoba), Assistant Deputy Chief Addison Quilty (Newfoundland); front row: Chief Rick Arnel (Ontario), Chief Peter Krich, Vice-Chair (Alberta), Deputy Chief Dan McCoy, Chair (New Brunswick), Chief Ken Stuebing (IAFC/Member-at-large), Major David Jane (DND). Missing: Fire Chief Duane Antle (Newfoundland), Deputy Chief Richard Amnotte (Quebec), Deputy Chief Gerard McMahon (Prince Edward Island), Chief Jim Regimbald (Yukon), Commissioner Richard Kent (AFAC), Chief Mike McKenna (CFFA), Chief John Lane (MCM), Graham Pawlett (CVFSA), Fire Marshall David Rossiter (CCFMFC), Fire Chief John Fredericks (North West Territories).

DRAFT

1. CAFC Strategic Plan

Canadian Association of Fire Chiefs1 Rideau Street, Suite 700Ottawa, Ontario, K1N 8S7

Tel: 1-800-775-5189info@cafc.ca | www.cafc.caPage 2

Vision Uniting Canada’s Fire Service Leaders

Mission Connecting Canada’s provincial, territorial & allied associations and external stakeholders for the advancement of public and fire-fighter safety.

Pillars Governance Leadership Engagement & Development

Partner / Stakeholder Relationships Advocacy

Three year Outcomes

• Board of Directors, National Advisory Council and ED/staff are clear on their roles/ responsibilities and working effectively together

• There is the right number of Committees focused on key items (see below)

• A succession process is in place for the President and Board positions (Bylaws)

• Key policies, processes and procedures are in place, understood and used (we could develop more of these)

• The organization is planning and implementing effectively (our strategic and operating plans create transparency)

• Membership strategy in place to significantly increase membership and generate sustainable operating revenue for the CAFC

• Members are served by and feel connected to both the CAFC and their respective Prov./Terr. association

• Individual membership might in some cases come through P/TAs

• Value defined through broader vision of CAFC/ NAC than the individual member / alignment of CAFC/NAC

• Services determined by setting national standards through programs like CFO Program, Volunteer Recruitment, etc.

• The Chief Fire Officer program has been implemented

• We are the go-to subject matter experts for public safety for industry and government on issues of national relevance

• We are a conduit to the fire service subject matter experts

• We have strong relationships with key groups in industry, government, etc.

• We facilitate inter-regional communication on fire service issues

• We have research capacity - well

• defined processes, policies, structure, sustainable budget

• An advocacy plan is in place (see figure below)

• CAFC issues are on the platforms of political parties for the next election *

What will be different

Paradigm shift

• CAFC is better aligned with provinces on member services and programs, with less overlap/duplication

• CAFC stops trying to do everything for everyone, focuses on addressing strategic national issues common to all fire service leaders (e.g. NIFD, Answer the Call, CFO, etc.), and NOT on individual members

• Role of NAC is clearer and focuses on raising issues of national scope or multiple regions to the BOD, and on providing advice to BOD when directed

CAFC will do more of...

• Thought leadership in determining what is needed nationally to unite fire service leadership in the goal of public safety

• Research, advocacy & partnerships that influence national regulations and standards

• Engaging and developing the fire service leaders of tomorrow

And less of...

• Committing limited resources in response to non- strategic initiative requests from members and stakeholders

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2. What is our government relations/advocacy plan?

CAFC policy driven issues

• National Fire Advisor Secretariat and clarifying the role of the federal government.

• Finding solutions to advance the mental and physical health needs of first responders

• Presumptive Illnesses and Prevention; Federal Memorial Grant Program

• Clarifying the fire service role in non-traditional areas (opioids, etc.)

• Recruitment, diversity, and inclusion

• Monitoring the fire safety implications of building and societal.

• Maintaining volunteer tax credit and facilitating volunteer department operations

• Enabling philanthropic donations and support to fire departments

• Research Innovation and the Knowledge to Practice Gap

• Best Practices and Knowledge Exchange

• Firefighter Safety, National Building and Fire Codes including Sprinklers

CAFC Response to External Issues

• Addressing issues related to transportation of dangerous goods

• Rail Safety, Transport, Critical Infrastructure, Gas, Pipelines

• Strengthening (Heavy Urban) Search and Rescue

• Science & Technology

• Interoperability and helping to building out the public safety broadband network

3. Policy foci 2019*

* Policy priorities will be actioned through specific committees, initiatives or position papers drafted for comment by the membership. Some areas of interest are actioned through partnerships. While there are a broad number of foci, a prioritization exercise determines the asks of the federal government.

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4. Committees and Projects 2019

Committee Initiative

Answer the Call • Assists in Volunteer Firefighter Recruitment by reviving the Answer the Call Program. Generates an inventory of equipment needs in relation to philanthropy readiness

Building Codes • Focusses on sprinklers as key area of priority. Responds to public consultation on review of building and fire codes and advances future proposals.

Fire Rescue Canada & Webinar Wednesdays • Hosts Fire Rescue Canada and Webinar Wednesdays

Heavy Urban Search and Rescue

• Advances a national communication on Heavy Urban Search and Rescue deployment both within HUSAR teams and to other regions and departments. Provides advice on the deployment of the Duracell Power Forward truck

Interoperability• Oversees the education and consultation needed around Building out the Temporary National

Coordinating Office. Determines the future of CITIG in collaboration with the Board and NAC

• Consultation for all related federal initiatives in this area

Rail, Pipeline and Dangerous Goods

• Facilitates dissemination of Transport Canada Dangerous Good education

• Engages industrial fire chiefs; Addresses issues related to Gas Tax; Anhydrous Ammonia

• Provides feedback on critical infrastructure issues

Redefining Fire Committee • Prepares a report that serves as the backdrop to explaining the redefined role of fire departments and advises on the dissemination and communication

Best Practices – National Fire information Database, Wicked Problems

• Release the National Fire Information Database and track research studies

• Develop a template for Proud Practices; Wicked problems, Prepare CAFC’s Endorsement policy and partnership principles and forms; Strike International Best Practices Committee.

• Consult and liaise in review of Red Book (2012) pending partnership/contract

Diversity & Inclusion & Women’s Network

• Proud practices and wicked problems in the area of Diversity and Inclusion

• Female Fire Chiefs and Company Officers luncheon monthly Webinar/Chiefs on Call

Membership • Develops and implements a membership action plan Undertakes general survey of members; Works

bilaterally with each NAC member to develop plan for province/region/group; Develops and explores divisions particularly industrial division; women’s division; and fire prevention officer division.

Resolutions and Bylaws Committee

• Implements e-voting for Nominations and runs the nomination & election process

• Hosts resolutions and ensures Bylaws are up to date and AGM needs met

Mental health firefighter wellness committee – Mental Health Mondays

• Works on issues related to mental and physical health, presumptive illness, Memorial Grant Program; relationships with third parties and researchers; Advance resilience training across the country and produces “Mental Health & Wellness Monday”.

Fire Press Fridays • A weekly review of relevant Media Stories

Executive Chief Fire Officer Program Council • A competency-based program for Chief Fire Officers and aspiring leaders