BVFD 2012 2013 Annual Reprot

Transcription

Annual Report
2012 / 2013
IN MEMORY OF THOSE THAT WE COULD NOT SAVE &
CONTINUED HOPE FOR THOSE THAT WE DID
CORPORATE DIRECTION
Vision statement
Making Life Safer
Mission statement
Protecting our community and the environment from fires and other
emergencies
Our Motto
Making a Difference....Everyday!
Key strategies
Develop our staff and succession planning
Enhance our community safety focus
Building partnerships
Building emergency response capacity
Building disaster management capacity
Planning for the future
Breede Valley Fire & Rescue Service
2012/2013 Annual Report
Page 2 of 41
Contents
EXECUTIVE SUMMARY .......................................................................................................................... 4
 Introduction....................................................................................................................................... 4
 Purpose of the Report..................................................................................................................... 4
The Key Operational Objectives of the BVFD ................................................................................... 5
The BVFD Key Risk Model ..................................................................................................................... 5
STRATEGY 1 - DEVELOPING OUR STAFF AND SUCCESSION PLANNING..................................................... 6
Year Progress ................................................................................................................................................ 6
A.
Strategic Focus Area 1-1: Training & Specialist Skills Programmes .............................. 6
B.
Strategic Focus Area 1-2: Exchange Programmes ............................................................. 9
C.
Strategic Focus Area 1-3: Secondments ................................................................................ 9
D.
Strategic Focus Area 1-4: Performance Development Plan ............................................... 9
STRATEGY 2 - ENHANCING OUR COMMUNITY SAFETY & RISK MANAGEMENT FOCUS .............................11
Year Progress: ..............................................................................................................................................11
A.
Strategic Focus Area 2-1: Targeted Fire & Life Safety Programmes ..............................11
B.
Strategic Focus Area 2-2: Ward Based Community Emergency Response ..................14
C.
Strategic Focus Area 2-3: Review of Risk Profiles ..............................................................15
D.
Strategic Focus Area 2-4: Review of the Fire Safety Bylaw ..............................................15
STRATEGY 3 - BUILDING PARTNERSHIPS ........................................................................ 16
Year Progress: ..............................................................................................................................................16
A.
Strategic Focus Area 3-1: Cooperation Agreements ..........................................................16
B.
Strategic Focus Area 3-2: Working with other Emergency Management Agencies ....17
C.
Strategic Focus Area 3-3: Working with Business ..............................................................17
D.
Strategic Focus Area 3-4: Working with Ward Committees ..............................................17
STRATEGY 4 - BUILDING EMERGENCY RESPONSE CAPACITY................................................. 18
Year Progress: ..............................................................................................................................................18
A.
Strategic Focus Area 4-1: Acquisition of Resources ..........................................................18
B.
Strategic Focus Area 4-2: Development of Inter-Agency Relationships ........................19
C.
Strategic Focus Area 4-3: Special Operations Training .....................................................19
D.
Strategic Focus Area 4-4: Funding and Budgeting for Sustainability .............................19
STRATEGY 5 - BUILDING DISASTER MANAGEMENT RESPONSE CAPACITY ................................. 20
Year Progress: ..............................................................................................................................................20
A.
Strategic Focus Area 5-1: Disaster Risk Management Planning ......................................20
B.
Strategic Focus Area 5-2: Capacity Building: Emergency Operations Centre .............21
C.
Strategic Focus Area 5-3: Inter-Governmental Synergy ....................................................22
D.
Strategic Focus Area 5-4: Resourcing the Emergency Management Support Centre23
STRATEGY 6 - PLANNING FOR THE FUTURE (GROWTH AND FUNDING) ....................................... 24
A.
Strategic Focus Area 6-1: Identification of Future Risks ...................................................24
B.
Strategic Focus Area 6-3: Extension of Services.................................................................24
C.
Strategic Focus Area 6-4: Identification of Grants ..............................................................25
SUMMARY AND TREND ANALYSIS FOR THE 2012/2013 FINANCIAL YEAR .......................................27
Page 3 of 41
EXECUTIVE SUMMARY
 Introduction
The 2012/2013 financial was indeed a very challenging year for the Fire Department.
The year saw (for the first time in many a year) the Fire Department lose considerable ground and
headway made with regards to its regulatory fire safety mandate and possibly even staff morale. The
sole contributing factor was the erosion of Department capacity due to the misinformed situation
surrounding the filling of council approved and budgeted posts and the prevailing uncertain
environment that permeated (and still does) with regard to TASK implementation.
Operationally; the crisis around the
Farmworker Protests and public disorder in the
2nd and 3rd quarter of the year tested our Public
Disorder preparedness plans to an almost
maximum when with our limited resources we
managed to achieve the best possible
utilization through coordinated planning and
response efforts.
In the year and almost two years to the day, another
horrific bus accident claimed multiple lives on the N1
at Hex Pass.
Unfortunately; this event served as a stark reminder
of why the call by the residents of the area for an
extension of our emergency service in the eastern
portion of our Valley is not just a want but a real
need.
 Purpose of the Report

To analyze and interpret consolidated data for the period 01 July 2012 up to 30th June 2013;

To highlight events and/ or incidents of significance impact

To acknowledge certain milestones and/or achievements made by the Department and its
members during the period.
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The Key Operational Objectives of the BVFD





Prevention and limitation of damage/harm to the environment occurring as a result of an
incident
Mitigation of economic and other losses as a result of an incident
Prevention of injury, ill health or death of Fire and Rescue Service personnel or other
emergency responders attending an incident
Prevention of injury, ill health, or death of people in or around an incident and as a result of the
hazards posed by the incident
Prevention and limitation of damage to property and infrastructure occurring as a result of an
incident
The BVFD Key Risk Model
By incorporating our core function responsibilities into a risk assessment model that reflects the range
of legal responsibilities and takes into account the need to identify and assess information and its
relevance to the community safety; our (BVFD) Key Risk Management Model is described as follows:
Firefighter Safety
The risk to individual firefighter safety, or other emergency responders working
under the direction of the Fire and Rescue Service, posed by the hazards present
on site and the likely consequences of any actions or failures of mitigating risk
features
Individual and Societal
The risk to the personal safety of persons other than firefighters, or other
emergency responders working under the direction of the Fire and Rescue
Service, who may be directly or indirectly affected by the emergency event and
the implications for wider society of any actions or failures of mitigating risk
features.
Community
The value of a site to the economic and social welfare of a community and the
probable outcomes of a loss of the site including critical infrastructure and
business continuity.
Heritage
Recognition of the value placed by society on a site’s cultural and historic
presence as part of the fabric of the national and local community.
Environment
The likely consequences from an onsite event on the sustainability or quality of
the surrounding natural and human environments.
Economic and other
Risks are judged of importance to the national or local economy.
Page 5 of 41
STRATEGY 1 - DEVELOPING OUR STAFF AND SUCCESSION PLANNING
[Key Risk Addressed: Firefighter Safety]
This strategy realizes that most important asset the BVFD has is its staff and it is through our staff
that we are able to deliver an emergency service to the community.
The skills development of our personnel is crucial as training (for us) promotes and reinforces two
essential principles of training that ultimately positively impacts on both firefighter and public
safety; i.e. Training builds Competence and Training builds Confidence
Year Progress
A. Strategic Focus Area 1-1: Training & Specialist Skills Programmes
i. Rope Rescue Technician:
Relevant Standard:
NFPA 1006: 2008 – Technical Rescue Professional Qualifications
General Outline of Competence:
Learn skills necessary to participate and/or lead a rope rescue operation. Includes steep and highangle rescue techniques, multiple-point anchors and compound rope haul systems, ascending and
descending a fixed rope, performing various tasks while suspended from a rope rescue system,
moving a victim in a high-angle or vertical environment, and high line systems
Assignment of Personnel: Fire Department Special Operations Unit and Western Cape Special
Operations Task Force
Number of Persons Trained in Year: 10
Department Total for Rope Rescue Technicians: 23
ii. Occupational Health and Safety Management
Relevant Standard:
Occupational Health and Safety Act
General Outline of Competence: Workplace occupational health and safety management
Assignment of Personnel: Fire Safety Inspectorate and Training Section
Department Total for Safety Management Practitioners: 8
Page 6 of 41
iii. Hazardous Materials [HazMat] Technician:
Relevant Standard:
NFPA 472: 2013– Standard for Competence of Responders to
Hazardous Materials/ Weapons of Mass Destruction Incidents
The hazardous materials technician shall be that
person who responds to hazardous materials/WMD
incidents using a risk-based response process by
which he or she analyzes a problem involving
hazardous materials/WMD, selects applicable
decontamination procedures, and controls a
release using specialized protective clothing and
control equipment.
Assignment of Personnel: Fire Department
Special Operations Unit and Western Cape Special
Operations Task Force
Department Total for HazMat Technicians: 19
Picture 1: HazMat Techs with Hazmat 251 (Black Mamba)
iv. Emergency Communications – Harmonised Amateur Radio Examination Certificate
[HAREC]
CEPT - T/R 61-02 – Standard for Competence in accordance with
International Telecommunication Union (ITU) as administered by
the South African Radio League (SARL) under direction from
Independent Communications Authority of South Africa (ICASA)
Relevant Standard:
Class A Licensees (prefix ZS or ZS) allows for communication across all the amateur radio bands
and does not restrict the operator in terms of output power and other items. Competency focuses
on setting up of antennae (HF) fixed and deployable and the use of two-way radio communication
to make contact with other radio amateurs all over the world.
Assignment of Personnel: Fire Department Emergency Communications Section
Department Total
13
Picture 2: ZS Class with SARL /HAMNET RAE Instructors
Page 7 of 41
v. Vehicle Extrication Technical Rescuer
Relevant Standard:
NFPA 1006:2008 – Standard for Competence for responders that
respond to incidents involving persons entrapped and entangled as a
result of standard and complex motor vehicle
accidents and collisions.
General Outline of Competence: Incident
management and command, vehicle anatomy,
scene stabilization, victim stabilization, rescue
operations, extrication techniques, patient care
Assignment of Personnel: Fire Department
Operations Division and Fire Department
Special Operations Unit
Number of Persons Trained in Year:
7
Department Total for Vehicle Extrication
Technical Rescuer: 11
Picture 3: Vehicle Extrication Participants
vi. Fire & Life Safety Educator
Relevant Standard:
NFPA 1035 – Standard for Professional Qualifications for Public Fire &
Life Safety Educator
General Outline of Competence: This program offers members of the fire service the
opportunity to increase their knowledge and skills related to the development and delivery of
community-based fire and life safety programs in order to better assist the Fire Service to
accomplish its primary mission of fire prevention.
Assignment of Personnel: Operations Division
Department Total for FLSE Practitioners:
12
Picture 4: Firefighter Riaan van Onselen demonstrating
how to teach children about Learn Not to Burn
Page 8 of 41
B. Strategic Focus Area 1-2: Exchange Programmes
During the year principle verbal agreements between ourselves and City of Cape Town Fire
Department and the West Coast District Fire Department to roll out an exchange programme for
certain members of staff from respective services could not be realized due to operational exigencies
of the BVFD.
However; members of both respective services did attend confined space rescue technician training
exercises hosted by BVFD
C. Strategic Focus Area 1-3: Secondments
During the year Firefighters from Operations Division were seconded to the Training Section for
defined periods to assist in various aspects of our training programmes.
D. Strategic Focus Area 1-4: Performance Development Plan
i.
Fire Service Officer Development Programme (FSODP)
Whilst there are stringent civil service requirements and
protocols that define the qualification, ranking, selection and
appointment process in career organizations including
elements that define the process and procedure in becoming
a fire officer; it is safe to say that sometimes this form of
promotion has varied measures of liability and risk for those
individuals who attain leadership roles and responsibilities as
Platoon , Company or Command officers with nothing more
than a few “basic” training courses and a few years of
experience.
Thus In order to introduce the concept of ‘Leadership at All
Levels”; the Department initiated a succession planning
programme designed to skill aspirant and potential Junior Fire
Officers from the ranks of senior firefighter and firefighter.
Period of Programme: March 2012 till November 2012
Programme Author: Chief Fire Officer Govender
Training Officer:
Station Commander Pretorius
Programme Manager: Deputy Chief Botha
Mentors:
Station Commanders Diener, Terblanche, Hendricks and Scholtz
Relevant Standard:
Fire Services Higher Certificate in Technology Syllabus
Initial Intake:
9
Final: 5
Final Evaluation Date: 22nd February 2013
Final Evaluations Conducted by:
Final Successful Pass:
Chief Fire Officer Schnetler (City of Cape Town)
Chief Fire Officer Senekal (West Coast District)
Chief Fire Officer Govender (Breede Valley)
5 - Senior Firefighter Warren Phillips, Senior Firefighter Pamela Matshikiza,
Senior Firefighter Daniel de Kock, Firefighter Eugene Jacobs and Junior
Firefighter Bashier Issel
Page 9 of 41
ii.
Job Performance Requirements [JPR] : Required Skills and Required Knowledge
For firefighters to perform at high levels of skills efficiency, the Department introduced NFPA
aligned Pre-Defined Performance Drills for the Operations Division.
The purpose of these drills is to standardize
application of on-the-job training procedures across all
three Companies and to ensure that performance can
be measured against standardized criteria.
Through the benefits of this initiative it now becomes
possible to:
 Document the actual exposure of every
firefighter to a particular tool and method of
application
 measure the number of hours of exposure by
an individual and the Company on a particular
scenario and the equipment
 Reinforce aspects of fireground safety
 Test the performance of equipment against
set objectives
 Document the amount of time operational
equipment is used as part of training
Every firefighter is now obliged to sign off his/her participation in the drill and the JPR Drills are
overseen and reported by the Department Training Officer.
iii.
B.A.R.S Evaluations
On the 01st July 2012; nine (9) Cadet Firefighters started their career journey as professional
firefighters and assumed the title of Learner (probationary) Firefighter.
The probationary period requires a commitment by both the probationary firefighter and their
Officer(s). Learner Firefighters must be committed to become competent firefighters and Officer(s)
must be committed to managing the probationary firefighters' development.
As part of the probationary and proficiency assessments; the Department introduced the concept
of the Behaviorally Anchored Rating Scale (BARS) Quarterly Evaluations which is designed to:
a. assist probationary firefighters obtain accurate self-assessments of their
development; and
b. to provide the Officer with behavioral descriptions for consistently rating
probationary firefighters on job-related dimensions.
The BARS Evaluation instrument is divided into four dimension clusters with each cluster is
delineated in more specific sub-dimensions. The clusters are:
 Personal Traits
 Station Duties
 Emergency Duties & Training
 Fire Prevention/Public Relation
Page 10 of 41
STRATEGY 2 - ENHANCING OUR COMMUNITY SAFETY & RISK MANAGEMENT FOCUS
[Key Risk Addressed: Community]
This Strategy focuses on effectively enhancing community safety through proactive interaction with
the community through the reinforcement of hazard reduction and fire safety and disaster risk
management practices as being central to community safety
Year Progress:
A. Strategic Focus Area 2-1: Targeted Fire & Life Safety Programmes
The Breede Valley Fire Department’s (BVFD) ongoing S afety A nd F ire E ducation (SAFE Pro )
Programme is designed to promote Fire & Life Safety Awareness within different sectors of the
community through public fire education.
Components of the SAFE Programme include,
•
•
•
•
The Learn Not To Burn Programme focused at pre-school and junior primary children;
the Preparing for Emergencies Programme targeted at industrial and commercial sectors;
the Safety in Medical Care Institutions Programme and the
Safety in Aged and Frail Care Facilities Programme
Page 11 of 41
i.
Learn Not To Burn Programme
In South Africa, burn injuries are one of the leading causes
of accidental death amongst preschool children. Burns can
also cause extreme pain, scarring, disfigurement and
physical disability. Burns are considered amongst the most
traumatic injuries a child can suffer, and they can have a
significant impact on the child’s long-term educational,
psychological and social development
The Learn Not to Burn® Preschool Programme is an adaptation of the
NFPA Learn Not to Burn® Preschool Programme and is intended for
children ages 4 and up that teaches fire safety awareness and skills to
preschoolers.
A total of 1223 pre-primary and junior
primary children were presented with
the Programme during the year.
Picture 5: Pre-primary children learning to keep low and
move away from smoke
ii.
Project Zikhusele
Project Zikhusele is an initiative that is targeted at individuals
from poverty stricken areas.
Zikhusele is a Xhosa word which literally translates into
“protect yourself” Through the provision of basic Fire & Life
Safety Awareness training and training in certain fire safety
infrastructure maintenance, the objective is to these
participants with skills to protect themselves and their
immediate community.
The project was approved as an Expanded Public Works
Programme (EPWP) in 2013.
The Department is currently going through the implementation
phase of this project and has completed the recruitment of the
participants and provided the first stages of the introductory
training.
●
●
●
Participants will be given basic training in:
 Occupational health and safety
 Basic fire safety and firefighting
principles
 Basic first aid
 Fire hydrant maintenance
 Clearing of fire breaks
 Flood prevention
 Risk reduction strategies
●
●
●
Page 12 of 41
iii.
Preparing for Emergencies – Targeted Occupancies
During the year; the Department rolled out
targeted Basic Fire Safety & Awareness
Training to the Department of Correctional
Services (Brandvlei Management Area) and
spent a total of 108 Hours providing training
for their emergency teams.
Other training provided for
Occupancies included training
commercial and industrial sector.
Targeted
for the
Some of this training is initiated by the
outcomes of Fire Safety Audits on designated
premises and may range from evacuation
training to more complex industrial firefighting
training.
iv.
Safety in Old Age and Frail Care Facilities
As part of the targeted programme; the Department
focused on four specific Care Homes (for Elderly)
and through a defined fire safety directive and fire
awareness education objective; these facilities
were subject to fire safety audits for compliance
and preparedness.
This effort is not just a once off; but will continue as
regular programme of concentrated effort due to
the vulnerability of the occupants.
v.
Safety in Hospitals, Medical Care Facilities and Institutions for the Sensory Impaired
The Breede Valley is home to three hospitals; one Community Day Centre; fourteen clinics and
National Institution for the Blind and National Institute
for the Deaf.
These facilities are classified in the E Occupancies
(E2, E3 and E4) of the National Building Standards Act
and hence the E2-4 programme focuses on the special
fire and life safety needs of these institutions.
During the year; the three hospitals based in
Worcester (Brewelskloof, Worcester Hospital and
Mediclinic) were given specific attention.
Page 13 of 41
B. Strategic Focus Area 2-2: Ward Based Community Emergency Response
Community Emergency Response Teams
….The Rationale for... Community-Based
Preparedness Planning
When a major disaster strikes a community, critical
resources – emergency services, communications,
transportation, and lifeline systems – are often
overwhelmed. There may be restricted access of
emergency response organizations into critically
affected areas.
Individuals, neighbourhoods, schools and
businesses are cut off from outside support and
may need to rely on their own resources for food,
water, first aid, and shelter in the 72 hours
immediately following the disaster.
In every major disaster, volunteers emerge to do
the initial search, rescue, and first aid. Such
volunteerism is inevitable. Combine this fact with
the probability that critical resources will be
overwhelmed; CERT is designed to increase
"community self-sufficiency" during times of
disaster.
The BVFD CERT Programme is designed on per Ward
basis where the objective is to provide defined
modular based theory and practical training to
identified participants on the following topics: Disaster Preparedness
 Fire Safety and Utility Controls
 Disaster Medical Operations
 Light Search & Rescue Operations
 CERT Organization
 Disaster Psychology
 Public Disorder
Community preparedness makes sense for a
number of reasons and importantly so in terms of
hazard reduction and preparedness measures that
reduce injuries, loss of lives, and property damage.
Preparedness efforts are more successful if
they are incorporated into the social and
political fabric of the community neighbourhoods, schools, work places,
churches, etc.
Initially through the CWP; the BVFD has
targeted ten (10) participants per ward with
Touws River (Ward 1) being identified as the
Pilot Ward for the programme implementation.
Picture 6: New CERT Vehicle
Phase 1 of this Programme entailed the
purchasing of a Light Commercial Vehicle
(bakkie) and equipping it with basic firefighting
equipment. The vehicle is branded with the
CERT and the intention is that it be manned by
appointed Fire Brigade Reservists supported
by CERT crews.
As a Pilot Programme the BVFD has also partnered with the Community Workers Programme (CWP)
and the Western Cape Directorate for Disaster Management and Fire Brigade Services.
Page 14 of 41
C. Strategic Focus Area 2-3: Review of Risk Profiles
Reviewing of existing risk profiles is essential in enhancing community safety as continuous review
and assessments mean that the Department is able to monitor how such existing risks impact on
operational readiness and emergency incident consequence.
Through the Departmental Integrated Fire Safety and Risk Management Plan [IFSRM], there is a
synergized approach between Departmental Divisions and Sections which ultimately results in a full
review of risk. The strategy of regulatory enforcement inspections by the Fire Safety Inspectorate
coupled with risk familiarization visits by Operations Division and follow-up Public Fire Education
means that there is a systematic (almost daily) review of risk profiles.
The approach is as follows:
During the year; there has been a definitive focus on the review of special risks with the following
identified profiles getting specific and particular attention where in some cases, new sets of individual
Standard Operating Procedures (SOPs) were regenerated for each.
- Major Industry (Epol Factory; Rainbow Farms)
- Frail Care Facilities
- Hospitals
- Special Care Facilities
- Railways
D. Strategic Focus Area 2-4: Review of the Fire Safety Bylaw
The review of the Fire Safety Bylaw is ongoing and the Department will formally launch a full review
possibly in 2013/2014 financial year as part of the drive of the Western Cape Chief Fire Officers
Committee to have a standardized Fire Safety Bylaw for the Province.
Page 15 of 41
STRATEGY 3 - BUILDING PARTNERSHIPS
[Key Risk Addressed: Individual & Societal]
Year Progress:
A. Strategic Focus Area 3-1: Cooperation Agreements
Memorandum of Agreement: BVFD and HAMNET
The BVFD Emergency Auxiliary
Radio Support Programme is
essentially aimed at ensuring radio
communications from within the
Breede Valley Municipality to the
outside (RSA and the World) during
major disasters.
As part of this objective and
through the Amateur Radio Training
Programme; the BVFD is currently
at the forefront of developments in
this regard and we are probably the
first professional Fire Department in
SA to have a registered ZS1 call
sign (ZS1BVF) with thirteen
qualified Class A HAREC certified
operators.
Picture 7: The Official Signing of the MOU between HAMNET and BVM
The EARS Programme is definitive
in its intentions and to this end a formal Memorandum of Understanding between the Department
and HAMNET was entered into in March 2013. This will eventually see the realization of a fullyfledged and operational amateur radio base as support to the Emergency Communications Centre.
This makes us the first municipality in the Province (and probably SA) to have such an agreement in
place.
Other formal agreements that are in place are the Three-Tier Special Operations Response
Agreement between the National Department for Cooperative Governance (CoGTA) and the Western
Cape Department of Local Government and the Breede Valley Municipality.
Page 16 of 41
B. Strategic Focus Area 3-2: Working with other Emergency Management Agencies
The greater goal of providing total
unencumbered emergency services for the
Breede Valley is only achievable through
strong working relationships between the
police, traffic, law enforcement and
ambulance services.
Our track record in ensuring the
development of stronger working
relationships is evident in the and
relationships grew even stronger during the Farmworkers Protests, to the point we were praised by
several high profile political office bearers for the excellent coordination and exemplary performance
during this period.
Whilst all of our relationships are considered as equal; one of the relationships that stands out is the
strong relationship that we have with the SAPS Worcester Cluster Command when it comes to
Special Events management as was evident during the visit of the Deputy State President to the
Breede Valley.
C. Strategic Focus Area 3-3: Working with Business
Fire Safety Officers are probably the greatest ambassadors of the Department as they deal with the
business sector on a daily basis. The BVFD Management Procedure on Discharge of Fire Safety
Duties [BVFD/MPr/FS/ENF/FSD/05.01.01R]; promotes the view that co-operation is generally more effective
than confrontation.
Just as important as our demands on business from a regulatory point; it is also appreciated that the
demands from business on ourselves must be equally attended to. Through this approach and the
underlying professional ethos of our interaction with business in dealing with them whether from an
operational, training and inspectorate interaction; our relationship with the business sector is viewed
as healthy.
During the reporting year, this relationship was (is) severely strained and threatened
due to the impasse and the stance of the municipality in terms of filling a Fire Safety
Officer post that was vacant since 01 March 2012.
This shortage of this critical post that (at time of writing is still unfilled); has resulted
in major complaints being received (for the first time in many years) from major
business in terms of the Department not attending timeously to their matters as is
required through regulation and their respective business needs.
D. Strategic Focus Area 3-4: Working with Ward Committees
Through the CERT Programme implementation; the basis for the working with ward committees has
been cemented and during the year meetings with the Ward Committee Reference Groupings were
held in order to get their inputs and support for the CERT Programme.
Page 17 of 41
STRATEGY 4 - BUILDING EMERGENCY RESPONSE CAPACITY
[Key Risk Addressed: Economic & Other]
Other than the capacity to deal with firefighting incidents and ensuring that firefighters are highly
skilled in firefighting techniques; the risk profile of the Breede Valley Municipality warrants that the
BVFD must be able to respond to specialist emergency incidents that require advanced levels of skill.
Special Operations (as defined in the NFPA 1710) are those emergency incidents that require specific and advanced
training and specialized tools and equipment over and above that required for normal firefighting operations.
Under NFPA 1710, the following training qualifies as Special Operations: Hazardous materials incidences that require the attendance of Firefighters trained and
qualified as Hazardous Materials Technicians
 Technical rescue (Rope Rescue; Swift Water Rescue, Confined Space Rescue, Trench
Collapse, Vehicle and Machinery Rescue and Structural Collapse) incidences that require the
attendance of Firefighters trained and qualified as Rescue Technicians
 Dive rescue incidences that require the attendance of Firefighters trained and qualified as
Class IV Emergency Divers
 Water rescue incidences that require the attendance of Firefighters trained and qualified as
Water Rescue Technicians
 Urban Search and Rescue (USAR) incidences that require attendance of Firefighters trained
and qualified as USAR Technicians.
The emphasis in this strategy is therefore placed on Special Operations as a resourced capacity that
will be through the acquisition of specialist equipment, specialist training and the development of
interagency agreements between emergency management agencies.
Year Progress:
A. Strategic Focus Area 4-1: Acquisition of Resources
One of the priority areas identified in Special Operations is the ability to deal with hazardous materials
incidents.
As part of this priority; an approved amount of R100 000 was utilized to purchase self-contained
breathing apparatus sets that were allocated to the Hazmat Unit.
This units purchased are of the latest technology and are designed from carbon composite (as
opposed to the usual steel) and are of considerably lighter weight. The set is a twin-set assembly (two
cylinders) with option of airline feed thereby enabling longer working durations in hazardous
atmospheres.
Page 18 of 41
B. Strategic Focus Area 4-2: Development of Inter-Agency Relationships
The BVFD is the home base for the Western Cape
Special Operations Response Task Force (SORT);
where the National Government procured SORT
Equipment Cache is based.
Locally; in support of local special operations
response; the BVFD has initiated inter-agency
response agreements with Emergency Medical
Services and the South African Police Services for
special operations.
Regionally; as part of the Inter-Fire Services
relationship; the Department conducted Confined
Space Rescue Technician training for members of
Service from:
 City of Cape Town Fire Department
 Airports Company Fire Service (Cape town
International Airport)
 West Coast District Fire Department
Picture 8: Confined Space Rescue Course
conducted as part of Inter-Fire Services
agreement
C. Strategic Focus Area 4-3: Special Operations Training
As reported; during the year the following Special Operations Training was conducted:
 Rope Rescue Technician
 Confined Space Rescue Technician
 Hazardous Materials Technician
 Vehicle Rescue Technician
D. Strategic Focus Area 4-4: Funding and Budgeting for Sustainability
During the year; following a Municipal Institutional Review of Organizational Structure; the
Department has motivated through this process for the separation of Special Operations from normal
Fire Service Operations.
Why the need? Currently; the practice is to respond ‘lock stock and barrel’ to incidences where
special operations may or not be needed.
This means that other than the specialized apparatus that are responded; that we also dispatch a Fire
Engine Pumper units as part of such response. Whilst in practice; this cannot be viewed as wrong; the
fact is that at times the right skilled personnel are not available to deal with the complexity of such
incidences.
This also means that if only a few appropriately skilled personnel are on scene; that the Department
has to tie up the Fire Engine Pumper units for extra-ordinary periods which then mean that the level of
fire protection to the majority of our response area is now depleted; and this inability immediately puts
the main economic centre of our municipality at extreme increased risk.
This practice also tends to contribute increased running costs and can lead to over-laboring overburdening fire-engines which eventually lead to shortened useful life spans of these assets.
Ultimately, this affects sustainability of resources and economic livelihood. Throughout the world the
trend has been to turn this around by creating specialized units with the Fire Service; hence our move
towards this strategic institutional change.
Page 19 of 41
STRATEGY 5 - BUILDING DISASTER MANAGEMENT RESPONSE CAPACITY
[Key Risk Addressed: Environment]
The intention of this strategy is to ensure that the collective ability of local, district and provincial
stakeholders to respond to and provide relief from disasters to the advantage of recovery and
restoration efforts and for the benefit of the community and government objectives.
This effort is underpinned by the Integrated Municipal Disaster Risk Management Framework and
Disaster Risk Management Plan and focuses on creating Emergency Management capacity.
Year Progress:
A. Strategic Focus Area 5-1: Disaster Risk Management Planning
The Breede Valley Municipal Council
approved the Breede Valley Integrated
Disaster Risk Management Framework and
Disaster Risk Management Plan for the IDP
period 2012 to 2017 and the Resolution
giving effect thereto is EX 8/2012.
The Disaster Risk Management Plan
(DRMP) contains 13 Actions Items that
needs to be systematically achieved over the
period and most of these relate to the
building of institutional capacity and proactive
developmental planning approaches.
The DRMP is reviewed annually to gauge
progress made in terms of the action items
and to consider any material amendments to
the plan. The review of the Plan was
submitted to the Executive Mayor for
consideration in March 2013 (Resolution EX
23/2013) and as required was included in the
2012/2013 review of the IDP.
Page 20 of 41
B. Strategic Focus Area 5-2: Capacity Building: Emergency Operations Centre
During the financial year; the process of
improving the capacity of the Emergency
Operations Centre (EOC) to deal with
major incidents and events began with a
focus on improving the information and
communications technology backbone of
the facility.
To date; the following improvements in
functionality capacity were made: Installation of computer software
and hardware including multi-view
monitors.
 Installation of Departmentally
designed Major Incident Status
Board (non-electronic) in the EOC.
 Live Video streaming link between our Mobile Incident Command Unit (ICU) and the EOC
which enables EOC Management to view live footage of major incidents whenever the Mobile
Command Unit is dispatched
 Introduction of major incident bulk short message service (sms) updates to key municipal and
other stakeholders.
 A Twitter feed
may impact them.
that provides regular updates to public on how incidents
 Upgrade of emergency switchboard to VOIP system
Uninterrupted power supply is a critical component of the EOC as it underpins the
ability and capacity to deal with prolonged crises threatened by electrical power
outages and severe weather phenomena
The 40 year old Auxiliary Power Generator failed at least twice in the year and had to
be urgently repaired at considerable costs as parts are practically non-existent.
An emergency request to have it replaced during the 2012/2103 Adjustment Budget
was not approved. Submission to have it budgeted for in the 2013/2014 financial year
was not approved!
Page 21 of 41
C. Strategic Focus Area 5-3: Inter-Governmental Synergy
The Department views it relationships with supporting primary and secondary stakeholders as an
important component of overall goal achievement and works tirelessly to continue to develop and
build such relationships.
Through this effort; and not disregarding the many and varied interactions with other stakeholders; the
following highlighted relationships have been further developed to complement our efforts at providing
emergency and disaster management services.

Western Cape Department of Social Development (DSD)
 Through this effort; there has been a more conscientious effort by DSD to play
significant roles in the relief of social distress to victims of fires, floods and other crisis.
 Further the involvement of DSD in event risk management especially in providing
support for children and the elderly during events.
 The Department also works closely with DSD as part of our regulatory duties as it
affects the fire safety clearances of Early Childhood Development Centres and
Crèches in the area.

Cape Winelands District Municipality: Disaster Management (CWDM)
 Our efforts of working with the CWDM are continuous to the point that there is
seamless interaction in terms of joint issues and individual responsibilities in so far as it
applies to disaster management issues.

Western Cape Provincial Disaster Management Centre (PDMC)
 Through the many major events and incidences that occurred throughout the year; and
the subsequent support that was either provided or offered by the PDMC; the interagency relationship between the BVFD and the PDMC continues to positively develop
with strong cooperative ties both in terms of Fire Services and Disaster Management
support.

South African Police Services: Worcester Cluster Command
 The relationship with the SAPS Worcester Cluster Command continues to strengthen
and grow. During the many incidences and events that occurred during the year; BVFD
and SAPS worked well together in both coordinative and communicative capacities.

Western Cape Department of Health: Breede Valley
 Through our collaborative efforts in event risk management processes and our specific
objectives of reviewing operational response protocols for hospitals during the year;
there is much improved synergy.

Visit by the National Disaster Management Centre – 13th March 2013: The BVFD was
visited by a high level delegation from the National Disaster Management Centre (NDMC)
consisting of the Head of NDMC [Mr. Ken Terry (previous DDG in the Presidency)], the Chief
Director: Policy and Compliance [Ms. Ane Bruwer] and the Manager: Fire Services
Coordination [Mr. Jurgens Dyssel]. The purpose of the visit was to conduct a management
assessment of the National Government Special Operations Response Cache that BVFD is
responsible for in terms of the MOA between National, Provincial and BVM. Feedback from
this visit was that they highly impressed by our outputs and commended the SORT members
on their professionalism.

Fire & Life Safety Strategies Symposium –The Symposium was arranged through Minister
Bredell’s Office and involved presentations done by the Canadian Burns Foundation, The
Page 22 of 41
South African Medical Research Council (Professor Ashley van Niekerk) amongst others. The
Breede Valley Fire Department was also invited to present an overview of the Community
Emergency Response Team (CERT) Programme. Copies of the presentations can be found at
http://www.westerncape.gov.za/eng/pubs/public_info/F/270658.
D. Strategic Focus Area 5-4: Resourcing the Emergency Management Support
Centre
The process of resourcing the Emergency Management Support Centre (EMSC) which other than
serving as the Humanitarian JOC or SORT Base of Operations (BoO) or UN Reception and Departure
Centre (RDC) during major emergencies and disasters; but as an alternate EOC for Council, is
ongoing
However; as this facility is considered as a temporary solution (under our custodianship) and
considering its almost dilapidated state due to many years of neglect; not much investment was
made in the facility other than ensuring its 24-7 readiness by focusing on maintaining the internal
hygienic state of the facility.
Page 23 of 41
STRATEGY 6 - PLANNING FOR THE FUTURE (GROWTH AND FUNDING)
[Key Risk Addressed: Heritage]
Future planning protects that which is important and recognizes the value placed by society on a
site’s cultural and historic presence as part of the fabric of the national and local community.
This strategy focuses on the continuous scanning of our external environment for future growth in all
towns and the identification of future risks and challenges, including the introduction of new regulatory
measures as they relate to safety & security in order that we are able to develop appropriate
measures to ensure appropriate reaction and contribution and protection of livelihood.
Planning for the future also means budgeting for sustainability of services provisioning in its current
form and future needs of government, community and the economy.
A. Strategic Focus Area 6-1: Identification of Future Risks
In the year; the department placed a strong emphasis of the identifying and re-assessing prevailing
risks to determine their respective impact on our ability to deal with any increased risk quantification in
the future. Any emerging trend was also considered and assessed as a potential future risk.
The results of this identification process was a relook at existing standard operating procedures that
deal with certain specialist risks such hospitals, major hazard installations and correctional facilities.
Further; the impact of current (in) ability to deal with existing regulatory requirements as a Fire Service
Authority which increases future risk when measured against municipal development objectives was
also considered and inputs into the municipal organizational review process were made to close this
gap.
B. Strategic Focus Area 6-3: Extension of Services
One of the high priority and immediate needs for the extension of services (as expressed by the
community in the IDP and by the BVFD in its previous reports) is the extension of Fire & Emergency
Services to the De Doorns and surrounding areas.
This need is based on both the life safety risk factor that is underpinned by substantial life loss as a
result of fire outbreak in the area and by the impact of motor vehicle incidences that dominate the
national road.
Every time a response is initiated to the area; whether for a routine fire incident; prolonged crises or
major transport incident; it means that the main economic centre (Worcester) is left highly vulnerable
and exposed. Further the centralized response continues to generate adverse audit findings in terms
of service ability as was reflected in the Fire Protection Association of Southern Africa: 2011 - Fire
Brigades Classification Project Audit And Assessment Report Of The Breede Valley Fire & Rescue
Service.
Page 24 of 41
Whilst Council has approved the identified site for the building of a Fire Station in De Doorns and
whilst in the previous financial year; building plans and elemental estimates were completed for the
proposed station; no capital funds were approved for the actual building of the facility.
The quest to realize this objective therefore remains our biggest challenge to date and more so now
as the population in the area continues to grow and the increase of traffic on the national road means
that that the potential for life and property loss continues to grow daily.
C. Strategic Focus Area 6-4: Identification of Grants
It goes without saying that a non-trading service such
as Fire Services; is served last at the budget table.
Thus, mindful of the priority need to have a permanent
presence in the De Doorns and surrounding areas;
the Department used its initiative as a means to
secure some type of external source of funding and
compiled and submitted a proposal to the Western
Cape Government (Provincial Department of Human
Settlements, the Provincial Department of Transport,
the Provincial Department of Community Safety and
the Provincial Department of Health).
The proposal essentially asks for the embodiment of
the partnership between where the Western Cape
Government through its partnering Departments fund
the building costs of a community Fire & Emergency
Services station on land already earmarked by the
BVM council for this purpose.
At time of writing; this proposal has been met with principle favour and possible engagements in this
regard is hoped for in the new financial year.
Another important grant prospect was the announcement in the 2013/2014 Medium Term
Expenditure and Revenue Framework (MTREF)
Circular where it was announced that the Local
Government equitable share formula review “ will
also provide funds for the institutional costs of
municipalities and, for the first time, will explicitly
allocate funds for non-trading services, such as
municipal roads and fire services.” (Emphasis
added)
This announcement was further explained in the 2013 Division of Revenue Bill where it is stated:
“The proposal for the new local government equitable share formula included a specific sub-component for
fire services within the community services component.
These funds were to be allocated to the municipality (district, local or metropolitan) authorised to perform
the function. Unfortunately, implementation will have to be delayed as there is no credible and
comprehensive database available on this function’s assignment.
Page 25 of 41
While national government is committed to considering all proposed refinements to the formula, another
full review is not envisaged until it has been fully phased in.”
Engagements between ourselves and the CoGTA National Office for Fire Services (OFSC) Coordination
has indicated that the OFSC is busy working with National Treasury in establishing a credible and
comprehensive database in order that source of funding can be rolled out .
Page 26 of 41
SUMMARY AND TREND ANALYSIS FOR THE 2012/2013 FINANCIAL YEAR
A. DIVISION: OFFICE of the CHIEF FIRE OFFICER
The Office of the Chief Fire Officer is responsible for the overall management & administration of the Fire &
Rescue Service and functions include:- Financial Management , Human Resource Management, Strategic
Management, Operational Management & General Administration.
A. 1
SICK LEAVE
In monitoring sick leave trends; the Department is establishing patterns (via tracking) to verify extended periods due to
weekends/off days as well frequency of sick leave per individual. This is in line with Council Policy.
A.1.1 Sick Leave Trend Analysis per Division/Section
Section: Management: Within the Management Component, only one instance of sick leave with Only ONE day lost
Section: Administration: Within the Administration Component, three instances of sick leave with six days lost
Trend analysis since start of Financial Year
An average of 16 days was lost with an average 7 persons being off sick. The number of days lost in September 2012 was
due a member of staff undergoing knee surgery.
The trend indicates a DOWNWARD Shift in the number of days lost even though the trend for number of persons rises
slightly.
The Department monitors sick leave strictly and where necessary progressive corrective actions are taken to address abuse of
sick leave or incapacity versus job performance requirements.
Page 27 of 41
An average of 2.5days was lost with an average 1 person being off sick. The trend indicates a DOWNWARD Shift in the
number of days lost AND number of persons off sick.
An average of 0.4 days was lost with an average 1 person being off sick.
Page 28 of 41
An average of 0.08 days was lost with an average 0.6 person being off sick.
General Comment on Sick Leave:
Overall, across all Divisions/ Sections the average sick leave statistics for the 12 month period
indicate:
 An average of 8.5 persons were off sick
 An average of 18.25 days were lost

Aside from annual medical surveillance programme for operational firefighters and special operations
personnel ; the Department monitors incapacity due to ill health very closely in order to ensure that:i. sick leave privileges are not abused or misused
ii. reasons provided for medical incapacity has no direct bearing on the medical
requirements for the job function
iii. Medical doctors are not in violation of any professional practice codes
Where it has been determined that sick leave priviliges are being abused, misused or where stated
medical diagnosis raises cause for concern against the medical requirements for professional
firefighters; progressive corrective actions are initiated.
Page 29 of 41
A. 2
OVERTIME
In providing the overtime data; it must be noted that in terms of the current risk profile (SANS
10090:2003) organizational structure that supposed to be place in order to provide a comprehensive
and equitable fire service; this Operations Division is operating on a 30% staffing rate and that we
operate way below the minimum prescribed manning levels for a Fire Brigade Service.
Overtime directly relates to the Ridership factor and is heavily influenced by leave, sick leave and
assignment on training or special duties.
The effects of running an under-resourced Fire Brigade Service means that overtime has to be
incurred in order that we can provide a semblance of a service.
In managing overtime and following instruction from the Municipal Manager; the Department has
resorted to drastic measures which include:
 the occasional closing of the sub-station and manning just one (1) fire appliance at the
main station; which means that on some days, there is just a crew of ten (10)
firefighters providing protection to our entire municipal area! (1:15000)
 Working just one Emergency Communications Operator per shift
 Limiting the overtime hours (where possible) to 40 hours per person
Other extra-ordinary overtime incurred is unavoidable such as emergency calls, overlapping shifts
and regulated inspections having to be conducted after hours or on weekends due to special events .
Analysis of Overtime: OPERATIONS DIVISION
o
o
o
A total of 4195 hours were worked which equates to 175 extra shifts with an average of 14, 5 shifts per month.
The rising peak from November 2012 to January 2013 was as a result of the farmworkers protests for which De
Doorns was the epicenter.
Another reason for the almost constant median for overtime was from September 2012 was as a result of a
dismissal of a firefighter and the delay (still) in filling the post .
Page 30 of 41
Analysis of Overtime: EMERGENCY COMMUNICATIONS SECTION
o
o
A total of 118 hours were worked which equates to 9 extra shifts for the year.
The drastic spike in the January –February period can be correlated to the drastic spike in sick leave in
this section for the same period.
A.3 INCOME RECEIVABLE
A.3.1 FIRE BRIGADE CHARGES
o
o
o
A total of R709 840 in fees for services rendered is receivable.
The budgeted forecast was R300 000 and the receivable amount is almost 237% over what was budgeted
for.
This cannot be viewed as a positive as it highlights the demand for emergency services against the
backdrop of a growing population and more property at risk.
A.3.2 INCOME FROM THE REGISTRATION OF DANGEROUS GOODS AND PERMIT ISSUANCE
Page 31 of 41
o
o
o
A total of R112 928 in fees for permits issuance is receivable.
The budgeted forecast was R15170 and the receivable amount is almost 644% over what was budgeted
for.
This is viewed as a positive as it highlights the diligence in code application and compliance by business
A. DIVISION: OPERATIONS
The Operations Division is managed by the Deputy Chief Fire Officer and is responsible for Fire Suppression,
Technical Rescue, Hazardous Materials Response and Emergency Medical Response. This Division is currently
understaffed by 77%.
B.1 RIDER AVAILABILITY
Rider Availability is the ability of the Department to provide sufficient manpower to crew our response units
in terms of the SANS 10090 Standard.
Currently the Rider Availability figures are calculated just for the Worcester area ONLY.
Page 32 of 41
B.2 EMERGENCY RESPONSES
o
o
o
o
o
o
o
o
o
o
A total of 680 Emergency Responses for the year
Average turnout over the year was 1.86 times per day
Response peak in November 2012 equated to 3.73 response per day
Lowest turnout was recorded in June 2013 with 0.9 response per day
Average incidents per month was 56.66 Incidents per month
44% of responses were for Rubbish, grass and bush fires
21% of responses were for motor vehicle collisions
18% of responses were for structural fires (9% Formal and 9% Informal)
4% of responses was a result of public disorder
3% of responses was for specialist incidences (technical rescue, aircraft, rail and hazmat)
Page 33 of 41
B.3 EMERGENCY RESPONSES PER TOWN AREA
The above graph represents incidents in the main town areas of the BVM and does not include mutual aid
responses where these responses were outside the jurisdictional response area.
Response Statistics per Town for the period were as follows:
B.3 ATTENDANCE TIMES
The efficiency of a fire service is judged largely by the attendance time that the fire brigade is capable of
achieving. The attendance times should not exceed those as recommended in the SANS 10090 standard.
In reporting on attendance times, responses to bomb threats, malicious false alarms and special services are
disregarded.
FIN. YEAR
Recommended
Average
Deviation from
Attendance JUL - SEP OCT-DEC JAN- MAR APR-JUN Attendance
Recommended
Times
per
TYPE OF INCIDENTS
Category
STRUCTURAL FIRES
8.00
16
21.2
11.57
17.27
16.51
-8.51
MOTOR VEHICLE COLLISION
13.00
8.48
2.49
10.82
10.3
8.0225
4.98
INFORMAL DWELLING
23.00
8.28
14.4
10.67
10.3
10.9125
12.09
RUBBISH,GRASS,BUSH
23.00
18
9.55
13.13
8.55
12.3075
10.69
SPECIAL RESCUE
30.00
23.25
10.5
33
10
19.1875
10.81
AIRCRAFT
30.00
0
0
7
27
8.5
21.50
TRAIN ACCIDENTS
30.00
0
8
1
0
2.25
27.75
HAZMAT INCIDENT
30.00
0
4.5
22
6
8.125
21.88
AVERAGE ATTENDANCE TIMES
23.38
9.25
8.83
13.65
11.18
10.73
o
o
Whereas in all cases except structural fires our attendance times were within guidelines 9positive); the
reason for the inability to meet response times for structural fires is due to the centralized response to the
outer towns from Worcester.
If response times were only for Worcester; we would be well within recommended guidelines.
Page 34 of 41
B. DIVISION: FIRE SAFETY & RISK MANAGEMENT
This Division fulfills the critical role in terms of the application and enforcement of the Fire Protection
Regulations and the objectives of the Disaster Management Act ; and consists of two (2) Sections; Fire Safety
& Risk Management.
The DISASTER RISK MANAGEMENT section is currently 100% understaffed and all work is shared
between other sections.
C.1 SECTION: FIRE SAFETY
The primary functional responsibilities of the Fire Safety Inspectorate include regulatory fire protection law
enforcement, building plan approvals, permit issuance, dangerous goods registration, fire cause determination
and pre-fire planning. Fire Safety Section is understaffed by 75%
C.1.1 PRE-FIRE PLANNING
C.1.1.1 OPERATIONAL RISK VISITS (ORV):
Objective: To achieve the intent of integrated policy approach to Fire Safety & Risk Management; whereby the
Fire Safety Inspectorate tasks Operations Division with risk familiarization and preliminary information
gathering duties.
o
o
o
o
A total of 470 Operational Risk Visits were conducted in the year.
This equates to an average of 13 visits per month
Based on 90 minutes per visit this equates to 705 hours spent on risk visits
An average of 156 visits per Company
Page 35 of 41
C.1.1.2 FIRE HYDRANT INSPECTION, MAINTENANCE AND IDENTIFICATION PROGRAMME (FHIMIP)
Objective: To ensure adequate water supply for firefighting and to electronically map all hydrant
locations in the Breede Valley for Incident Management purposes.
Compliance Data for Fire Hydrants Checked:
o
o
o
o
A total of 1362 Fire Hydrants were tested
This equates to an average of 113.5 hydrants per month
Based on 60 minutes per visit this equates to 1362 hours spent on hydrant maintenance and testing
An average of 37.8 hydrants checked per Company per month.
Page 36 of 41
C.1.1.3 BUILDING PLANS SCRUTINY
Objective: To ensure compliance of building plan submissions with the Fire Protection Regulations
PLANS & REZONINGS
Building plans scrutinized
Rational designs reviewed
Rezoning’s reviewed
Conducted
Approved
Not Approved
1038
1
63
878
1
61
160
0
2
C.1.1.4 FIRE INSPECTORATE
Objective: To ensure the promotion of compliance with fire safety, fire protection and fire prevention laws,
regulations, directives and ordinances.
REGULATORY INSPECTIONS
CONDUCTED
Scheduled Inspections
Registration of Flammable Liquid/Gas & Transport
Permit
Routine Inspections
IN ORDER
Not in Order
223
149
74
48
80
35
70
13
10
C.1.1.5 PERMIT ISSUANCE
Objective: To ensure that goods or activities that are classified as dangerous or listed as activities requiring
approval are comply with the relevant statutory codes and/ or bylaws are regulated.
PERMITS ISSUED
Number
Flammable Liquids/ Gas
Transport
Events
Occupancy of Fitness
28
6
61
134
C.1.1.6 PRE-FIRE PLANS: BUSINESS & DESIGNATED OCCUPANCIES
PRE-FIRE PLANNING
Total number of pre-fire plans available:
Number renewed or updated:
Number of Emergency Exercises Scheduled
Number of Emergency Held
% of Actual versus Scheduled
120
120
6
6
100%
Page 37 of 41
C.1.1.7 ENFORCEMENT ORDERS & NOTICES
Objective: To ensure rectification of contravention and eventual compliance with Fire Codes
Number
NOTICES /LETTER ISSUED
for renewal of registration certificate
for Overgrown Erven
for Renewal of Emergency Plans
for General Fire Safety Matters
to register business
4
73
15
18
95
1st
Notice
7
66
ORDERS to COMPLY ISSUED
Order to Comply - Unregulated Operation
Order to Comply - Contravention
Prosecution Notices **
2nd
Notice
2
82
Final
Notice
3
0
C.1.1.8 FIRE SAFETY CLEARANCES: EVENTS & BUSINESS PREMISES
FIRE CLEARANCE
INSPECTIONS
Occupancy of fitness
CONDUCTED
APPROVED
Not Approved
130
130
0
C.2 SECTION: RISK MANAGEMENT
The (Disaster) Risk Management Section is currently 100% understaffed and the. Disaster Risk Management functional
responsibilities are currently undertaken by the Office of the Chief Fire Officer and the Fire Safety Inspectorate.
EVENTS APPLICATIONS
CONDUCTED
APPROVED
Not Approved
SAFE -RECon
40
40
0
EMERGENCY EXERCISES
Number of Emergency Exercises Scheduled
Number of Emergency Held
6
6
Page 38 of 41
C. DIVISION: TRAINING & SUPPORT SERVICES
This Division consists of two Sections designed to provide specific support & logistical services to the Department as a
whole.
D.1 SECTION: TRAINING
This Section focuses on internal training needs of the department as well as public fire education. This Section is currently
66% unstaffed and the workload is considerable.
D.1.1.1 INTERNAL TRAINING
Due to Farmworker Protests in January and high wildland fire activities in February; only internal training
activities were for March was measured. The figures below are for March only
i.
Operational Drills per Company
ii.
Hours Spent Per Operational Firefighter on Practical Training = 4320 man-hours
iii.
Number of In-House Training Presentations/ Lectures given
= 1427 man-hours
D.1.1.1 EXTERNAL TRAINING
i.
ii.
Community Training :
Learn not to Burn :
232 Hours
1223 Children
Page 39 of 41
D.2 SECTION: SUPPORT SERVICES
This Section focuses on logistical support to the Department and functional responsibilities include; Emergency
Communications, Asset Management, Fleet Management, ICT, Inventory Management.
D.2.1.1 FLEET MANAGEMENT: RUNNING COSTS
o
o
o
A total of R767 531.35 was spent on fleet costs. This includes fuel, oils and maintenance.
This equates to an average of R63 960 per month
The peak in June was a result of payment for mechanical and structural repairs to emergency response
vehicles that went in during the 4th quarter.
D.2.1.3 FLEET MANAGEMENT: FLEET AVAILABILITY
Fleet availability is a measurement of availability of each emergency response vehicle per day in a month. A
number of factors such as fleet age, parts availability influence availability of the response fleet.
Page 40 of 41
Conclusion
The performance of Fire Department staff during the year amidst the challenges of internal staff
shortages; lack of certain critical resources due to budget inadequacies, uncertainties due to the
TASK implementation and the occurrences of major incidences (some highly traumatic) was highly
commendable and what we come to expect of a service which is underpinned by discipline and
professionalism.
Regardless of their own personal circumstances; staff made themselves available and offered their
services without question regardless of assignment and deployment.
Our sincere appreciation must also go to the Member of Mayoral Committee and our Portfolio
Councillor, Mrs. Elza Jordaan for her constant engagements and support of the Department and its
mission.
It is also fitting to express our sincere and collective gratitude to Dr. William Murray who served as
Director of Community Services for the previous 5 years and whom has certainly left behind an
indelible mark on the Department through his continuous vocal and intellectual support for the
Department and the ideals we stand for as a Professional and Disciplined Uniformed Service. Thank
You, Doc!
Be Brave
Stand Tall
We are Firefighters
We may Fall
But battle the flames we shall try
Be Brave
For eventually we will all die
Step forward
We are Firefighters
Detractors we may face
But know
One day
You could be the life we save
Be Brave
P.D Govender
Chief Fire Officer
Page 41 of 41

BVFD 2012 2013 Annual Reprot

Transcription

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