Appendix C · Article VIII
Goals & Objectives
Six strategic goals · 42 supporting objectives · Aligned with the membership-adopted mission and vision (poll N=56)
Membership-Adopted Foundations
MISSIONThe mission of the Caribbean Association of Fire Chiefs is to strengthen fire and emergency services across the region through leadership, training, advocacy, regional collaboration, and the advancement of policies and practices that protect life, property, and the environment.
VISIONTo create a united, resilient Caribbean emergency services system that safeguards life, property, and the environment across the region.
How to Read This Appendix
Inputs. Component 4 Issues and Gaps Workshop (22 senior leaders, 16 issues), Component 5B Goal Statements Workshop (18 senior chiefs), and the membership mission poll (56 verified ballots from 61 submissions).
Structure. Six strategic goals across six pillars. Pillars I through IV reflect the existing CAFC architecture. Pillars V and VI are committee additions reflecting Workforce Mental Health and Wellness and Climate Resilience as cross-cutting priorities.
Anchoring. Where chief submissions contained measurable targets (Example: 85% FREC/EMT by 2027; Example: framework by 2026 and 30% participation by 2028), the objectives carry that target verbatim. Goal 5 is anchored in the Smith, Akogun, Byer, and Warren (2025) cross-sectional CARICOM study using K10 and WHO-5 instruments.
Status. Draft for Strategic Planning Committee adoption. Owners, lead chiefs, budget envelopes, and final indicators to be assigned during plan finalization.
Goal 1 · C4 Cluster II · C5B 9 Submissions · Pillar I: Training Standardization
Establish CAFC as the Accrediting and Coordinating Authority for Training
Move from ad-hoc training delivery to an accredited regional architecture that closes the historical fire and EMS integration gap, meets international standards, and serves a multilingual region.
Anchoring Inputs C4: Lack of Regional Training Hub (T2), Lack of Accredited Training and EMS Integration (T1). C5B: 9 submissions (Wickham, Rankin, Tipton, Bourne, Bayne, Murrain, Williams, Martin, Hodge). Training is the largest single area of convergence in the strategic planning process. Half of all C5B submissions centered here, and both C4 teams arrived independently at the same conclusion. The target (85% FREC or equivalent EMT certification across active-duty Caribbean fire personnel by December 31, 2027) provides the headline measurable anchor.
| Obj | Objective | Horizon | Anchor Pillar |
|---|
| 1.1 | Complete a baseline audit of fire, EMS, and ARFF training capacities and facilities across CAFC member states, with documented gap analysis. | 0 – 12 mo | Pillar I |
| 1.2 | Adopt a CAFC regional accreditation standard for member training facilities, equipment, and instructor certification, including OTAR Part 140 and ICAO alignment for aviation services. | 12 – 18 mo | Pillar I |
| 1.3 | Operationalize existing CAFC training institution agreements with documented seat allocations and pricing schedules accessible to all member states. | 0 – 12 mo | Pillar I |
| 1.4 | Launch a dedicated EMS leadership and certification pathway covering FREC, EMT, PHTLS, ITLS, and EMS executive development, with multilingual delivery (English, Spanish, French). | 12 – 18 mo | Pillar I |
| 1.5 | Reach 85% of active-duty Caribbean fire personnel holding FREC or equivalent EMT certification (Murrain target). | By Dec 2027 | Pillar I |
| 1.6 | Develop a feasibility study and business case for a shared regional training facility serving all member states. | 12 – 24 mo | Pillar I |
| 1.7 | Deploy technology-enabled training delivery (online modules, simulation streaming, recorded sessions) to expand access for resource-constrained services. | 6 – 18 mo | Pillar I |
Goal 2 · C4 Cluster III · C5B 3 Submissions · Pillar III: Organizational Governance
Strengthen Governance, Continuity, and Member Country Recognition
Close institutional gaps that delay project delivery, restrict membership engagement, and threaten the long-term sustainability of the association, and convert CAFC into a government-recognized institution.
Anchoring Inputs C4: Lack of Political Influence (T2), Lack of Full Representation by Member Countries (T2), High Dependence on Voluntarism (T2), Lack of Full-Time HR for the Secretariat (T2), Disbandment of Countries from CAFC (T1). C5B: Haughton (Jamaica), Richardson (Sint Maarten), Lewis. This was the densest cluster in the Component 4 workshop, with five issues and the largest concentration of CAFC-internal levers. Haughton's three SMART targets (governance framework by Dec 2026, five regional technical committees by Jun 2027, 30% participation increase by Dec 2028) provide the measurable anchors.
| Obj | Objective | Horizon | Anchor Pillar |
|---|
| 2.1 | Develop and adopt a formal CAFC governance framework including bylaws, committee terms of reference, succession planning, and decision-making protocols. | By Dec 2026 | Pillar III |
| 2.2 | Recruit, onboard, and budget for a CAFC Secretariat staff complement sufficient to advance action items between annual conferences (6 months prior). | 0 – 12 mo | Pillar III |
| 2.3 | Establish five regional technical committees covering fire suppression and rescue, EMS, disaster response and USAR, fire prevention and code enforcement, and training, research and innovation. | By Jun 2027 | Pillar III |
| 2.4 | Drive formal ratification of CAFC membership by the relevant ministry or cabinet in each member state, with documented sign-off and member state budget allocation. | 12 – 24 mo | Pillar III |
| 2.5 | Implement / update the yearly membership fee structure tied to member state ratification. | By Mar 2027 | Pillar III |
| 2.6 | Increase active membership participation by 30% through quarterly virtual sessions, annual conferences, and technical working groups. | By Dec 2028 | Pillar III |
| 2.7 | Distribute meeting minutes, resolutions, and conference achievement briefs to member ministries within 14 business days of adjournment. | Ongoing | Pillar III |
| 2.8 | Develop CAFC financial sustainability mechanisms including a long-term member dividend system, tourism industry partnerships, and structured social media presence. | 12 – 24 mo | Pillar III |
Goal 3 · C4 Cluster IV · C5B 5 Submissions · Pillar II: Mutual Aid and Sourcing
Build a Regional Mutual Aid, Procurement, and Interoperability Framework
Pool member resources and standardize operational equipment so deployed teams can communicate, surge resources can move efficiently, and procurement leverage is collective rather than fragmented.
Anchoring Inputs C4: Lack of Collective Procurement (T2), Lack of Interoperability of Equipment (T2), Manpower Shortages (T1). C5B: Charles (EN), LEVIF (French Guiana, FR), Davis (ES), Small (Barbados), Deterville. Three C5B chiefs working in three working languages (English, French, Spanish) converged on the same operational ask: a common response framework. Two more (Small, Deterville) named complementary mutual aid mechanisms. Col. Levif explicitly noted that final adoption requires written guidelines and approval from governments and the UN.
| Obj | Objective | Horizon | Anchor Pillar |
|---|
| 3.1 | Draft, ratify, and operationalize a formal regional Mutual Aid and Resource-Sharing Protocol with documented activation triggers, command and control language, and cross-border movement procedures. | 12 – 18 mo | Pillar II |
| 3.2 | Adopt a regional standard for communication equipment so deployed personnel can interoperate across borders during operations. | 12 – 24 mo | Pillar II |
| 3.3 | Build a regional logistical needs database aggregating PPE, fleet, equipment, and uniform requirements across all member services to enable consolidated procurement. | 6 – 12 mo | Pillar II |
| 3.4 | Negotiate at least three consolidated regional vendor agreements (PPE, fleet repair, communications) with documented cost savings to member services. | 12 – 18 mo | Pillar II |
| 3.5 | Develop a shared regional resource visibility platform showing assets, personnel, and specialty capabilities available across CAFC member states. | 18 – 24 mo | Pillar II |
| 3.6 | Establish a regional surge personnel deployment protocol with pre-cleared cross-border movement and credentialing arrangements. | 18 – 24 mo | Pillar II |
| 3.7 | Develop multilingual incident command tools and operational glossaries (English, French, Spanish, Dutch) supporting cross-border operations. | 12 – 24 mo | Pillar II |
| 3.8 | Secure formal endorsement of the joint operational protocol from member governments and relevant UN bodies. | By Dec 2028 | Pillar II |
Goal 4 · C4 Cluster I · Pillar IV: Strategic Advocacy
Position CAFC as the Authoritative Regional Voice for Emergency Services Funding
Convert CAFC's collective standing into political influence and tangible financial outcomes for member services facing resource constraints, financial pressure, and aging asset bases.
Anchoring Inputs C4: Resource Limitations (T1), Financial Constraints of the Various Islands (T1), Ageing Equipment and Infrastructure (T1). Mission poll: Advocacy is one of the five core mechanisms named in the membership-adopted mission. All three Component 4 issues in this cluster were raised by Team 1 and share a common CAFC lever: the ability to lobby governments and stakeholders. The poll-adopted mission explicitly names advocacy as one of the five core mechanisms by which CAFC strengthens emergency services across the region.
| Obj | Objective | Horizon | Anchor Pillar |
|---|
| 4.1 | Establish a formal CAFC government affairs and advocacy function with documented terms of reference and a designated lead. | 0 – 12 mo | Pillar IV |
| 4.2 | Develop a shared regional business case template for capital replacement programs, including age-of-fleet data, life-safety risk metrics, and projected response degradation curves. | 6 – 12 mo | Pillar IV |
| 4.3 | Lead at least two coordinated regional lobbying campaigns per year addressing funding gaps surfaced by member services, with documented outcomes. | Annual | Pillar IV |
| 4.4 | Build and maintain a regional asset condition register to surface aging equipment exposure across member states and inform donor and government engagement. | 12 – 24 mo | Pillar IV |
| 4.5 | Convene an annual donors and partners roundtable to align CAFC priorities with available regional funding flows. | Annual | Pillar IV |
Goal 5 · Committee Addition · Pillar V (Proposed): Workforce Mental Health and Wellness
Protect the Mental Health and Wellness of the Regional Emergency Services Workforce
Establish a Caribbean-wide framework that recognizes psychological distress as an operational risk, supports responders and their families, and embeds wellbeing into every CAFC training and governance product.
Anchoring Inputs Strategic Planning Committee addition, grounded in the Smith, Akogun, Byer, and Warren (2025) cross-sectional CARICOM study using the K10 Psychological Distress Scale and the WHO-5 Wellbeing Index, which documented significant psychological distress and reduced wellbeing among Caribbean Fire and EMS personnel. Although workforce mental health did not surface in the Component 4 issues workshop or as a distinct C5B goal statement, the committee added this goal in recognition of the 2025 CARICOM workforce data. The objectives below use validated instruments (K10, WHO-5) and reference regional health partners (PAHO, CARPHA). Cross-references to other goals reflect the reconciled six-goal architecture.
| Obj | Objective | Horizon | Anchor Pillar |
|---|
| 5.1 | Establish a CAFC regional baseline of mental health and wellbeing using the K10 Psychological Distress Scale and the WHO-5 Wellbeing Index, administered confidentially across all member services. | 0 – 12 mo | Pillar V |
| 5.2 | Develop a Caribbean Critical Incident Stress Management (CISM) protocol with peer support team structure, activation triggers, and after-action care. | 12 – 18 mo | Pillar V |
| 5.3 | Implement a mandatory mental health literacy training module for all fire and EMS officers, delivered through the regional training architecture (Goal 1). | 12 – 18 mo | Pillar V |
| 5.4 | Establish a regional confidential peer support network accessible across member states, with multilingual coverage (English, Spanish, French). | 6 – 18 mo | Pillar V |
| 5.5 | Develop suicide prevention and intervention protocols specific to fire and EMS personnel, with documented referral pathways in every member state. | 6 – 12 mo | Pillar V |
| 5.6 | Launch family wellness programs that recognize the secondary impact of operational stress on responder families. | 12 – 24 mo | Pillar V |
| 5.7 | Conduct annual workforce wellbeing assessments using K10 and WHO-5, and publish anonymized regional reports tracking change against the baseline. | Annual | Pillar V |
| 5.8 | Integrate mental health screening and resource access into the CAFC accreditation standard (Goal 1) and the formal governance framework (Goal 2). | 12 – 18 mo | Pillar V |
| 5.9 | Partner with PAHO, CARPHA, and regional mental health institutions to secure clinical support pathways for responders requiring escalated care. | 12 – 24 mo | Pillar V |
Goal 6 · C4 Cluster V (Cross-cutting) · Pillar VI (Proposed): Climate Resilience
Embed Climate Resilience and Emerging Threat Preparedness Across All CAFC Programs
Position CAFC member services to operate effectively in an environment where the threat landscape is changing faster than departmental capacity, by developing shared frameworks, doctrine, and research capability that protect life, property, and the environment.
Anchoring Inputs C4: Negative Impacts of Climate Change and Recovery (T2), Natural Disasters and Climate Change (T1), Evolving Emergency Threats and Environmental Changes (T1). Mission poll: protection of the environment is one of the three protective ends named in the membership-adopted mission. All 17 Component 3 stakeholder respondents and both Component 4 workshop teams converged on climate as a strategic priority. The poll-adopted mission explicitly names protection of the environment alongside life and property as CAFC's protective scope, which provides the membership mandate for this goal.
| Obj | Objective | Horizon | Anchor Pillar |
|---|
| 6.1 | Develop and disseminate a regional business continuity and recovery template that member states can adapt for local adoption. | 12 – 18 mo | Pillar VI |
| 6.2 | Build a shared resilience and mitigation framework that codifies pre-event, response, and recovery responsibilities for fire and EMS services. | 12 – 24 mo | Pillar VI |
| 6.3 | Establish a CAFC research and education function that surfaces emerging hazards (electric vehicle fires, lithium-ion incidents, climate-driven flooding) and translates them into operational doctrine. | 12 – 24 mo | Pillar VI |
| 6.4 | Develop and deliver climate resilience and emerging threats training modules through the regional training architecture (Goal 1). | 18 – 24 mo | Pillar VI |
| 6.5 | Coordinate with CDEMA, CARPHA, and other regional bodies on climate adaptation strategies relevant to emergency services. | Ongoing | Pillar VI |
Goals at a Glance
A consolidated view of all six goals with their anchoring inputs, primary pillar, and objective count.
| Goal | Strategic Goal | Anchoring Input | Pillar | Obj |
|---|
| 1 | Establish CAFC as the Accrediting Authority for Training | C4 II + C5B (9) | I | 7 |
| 2 | Strengthen Governance, Continuity, and Recognition | C4 III + C5B (3) | III | 8 |
| 3 | Build Regional Mutual Aid, Procurement, and Interoperability Framework | C4 IV + C5B (5) | II | 8 |
| 4 | Position CAFC as the Regional Voice for Emergency Services Funding | C4 I + Mission Poll | IV | 5 |
| 5 | Protect Mental Health and Wellness of Regional Workforce | Committee Addition | V | 9 |
| 6 | Embed Climate Resilience and Emerging Threat Preparedness | C4 V + Mission Poll | VI | 5 |
| Σ | Total | C4 + C5B + Mission Poll | 6 pillars | 42 |
Committee Guidance
This document is the reconciled master reference for CAFC strategic planning. It integrates Component 4 issues, Component 5B goal statements, and the membership-adopted mission and vision (poll N=56). Each objective requires (1) an assigned owner, (2) a measurable indicator, and (3) a budget envelope before incorporation into the formal strategic plan.
Goals 5 and 6 are committee additions and require formal pillar adoption. For Goal 5 specifically, the committee should decide: which member chief leads the workstream, whether the K10 and WHO-5 baseline is conducted by GESCG or a partner research body, and how budget will be sourced.
Article IX
Strategic Plan Glossary
Reference companion to the reconciled CAFC Strategic Plan · Every term defined here appears in at least one strategic plan document
About This Glossary
This glossary is the dedicated reference companion to the CAFC Strategic Plan and its Implementation Manual. Every term defined here appears in at least one strategic plan document. Definitions are written for committee members, lead chiefs, working group participants, and partners who may not share a common professional background across fire, EMS, public health, governance, and research disciplines.
Each entry follows the same structure: term name (with acronym expansion where applicable), Definition, Strategic Relevance to CAFC, and Cross-References to the goals, pillars, and objectives where the term appears. Some entries omit Strategic Relevance where the definition is self-evident in the CAFC context.
Use the alphabetical index below to find a term, then follow the cross-references to see how the term operates in the broader plan. Terms expected to be added in subsequent revisions include named lead chiefs (once committee appointments are made), specific budget envelope categories, indicator targets adopted by the committee, and any additional concepts introduced through the work.
A
Accreditation
The formal process by which an authoritative body recognizes that a person, program, facility, or organization meets a defined standard. In CAFC, accreditation will be applied to training facilities, equipment, and instructor certifications under a published regional standard.Strategic RelevanceGoal 1 establishes CAFC as the accrediting authority for training across the region. Adoption of the CAFC Accreditation Standard is the foundational deliverable.Appears InGoal 1; Objectives 1.2, 1.3, 1.4, 1.5; Objective 5.8 (mental health integration into accreditation).
Action Plan
A documented sequence of steps with assigned owners, timelines, deliverables, and indicators that converts a strategic objective into executable work. Each of the 42 strategic objectives in this plan is supported by procedural steps that function as an action plan template.Strategic RelevanceThe Implementation Manual provides the action plan structure for every objective.
Advocacy
Coordinated, evidence-based engagement with governments, donors, and stakeholders to advance the interests of CAFC member services. Advocacy includes lobbying campaigns, policy submissions, business case development, and media engagement.Strategic RelevanceAdvocacy is one of the five core mechanisms named in the membership-adopted mission. Goal 4 establishes a formal advocacy function with a designated lead and at least two regional campaigns per year.Appears InMission statement; Goal 4 (entire); Objectives 4.1, 4.2, 4.3, 4.4, 4.5.
ARFF (Aircraft Rescue and Fire Fighting)
Specialized fire and rescue services serving aviation operations at aerodromes. ARFF capabilities are governed by ICAO and national civil aviation regulations including OTAR Part 140 in jurisdictions that have adopted it.Strategic RelevanceGoal 1 includes ARFF training capacities in the baseline audit and the regional accreditation standard, recognizing that several CAFC member services include ARFF responsibilities.Appears InObjectives 1.1, 1.2.
B
Baseline
A measured starting point against which future change is assessed. CAFC will establish baselines for training capacity (Objective 1.1), regional certification status (Objective 1.5), workforce mental health and wellbeing (Objective 5.1), and asset condition (Objective 4.4).Strategic RelevanceWithout baselines, performance indicators cannot be evaluated and the strategic plan loses its evidentiary footing.Appears InObjectives 1.1, 1.5, 4.4, 5.1, 5.7.
Business Continuity
The capability of an organization to continue delivering products or services at acceptable predefined levels following a disruptive incident. For fire and EMS services this includes maintaining response capability during and after a disaster.Strategic RelevanceGoal 6 develops a regional business continuity and recovery template that member states can adapt for local adoption.Appears InObjective 6.1.
Bylaws
The formal written rules that govern the internal management of an association, including membership rules, officer roles, meeting procedures, and decision-making protocols.Strategic RelevanceAdoption of CAFC bylaws is part of the broader governance framework deliverable under Goal 2.Appears InObjective 2.1.
C
CAFC (Caribbean Association of Fire Chiefs)
The regional association of fire and emergency services leaders across the Caribbean. CAFC is the principal owner of this strategic plan and the body whose mission, vision, and values are defined herein.Strategic RelevanceAll goals and objectives in this plan are CAFC commitments.
CARICOM (Caribbean Community)
The intergovernmental organization of 15 Caribbean nations and dependencies established by the Treaty of Chaguaramas. CARICOM provides political, economic, and social integration mechanisms across the region.Strategic RelevanceCARICOM provides the broader political framework within which CAFC operates and is referenced for diplomatic coordination on the mutual aid protocol and member state ratification.Appears InObjectives 2.4, 3.8, 6.5.
CARPHA (Caribbean Public Health Agency)
The regional public health agency established under CARICOM. CARPHA coordinates regional health surveillance, response to outbreaks, and public health technical guidance.Strategic RelevanceCAFC will partner with CARPHA to secure clinical escalation pathways for responders requiring mental health care and to coordinate on climate adaptation strategies.Appears InObjectives 5.9, 6.5.
CDEMA (Caribbean Disaster Emergency Management Agency)
The regional intergovernmental agency established by CARICOM to provide leadership in comprehensive disaster management. CDEMA coordinates regional disaster preparedness, response, mitigation, and recovery.Strategic RelevanceCAFC member services operate within the CDEMA framework. The CDEMA membership fee model also informs the Richardson target for CAFC government-recognized membership fees.Appears InObjectives 2.5, 3.1, 3.6, 6.2, 6.5.
Certification
A formal credential awarded to an individual who has demonstrated knowledge or skills against a defined standard. Certifications relevant to CAFC include FREC, EMT, PHTLS, and ITLS for prehospital care.Strategic RelevanceThe Murrain target (Objective 1.5) calls for 85% of active-duty Caribbean fire personnel to hold FREC or equivalent EMT certification by December 2027.Appears InObjectives 1.2, 1.4, 1.5.
CISM (Critical Incident Stress Management)
A structured, peer-supported intervention model for personnel exposed to critical incidents. CISM includes pre-incident education, demobilization, defusing, debriefing, and follow-up. The framework was developed by Jeffrey Mitchell and George Everly, Jr., and is supported internationally by the International Critical Incident Stress Foundation (ICISF).Strategic RelevanceGoal 5 establishes a Caribbean CISM protocol with peer support team structure, activation triggers, and after-action care. CISM is the operational backbone of the regional workforce mental health framework.Appears InObjectives 5.2, 5.4.
Cluster
A thematic grouping of related issues or goal statements identified during the strategic planning process. In Component 4, twenty-two senior leaders clustered sixteen strategic issues into five thematic groups. In Component 5B, eighteen chief submissions converged into four clusters before mental health was added by the committee.Strategic RelevanceThe cluster architecture informed the consolidation of strategic priorities into the six goals adopted in this plan.Appears InThroughout the strategic plan; see Anchoring Inputs columns in the appendices.
Committee
A formally established working body with documented terms of reference and a defined mandate. CAFC committees include the Strategic Planning Committee, the Governance Committee, and the proposed technical committees established under Objective 2.3.Strategic RelevanceFive regional technical committees (Suppression and Rescue, EMS, Disaster Response and USAR, Prevention and Code Enforcement, Training Research and Innovation) are a Haughton target deliverable by June 2027.Appears InObjective 2.3.
Component 3
The CAFC strategic planning component in which 17 senior stakeholders were surveyed across nine territories regarding strategic priorities for the association. Component 3 established broad strategic direction.Appears InCited in Goal 6 anchoring inputs (all 17 stakeholder respondents converged on climate as a strategic priority).
Component 4 (Issues and Gaps)
The CAFC strategic planning workshop in which 22 senior leaders identified and clustered 16 strategic issues. Component 4 produced the issue base that underpins Goals 1 through 4 and Goal 6.Strategic RelevanceEach strategic goal except Goal 5 traces directly to one or more Component 4 clusters.Appears InAnchoring inputs for Goals 1, 2, 3, 4, 6.
Component 5B (Goal Statements)
The CAFC strategic planning workshop in which 18 senior chiefs submitted goal statements that converged into four clusters: training (9 submissions), governance (3), operations and coordination (3), and mutual aid (2).Strategic RelevanceComponent 5B confirmed and refined the priority placement of training, governance, and mutual aid that Component 4 had identified.Appears InAnchoring inputs for Goals 1, 2, 3.
D
Deliverable
A specific tangible output produced through the execution of a procedural step or set of steps. Deliverables are testable: they either exist or they do not, and they meet a specification or they do not.Strategic RelevanceEvery objective in the Implementation Manual lists Key Deliverables to enable progress tracking.
Dispute Resolution
Documented procedures for managing disagreements within an organization. CAFC dispute resolution provisions will be developed as part of the governance framework under Objective 2.1.Appears InObjective 2.1.
E
EMS (Emergency Medical Services)
Prehospital and emergency medical care provided to acutely ill or injured persons. EMS in the CAFC region is delivered through a mix of fire-based, dedicated ambulance, and integrated structures.Strategic RelevanceThe mission explicitly refers to fire and emergency services. The vision refers to a Caribbean emergency services system. EMS integration is a recurring theme across Goals 1, 3, and 5.Appears InMission and vision statements; Goals 1, 3, 5.
EMT (Emergency Medical Technician)
A trained prehospital provider qualified to deliver basic life support including airway management, hemorrhage control, oxygen administration, and emergency vehicle operation. EMT is the standard certification used in the United States system and many other jurisdictions.Strategic RelevanceEMT sits alongside FREC as the named benchmark in the Murrain target. Member services aligned with North American certification frameworks will use the EMT designation; those aligned with UK and international frameworks will use FREC.Appears InObjectives 1.4, 1.5.
Endorsement
Formal written or stated support for an initiative by an authoritative body. In this plan, endorsement is sought from member governments, CARICOM, CDEMA, and UN bodies for the mutual aid protocol.Appears InObjectives 3.1, 3.8.
F
Framework
A documented structure that organizes activities, responsibilities, and decision rights around a defined purpose. CAFC will develop frameworks for governance (Objective 2.1), mutual aid (Objective 3.1), resilience and mitigation (Objective 6.2), and mental health and wellness across Goal 5.Strategic RelevanceFrameworks turn intentions into repeatable patterns. They are the institutional memory of an association.
FREC (First Response Emergency Care)
A series of regulated prehospital care qualifications developed in the United Kingdom and used internationally. The FREC ladder spans Level 3 (entry-level emergency first responder) through Level 8 (advanced practice). FREC 5 is approximately equivalent to a US EMT-Basic; FREC 3 is the entry-level emergency first responder qualification.Strategic RelevanceFREC is the named benchmark alongside EMT in the Murrain target. The FREC structure is preferred for the CAFC region because its ladder design accommodates varied national certification frameworks across Caribbean member states.Appears InObjectives 1.4, 1.5.
G
GESCG (Global Emergency Services Consulting Group)
The consulting firm supporting CAFC strategic planning. GESCG is led by Dr. Hezedean A. Smith and conducts research, advisory, and operational support work across the English-, Spanish-, and French-speaking Caribbean.Strategic RelevanceGESCG is the named candidate research partner for the regional K10 and WHO-5 baseline assessment under Objective 5.1.Appears InObjectives 5.1, 5.7.
Goal
A defined strategic outcome that the organization commits to achieving. CAFC has adopted six strategic goals through this plan. Each goal is supported by between five and nine objectives.Strategic RelevanceThe six goals are: training accreditation (Goal 1), governance and recognition (Goal 2), mutual aid and procurement (Goal 3), advocacy for funding (Goal 4), mental health and wellness (Goal 5), and climate resilience (Goal 6).
Governance
The system of rules, structures, and processes by which an organization directs and accountably manages itself. Governance includes decision rights, succession, conflict of interest, financial controls, and dispute resolution.Strategic RelevanceGoal 2 establishes a documented governance framework adopted by December 2026 (Haughton target). This is the institutional spine of the strategic plan.Appears InGoal 2 (entire); Objective 2.1.
H
Haughton Target
The set of three measurable targets submitted by Chief Kevin Haughton (Jamaica) during the Component 5B workshop: governance framework adopted by December 2026, five regional technical committees operational by June 2027, and a 30% increase in active membership participation by December 2028. These targets anchor the measurable SMART indicators for Goal 2.Appears InObjectives 2.1, 2.3, 2.6.
Horizon
The time frame within which an objective is expected to be completed. Horizons in this plan are expressed either as months from initiation (for example, 12 to 18 months) or as specific dates where they correspond to SMART anchors (for example, December 2027 for the Murrain certification target).Strategic RelevanceHorizons enable working groups to sequence work and the Strategic Planning Committee to track progress on a defensible schedule.
I
ICAO (International Civil Aviation Organization)
The United Nations specialized agency that sets standards and recommended practices for international civil aviation. ICAO Document 9137 (Airport Services Manual) covers rescue and fire fighting services.Strategic RelevanceGoal 1 accreditation standard development includes alignment with ICAO Document 9137 for ARFF capability.Appears InObjective 1.2.
ICISF (International Critical Incident Stress Foundation)
The international body that certifies and promotes the CISM model. ICISF training and certification provide the practitioner base for peer support teams.Appears InObjectives 5.2, 5.4.
Indicator
A measurable quantity or qualitative observation used to track progress toward an objective. Performance indicators in this plan typically include target levels, completion criteria, and time bounds.Strategic RelevanceEach of the 42 objectives carries performance indicators. Indicators are stated as targets and require committee adoption to become formal commitments.
Interoperability
The capability of personnel, equipment, or systems from different organizations or jurisdictions to operate together effectively. CAFC interoperability work focuses on communications equipment (Objective 3.2) and operational language (Objective 3.7).Appears InGoal 3; Objectives 3.1, 3.2, 3.7.
IRB (Institutional Review Board)
A body constituted to review and approve research protocols involving human subjects to ensure ethical conduct and adequate protection of participants. IRB approval is required for the regional workforce mental health baseline survey.Appears InObjectives 5.1, 5.7.
ITLS (International Trauma Life Support)
An international training and certification program in prehospital trauma care. ITLS is widely adopted across EMS systems internationally and sits alongside PHTLS as a recognized standard.Appears InObjectives 1.4, 1.5.
K
K10 (Kessler Psychological Distress Scale)
A 10-item self-report screening instrument developed by Ronald Kessler and colleagues that measures non-specific psychological distress over the preceding 30-day period. The K10 is widely used internationally in workforce mental health surveillance, including in the Smith, Akogun, Byer, and Warren (2025) CARICOM study of fire and EMS personnel.Strategic RelevanceThe K10 is one of two named instruments for the regional workforce mental health baseline under Objective 5.1 and the annual reassessment under Objective 5.7.Appears InObjectives 5.1, 5.7.
Key Deliverable
A specific tangible output produced through the execution of an objective. Key deliverables are listed for every objective in the Implementation Manual.
L
Lead Chief
The CAFC member chief designated to drive a strategic goal forward. The lead chief chairs the relevant working group and reports progress quarterly to the Strategic Planning Committee.Strategic RelevanceLead chief appointments are an outstanding committee decision and will be made following adoption of the strategic plan.
LMS (Learning Management System)
A software platform that hosts, delivers, and tracks training content. CAFC will deploy an LMS to support multilingual training delivery and certification tracking under Objective 1.7.Appears InObjectives 1.7, 5.3, 6.4.
Lobbying
Direct engagement with policy-makers, legislators, and decision-makers intended to influence policy or resource allocation outcomes. CAFC lobbying campaigns are governed by the advocacy function established under Objective 4.1.Appears InObjectives 4.1, 4.3.
M
Member Service
A fire, EMS, or integrated emergency services agency that holds membership in CAFC. Member services are the operational units that deliver CAFC commitments within their territories.
Mission
The mission of the Caribbean Association of Fire Chiefs is to strengthen fire and emergency services across the region through leadership, training, advocacy, regional collaboration, and the advancement of policies and practices that protect life, property, and the environment.Strategic RelevanceAdopted by 44.6% of 56 verified ballots through the membership mission poll. The mission anchors all six strategic goals and explicitly names advocacy and environmental protection as core mechanisms.
Mission Poll
The CAFC membership poll conducted in 2026 to select the association's mission statement from four candidate options. 56 ballots were verified from 61 submissions. The winning option received 44.6% of verified votes, +8 votes over the runner-up.Strategic RelevanceThe mission poll provides the membership mandate that underpins this strategic plan.
MOU (Memorandum of Understanding)
A formal document establishing the basis of an understanding between two or more parties. CAFC training institution arrangements (Objective 1.3) and tourism industry partnerships (Objective 2.8) will be documented in MOUs or equivalent agreements.Appears InObjectives 1.3, 2.8.
Murrain Target
The measurable target submitted by Chief Vachel Murrain during the Component 5B workshop: 85% of active-duty Caribbean fire personnel hold FREC or equivalent EMT certification by December 31, 2027. This is the flagship SMART indicator for Goal 1.Appears InObjective 1.5.
Mutual Aid
An arrangement under which fire, EMS, or emergency services agencies agree to assist one another during incidents, emergencies, or disasters. Mutual aid arrangements may be bilateral, multilateral, or operate under a formal protocol.Strategic RelevanceGoal 3 establishes a formal regional Mutual Aid and Resource-Sharing Protocol with documented activation triggers and cross-border movement procedures.Appears InGoal 3; Objectives 3.1, 3.6.
N
NFFF (National Fallen Firefighters Foundation)
A U.S.-based organization that supports the families of fallen firefighters and develops behavioral health, suicide prevention, and resilience resources for the fire service. NFFF protocols inform the suicide prevention work under Objective 5.5.Appears InObjective 5.5.
NFPA (National Fire Protection Association)
An international standards organization that publishes professional qualifications standards, codes, and operational standards widely adopted across the fire service. The NFPA Standards for Fire Service Professional Qualifications (1001, 1002, 1006, 1021, and others) inform the CAFC Accreditation Standard.Appears InObjectives 1.1, 1.2.
O
Objective
A specific, measurable, time-bound commitment that supports a strategic goal. The CAFC Strategic Plan contains 42 objectives across six goals.
OTAR Part 140 (Overseas Territories Aviation Regulations Part 140)
The regulations governing aerodromes and aerodrome rescue and fire fighting services applicable in the United Kingdom Overseas Territories, which include several CAFC member jurisdictions. OTAR Part 140 sets minimum operational requirements for ARFF capability.Strategic RelevanceGoal 1 accreditation standard development includes OTAR Part 140 alignment alongside ICAO Document 9137.Appears InObjective 1.2.
P
PAHO (Pan American Health Organization)
The regional office of the World Health Organization for the Americas. PAHO provides technical health guidance, surveillance, and capacity-building support to member states.Strategic RelevanceCAFC will partner with PAHO under Objective 5.9 to secure clinical escalation pathways for responders requiring mental health care.Appears InObjectives 5.5, 5.9.
Peer Support
A trained, confidential network of peers who provide initial support to responders experiencing operational stress or psychological distress. Peer support is the most effective first-line intervention in operational populations and a core component of CISM.Appears InObjectives 5.2, 5.4, 5.5.
PHTLS (Prehospital Trauma Life Support)
An international training and certification program in prehospital trauma care. PHTLS sits alongside ITLS as a recognized trauma certification.Appears InObjectives 1.4, 1.5.
Pillar
A primary strategic theme within the CAFC architecture. The reconciled strategic plan adopts six pillars: Training Standardization (I), Mutual Aid and Sourcing (II), Organizational Governance (III), Strategic Advocacy (IV), Workforce Mental Health and Wellness (V, proposed), and Climate Resilience (VI, proposed). Pillars V and VI require formal Board adoption.
Pilot
A small-scale deployment of an instrument, program, or process used to test the design before full rollout. Pilots are required for the training audit instrument (Objective 1.1), the CISM protocol (Objective 5.2), the family wellness programs (Objective 5.6), and others.Strategic RelevancePiloting reduces the cost of mistakes and improves the quality of the final deliverable.
Protocol
A documented procedure that prescribes how a specific activity is conducted. CAFC protocols established under this plan include the Mutual Aid and Resource-Sharing Protocol (Objective 3.1), the Caribbean CISM Protocol (Objective 5.2), and the suicide prevention and intervention protocols (Objective 5.5).
R
Ratification
Formal approval of an agreement or membership by the appropriate ratifying authority, typically a national cabinet or ministry. CAFC ratification under Objective 2.4 converts the association from chief-led to government-recognized status.Appears InObjectives 2.4, 3.1, 3.8.
Reconciliation
The process used to align the Component 4 issues, the Component 5B goal statements, and the membership-adopted mission and vision into a single coherent strategic plan. The reconciliation pass produced this six-goal architecture with 42 objectives across six pillars.
Resilience
The capability of a system, organization, or community to absorb, adapt to, and recover from disruption. Climate resilience and workforce resilience are both addressed in this plan.Appears InGoal 6 (climate resilience); Goal 5 (workforce resilience).
Richardson Target
The submission from Chief Clive Richardson (Sint Maarten) during the Component 5B workshop calling for member governments to sign agreements and pay yearly CAFC membership fees, mirroring the CDEMA model. This target underpins Objective 2.5.Appears InObjective 2.5.
S
Secretariat
The permanent administrative function of CAFC. The Secretariat coordinates across goals, maintains documentation, distributes meeting minutes and progress reports, and provides continuity between annual conferences. Objective 2.2 establishes a full-time CAFC Secretariat staff complement.Appears InObjective 2.2; referenced throughout the Implementation Manual.
SMART (Specific, Measurable, Achievable, Relevant, Time-bound)
The criteria for well-formed objectives. SMART objectives can be evaluated against documented standards and timed milestones. The Murrain target (Objective 1.5), Haughton targets (Objectives 2.1, 2.3, 2.6), and Richardson target (Objective 2.5) are the named SMART indicators in this plan.
Smith, Akogun, Byer, Warren (2025) CARICOM Study
Cross-sectional study of psychological distress and wellbeing among fire and emergency medical services personnel in CARICOM jurisdictions, conducted by Smith, Akogun, Byer, and Warren and published in the International Journal of Paramedicine in 2025. The study used K10 and WHO-5 instruments and documented significant psychological distress and reduced wellbeing in the workforce. This study provides the evidentiary foundation for Goal 5.Appears InGoal 5 anchoring; Objectives 5.1, 5.7.
Strategic Plan
The documented set of long-term commitments, structures, and priorities by which CAFC pursues its mission. This strategic plan adopts six goals, 42 objectives, six pillars, and a documented values statement.
Strategic Planning Committee
The CAFC body that owns the strategic plan, adopts amendments, approves objective leads, and reviews quarterly progress. The committee is the steward of strategic intent and reports to the CAFC Board.
Succession Planning
The documented process for identifying and developing future leaders to fill key roles. CAFC succession planning is a constituent element of the governance framework under Objective 2.1.Appears InObjective 2.1.
Surge Personnel
Personnel deployed from one jurisdiction to another to support an extraordinary response capacity need, typically during a disaster or large-scale incident. Surge personnel arrangements require pre-cleared cross-border movement and credentialing.Appears InObjective 3.6.
T
Tabletop Exercise
A facilitated discussion-based exercise in which participants walk through their response to a simulated scenario. Tabletop exercises validate protocols, identify gaps, and build cross-jurisdictional working relationships.Strategic RelevanceTabletop exercises are used to test the mutual aid protocol, communications interoperability standard, and surge personnel arrangements under Goal 3.Appears InObjectives 3.1, 3.2, 3.6.
Terms of Reference (TOR)
The documented mandate of a committee or working group, including scope, decision-making authority, membership, and reporting lines. Every CAFC committee and working group operates under a documented TOR.Appears InObjectives 2.1, 2.3, 4.1, 6.3.
U
USAR (Urban Search and Rescue)
Specialized search and rescue capability deployed in response to structural collapse incidents, often following natural disasters. USAR teams operate under international guidance including the UN INSARAG framework.Strategic RelevanceUSAR is one of the five regional technical committees established under Objective 2.3.Appears InObjective 2.3.
V
Values
The principles that guide CAFC decision-making and conduct. The reconciled strategic plan adopts three value families: Mission (service, excellence, public safety, risk reduction, life-saving), Capability (interoperability, standards, accreditation, leadership, readiness), and Community (collaboration, trust, diversity, mutual aid, cultural respect).Strategic RelevanceValues were synthesized from 18 chief rationales in the Component 5B workshop and are pending committee adoption.
Vision
To create a united, resilient Caribbean emergency services system that safeguards life, property, and the environment across the region.Strategic RelevanceThe vision describes the future state CAFC commits to building. It uses 'emergency services system' rather than 'fire' alone to reflect the integrated scope adopted in the mission.
W
WHO-5 (World Health Organization Five Wellbeing Index)
A 5-item self-report measure of subjective wellbeing developed by the World Health Organization. The WHO-5 captures positive psychological state over the preceding two weeks and is widely used internationally for workforce wellbeing surveillance. The Smith, Akogun, Byer, and Warren (2025) CARICOM study used the WHO-5 alongside the K10.Strategic RelevanceThe WHO-5 is one of two named instruments for the regional workforce mental health baseline under Objective 5.1 and the annual reassessment under Objective 5.7.Appears InObjectives 5.1, 5.7.
Working Group
A committee constituted to advance a specific strategic goal or workstream. CAFC working groups include the Training Standards Committee (Goal 1), the Governance Committee (Goal 2), the Mutual Aid Working Group (Goal 3), the Government Affairs Working Group (Goal 4), the Wellness Working Group (Goal 5), and the Climate Resilience Working Group (Goal 6).Strategic RelevanceWorking group chairs report to the goal lead chief and convene the technical work.
