HomeMy WebLinkAboutAdmin 81-84CORPORATION OF THE TOWN OF NEWCASTLE
40 TEMPERANCE STREET
BOWMANVILLE, ONTARIO
LIC 3A6 TELEPHONE 623-3319
REPORT TO THE HYDRO LIAISON COMMITTEE MEETING HELD
NOVEMBER 8 1984
ADMIN. 81 - 84
SUBJECT: AN IMPLEMENTATION STRATEGY FOR THE TOWN
OF NEWCASTLE FIRE SERVICES STUDY
RECOMMENDATIONS:
It is respectfully recommended that the Hydro Liaison Committee recommend
to Council the following:
1. That Administrator's report ADMIN. 81 - 84 be received;
2. That Schedule "A" be adopted as the implementation strategy
for Total Fire Alarm Verification Inc.'s report on the Fire
Protection Service of the Town of Newcastle;
3. That the Town of Newcastle and Ontario Hydro enter into an
agreement to authorize the expenditure of funds from the Ontario Hydro
Community Impact Fund Darlington Generating Station "B" account;
4. That the Fire Chief be instructed to budget according.to the
recommendations contained in this implementation strategy.
BACKGROUND AND COMMENT:
At the September 20th 1984 meeting of the Hydro Liaison Committee
Resolution #HL -27-84 was passed which required the Fire Chief and
the Chief Administrative Officer, Sue Stickley and Earl MacKenzie,
as well as the Hydro Liaison Chairman to prepare an implementation
strategy for the recommendations contained in the Fire Protection Study.
As recognized in the study, not all of the recommendations can be acted
upon in one year. It is anticipated that the recommendations will have
to be spread out over a possible five-year period in order to minimize
the impact to taxpayers. Not all of the recommendations contained in the
study are related to the municipality of the Town of Newcastle. However,
the attached schedule, which is an implementation strategy, attempts to
rationalize what can be reasonably achieved on the part of the municipality.
The strategy also further elaborates upon the monitoring that should take
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ADMIN. 81 - 84
place within the department and the Town in order to balance fire delivery
systems across the municipality.
For the information of Committee members, we have attached pages
4 through 10 inclusive of the study. While the needs of the Fire
Protection Service are many, the availability of finances to meet
this need is limited. An attempt has been made to balance the
needs of the Fire Fighting Service against the financial resources
of the Town. By adopting the suggested strategy there will be a
corporate document in place which attempts to more adequately
meet the needs of the Fire Protection Service.
Respectfully submitted,
DSJ:nof David .Johnston, M.C.I.P.,
Chief Administrative Officer
SCHEDULE "A" IMPLEMENTATION STRATEGY FOR FIRE STUDY
1. Recommendation #1.5.1.1 suggested two additional full-time
fire fighters be added to the day shift at the Bowmanville Station.
After reviewing the needs of the department, together with the resources
available to meet those needs, it is felt inappropriate to add two
additional men to the fire fighting force. Higher priority is
placed on the improvement of equipment available to both full-time
and part-time fire fighters. It is, however, recommended that in 1987
consideration again be given to this manpower issue.
2. Recommendation #1.5.1.2 should be adopted to eliminate any municipal
liability with respect to this matter. The current panels are outdated
and expose the municipality to unreasonable risk should there be
any malfunction. There are a number of private firms that can
provide a similar service. Very few Fire Departments still maintain
their own panels. For the most part they are the responsibility of
private firms.
3. Recommendation #1.5.1.3 involves little cost but will improve the
response times of the various fire stations and as such, it is recommended
that the boundaries for service areas be adjusted in accordance with
Recommendation #1.5.1.3.
4. Recommendation #1.5.1.4 is recommended for adoption with Public Works
being responsible for budgeting for this item. This will not immediately
stop non -fire related calls from being 'phoned in on fire lines,
however, in time it should reduce the frequency of such non -fire related
calls.
5. Recommendation #1.5.1.5 suggests that the Town acquire an additional
pumper to replace the 1959 pumper. It is recommended that recommendation
#1.5.1.5 be aoopted and that monies for the acquisition of the pumper
($125,000 approximately) be drawn from the Ontario Hydro Community Impact
Fund Darlington Generating Station "B" account in 1985.
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6. Recommendation #1.5.1.6 deals with upgrading of water pressure
in Orono. It is understood that the Region of Durham is currently
investigating both the quantity of water available and the quality
of water available in the Orono water supply. It is recommended that
Recommendation #1.5.1.6 be forwarded to the Region of Durham as input
towards possible upgrading of the Orono water supply system.
7. Recommendation #1.5.1.7 suggested that the Town consider acquiring
three additional tankers. After discussing this matter extensively
it is being recommended that only one additional tanker be purchased
and that it be funded in 1986 with the bulk of such fundings coming
from the Ontario Hydro Community Impact Fund Darlington Generating
Station "B" account. The Town would be required to budget approximately
$11,000 - $12,000 for the residual amount of money to acquire the
tanker. The addition of one tanker, it is felt, would be sufficient
to provide the necessary equipment to provide a constant water supply
for rural fires.
8. Recommendation #1.5.1.8 is recommended for adoption. A potential
site has been identified and should be designated as the Town of Newcastle
Fire Department Training Centre. There should be a formalized agreement
with respect to this Fire Training Centre. Once staff have developed the
necessary agreements with respect to the joint use and development of the
facility, a separate agreement would be presented to the Hydro Liaison
Committee for recommendation to Council. Ontario HYdro is free to
augment the training facilities in any way they deem appropriate.
However, the Town will be required to provide a maximum funding of
approximately #38,000. Such monies could be provided through reserve
funds and normal capital budget without increasing the general capital
funding beyond 1984 levels.
9. Recommendation #1.5.1.9 of the report suggested that each volunteer fire
department have a minimum of twenty-five part-time fire fighters. It is
suggested that there be an increase in the number of part-time fire fighters
but this increase be limited to ten, which would raise the number of part-
time fire fighters from sixty-nine to seventy-nine.
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The new part-time fire fighters would be deployed at the Fire
Chief's discretion. It is estimated that such part-time fire
fighters could be more efficiently trained if they were hired
at one point in time.
In addition to the training of said employees there will be the
necessity to budget for their equipment. It is estimated that this
equipment will cost somewhere between $11,000 - $12,000.
As part of the implementation strategy, it is suggested that this money
for the equipment of the new part-time fire fighters be drawn from the
Ontario Hydro Community Impact Fund Darlington Generating Station "B"
account
10. Recommendation #1.5.1.lu suggested that the Fire Prevention Officer
be made a full-time position and that the Secretary to the Fire
Chief also be made a full-time position. Only recently has there been
a part-time Fire Prevention Officer. Despite the reduced work week of 24
hours, the Fire Prevention Officer has been extremely well received in
the community and has made a valuable contribution towards fire protection
efforts. While fire prevention is considered a priority within the
department, it is felt that a higher level of fire prevention
awareness can be generated through the use of part-time fire fighters
to augment the part-time Fire Prevention Officer. It also allows the
part-time fire fighters to become more familiar with various fire codes
and the overall concepts of tire prevention and suppression. Accordingly,
it is recommended as part of the implementation strategy that the
position of Fire Prevention Officer remain part-time.
It is, however, recommended that the position of Secretary to the Fire
Chief be made a full-time position. Members of Council will recall that
during budget discussions allowance was made for the: conversion of the
position of Secretary from part-time to full-time effective July 1st.
Owing to the study that was underway, no recommendation was brought
forward to Council until the completion of Total Fire Alarm Verification's
study. The sutdy confirmed the workload that is currently being
generated by the Fire Prevention activities of the department. Together
with the additional work being generated a full-time position is appropriate
It should be noted that the position would be anon -union secretarial position.
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il. Recommendation #1.5.1.11 suggests that direct transmission of fire
alarms be established from the Darlington Generating Station to
the Bowmanville Fire Station. It is generally acknowledged that
there are a number of alarms at the construction site which are generated
by construction activities which do not require the services of the
Newcastle Fire Department. It is recognized that the reporting of such
fire must be improved. As such, it is being recommended that
improved reporting of such alarms take place while the station is
under construction and that the question of direct fire alarm
transmission should be reconsidered by Ontario Hydro and the Town
when the station is operational.
LONG TERM CURPORATE RECOMMENDATIONS
The first recommendation (#1.5.3.1) deals with the consideration of
a northern station. Three criteria are listed; a turn -out time for
fire fighters of five minutes; a minimum number of part-time fire
fighters of 15 and an increase in population or industrial development
in the northern region. The criteria of manpower and turn -out time
are reasonable criteria. The increase in population or industrial
development does not have a threshhold that can be identified in the report.
As part of the implementation strategy, it is suggested that the
population of the area increase at least by one-third and that the
number of fire calls received for the area increase to forty per annum
with a minimum of 10 structure threatening fires.
It is further recommended that recommendation #1.5.3.2 be adopted as part
of the corporate planning exercise for the Town of Newcastle as well as
recommendation #1.5.3.3.
SUMMARY OF IMPACT FUNDING
With respect to impact monies, it is recommended that the cost of the
acquisition of a new pumper and a new tanker be taken from the Ontario
Hydro Community Impact Fund Darlington Generating Station "B" account,
as well as the equipping of ten additioanl part-time fire fighters.
The total draw on the "B" account will not exceed $181,770 exclusive
of the aevelopment of training programs and training facilities.
The first monies for the pumper be budgeted in 1985 and for the
tanker in 1986.
It is further recommended that the development of the Newcastle Fire
Department Training Centre be done jointly by the Fire Department
and Ontario Hydro officials. The development of the fire training
facilities will require the Town to provide a maximum of $38,000 towards
the project.
Total Fire Alarm Verification Inc. page 4
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- Budget limitations
- Area of coverage
- Protection levels in similar communities
- Standards for municipal fire protection services
1..1.1 - It is recommended that two full time fire fighters be I
added to the day shift at the Bowmanville Station to permit one - 4 man
company to respond. This will reduce the response times to alarms in rural
and urban areas. Four full time fire fighters can safely initiate fire fighting
to minimize the size of the fire and reduce overall damage.
OPERATING COST• $60,000. per year.
1..1.2 - Eliminate municipal panels at the Bowmanville and
Newcastle Stations receiving fire alarms. This is a potential liability for the
Town of Newcastle and should be eliminated as soon as alternative means
for transmitting signals can be implemented.
COST. Ser.
1.5-1.3 - To improve the response capabilities of the Newcastle
Fire Department, it is recommended that the East boundary of Courtice
Station No. 4 be moved from Courtice Road to Solina Road and that the
North boundary of Newcastle Station No. 2 be moved from Concession No. 3
to Concession No. 4. This will provide the optimum response time to these
areas.
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job no. 84-115
1.5.1.4 - To reduce the cost for unnecessary calls, it is
recommended that the population of the Town of Newcastle be informed to
direct all non -fire related calls to the appropriate department in the Town
of Newcastle. If necessary a 24 hour phone number on a answering service
should be established for such departments as Public Works.
OPERATING COST: $250. per year.
1.5.1.5 - It is recommended that a new pumper be added to
Station No. 1 to replace the 1959 Pumper No. 2. Pumper No. 2 is to be
retained as a reserve unit at the Orono Station.
CAPITAL COST: $125,000.
1.516 - When the Orono water supply is upgraded,
consideration should be given to the addition of a elevated water storage
tank to the water supply system for Orono. This will serve to improve the
capacity, residual pressure and reliability of the water system.
CAPITAL COST: $265,000.
1.5.1.7 - To provide the rural water supply, it is recommended
that three additional 1,500 Igal. tankers with pumps be added over the
neat six years. The first tanker is to be located in the Courtice Station since
this Station does not have a tanker. The additional manpower needed for
these tankers is addressed in 1.5.1.9.
Total Fire Alarm Verification Inc.
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job no. 84-115
1.5.1.8 - It is recommended that a centralized training facility
be constructed. This facility would be used by the Ontario Hydro fire
brigade and the Newcastle Fire Department. This facility should be jointly
designed by Ontario Hydro and Newcastle.
CAPITAL COST: $75,000. (excluding land)
1.5.1.9 - It is recommended that additional part time fire
fighters be hired for the Newcastle Fire Department. When compared with
similar communities, Newcastle has the lowest ratio of part time fire
fighters per square mile and the third lowest ratio of part time fire fighters
per 1,000 population. It is recommended that a minimum of 25 part time
fire fighters be employed at each Station.
OPERATING COST: $55,800. per year.
1.5.1.10 - It is recommended that the position of fire
prevention officer be made a full time position. Due to the increased
administrative duties, it will be necessary to make the position of secretary
a full time position. A comparison of similar communities indicates that
Newcastle lacks sufficient fire prevention staff. In addition, responsibilities
are being added to this position due to new regulations such as the retrofit
requirements in Part 9 of the Ontario Fire Code.
OPERATING COST:
Cost:
Existing, Cost:
Incremental Cost:
FIRE PREVENTION
$30,000, per year
$ 8.750. per year
$21,250. per year
SECRETARY
$18,000. per year
$ 9,023. per year
$ 8,977. per year
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1.5.1.11 - It is recommended that fire alarms be transmitted
directly from the Darlington Generating Station to the Bowmanville Fire
Station. The method of transmission and verification is to be coordinated
between Ontario Hydro and the Newcastle Fire Department.
OPERATING COST: $250. per year.
1.5.2 Recommendations - The analysis of the Newcastle Fire
Department with the Darlington generating Station, indicated that the
Recommendations summarized in Section 1.5.1 will provide an acceptable
level of municipal fire protection for the Darlington Generating Station.
This is because the Newcastle Fire Department must have equipment and
manpower to handle fire flows greater than the calculated fire flow for the
Darlington Generating Station.
Since the Darlington Generating Station has a self contained water
system, it does not have an impact on the rural or urban water supplies for
the Town of Newcastle.
. - Recommendations - The third analysis was of the Newcastle
Fire Department with the Dalington Generating Station in the future.
Because projected population figures up till the year 2006 show little
anticipated growth in the area, recommendations were made in the event
that major growth occurs. These recommendations contain criteria that
must be met before the recommedation becomes realistic and economically
feasible. When these criteria are met, the recommendations should be
reviewed to confirm the feasibility.
1
Total Fire Alarm Verification Inc. page 8
job no. 84-115
15..,3.1 - Consideration should be given to construction of a
Northern fire station when the following criteria are met_
- A population increase or industry development in the Northern
Region. This will cause the number of alarms from the Northern
area to increase.
- A population increase so that a minimum of 15 part time fire
fire fighters can be employed.
- Turnout times for the fire fighters must be 5 minutes or less.
Due to the improved fire safety provided to the rural occupants when
a Northern Station is constructed and since the insurance premiums for
these occupants will be reduced, it is recommended that this
1 recommendation be reviewed in three years.
■ 1.5.3.2 - Should a significant number of industries operating on
a 24 hour per day basis locate in the Bowmanville area, consideration
should be given to operating the Bowmanville fire station with a fun time
initial responding company (4 men) 24 hours per day, seven days per
week.
1.5.3.3 - Should the Bowmanville Fire Station be operated full
time on a 24 hour per day basis consideration should be given to providing
a central alarm receiving and dispatching communication centre. If the
number of alarms received per year exceeds 2,500, 2 full time operators
should be on duty at all times.
Total Fire Alarm Verification Inc. page 9
job no. 84-115
1,5.4 Impacts - This analysis identified impacts caused by the Darlington
Generating Station on the fire protection services provided by the Town of
Newcastle. These impacts are:
i) Diminished growth in Courtice.
ii) Training of Newcastle fire fighters for hazards at the
Darlington Generating Station.
The first impact is concerned with the lack of growth in the Courtice
area. Based on the MacLaren study in 1976, the Town of Newcastle
constructed and equipped a fire station in Courtice in 1979. It is
recommended that the Town of Newcastle be responsible for the initial cost
of the Station and equipment and that Ontario Hydro be responsible for
interest on one-third of the capital cost and for one-third of the operating
cost for advancement of these services from 1984 to 1979. This amounts
to S 181,770.
The second impact is to ensure that the Newcastle fire fighters are
adequately trained for the hazards at the Darlington Generating Station.
This can be accomplished by construction of a training facility, training of
Newcastle fire fighters at the Bruce Nuclear Centre Fire Training Course and
use by Newcastle of audio-visual materials in the Ontario Hydro library. It
is recommended that the cost of the training facility, excluding land, be
equally divided by Ontario Hydro and the Town of Newcastle. Discussions
are presently being held between Hydro and Newcastle to have Hydro
donate the land for this facility. It is recommended that the tuition for the
training of 2 fire fighters per year at the Bruce Nuclear Centre be borne by
Hydro and that the expenses such as transportation, meals and hotel be
equally divided by Hydro and Newcastle. This impact has a potential cost
of $38,200. for Hydro and $38,200. for Newcastle.
Total Fire Alarm Verification Inc. page 10
job no. 84-115
2.0 STANDARDS FOR MUNICIPAL FIRE PROTECTION
2.1 Introduction - Levels of municipal fire protection differ from
community to community. To gauge the relative effectiveness or adequacy
of a fire department, it is useful to compare the existing services with
standards established by outside agencies. This portion of the report is a
compilation of standards used by the insurance industry and governmental
bodies to rate and grade municipal fire protection services. While these
standards are considered desirable because of the high level of protection
they provide, they are somewhat idealistic in intent, and may not be
applicable to all fire departments. Some of these standards will be used in
evaluating the existing fire protection service in Section 6.0 of the report.
Section 2.10 contains a summary of the objectives used in the analysis.
2•lw%
;� TOWN OF NEWCASTLE
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JOB DESCRIPTION: CONFIDENTIAL SLCRLTARY
-~ 7 DATE OF DESCRIPTION: OCTOBER 2 1984
JOB DESCRIPTION NUMBER: Fn -i
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Fes
DEPARTMENT: FIRF
DIVISION:
SUMMARY OF DUTIES:
To perform stenographic and clerical duties for the Fire Chief;
and when required, for the Platoon Chief and Fire Prevention Officer.
RESPONSIBILITY:
Act as confidential secretary. From dictation, dicUaphune or written copy,
type correspondence, memos, schedules, tables, reports ,etc. for the Fire
Chief, Platoon Chief and Fire Prevention Officer.
Maintain confidential personnel records recording information such as but not
necessarily limited to promotions, physical fitness examination results, reprimands,
creditable mentions and duty clothing issued.
Receive, review and direct incoming mail. Post outgoing mail.
Answer office telephone, referring calls to the appropriate officer. Handle
routine inquiries.
Prepare Fire Reports, maintain records relating to fires or other incidents
including injuries and deaths. Complete Fire Loss Report Forms for Fire
Marshal's Office.
Maintain general office file and fire prevention correspondence.
Prepare and maintains payroll records for part-time fire fighters, Station N1.
Check and submit payroll records to the Treasury Office for all fire stations
and answering service.
Control issue of payroll cheques for all stations and answering service.
Prepare and supply necessary forms, as required by all fire stations.
Prepare all invoices and purchase requisitions for approval of Fire Chief and
submit same to Purchasing Agent. Follows up requisitions to completion.
RESPONSIBILITY:
Invoice accounts for• services rendered, e.g. highway call outs, air
cylinder refills, etc.
Assemble material from daily sources for reports, as required and assists in
preparation of Annual Report and Budget.
PM
QUALIFICATIONS -
Full high school grade 12, including commercial course with excellent
shorthand and stenographic skills and a minimum of three years relevant experience
or have the equivalent combination of education and experience.
Must be able to work on own initiative and with a minimum of supervision.
Ability to communicate effectively with other staff and the public.
Personal qualities of accuracy, dependability, tact and pleasant nature.
SALARY GRADE
POS17ION ESTABLISHED BY BY-LAW