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Home My WebLink AboutESD-014-08REPORT EMERGENCY AND FIRE SERVICES Meeting: GENERAL URPOSE AND ADMINISTRATION COMMITTEE Date: October 6, boos ~,~; on~~, PIS- s~{3- 08 Report #: ESD-014-0 File # 10.12.6 By-law # Subject: MASTER FI~2E PLAN UPDATE It is respectfully recommended that the General Purpose and Administration Committee recommend to Council th following: 1. THAT Report ESD}014-08 is received for information; and 2. THAT the Master Dire Plan Update and the presentation of Mr. Claudio Covelli be referred to staff for consideration in the 2009 budget process. Submitted by: ~,~A' ~ ordon WeirWeir, Director of Er GW:sr GMM111 Franklin Wu, v & Fire Services Chief Administrative Officer Reviewed b . ' - - -`""`""-' v CORPORATION OF THE MUNICIPALITY OF CLARINGTON MLLE, ONTARIO L1C 3A6 T(905)623-3379 F (905)623-6506 ESD-014-08 I Page 2 1. 1.1 In the General Pur~ose and Administration meeting of February 16, 2004 Council received the Maste Fire Plan, prepared by Claudio Covelli of Dillon Consulting Limited. In consideration of he recommendation to move the Municipality closer to the Provincial O.F.M. 1 ~ in 10 Guideline {10 men on scene in 10 minutes) the Municipality has hir d 13 firefighters, although the number of new recruits fall short of what the co nsultant recommended, as the Municipality tried to balance the needs to provid e other useful services. As a result of the d lay, the Proposed Timing Recommendations in the original Master Fire Plan ar skewed and staff felt it was necessary to update the Master Fire Plan. This revi w is also timely to coincide with the recently completed Development Char a By-law. 1.2 In view of the new ~rowth experienced through the last few years and in view of the deferred sched le in hiring additional firefighters, an update of the 2004 Master Fire Plan w s deemed necessary. 2. COMMENTS 2.1 Much of the conten~of the original Master Fire Plan remains intact. Timing recommendations t hire additional firefighters have been adjusted and aligned with the updated D velopment Charge By-law. Staff will continue t work to develop a business plan to deal with the recommendations i the updated Master Fire Plan. 3. CONCLUSION It is recommended irhat the Master Fire Plan. Update and any comments, be referred to the Dire for of Emergency and Fire Services who, in co-operation with the Director of Fina ce and staff, will prepare a business plan to deal with the recommendations f and in the report. Once the business plan has been completed it will be orwarded to Council for review and comment. Attachment: Master Fire Flan Update Patti Barrie DILLON CONSULTING Clarington Fire and Emergency Services 2008 Fire Master Plan Update Final Report September 3Q 2008 07-8359 Submitted by Dillon Consulting Limited DILLON CONSULTING September 30, 2008 Municipality of Clarington 2430 Highway #t2 Bowmanville, ON L1C 3K7 Attention: Mr. Gord Weir, AMCT, CMM 111, CEMC Director of Emergency Services/Fire Chief Clarington Fire and Emergency Services - 2008 Fire Master Plan Update Dear Mr. Weir: Dillon Consulting is pleased to submit our Final Report for the 1008 Fire Master Plan Update. It has been a pleasure assisting the Municipality and continuing our involvement with this important part of your business. If you require any further assistance please do not hesitate to contact us. Yours sincerely, Dillon Consulting Limited Claudio Covelli, M.A. Partner At[ach. CCtmrb Our File: 07-8359 33? YorMznd I31vd. Suire 800 Toronm, Ontario Canada h12~ 4Y8 Telephone !41~ 229 ~I646 Fax (41 Gj 329-4692 Dillon Consulting Limited Clarington Fire and Emergency Services -1008 Fire Master Plan Update FINAL REPORT TABLE OF CONTENTS Page 1.0 BACKGROUND ...............................................................................................................................1 2.0 ADMINISTRATION .........................................................................................................................3 2.1 OVERVIEW ............................................................................................................................... 3 2.2 STAFFING ............................................................................................................................... 3 2.3 BY-LAWS AND AGREEMENTS ............................................................................................................. 4 2.4 POLICIES AND GUIDELINES ............................................................................................................... 4 2.5 FACILITY REQUIREMENTS ................................................................................................................. 4 2.6 COMMUNITY EMERGENCY MANAGEMENT ...................................................................................... 4 3.0 TRAINING ...............................................................................................................................6 4.0 MAINTENANCE ...............................................................................................................................7 5.0 SUPPRESSION 5.1 CURRENT STATUS ............................................................................................................................... 8 FIRE SUPPRESSION STAFFING AND STATIONS ........................................................................ 8 FIRE STATIONS 5.2 PERFORMANCE MEASURES FOR FIRE SUPPRESSION .......................................................................9 RESPONSE STANDARDS .......................................................................................................... 9 OFFICE OF THE FIRE MARSHAL GUIDELINES ....................................................................... 10 NFPA STANDARD 1710 ........................................................................................................ 13 APPLICATION TO THE CURRENT MASTER PLANNING SOLUTIONS ....................................... 14 5.3 ASSESSMENT OF RESPONSE COVERAGE ......................................................................................... 14 METHODOLOGY .................................................................................................................... 14 RESPONSE STANDARDS AND GUIDELINES .......................... FIRE DEMAND ZONES AND FIRE STATIONS ......................... ROAD NETWORK REPRESENTATION............ DISTANCES AND SPEEDS ............................. MODELLING RESULTS ................................. SUMMARY OF MODELLED RESULTS............ .......................... 15 .......................... 15 .......................... 16 .......................... 16 ............................................................. 17 ............................................................. 18 6.0 PREVENTION AND EDUCATION ..............................................................................................19 7.0 PROPOSED TIMING OF RECOMMENDATIONS ................................................................... 22 DUlon Consulting Limited page i Clarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT LIST OF TABLES Table 2.1 - Clarington Fire and Emergency Services Staffing Levels .......... ........................3 ' Table 2.2 -Community Emergency Management Program ...................... ......................5 ? Table 5.1 - Clarington Fire and Emergency Services Suppression Division ... .......................8 Table 5.2 -Apparatus and Staffmg .................................................. .......................9 il' Table 5.3 -Industry Response Standards and Guidelines ......................... .....................15 Table 5.4 -Network Calibration ...................................................... .....................17 Table 6.1 -Municipal Comparison of Department Staffing ...................... .....................20 ' Table 7.1 -Proposed Cost and Timing of Recommendations .................... ......................22 Table 7.2 -Overview of Recommendations by Division ......................... .......................24 LIST OF APPENDICES Appendix A -Figures 5.1 to 5.8 Dillon Consulting Limited Page ii f Clarington Fire and Emergency Servkes - 2008 Fire Master Plan Update FINAL REPORT 1.0 BACKGROUND Clarington continues to grow in terms of population, population density and employment. Since 2001 the population of Clarington has grown by 7,986 or approximately 11.4 %, which is well above the average population change by community for Ontazio (6.6%) and Canada (5.4%). Statistics Canada estimated Clarington's 2006 population at 77,820. The major industries in Clarington are: agriculture; agriculmre services; aggregate excavation and cement; tourism; manufacturing; utilities; retail; construction; and the Darlington Nuclear Generating Station. Population and employment growth is placing additional pressure on existing municipal services, including fire protection. Clarington Emergency & Fire Services (CEPS) will have to be strategic in its approach to serving both existing and new development within the municipality. Existing challenges must be met, but adequate plans must also be put in place to handle growth and changing demographics. Some of the core challenges of the Clarington Emergency & Fire Services centre around the issues of fire suppression and those challenges will make up a considerable portion of this report. This report in essence is a supporting document or an update to the original Master Fire Plan which was completed in 2003 for the Clarington Emergency & Fire Services. Some of the core challenges for fire suppression include, but are not limited to, the following: • The growth of population and employment; • The current staffmg of fire suppression resources throughout the municipality provides challenges for meeting a suitable performance standazd; • Recruiting of volunteers in Stations 3 and 5; • Training of full-time firefighters and volunteers; and • Retention of volunteers. This report documents issues facing the Clarington Fire and Emergency Services as it copes with the existing challenges and looks ahead to the future. This 2008 Fire and Emergency Services Fire Master Plan Update includes the following components: • Background Information; • An Overview of the following Divisions: - Administration - Training - Maintenance - Suppression - Prevention and Education - Communications and Dispatching • Fire Station Location Modelling; and • Recommendations. Clarington Emergency & Fire Services operates under the perrtission and legislative requirements of the Province of Ontario. The most important legislative requirement is the Fire Protection and Prevention Act, 1997. Part of the responsibility of the fire department is to ensure there is an ongoing assessment of its performance and needs. Dillon Consulting Limited page I ' Clarington Fire and Emergency Services -1008 Fire Master Plan Update FINAL REPORT Clarington Emergency & Fire Services have certainly done this. Recent studies and reports include: - Municipality of Clarington Emergency Services Department 2007-2010 Business Plan (Draft); ' - Emergency Services Annual Report 2007; and - Clazington Emergency Services Master Fire Plan December 2003. In addition to the above mentioned reports, the Vision, Mission and Value Statement of the Clarington Emergency & Fire Services continues to be an invaluable guide as to what the service strives to be in the eyes of its stakeholders. VISION STATEMENT We are dedicated to a f[re safe community. MISSION STATEMENT To ensure we deliver service excellence through public education, prevention, training and emergency response. VALUE STATEMENT Every member of Clarington Emergency & Fire Services upholds the tradition of a composite department and with their skill and knowledge respond without boundary. These reports and other information provided by Clarington Emergency & Fire Services aze resources for updating and re-assessing the department as a whole. It is also an opportunity to reflect on the changing operational and administrative requirements of the Department as well as the continual population and employment growth in the municipality. In 2003, Dillon Consulting Limited conducted a Fire Master Plan Report to assist Clarington Emergency & Fire Services in meeting the challenges it is facing. Almost five years since the plan was reported Clarington has seen some growth in call volumes and levels of service. Thus a short review and update to the plan is prudent at this time. Dillon Consulting Limited page 2 Clarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT 2.0 ADMINISTRATION 2.1 Overview The management and administration of the Clarington Emergency & Fire Services is made up of three senior management personnel the Director/Fire Chief and two Deputy Chiefs. The three senior management personnel aze responsible for the overall management of emergency response, emergency planning, fire prevention and education, training, suppression, communication and dispatch and community emergency management. Clazington Emergency & Fire Services also includes an Administrative Assistant and a Clerk who support both the Fire Chief and the Deputy Chiefs. The Administration Division is located at Station 1 (2430 Hwy 2 Bowmanville), which also houses the communication and dispatch centre. Based on a review of past evaluations, feedback from members of the Clarington Emergency & Fire Services and a broad understanding of the administrative requirements of a foe department, a number of areas of the department were reviewed and are discussed in the following sections. 2.2 Stafftng The Fve Chief and Deputy Chiefs are responsible for the management of 181 full-time and volunteer staff, as outlined in Table bl. In addition to human resources and administration issues the Fire Chief and Deputy Chiefs manage and coordinate the Administration, Training Communications, Suppression, and Fire Prevention Divisions. They are also responsible for the budget, purchasing programs, equipment and appazatus, and facilities. With the introduction of the Emergency Management Act, the Fire Chief has also been designated as the Community Emergency Management Co-coordinator (CEMC), which requires on-going involvement in maintaining the plan, as well as completing increasingly strenuous mandatory Emergency Management Act (EMA) compliance directives. ~~ d t. ~ ,. ' t+tll~ '; f Chiefs -Deputy Chiefs 3 Administration Assistants and Clerks 2 Suppression Captains 8 Suppression Firefighters 37 Training Officer 1 Fire Prevention Officer 1 Fire Prevention Inspectors 3 Dispatchers /Firefighters 4 Suppression Volunteers -District Captains 5 Su ression Volunteers -Captains 20 Suppression Volunteers -Firefighters 100 Total Staffin : 184 As overall departmental responsibilities have increased, the administrative workload and responsibilities for such tasks as data entry, routine and urgent correspondence, reception, general phone duties and the numerous other support tasks required to tnanage the department have increased as well. It is recommended that the fire department review and assess its current and longer term administration requirements and bring forward a plan to meet the needs of the department.. ~ Emergencv Services Department Annual Report 2006 Dillon Consulting Limited Page 3 Clarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT 2.3 By-laws and Agreements A number of fire service by-laws had been identified that needed to be reviewed. At this time many have been completed. Prepazation of by-laws for Council approval should be guided by the Ontario Fire Marshal Public Safety Guidelines and the Municipality of Clazington Legal Services. An examination of all pertinent by-laws should be regularly reviewed. 2.4 Policies and Guidelines ' The CEFS requires an on-going review of its policies and guidelines and an updated schedule to ensure that they remain current and applicable. With the assistance of the Health and Safety Committee as well the Section 21 Committee (Provincial Ministry of Labour Committee) guidance on Health and Safety issues, some policy and guidelines may need to be created. 2.5 Facility Requirements Headquarters station is at capacity to accommodate administration, prevention, dispatch and suppression staff. A comprehensive space needs assessment should be undertaken to determine the requirements and the ways to accommodate current and future space needs. 1 2.6 Community Emergency Management The Fire Chief has been assigned the role of CEMC which requires on-going involvement in maintaining, testing and training of the emergency response plan, as well as completing increasingly strenuous mandatory Emergency Management Act (EMA) compliance directives. The standards for "Essential" level of the community emergency management program as well as the status of the program are outlined in Table 2.2. The emergency management program is up-to-date and compliant with the "Essential" standards set out in the Emergency Management Act. As Clarington is a Nuclear Host Community, it is required to have a nuclear emergency management plan. The community's most recent emergency management plan includes the nucleaz plan component. In addition to the above, the municipality and the department aze involved with Business Continuity Planning and other emergency management requirements will be forthcoming from the Canadian Standards Association based on NFPA's 1600 guidelines. NFPA 1600 establishes a common set of criteria for developing, assessing, implementing and maintaining emergency management and business continuity programs. The programs will include aspects for disaster and emergency preparation, mitigation, prevention, response and recovery. Dillon Consulting Limited Page 4 `'_ Clarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT Tnhla 7 7 ('nmro....;k.. >. ....._,......._. as°--`-` °--- Pro m LeYel Element .__.-•• ~• Desi [ion of a Communi Emer enc Mana ement Coordinator .States Formation of a of an emer en mans ement ro committee Publication of an a roved em en res Dose lan Completed 2004 Develo ment of an a ro riate communi emer enc o ations centre Essential Identification of critical infrastructure Annual Conduct of an atmual exercise to evaluate the emer en res nse la maintenance and n Identification of individuals to act as emer enc information staff re-validation Devel mart and im lementa[ion of an cme enc mans ement ublic awareness o mm continues. Conduct of an annual review of the amen enc mans amen[ ro m tinron consutkng Limited Page S Clarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT 3.0 TRAINING The Training Division operates out of Station 1 with one Deputy Chief overseeing the management of the training program. There is currently one full-time training officer responsible for the development, implementation and maintenance of the records for the entire training progam. That training program is annually administered to 49 full-time and 125 volunteer firefighters. The division's primary responsibility is to provide training programs that meet the legislative requirements of the Ontario Fire Prevention and Protection Act (FPPA) and the Occupational Health and Safety Act of Ontazio. The Training Officer is also required to assist with the development of policies and guidelines within the ' division. As well, the Training Officer is responsible for developing, ensuring currency, and in many cases delivering training programs on the following mandatory training topics: • WHMIS; • First Aid; • CPR; • Defibrillation; • Water Rescue; and • Rope Rescue. ~ In addition to the above, this Officer is also responsible for all training as it relates to fve suppression standards and the Office of the Fire Marshal's (OFM) firefighters curriculum. The Training Officer is also required to ensure that the materials located in the training library are current. Often the Training Officer adjusts his working hours to an evening shift to attempt to conduct the necessary training with the volunteer staff. The Training Officer is also the Safety Officer during an incident, which requires the ti individual to be on ca1124l7. Training is focused on maintaining currency according to [he guidelines of the firefighter standazds and provincial curriculum. Due to the number of career and volunteer firefighters that require training the specialty type training is a challenge to deliver to all members. These specialty training topics include rope rescue, confined space, trench rescue and hazmat. It is recommended that the fire department assess its current and longer term training requirements and bring forward a plan to meet the needs of the department. Dillon Consal6ng Limited Page 6 ;~ Clarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT 4.0 MAINTENANCE Fleet The Operations Department of the municipality provides fleet maintenance for Clarington Emergency & Fire Services on a rotation basis. When vehicles are brought in for repair they receive excellent service; however, much of the service has been the result of immediate repair. Performing preventative maintenance has been difficult to achieve. Having a mechanic trained on specific mechanical repairs on the trucks such as pump or valve repairs would be a great asset and more cost effective than out sourcing the work. It is recommended that the fire department work with the operations department to assess the current and long term needs with respect to more specialized training as well the addition of another mechanic and report back with a plan for the future. Equipment Maintenance The amount of time required to inspect, test, repair and record the maintenance of all equipment requues a significant effort. As this equipment is vital to the safety of all firefighters it is recommended that the department assess its current and longer term equipment and maintenance requirements and bring forward a plan to meet the needs of the department. A few examples of the equipment are as follows: • Hose Testing • Nozzle Repairs • Maintaining Portable radio conditioning program • Self Contained Breathing Apparatus Dillon Consulkng Limbed Page 7 Clarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT 5.0 SUPPRESSION 5.1 Current Status Fire Suppression Staffing and Stations The Suppression Division of the Clarington Emergency & Fine Services is shown in Table 5.1. It is comprised of 45 full-time and 125 volunteer suppression firefighters. t ~ ~'-. i ~ ..,.~ ,.G' .€ 5 ' ~ r,x y, T^ 3ea~ ..>'{'4°.t'~.+','5'. a +vx Gr 3 ~ ,.s. ._...... Chiefs -Deputy Chiefs 3 Suppression Captains 8 Suppression Firefighters 37 Suppression Volunteers-DistrictCap[ains 5 Sup ressionVolun[eers-Captains 20 Suppression Volunteers-Firefighters 100 Total Staffing: 173 As with most municipal fire services the Clarington Emergency & Fire Services assumes responsibilities for intervention in a number of azeas. These include assistance to the Emergency Medical Service (EMS), highway extrication, hazardous materials problems, water ice and rope rescue categories. In a rapidly growing community the need for these services is expected to increase. Challenges related to an aging population, population growth, hazards, emergency medical demands, technological change, traffic, and other elements of growth aze challenging the resources of the department. Fire Stations „' Clarington Emergency & Fire Services is a composite department that operates from five fire stations. The stations aze dispersed throughout the municipality in the communities of Bowmanville, Courtice, Newcastle, Orono and Enniskillen, to provide for deployment of the three cazeer and twelve volunteer fire companies as shown in Table 5.2. Stations 1 and 4 are staffed by full-time firefighters providing first response capabilities on a 24-hour basis 365 days per year and backed up by volunteers. Stations 2, 3 and 5 aze currently operated as volunteer stations. The 2003 study considered the need and desirability of building a new station in the community of Kendal and concluded that due to the call volume in the azea as well as the difficulties of sustaining a credible volunteer force in the area it would not be a beneficial allocation of scarce resources. The volume of calls [hat Clarington Emergency and Fire Services received for the Kendal area from 2002 to 2006 varied from 13 to 27 calls per year. This low volume of calls does not warrant a new and separate station. Consequently and consistent with the 2003 Fire Master Plan, a new station in the Kendal area is not recommended at this time. '~ z Emergency Services Department Annual Report 2006 Dillon Consulting Limited page 8 1 Clarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT TABLE 5.2 -APPARATUS & STAFFING Statioe Sta n Location A aratus Sta[fim Pumpet 1 career Rescue /Support 1 (SCAT career Pumper 11 volunteers 2430 Highway 2 1 (HQ) Aerial /Quint 1 volunteers Bowmanville Tanker 1 volunteers Rescue 1 volunteers Utili 1 volunteers 247 King Avenue East Pumper 2 volunteers 2 Newcastle Tanker 2 volunteers Pumper 3 volunteers 5708 Main Street Tanker 3 volunteers 3 Orono Utility 3 volunteers ATV & Trailer volunteers Pumper 4 career 2611 Trulls Road Pumper 44 volunteers 4 Courtice Tanker 4 volunteers Aerial 4 volunteers 2354 Concession Road 8 Pumper 5 volunteers 5 Enniskillen Tanker 5 volunteers 5.2 Performance Measures for Fire Suppression The establishment of standards and guidelines that affect the staffing response to stmctural fire calls has been a topic of much debate in the fire protection industry for some time. Since there is no requirement of what performance measure or standard to meet, municipalities are tasked with setting the service level that meets the needs and financial capabilities of their municipality. This historically resulted in a wide range of service levels across Canada and North America. Recently, standazds and guidelines, influenced by best practices, firefighter safety and the insurance industry, have begun to come together in a much narrower range of accepted best practice. The Office of the Fire Marshal (OFM) has studied issues related to fire-ground staffing over the past fifteen yeazs. They have published a response guideline specifically for Ontario. The authoritative National Fire Protection Association (NFPA) led the adoption of a fire response service standard that has relevance throughout North America and internationally. Response Standards Performance measures for fire suppression are typically measured in two parts: • First Response -getting the first company on scene in an accepted time frame Depth of Response -assembling the appropriate staffing resources on scene to begin mitigation of the emergency in an accepted time frame DJlon Consulting Limlred Page 9 Clarington Fire and Emergency Services - 2008 Fare Master Plan Update FINAL REPORT Office of the Fire Marshal Guidelines As identified in the Fire Protection and Prevention Act, 1997, the Office of the Fire Marshal, Ontario has ' the power to issue guidelines to municipalities in respect to fire protection services and related matters. The guidelines aze to be used by local municipalities to determine the level of fire protection services as it determines may be necessary in accordance with its needs and circumstances. For emergency response, Public Fire Safety Guideline (PFSG) 04-OS-12, "Staffmg -Single Family Dwellings" recommends the following, as highlighted in the figure below (Courtesy of the Office of the Fire Mazshal, Ontazio): • Minimum of fow firefighters initially responding; • Minimum of ten firefighters within ten minutes for fire attack team choosing either aggressive interior fire suppression or rescue operations for 90% of reported fire emergencies; and • Assembly of the ten firefighters is calculated from the time the fire departrnent receives the emergency alarm until that fire attack team has arrived at the emergency scene. Ane ore more vehrde response hem ona station Staffing +; Options Minimum 10 firerigieters for fatal fse ettaek team ~ Qne or rtiare vahicla6 horn urea ataaon supporlad b`/ firefigh0are efnvirg at. Ne soerre Muaipie venKfe response han more than ane statan tat resporMe agreamem for automatic aia wM agacem municipally Multiple +nMxk respenee fleni rrler® than Orle etatiell supparled try t•efigtNere arrbeng et acs scene Fireground Staffing Options Office of the Fire Marshal, Ontario, Public Fire Safety Guideline 04-OS-12, December 2001. Included in the OFM ten minute response time is: • "Dispatch time": Time to receive and dispatch the call (typically one minute) • "Turnout time": Time required for firefighters to react & prepare to respond (typically one minute for career firefighters) • "Travel time": Actual travel time from the fve station to the incident. The company assigned to respond to an alarm shall be comprised of the numbers necessary for safe and effective firefighting performance related to the expected firefighting conditions. These shall be determined through risk analysis procedwes. The major factors to be considered shall include: Dillon Consulting Limited Page 10 Clarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT • Public/firefighter risk to life; • Public/firefighter safety hazazd • Provisions of safe and effective firefighting performance conditions for firefighters; • The potential property loss; and, • The natwe, configuration, hazards, and internal protection of the properties involved. This guideline is intended to serve as a level to which small fire departments can aspire. Such a response level is considered insufficient for lazge urban centres, particulazly given the high density and industrial components that present more complex fire problems. First Response A response of fow firefighters is widely accepted as the minimum initial response in order to commence limited rescue or fire fighting. Until a minimum of four firefighters has assembled on the fire ground, there is not sufficient staff on hand to safely undertake either of these roles. If fewer than fow staff arrives on scene, they must wait until a second vehicle arrives to have sufficient staff to safely undertake a rescue or fire fighting operation. The ranking officer assumes command of the emergency scene while one firefighter assumes the role of pump operator. A third firefighter is responsible for making a hydrant connection. The team then has the option of initiating limited seazch and rescue (i.e. looking for trapped persons immediately inside doorways or windows) or beginning limited fire fighting using two firefighters for either task. Fewer than four arriving firefighters can commence limited fire ground operations, but none include fire rescue. Interior rescue or interior fire attack is not an option that can be undertaken safely with only four firefighters. Fire scene responsibilities are highlighted in the following figwe (Courtesy of the Office of the Fire Marshal of Ontario). Depth of Response Ten firefighters aze required far either aggressive interior fire suppression or for rescue operations, but not both. If both are necessary more than ten firefighters are required. For fire suppression, two firefighters (additional to the initial responding fow) would undertake interior back up protection while two firefighters would form a Rapid Intervention Team (RIT), able to quickly provide support and assistance to firefighters finding themselves in danger. Finally, a ventilation team of two firefighters would be required for a total of ten firefighters. These roles aze highlighted in the following figwe (Courtesy of the Office of the Fue Mazshal Ontario). Dlllon Consaldng Llmlted Page 11 Clarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT Office of the Fire Marshal, Ontario, Public Fire Safety Guideline 04-08-12, December, 2001. Able to commence limited rescue or fire fighting with 4 firefighters 4 Fireriohters can provide: • Commantl • Pump operanx • Hytlrant connec[lon • Advance hose Ilse Office of the Fire Marshal, Ontario, Public Fire Safety Guideline 04-OS-12, December, 2001. Able to complete interior rescue or fire fighting at a si ngle family [wo storey dwelli ng with 10 fi refi ghte rs 1 ^ Firefigrj rs 2 more }IfHightels Gan a15o prOVltle: - ventilatlon and latltlering \- i...T r, PF5006-08-12 Pa DUlon Conswlting Lamited Page 12 Clarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT ' Ten minutes (from time of ignition) is a critical time period because flashover conditions can occur at this point. The combustible items within a given space reach a temperature that is sufficiently high for them to auto-ignite. The following graph highlights the importance of firefighting intervention given the exponential increase in foe temperamre, potential for loss of property/ loss of life with the progression of time. Time/Temperature Relationship 2 Min. 4 Min. 10 Min. e 4X 16X 100X n M 0 F p p E E E R a L A r O r y S U L s R 0 E S s Detection Notiftatbn Dispetrh asxmdy Travel Set-Up ~- INTERVENTION TIME -~" Office of the Fire Mazshal, Ontario, Public Fire Safety Guideline O1-02-O1, January, 1998. NFPA Standard 1710 NFPA Standard 1710 relates to staffing of firefighting forces on a fire scene and is recognized internationally as an authoritative benchmark. NFPA Standard 1710 applies to substantially cazeer staffed fire services. Clazington Emergency & Fire Services is currently a composite fire service and would have difficulties meeting these performance measures. This is true with most composite departments in the Province. The National Fire Protection Association formally adopted this new service level standazd for career fire departments in August 2001. The standard was developed based on a structure fire for a typical single- family dwelling and includes: • An initial arriving team of four firefighters within four minutes of travel time, 90% of the time; and • A full complement of 14 firefighters (15 if an aerial device is sent) in eight minutes, 90% of the time. Meeting either one of these standards constitutes meeting the standard. There is no specification of depth of response for major foes or simultaneous fires, nor for types of apparatus that must be sent. Dillon Consulting Limited Page 13 i Claringtan Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT Application to the Current Master Planning Solutions The OFM 10-in-10 guideline was adopted as the performance measure for this study. Notwithstanding this, in order to evaluate Clarington's first response, the NFPA 1710 standazd of four firefighters in four minutes of travel time, 90% of the time, was used for modelling change over time. This is a standard that many Canadian fire departments strive to reach and it is an easier metric to illustrate the improvements in the level of service with the implementation of the plan. The OFM guideline for first response is four Firefighters initially responding approximately simultaneously. For the analysis of depth of response, the OFM "10-in-10" performance measure was applied. Although this performance measure is not a legislative requirement, it is prudent to measure against the OFM guidelines to assess Clarington's current and future fire suppression capabilities. This is also consistent with the analysis conducted for the 2003 Clazington Emergency Services Master Fire Plan. As the Clarington Emergency & Fire Services currently has a minimum of eight career firefighters on duty distributed between the three career companies, it is not reasonable to measure the department against the NFPA 1710 depth of response standazd, requiring 15 firefighters to respond within eight minutes. The key for the municipality is establishing performance measures and to monitor its progress towards achieving these performance measures. As growth continues, call volumes increase and call types change, it will become increasingly important for the deparhnent to gauge its ability to react with the appropriate resources. Since the Clarington Emergency & Fire Services does not currently operate with a minimum of four firefighters on first responding vehicles, meeting the first response standard will be a challenge. Given overall staffing numbers, an added challenge for Clarington Emergency & Fire Services will be to position itself to achieve the depth of response performance measure with the frequency specified by the OFM "10-in 10". 5.3 Assessment of Response Coverage The following sections describe the analysis of response coverage within the municipality. An assessment of the department's response level of service and response reliability was conducted to assess the department's response coverage capabilities for the existing condition as well as for projected future conditions. This analysis was carried out using the FireOpt fire station location modelling software used with previous studies. This section provides a brief outline of the scope and methodology used, in order to provide insight into the modelling procedures adopted to assess existing and future response coverage and to test various combinations of fire suppression resources. r Methodology FireOpt is a computer program written to assist decision-making in relation to fire station siting. FireOpt is a valuable tool to assist the Fire Chief, Administrators, and Council to make informed decisions regarding fire suppression response capabilities. Fire Opt essentially requires the following input: • The definition of "fire demand" zones (i.e. areas needing fire protection) • The quantification of the fire "risk" in each fire demand zone • Description of the road network for the urban azea or region to be analyzed • The locations of existing and potential fire stations Dlllon Consalting Limited Page 14 Clarington Fire and Emergency Services - 2008 Fire Master Plan Updade FINAL REPORT FireOpt then carries out several computations: • The best route between each fue station and all fire demand zones • The response time between all fire stations and all fue demand zones • For each fire demand zone, the best sequence of fire stations to serve that zone • The number and proportion offirst-response calls likely to be handled by each fire station • The distribution of response time coverage provided to an azea by each fire station scenario Response Standards and Guidelines This section summarizes the results of the analysis of existing response coverage. The assessment is based on the Vavel time component of the two industry performance measures as described in Table 5.3. As discussed above, Clarington Emergency & Fire Services was measured against the NFPA First Response and the OFM Depth of Response Standads. Included is a brief description of the methodology employed to derive the results, including the modelling process. Performance ~ NFPA 1710 OFM 10-10 Measure First Response First responding vehicle with a staff An initial response. A minimum of of four in four minutes of travel time, four firefighters initially responding. 90% of the time Depth of Service Staff of 14 to 15 in eight minutes of Staff of ten in ten minutes of travel time, 90% of the time. response time (from receipt of call), 90% of the time (7.5 minutes of travel for Clazin ton Fire Demand Zones and Fire Stations For analysis purposes it was necessary to subdivide the municipality into small units, called "Fire Demand Zones". These zones represent potential fve locations, and have an inherent risk associated with the land use and building occupancy. Both fire demand zones and fire stations aze represented as point locations called "centroids" in relation to the road network. There were 122 fire demand zones created to represent the existing condition in Clarington and they are illustrated in Figure 5.1. According to the Official Plan for the Municipality of Clarington (January 2007), the urban areas of Clarington are expected to experience significant growth, mainly due to residential development, in future years. The urban area of Bowmanville is predicted to expand as a result of growth to the north and west of the existing development limits. Courtice is anticipated to expand in the both north and south directions due to residential development. The forecast growth for Newcastle is mainly to the north of the existing urban area, but will also include some development south of Highway 401. Some of the growth forecast for these azeas in the 2003 Fire Master Plan has not yet occurred, but is included in the future development areas for the updated plan. The information regarding future growth and development, obtained from the Official Plan, was translated into 44 new future fire demand zones, resulting in a total of 166 future fire demand zones, as illustrated in Figure 5.2. For the purposes of this Fire Master Plan, all growth azeas are expected to be built out by 2021. In practice it may be eazlier or later depending on how fast future growth materializes. Dillan Consulting Limited Page I S Clarington Frre and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT Road Network Representation FireOpt simulates the real road network system, and therefore it is necessary to supply the program with precise details of all roads that could be used by fire vehicles. Digital copies of Clazington's Geographic Information System (GIS) layers of existing and future road networks were provided by the municipality. From this data the relevant base road information was extracted and formatted to be input into FireOpt. Roads aze described in terms of "links", which aze stretches of road between intersections, called "nodes". For each link, it is necessary to define any two properties of speed, distance or travel time. FireOpt takes this information and creates a representation of the road network. Through the FireOpt modelling procedure, the concept of minimizing "response time" to fires is properly assumed to be of utmost importance. It is therefore important to clarify exactly what is meant by response time. Rapid extinguishment of a fire is naturally assisted by minimizing the time for any of the components in the sequence of events in a fire incident. However, the only activity whose time depends on the location of the fire station is the travel component (i.e., the elapsed time from leaving the station to arriving at the scene of the fire). The FireOpt model therefore attempts to simulate only the travel time, and this is considered throughout as synonymous with "response time". Distances and Speeds In order to estimate the travel time between points on the road network, each link must be assigned both travel distance and speed. The speed of travel in the case of an emergency vehicle is intended to be the average speed a firefighting vehicle can achieve travelling along the specific link. This speed will vary with the time of day, day of week, and even the season of the yeaz. The important thing is that the speed is assigned consistently, in relation to the posted speed, to all network links, so that the relative merits of various fire station combinations will be constant. The posted speed limit and the link distances, as included in the planning network data provided by the municipality, were adopted as the starting point for the analysis. The accuracy of the response times corresponding to the routes was then verified. Roads were broken into speed classes based on their speed limit and class of roadway. Adjustments were then made to reflect actual emergency calls. Department call data for emergency calls (e.g. lights and sirens) were found to be vaziable in certain areas. In order to obtain data to properly calibrate the model, the department undertook truck travel runs for certain stations and locations. Generally, fire apparatus travel at an average speed that is lower than the posted speed, factoring in lost time at traffic controls and at turns. In order to produce modeled times comparable to actual travel times, it was determined that most posted speeds in the network should be adjusted to produce modeled times compazable to actual times. Table 5.4 shows the original and calibrated speeds far the road network. DAlon Consnlbng Limited Poge 16 ' Ctarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT Roadw 'Class `' SPeed Limp - Adjustment w.~ Cslibt~ted ,~~~ ~~, Ratn 30 0 30 Urban Local 40 -20 32 Urban Collector 50 -20 40 Urban Arterial C 50 -lp 40 Urban Arterial B 60 0 60 Urban Arterial A 70 -10 63 Rwal 80 +10 gg Freewa 100 +5 105 These calibrations are important, as the computerized network model forms the basis for assessing fire protection deficiencies and for enabling alternate scenarios to be examined. Having calibrated the response times, a maffix of response times between all stations and all fire demand zones in the network was produced using FireOpt. This matrix provides the basis for analysis of the adequacy of the current fire station location configuration. Modelling Results This section summarizes the results of the various staffing and station location scenazios analyzed for improvements made between the years of 2008 to 2021, under existing or futwe network conditions, as requved. Existing 2008 Scenario -Existing Zones and Network, Existing 5 Stations and Existing Stang This is the existing scenario, which represents the current development areas, road network, station configuration and station staffing. The scenario was tested to evaluate the coverage that exists with current fire suppression resowces. Measuring existing conditions against the NFPA first response measwe, requiring a minimum of fow firefighters responding within four minutes, resulted in 24% coverage. The coverage resulting from the OFM 10-in-10 depth of response performance measwe, requiring a minimum of ten responding firefighters in ten minutes from time of call was 11 % under the existing scenario. The resulting first response coverage and depth of response coverage for this scenario are illustrated in Figures 5.3 and 5.4 respectively. 2016 Scenario -Relocated Station 2 and Added Career Pump to Station 2 (2010) and Added Career Aerial to Station 4 (2013) This scenazio incorporated improvements occurring between 2008 and 2016 including relocating Station 2 to a location calculated by FireOpt, which would optimize the firs[ response (first vehicle) coverage from Station 2. Improvements for 2016 also included adding a pumper vehicle to Station 2, staffed with career firefighters, as well as adding an aerial vehicle to Station 4, staffed with career firefighters. The resulting 2016 coverage for the NFPA first response increased to 45%. The OFM depth of response coverage improved slightly to 39%. The resulting fast response and depth of response coverage for [his scenario are illustrated in Figures 5.5 and 5.6 respectively. 2021 Scenario - Added a Career Rescue to Station 2 in 2016, Added Station 6 with Career Pump (1019) and Career Aerial at Station 6 (2021) The 2021 scenario represents the improvements made between 2016 and 2021 including adding the sixth station with both pump and aerial vehicles staffed with career £~refighters at Station 6. This scenario also added a rescue vehicle staffed with cazeer firefighters to Station 2 from the 2016 implementation plan. The first response coverage with 4-in-4 minutes improves to 60%. The depth of response coverage, with Or!!on G'onsulbng Limped Page 17 Clarington Fire and Emergency Services -1008 Fire Master Plan Update FINAL REPORT 10-in-10 minutes improves to 73%. The fast response and depth of response coverage results are illustrated in Figures 5.7 and 5.8, respectively. Summary of Modelled Results The results indicate an improvement in both the first response and depth of response coverage as stations and staffing are added or enhanced. Neither performance measure is shown to be met for 90% of all calls. This is the target to strive towards, and the above improvements bring the response coverage much closer to the target level. The figures show that the majority of the wban areas are covered under both firs[ response and depth of response performance measwes. As discussed above, the key for the municipality is to monitor its progress towards achieving these performance measwes. As growth continues, call volumes increase and call types change, it will become increasingly important for the department to gauge its ability to react with the appropriate resources. With full implementation of the plan, each of the fow urban stations will have two career staffed vehicles, a pump with three staff and either an aerial or a rescue vehicle with two staff. Responding together when necessary provides an initial response of five firefighters, albeit in two vehicles and meets the intent of the OFM minimum first response of fow firefighters. Dillon Consulting Limited Page 18 Clarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT 6.0 PREVENTION AND EDUCATION Clarington Emergency & Fire Services carries out fire inspections, new construction /plan review, public education and fire investigations, within the guidelines of the Fire Protection and Prevention Act, 1997 (FPPA). Under the FPPA: Every municipality shall, establish a program in the municipality which must include public education with respect to fire safety and certain components of fire prevention; and provide such other frre protection services as it determines may be necessary in accordance with its needs and circumstances. The Office of the Ontario Fire Marshal describes the minimum requirement for a community fire safety ~ program as including: • a smoke alarm program with home escape planning • the distribution of fire safety education material to residents/occupants • inspections upon complaint or when requested to assist with code compliance (including any necessary code enforcement) ~ • a simplified risk assessment The municipality is meeting the minimum requirements of the FPPA through the distribution of fire safety education brochures, provision of a smoke alarm program and more. Clarington Emergency & Fire Services ensures that risks identified in the community are addressed by targeting vulnerable population groups with the following programs and activities: • Leam Not To Burn Program • Oider and Wiser Program • Alarm for Life Program • Risk Watch • TAPP C Program • Annual Family Safety Day • Junior Firefighter Program • Race Against Drugs • Regular Station Tours (Sparks, Beaver, Cubs, etc.) • Public Community Events (Maplefest, Applefest, Orono Fair, etc.) In 2001, Clarington Emergency & Fire Services completed the Ontario Fue Marshal's Simplified Risk Assessment with a minor update in 2003. This assessment provides the background information to create a community fire profile (e.g. demographic outline, building stock analysis, fire loss and injury statistics). Once a community fire profile is created the fire department can establish its priorities and develop an implementation plan. It is recommended that the Simplified Risk Assessment be conducted every three years to ensure an accurate fire profile is captwed in this rapidly growing municipality. The 2003 study identified that `public fire safety education is a priority of the department management, involving participation by community organizations and schools.' The study also went on to state that it `enjoys strong support with funds and personnel time provided by both career and volunteer firefighters.' It is apparent that these programs are an extreme sowce of pride of the Clarington Emergency & Fire Services, and the staff work very hazd to deliver the required programs. The delivery of public education and fire prevention programs as the municipality continues to grow will pose challenges. Dillon Consulting Limited Page 19 ' Clarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT Staffs°>: 1 i The Fve Prevention Division consists of a Deputy Chief who oversees one Fire Prevention Officer and three Fire Inspectors. The Ontario Fire Marshal (OFM) suggests one Public Education Officer for every 50,000 residents. However the current staffing level and workload has prevented afull-time person being dedicated to the public education function. The individual responsible for public education splits his duties, which have impacted the full delivery of the public education programs in the community. Table 6.1 was prepared using statistics from the Ministry of Municipal Affairs and Housing and the Office of the Fire Mazshal (OFM). Population data was obtained from Statistics Canada (2006 Census). A combination of full time and composite (i.e. combination of full time and part-time/volunteer staff) fire departments has been included. Larger cities tend to use a ratio of Fire Prevention/Education Officers to population to determine whether sufficient staff is in place. Table 6~1 - Munici al Com orison of De artment Staffm City Populafion Staffing Coverage Area Fire Prevention 2001 S .km Staff North Ba 53,966 Full Time 312 9 Cornwall 45,965 Full Time 62 3 Sarnia 71,419 Full Time 165 7 Peterborou 74,899 Full Time 59 q Niagara Falls 82,184 Composite 210 7 Clarin on 77,820 Com site 611 4 ICawartha Lakes 74,561 Com osite 3059 g Fire Inspection staff currently have a number of challenges that they face in the municipality which include apartment buildings, restaurants, the downtown area, bed and breakfasts and basement aparhnents. In 2007, the department inspected all apartment buildings and restaurants in the municipality. However, the workload situation will be compounded with the increase of inspection services required to the continual growth in Clarington. In addition to inspections, there is a requirement for staff to spend two days per week at Town Hall conducting plan review. It is recommended that the fue department assess its current and long term fire prevention requirements with respect to public education & inspections and bring a plan forwazd to meet the needs of the department. ' Fire Prevention staffmg as provided by the Ontario Fire Marshal's Office in 2006. Note that public educators aze included within Fire Prevention for trackin oses and that levels of administrative assistance are not shown. Dillon Consulting Limited Page 20 ' Clarfngton Fire and Emergency Services -1008 Fire Master Plan Update F]NAL REPORT Communications and Disnatchine ' Emergency communications are centred upon a dispatch office adjoining the apparatus floor at Station 1. Calls are received here from the Central Emergency Reporting Bureau (CERB) through 911 calls, public telephone calls, radio reports or by the public walking into the station, and are relayed to the stations and volunteers by radio tone signal activation. Confirmation of dispatch and incident detail is by first jl ' responder print-outs sent to printers or fax machines located in the stations. All emergency response vehicles aze equipped with a mobile radio. All responses have been processed using the Crisys computer softwaze since 2000. A detailed response protocol is in place, guiding the dispatchers. One dispatcher is on-duty at all times answering administrative and emergency telephone calls. Four dispatchers are designated and full time firefighters substitute as required. The use of firefighters to substitute dispatch staff depletes the number of suppression staff able to respond to emergencies. The dispatch procedure prescribes initial responses to a variety of emergency conditions, as identified, ranging from a single cazeer or volunteer company to multiple unit responses. Additional trucks in the form of pumpers, aerials or tankers provide second alarm responses. In all emergency responses, at least one of [he two cazeer staffed pumps (Pump 1 or Pump 4) is included in the emergency response assignment. The normal response to a structural fire call in areas protected by hydrants is three pumpers and a rescue. The normal response to a structural fire call in rural areas is three pumpers, a rescue, and two tankers. In 2007, dispatchers answered 6,139 telephone calls, 5,234 vehicle responses and answered 3,597 alarms. ' Dispatchers are also responsible for receiving after hour's public complaints or inquiries and dispatching after hour's staff for the Operations Department and Animal Services. It must be noted that as call volume continues to increase additional dispatch staffing must be considered. :' The first step may be to complete an additional cosUbenefit analysis: if the benefit outweighs the cost, continue to own the service and address staffing. Otherwise, looking at another dispatching service model is recommended. Dillon Consulting Limited Page 21 ' Clarington Fire and Emergency Services - 2008 Fire Master Plan Update F7NAL REPORT 7.0 PROPOSED TIMING OF RECOMMENDATIONS Table 7.1 displays the timing of implementation from 2009 through 2021, what is recommended each yeaz, capital costs and annual operating costs for the recommendations. It is based on hiring four firefighters in each yeaz from 2009 to 2012 resulting in a total of 16 firefighters to staff a cazeer pumper at Station 2. This four- yeaz ramp up has the effect of spreading the incremental cost impact and allowing perhaps a smoother transition of staff into the department. Beyond 2012, the hiring of four firefighters per year continues to incrementally staff and aerial in Station 4 and a Rescue vehicle in Station 2. Station 6 is built and staffed beyond 2019. Table 7.1 Proaosed Cost and Timino of unrnmarnoaorln..c ~. ~.~°~, q~~ Hired 13 firefighters $ 988,000 Purchased Apparel and Protective Clothing $39,OOD $I; OpO 2004 to 2008 Relocated 9[ation 4 $2,000,000 $9,200 Purchased Aerial Vehicle $1 100 000 ° Purchased SCAT Vehicle $136,000 $7,100 Hire 4 Firefighters $380 (100 2009 Apparel and Protective Clothing for the Additional Firefighkrs $20,000 Build New Station 2 $4,500,0(q Hire 4 Firefighers $380000 2010 Purchase Pumper Vehicle (Station 2) $600,000 Apparel and Protective Clothing for the Additional Firefighters $20,000 Hire 4 Firefighters $380,000 2011 Apparel and Protecive Clothing for the Additional Firefighters $2Q000 Command Vehicle $90 000 Hire 4 Firefighters $38Q,000 2012 Apparel and Protective Clothing for the Additional Firefighters $20,000 Expansion m Headquarters Station $1,260,000 Hire 4 Firefighters 5380,000 2013 Purchase New Vehicle to Replace Aerial (Stafion 4) $1,000,000 Apparel and Protective Clothing for the Additional Firefighkrs $20,000 2014 Hire4 Pirefighters $380,000 Apparel and Protective Clothing for the Additional FirtEghters $20,000 2015 Hire 4 Firefighters $380,000 Apparel and Protective Clothing for [he Additional Firefighters $20,000 Hire 4 Firefighters $380000 2016 Apparel and Protective Clothing for the Additional Firefighters $20,000 Purohase New Rescue Vehicle (Station 2J $210 000 2017 Hire 4 Firefighters $38Q000 Apparel and Protective Clothing for the Additional Firefighters $20,000 2018 Hire4Fi~ghkrs $380,000 Apparel and Protective Clothing for the Additional F'vefighters $20,000 Hire B Firefighters $760 000 2019 Apparel and Protective Clothing for the Additional Firefighters $40,000 Purchase Pumper Vehicle (Station 6) $61N1,(g0 Build New Station 6 $4.500,000 2020 Hire 8 Firefighters $760,000 Apparel and Protective Clothing for the Additional Firefighkrs $40,000 Hire 12 Firefighters $1 140 000 2021 Apparel and Protective Clothing for [he Additional Firefighters $60,000 Purchase Aerial Vehicle (Station 6) 31 000 000 TOTAL 517,375,000 57,477,300 ° Annual operating costs for the Durchased aerial vehicle have no[ been included in the tot f annual oce ting osts D2!!on Consulting Limited Page 22 ' Clarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT The other significant suppression recommendation is a need to monitor the department's response capability relative to the performance measures. This should include: - The number of firefighters initially responding and arriving approximately simultaneously (where two vehicles aze dispatched from the same station) - OFM 10- in 10; - The percentage of the time four firefighters are on scene in four minutes - NFPA First ' Response; and - The percentage of the time ten firefighters are on scene within ten minutes, including a breakdown of dispatch time, turnout time and travel time - OFM 10-in-10. ' This information, summarized on an annual basis, will provide management with the information to monitor success towazds the achievement of the performance measures. Where deviations occur, it will provide some of the necessary information to help address the issue. ' Table 7.2 displays an overview of recommendations by Division with the exception of Fire Suppression. uuron ~onsurung Limner[ Page 23 ' Clarington Fire and Emergency Services - 2008 Fire Master Plan Update FINAL REPORT Table 7.2 Overview of RecnmmendoH....~ ti., n:.,:~:,... Division Recommendation and Rationale VY Policy and Procedure Review. Policies and guidelines require an on-going review and an updated schedule to ensure [hat they remain current and applicable, including identifying the policies and guidelines that have not been developed. This process should be applied to all divisions of the Clarington Fire and Emergency Services as a basis for continuous im rovement. The cost for [his review has not been included in Table 8 1 . . Space Needs Assessment. A space needs assessment should be undertaken to determine the Administration requirements and ways to accommodate current and future needs for the department , particulazly at Station I. Office space is inadequate [o accommodate existing and future needs. The accommodations of vehicles in the bays should be part of the review. The cost for this review has not been included in Table 8.1. Monitor /Assess Non-Suppression staff positions. The department should continue to monitor the need for additional non-suppression staff and bring forward a plan to meet the needs of the de artment. Department Training Needs. It is recommended that the fire department assess its current and longer term training re uirements and brio forward a Ian [o meet the needs of the d artment Training . Monitor /Assess Non-Suppression staff positions. The department should continue [o monitor the need for additional non-suppression staff and bring forward a plan to meet the needs of the department. Dedicate a mechanic within the Operations Department, for the Fire Department. This still continues to be an issue for Clarington Fire and Emergency Services. A department mechanic should be assigned solely for fire department apparatus, given the size of the fleet and the unique challenges associated with these vehicles. This would also result in a dedicated erson assi ed to ensure adherence [o a reventative maintenance schedule. Dedicate a staff member for Maintenance & Training Support. The amount of time Maintenance required to inspect or test, repair and record [he maintenance of all equipment requires a significant effort. As this equipment is vital to the safety of all firefighters, it is recommended that this position and responsibilities become the duties of a full-time staff member to ensure that all a ui ment is maintained, tested and in a read state for the de arunent. Monitor /Assess Non-Suppression staff positions. The department should wntinue to monitor the need for additional non-suppression staff and bring forward a plan to meet the needs of the de artment. Conduct a Simplified Risk Assessment every three years. This assessment provides the background information to create a community fire profile. Once a community fire profile is created the fire de artment can establish its riorities and develo an im lementation lan. Prevention and Monitor plan review workload of Inspectors. The department should continue [o monitor the Education inspections, plan review and investigation required to ensure that the staffing levels can sustain the increase in r uests for this service. Monitor /Assess Non-Suppression staf(positloos. The department should continue [o monitor the need for additional non-suppression staff and bring forvvazd a plan [o meet the needs of the de artment. Monitor /Assess Dispatching Service Model. It must be noted [hat as call volume continues Communications to increase additional dispatch staff must be considered. The fast step may be to complete an and Dispatching additional cost/benefit analysis: if the benefit outweighs the cost, continue to own the service and address staffing. 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