Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
03/17/2014
Ci aFln on Leading the Way 9t GENERAL PURPOSE AND ADMINISTRATION COMMITTEE AGENDA DATE: March 17, 2014 TIME: 9:30 A.M. PLACE: COUNCIL CHAMBERS AUDIO RECORD: The Municipality of Clarington makes an audio record of General Purpose and Administration Committee meetings. If you make a delegation/presentation to a General Purpose and Administration Committee meeting, the Municipality will be audio recording you and will make the recording public by publishing the recording on the Municipality's website. 1. MEETING CALLED TO ORDER 2. DISCLOSURES OF PECUNIARY INTEREST 3. ANNOUNCEMENTS 4. ADOPTION OF MINUTES OF PREVIOUS MEETING(S) (a) Minutes of a Special Meeting of February 21, 2014 4-1 (b) Minutes of a Regular Meeting of February 24, 2014 4-25 5. PUBLIC MEETINGS No Public Meetings 6. DELEGATIONS (Draft List at Time of Publication —To be Replaced with Final 6-1 List) (a) Martin Vroegh, Director, Environmental Affairs, Votorantim Cement North America, St. Marys Cement, Regarding St. Marys Cement's Application for an Environmental Compliance Approval to Substitute Alternative Fuel (Low Carbon) for Conventional Fuel (Petroleum Cake). (b) Sheila Hall, Executive Director, Clarington Board Of Trade, Regarding An Economic Update CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379 G.P. &A. Agenda - 2 - March 17, 2014 7. PRESENTATIONS (a) Suzanne Charbonneau, and Steve Thurlow, Dillon Consulting, Regarding Report ESD-004-14, Emergency and Fire Services Department- Fire Master Plan (b) Gord Weir, Director of Emergency & Fire Services, Deputy Chief Berney and Line Millette, Durham Emergency Management Office (DEMO), Regarding an Overview of the Emergency Plan and the Ice Storm of 2013 8. PLANNING SERVICES DEPARTMENT (a) PSD-017-14 Provincial Policy Statement (2014) 8-1 9. ENGINEERING SERVICES DEPARTMENT I (a) EGD-011-14 By-laws Regulating Vehicle Weight on Bridges 9-1 (b) EGD-012-14 Monthly Report on Building Permit Activity for 9-15 February, 2014 10. OPERATIONS DEPARTMENT a OPD-001-14 2013 Winter Budget Report 10-1 11. EMERGENCY AND FIRE SERVICES DEPARTMENT (a) ESD-002-14 Fourth Quarter Activity Report - 2013 11-1 (b) ESD-003-14 Station 1 - Renovation 11-5 (c) ESD-004-14 Emergency and Fire Services Department - Fire Master 11-8 Plan 12. COMMUNITY SERVICES DEPARTMENT No Reports 13. MUNICIPAL CLERK'S DEPARTMENT (a) CLD-007-14 Appointments to Energy from Waste —Waste 13-1 Management Advisory Committee and Agricultural Advisory Committee of Clarington (b) CLD-008-14 2014 Municipal Elections — Special Voting Locations 13-14 -G.P. &A. Agenda - 3 - March 17, 2014 14. CORPORATE SERVICES DEPARTMENT No Reports 15. FINANCE DEPARTMENT (a) FND-003-14 Financial Update as at December 31, 2013 15-1 (b) FND-004-14 Building Permit Fees Annual Report for 2013 15-13 (c) FND-005-14 Mayor and Councillor's Remuneration and Expenses 15-18 for 2013 16. SOLICITOR'S DEPARTMENT (a) LGL-004-14 Nuisance By-law 2011-099 16-1 17. CHIEF ADMINISTRATIVE OFFICE i No Reports 18. UNFINISHED BUSINESS None 19. OTHER BUSINESS 20. COMMUNICATIONS None 21. CONFIDENTIAL REPORTS No Reports 22. ADJOURNMENT Clarington Lending(he Way Special General Purpose and Administration Committee Minutes February 21, 2014 Minutes of a meeting of the Special General Purpose and Administration Committee held on Friday, February 21, 2014 at 9:30 a.m. in the Council Chambers. ROLL CALL Present Were: Mayor A. Foster Councillor R. Hooper Councillor M. Novak Councillor J. Neal Councillor W. Partner Councillor C. Traill Councillor W. Woo Also Present: Chief Administrative Officer, F. Wu until 6:25 p.m. Municipal Clerk, P. Barrie Director of Engineering Services, T. Cannella Director of Community Services, J. Caruana Director of Planning Services, D. Crome Deputy Treasurer, L. Gordon Director of Operations, F. Horvath Director of Corporate Services & Human Resources, M. Marano Director of Finance/Treasurer, N. Taylor Director of Emergency & Fire Services, G. Weir Deputy Clerk, A. Greentree Committee Coordinator, J. Gallagher Mayor Foster chaired the meeting. DISCLOSURES OF PECUNIARY INTEREST There were no disclosures of pecuniary interest stated at this meeting. - 1 - 4-1 Special General Purpose and Administration Committee Minutes February 21, 2014 DELEGATIONS DELEGATION OF GAIL RICKARD, CHAIR, AND EDIE HOPKINS, LIBRARY DIRECTOR, CLARINGTON PUBLIC LIBRARY, REGARDING THE 2014 BUDGET Gail Rickard, Chair, and Edie Hopkins, Library Director, Clarington Public Library, addressed the Committee regarding their 2014 budget request, with a verbal presentation to accompany an electronic presentation. Ms. Rickard introduced other members of the Library Board who were in the audience. She outlined the 2014 budget request from the Library Board, which includes an increase of 2.4% over 2013 for a total request of$2,825,610. Ms. Rickard noted that the per capita library costs are the lowest of all the comparative municipalities, based on the Municipal Performance Measurement Program for 2013). She explained the details of how the Library Board plans to meet the Courtice Community library needs, including the 2014 capital budget request for the expansion at the Courtice Community Complex. Ms. Rickard highlighted some of the achievements of 2013 including digitization of local newspapers, and the introduction of a new eMagazine collection. She added several anecdotes from some of the Library's members. Ms. Rickard shared an audio clip from CBC Radio which explains the importance of libraries. Edie Hopkins was present to answer questions from the Committee. DELEGATION OF CHRIS NEWMAN, COORDINATOR, FIREHOUSE YOUTH, REGARDING THE 2014 BUDGET Chris Newman, Coordinator, Firehouse Youth, was present regarding their 2014 budget request with a verbal presentation to accompany an electronic presentation. Mr. Newman highlighted the Firehouse Youth successes for 2013 including an increase in youth attendance, programming opportunities, community partnerships, success with the girls' club, the introduction of a new logo, a revitalized approach to programming, and the undertaking of several new adventures. He reminded the Committee of the 2013 events and fundraisers. Mr. Newman noted that they exceeded their fundraising goal for 2013. He explained that there has been a large increase in youth volunteers. Mr. Newman provided the Committee with statistics on usage and results from the youth survey. Hp'explained that, in 2014, the Firehouse Youth will focus on youth engagement, active community outreach, and community partnerships. - 2 - 4-2 Special General Purpose and Administration Committee Minutes February 21, 2014 SUSPEND THE RULES Resolution #GPA-073-14 Moved by Councillor Neal, seconded by Councillor Hooper THAT the rules be suspended to allow Chris Newman to speak for an additional three minutes. CARRIED Mr. Newman continued by providing details of the Clarington Youth Opportunities Scholarship Fund. He explained that there are plans for a fundraiser to ensure that the scholarship fund is sustainable. Mr. Newman noted that there is no increase to the municipal budget request, but rather an increase to fundraising capacity. DELEGATION OF CRAIG RYAN, PRESIDENT, AND JAMES CAMPBELL, EXECUTIVE DIRECTOR/CURATOR, VISUAL ARTS CENTRE OF CLARINGTON, REGARDING THE 2014 BUDGET Craig Ryan, President, and James Campbell, Executive Director/Curator, Visual Arts Centre (VAC) of Clarington, were present regarding their 2014 budget request. Mr. Campbell explained that the VAC has many successful community partnerships. He added that the volunteers and staff are very much appreciated. Mr. Campbell noted that the VAC is in the most stable financial state which it has ever been. He explained that revenue is approximately 12% higher than 2012. Mr. Campbell noted that the 2014 municipal budget request includes a 3% increase. He explained that the VAC receives regular funding from several provincial and federal organizations. Mr. Campbell highlighted some of the 2013 exhibitions and educational programs. SUSPEND THE RULES Resolution #GPA-074-14 Moved by Councillor Woo, seconded by Councillor Partner THAT the rules be suspended to allow James Campbell to speak for an additional three minutes. CARRIED Mr. Campbell continued by noting that education revenues had increased in 2013. He highlighted some of the partnership events in 2013. Mr. Campbell explained that the VAC awards several financial bursaries/awards. He concluded by thanking members of Council and municipal staff. - 3 - 4-3 Special General Purpose and Administration Committee Minutes February 21, 2014 DELEGATION OF BONNIE SETO, VICE CHAIR, AND JULIA FIELDING, EXECUTIVE DIRECTOR, CLARINGTON MUSEUMS & ARCHIVES, REGARDING THE 2014 BUDGET Bonnie Seto, Vice Chair, and Julia Fielding, Executive Director, Clarington Museums & Archives, were present regarding their 2014 budget request, with a verbal presentation to accompany an electronic presentation. Ms. Fielding explained the new vision and mission of the Museum. She highlighted the 2013 milestones and achievements including a break even budget, increased admission, and increased earned revenue, among others. Ms. Fielding noted the challenges, opportunities, and priorities for 2014. She noted that all Ontario museums are experiencing similar challenges. Ms. Fielding explained that the Museum has recently lost provincial funding, which the Museum is advocating to restore. She explained the new initiatives planned for 2014 including the Ontario Arts Council grant education project, two in-house exhibitions, Ontario Power Generation (OPG) family days, new marketing and fundraising strategies, improved collection management, and improved school programs. RECESS Resolution #GPA-075-14 Moved by Councillor Traill, seconded by Councillor Partner THAT the Committee recess for 10 minutes. CARRIED The meeting reconvened at 11:23 a.m. DELEGATION OF SALLY BARRIE, ADMINISTRATOR— HOME SUPPORT, COMMUNITY CARE DURHAM, REGARDING THE 2014 BUDGET Sally Barrie, Administrator— Home Support, Community Care Durham (CCD), was present regarding their 2014 budget request, with a verbal presentation to accompany an electronic presentation. She thanked the Committee for the continued support of the CCD. Ms. Barrie noted that no other Community Care facility in Durham has the same amount of municipal and community support. She informed the Committee that Local Health Integrated Network (LHIN) funding has recently provided increased funding to CCD, in particular, expansion of services in Wilmot Creek. Ms. Barrie informed the Committee that the senior population is increasing and noted that 20% of Clarington seniors are clients of CCD. She explained some of the types of services which CCD delivers. Ms. Barrie noted that the hundreds of volunteers (value of approximately $654,000 per year) help to deliver the services. She added that CCD has many community partnerships. Ms. Barrie shared a short video that demonstrates why CCD is important to Clarington. - 4 - 4-4 Special General Purpose and Administration Committee Minutes February 21, 2014 DELEGATION OF ANGIE DARLISON, EXECUTIVE DIRECTOR, CLARINGTON OLDER ADULT CENTRE, REGARDING THE 2014 BUDGET Angie Darlison, Executive Director, Clarington Older Adult Centre (COAA), was present regarding their 2014 budget request, with a verbal presentation to accompany an electronic presentation. Ms. Darlison provided the Committee with a comparison of membership numbers from 1998 to 2013, and statistics on visits to the Clarington Beech Centre. She noted that the senior population is increasing. Ms. Darlison explained that volunteers are very important to the COAA and noted that the COAA has 229 registered volunteers who registered approximately 15,000 hours (with an approximate'value of$255,000). She highlighted the 2013 activities including the 175 visits per day, cooking classes, digital photography lessons, and pickle ball. Ms. Darlison provided a summary of the 2014 COAA budget and confirmed the 2014 Federal and Provincial Grants received to date total $42,750. She concluded by thanking the Committee members for their support. 2014 MUNICIPAL BUDGET— SCHEDULE "C" — EXTERNAL AGENCIES Resolution #GPA-076-14 Moved by Councillor Novak, seconded by Councillor Woo THAT Schedule "C", External Agencies 2014 Increases, of Report FND-002-14 be approved. CARRIED (See following motions) Resolution #GPA-077-14 Moved by Councillor Traill, seconded by Councillor Neal THAT the foregoing Resolution #GPA- 076-14 be divided to consider the Visual Arts Centre and the Clarington Museums and Archives separately. MOTION LOST Resolution #GPA-078-14 Moved by Councillor Traill, seconded by Councillor Neal THAT the foregoing Resolution #GPA-076-14 be amended to delete the grant increase of$11,640 for the Clarington Museums and Archives. MOTION LOST - 5 - 4-5 Special General Purpose and Administration Committee Minutes February 21, 2014 Resolution #GPA-079-14 Moved by Councillor Neal, seconded by Councillor Traill THAT the foregoing Resolution #GPA-076-14 be amended to delete the grant increase of$5,787 for the Visual Arts Centre. MOTION LOST The foregoing Resolution #GPA-076-14 was then put to a vote and carried. PRESENTATIONS PRESENTATION OF NANCY TAYLOR, DIRECTOR OF FINANCE/TREASURER— 2014 MUNICIPAL BUDGET Nancy Taylor, Director of Finance/Treasurer made a verbal and electronic presentation regarding the 2014 Draft Municipal Budget. Ms. Taylor discussed charts regarding the following topics: • An increase on an average house (valued at $278,000) is approximately $11.67 per each 1%. • Financial indicators: • Net municipal levy per capita comparison with selected municipalities • Net municipal levy per capita comparison showing Clarington trends • Property taxes as a percentage of income • Comparison of relative taxes and tax burdens • 2013 BMA Management Consulting Inc. Study— Conclusions on Taxation Historical trends — assessment growth history and budget increase history • 2014 Budget Overview with a proposed 2.37% increase after growth has been applied at 2.48%, including external agencies, without options. 1% is approximately $427,000 • Looking forward to 2015 FINANCE DEPARTMENT 2014 CURRENT AND CAPITAL BUDGET Resolution #GPA-080-14 Moved by Councillor Partner, seconded by Councillor Woo THAT Report FND-002-14 be received; - 6 - 4-6 Special General Purpose and Administration Committee Minutes February 21, 2014 THAT Council approve the 2014 Operating and Capital budgets as outlined in Schedule "A", at an estimated tax levy impact of 3.43% (exclusive of tax policy impacts), as detailed in Report FND-002-14; THAT Council provide direction on the items listed as optional items for consideration, as itemized in Schedule "B" of Report FND-002-14; THAT Schedules "D", "E" and "F" of Report FND-002-14, outlining Reserve and Reserve Fund Contributions and new Reserves/Reserve Funds, be approved; THAT approximately $801,000 be drawn from the Rate Stabilization Reserve Fund to offset the tax rate impact; THAT the financing of Capital projects, as outlined in the documents attached to Report FND-002-14, be approved; THAT the external agencies, referred to in Schedule "C" of Report FND-002-14, be advised of Council's decision regarding their grant request; THAT Council authorize the Mayor's Golf Tournament to take place in 2014, at no cost to the tax base with the net proceeds from the Mayor's Golf Tournament to be directed to the Bethesda House; THAT any cash flow shortfall in the Development Charges Reserve Funds be interim financed from the Municipal Capital Works Reserve Fund, Impact/Escrow Reserve Fund and General Municipal Reserve Funds, to be repaid with interest as cash flow permits; THAT one-time funding be provided to the Clarington Museums of$35,000 with $17,500 from the Bowmanville Museum Reserve Funds and $17,500 from the Clarke Museum Reserve Funds to offset a loss of provincial grant funds; THAT the Clarington Tourism Marketing Board be advised of Council's decision with respect to their request for approximately $7,000 for a tourism plan cost shared with Central Counties.Tourism; THAT Council express its intent to fund the Courtice Library expansion into the vacant space at the Courtice Community Complex to complete the initially planned 12,000 square feet, including debenture repayments and financing to the extent allowable from future development charges; - 7 - 4-7 Special General Purpose and Administration Committee Minutes February 21, 2014 THAT the recommendations contained in the Monteith Brown reported entitled "Expansion of Library Services for the Courtice Community" dated December 2013 form the basis for the library's position with respect to the 2015 update of the Development Charges by-law and be referred to the 2015 update of the Development Charges by-law; THAT the land acquisition component of the recommendations from the Monteith Brown report also be referred to the Finance Department for consideration in the 2015 update of the Development Charges by-law; THAT Best Road and Bellamy Road rehabilitation projects be referred to the municipality's standard practice of prioritized scheduling of road projects and the delegations be advised; THAT Report FND-002-14 be adopted by resolution in accordance with provisions of Ontario Regulation 284/09 of the Municipal Act, 2001; and THAT the appropriate By-laws to levy the 2014 tax requirements for Municipal Regional and Education purposes be forwarded to Council for approval, once final tax policy information is available. CARRIED AS AMENDED LATER IN THE MEETING (See following motions) Resolution #GPA-081-14 Moved by Councillor Hooper, seconded by Councillor Partner THAT the foregoing Resolution #GPA-080-14 be amended as follows: "THAT Schedule "A", 2014 Base Budget Implications, to Report FND-002-14, be amended such that the expense increase of $200,000 for Insurance (Item #38 of Schedule "A") be reduced from $200,000 to $150,000." MOTION LOST - 8 - 4-8 Special General Purpose and Administration Committee Minutes February 21, 2014 Resolution #GPA-082-14 Moved by Councillor Hooper, seconded by Councillor Novak THAT the foregoing Resolution #GPA-080-14 be amended as follows: "THAT Schedule "A", 2014 Base Budget Implications, to Report FND-002-14, be amended such that the expense increase of$200,000 for Insurance (Item #38 of Schedule "A") be reduced from $200,000 to $175,000." CARRIED RECESS Resolution #GPA-083-14 Moved.by Councillor Partner, seconded by Councillor Traill THAT the Committee recess for 1 hour. CARRIED The meeting reconvened at 2:01 p.m. 2014 CURRENT AND CAPITAL BUDGET - Continued Paragraph 2,Schedule "A", 2014 Base Budget Implications, to Report FND-002-14, of Resolution #GPA-080-14 was put to a vote and carried with the following exceptions: Item #34, Corporate Advertising Item #42, Fire Communications Contract Inflation Item #30, Community Services facilities increased tax support to capital Item #20, Salary and wages increase (CUPS, Fire Assoc., Non-Affiliated) Item #26, Corporate Services — IT increased tax support to capital Item #28, Engineering increased tax support to capital Item #29, Operations increased tax support to capital Item #31, Council travel Item #32, Telephone and,Photocopiers Item #33, Communications — Online services/photos/banners Item #39, Postage Item #44, Streetlighting Item #48, Solina Hall — East Exit Item #54, Fill Site Permit Item #55, Sidewalk Repairs and Maintenance — Minimum Maintenance Standards Item #57, Pavement Patching - 9 - 4-9 Special General Purpose and Administration Committee Minutes February 21, 2014 Item #59, Comm Sery Bldg and Equipment Maintenance Item #61, Prior Year Various Other Changes funded from Reserve Fund Item #62, Various miscellaneous changes in other accounts throughout budget Item #47, Building services snow removal. Item #13, CIP Courtice Resolution #GPA-084-14 Moved by Councillor Neal, seconded by Councillor Traill THAT the expense increase of$36,996, for Corporate Advertising (Item #34 of Schedule "A"), be deleted. MOTION LOST Resolution #GPA-085-14 Moved by Councillor Traill, seconded by Councillor Neal THAT the expense increase of$36,996, for Corporate Advertising (Item #34 of Schedule "A"), be changed to $33,296.40. MOTION LOST Resolution #GPA-086-14 Moved by Councillor Novak, seconded by Councillor Hooper THAT the expense increase of$36,996, for Corporate Advertising (Item #34 of Schedule "A"), be approved as recommended by Staff. CARRIED Resolution #GPA-087-14 Moved by Councillor Neal, seconded by Councillor Hooper THAT the expense increase of$25,000, for Fire Communications Contract Inflation (Item #42 of Schedule "A"), be approved as recommended by Staff. CARRIED - 10 - 4-10 Special General Purpose and Administration Committee Minutes February 21, 2014 Resolution #GPA-088-14 Moved by Councillor Partner, seconded by Councillor Traill THAT the expense increase of$36,996, for Community Services facilities increased tax support to capital (Item #30 of Schedule "A"), be changed from $104,200 to $69,200 and the Sports Hall of Fame expansion be referred to the 2015 Budget." CARRIED Resolution #GPA-089-14 Moved by Councillor Traill, seconded by Councillor Hooper THAT the expense increase of$578,956, for Salary and wages increase (CUPE, Fire Assoc., Non-Affiliated) (Item #20 of Schedule "A"), be approved as recommended by Staff. CARRIED Resolution #GPA-090-14 Moved by Councillor Traill, seconded by Councillor Woo THAT the expense increase of$47,400, for Corporate Services — IT increased tax support to capital (Item #26 of Schedule "A"), be approved as recommended by Staff. CARRIED Resolution #GPA-091-14 Moved by Councillor Traill, seconded by Councillor Novak THAT the expense increase of$135,354, for Engineering increased tax support to capital (Item #28 of Schedule "A"), be approved as recommended by Staff. CARRIED Resolution #GPA-092-14 Moved by Councillor Traill, seconded by Councillor Partner THAT.the expense increase of$161,000, for Operations increased tax support to capital (Item #29 of Schedule "A"), be approved as recommended by Staff. CARRIED - - 11 - 4-11 Special General Purpose and Administration Committee Minutes February 21, 2014 Resolution #GPA-093-14 Moved by Councillor Traill, seconded by Councillor Hooper THAT the expense increase of $6,000, for Council Travel (Item #31 of Schedule “A”), be deleted. CARRIED Resolution #GPA-094-14 Moved by Councillor Traill, seconded by Councillor Hooper THAT the expense increase of $10,550, for Telephone and Photocopiers (Item #32 of Schedule “A”), be approved as recommended by Staff. CARRIED Resolution #GPA-095-14 Moved by Councillor Traill, seconded by Councillor Neal THAT the expense increase of $15,487, for Communications – Online services/photos/banners (Item #33 of Schedule “A”), be reduced by 15% to $13,163. MOTION LOST Resolution #GPA-096-14 Moved by Councillor Novak, seconded by Councillor Hooper THAT the expense increase of $15,487, for Communications – Online services/photos/banners (Item #33 of Schedule “A”), be approved as recommended by Staff. CARRIED Resolution #GPA-097-14 Moved by Councillor Traill, seconded by Councillor Hooper THAT the expense increase of $7,000, for Postage (Item #39 of Schedule “A”), be approved as recommended by Staff. CARRIED - 12 - Special General Purpose and Administration Committee Minutes February 21, 2014 Resolution #GPA-098-14 Moved by Councillor Traill, seconded by Councillor Hooper THAT the expense increase of$100,000, for Streetlighting (Item #44 of Schedule "A"), be approved as recommended by Staff. CARRIED Resolution #GPA-099-14 Moved by Councillor Traill, seconded by Councillor Novak THAT the expense increase of$25,000, for Solina Hall — East Exit (Item #48 of Schedule "A"), be approved as recommended by Staff. CARRIED Resolution #GPA-100-14 Moved by Councillor Traill, seconded by Councillor Neal THAT the expense increase of$10,000, for Fill Site Permit (Item #54 of Schedule "A"), be approved as recommended by Staff. CARRIED Resolution #GPA-101-14 Moved by Councillor Traill, seconded by Councillor Hooper THAT the expense increase of$4,000, for Sidewalk Repairs and Maintenance — Minimum Maintenance Standards (Item #55 of Schedule "A"), be approved as recommended by Staff. MOTION WITHDRAWN Resolution #GPA-102-14 Moved by Councillor Traill, seconded by Councillor Neal THAT the expense increase of$4,000, for Sidewalk Repairs and Maintenance — Minimum Maintenance Standards (Item #55 of Schedule "A"), be deleted. MOTION LOST - 13 - 4-13 Special General Purpose and Administration Committee Minutes February 21, 2014 Resolution #GPA-103-14 Moved by Councillor Hooper, seconded by Councillor Novak THAT the expense increase of$4,000, for Sidewalk Repairs and Maintenance — Minimum Maintenance Standards (Item #55 of Schedule "A"), be approved as recommended by Staff. CARRIED Resolution #GPA-104-14 Moved by Councillor Traill, seconded by Councillor Neal THAT the expense increase of$20,000, for Pavement Patching (Item #57 of Schedule "A"), be approved as recommended by Staff. CARRIED Resolution #GPA-105-14 Moved by Councillor Traill, seconded by Councillor Partner THAT the expense increase of$40,800, for Comm Sery Bldg and Equipment Maintenance (Item #59 of Schedule "A"), be approved as recommended by Staff. CARRIED Resolution #GPA-106-14 Moved by Councillor Traill, seconded by Councillor Woo THAT the expense increase of$36,143, for Prior Year Various Other Changes funded from Reserve Fund (Item #61 of Schedule "A"), be approved as recommended by Staff. CARRIED Resolution #GPA-107-14 Moved by Councillor Traill, seconded by Councillor Partner THAT the expense increase of$21,686, for Various miscellaneous changes in other accounts throughout budget (Item #62 of Schedule "A"), be approved as recommended by Staff. CARRIED - 14 - 4-14 Special General Purpose and Administration Committee Minutes February 21, 2014 Resolution #GPA-108-14 Moved by Councillor Woo, seconded by Councillor Hooper THAT the expense increase of$10,000, for Building services snow removal (Item #47 of Schedule "A"), be approved as recommended by Staff. CARRIED Resolution #GPA-109-14 Moved by Councillor Novak, seconded by Councillor Neal THAT the expense decrease of$5,000, for CIP Courtice (Item #13 of Schedule "A"), be deleted. MOTION LOST Resolution #GPA-110-14 Moved by Councillor Partner, seconded by Councillor Woo THAT the expense decrease of$5,000, for CIP Courtice (Item #13 of Schedule "A"), be approved as recommended by Staff. CARRIED SUSPEND THE RULES Resolution #GPA-111-14 Moved by Councillor Neal, seconded by Councillor Trail[ THAT the Rules of Procedure be suspended. MOTION LOST = RECESS Resolution #GPA-112-13 Moved by Councillor Traill, seconded by Councillor Partner THAT the Committee recess for 10 minutes. CARRIED The meeting reconvened at 3:18 p.m. - 15 - 4-15 Special General Purpose and Administration Committee Minutes February 21, 2014 2014 CURRENT AND CAPITAL BUDGET - Continued Resolution #GPA-113-14 Moved by Councillor Neal, seconded by Councillor Partner THAT Item #5, of Schedule “B”, the Operations Roads additional capital levy, be approved in the amount of $200,000 and funded through the 2014 tax levy. CARRIED Resolution #GPA-114-14 Moved by Councillor Novak, seconded by Councillor Hooper THAT Item #4, of Schedule “B”, the Engineering Roads additional capital levy, be approved in the amount of $200,000 and funded through the 2014 tax levy. CARRIED Resolution #GPA-115-14 Moved by Councillor Partner, seconded by Councillor Hooper THAT Item #11, of Schedule “B”, the Tourism Plan – Clarington Tourism Marketing Board, be approved in the amount of $7,000 and funded through the 2014 tax levy. CARRIED Resolution #GPA-116-14 Moved by Councillor Traill, seconded by Councillor Hooper THAT Item #1, of Schedule “B”, the proposed new four Fire & Emergency Services Suppression Staff, be approved with an implementation to begin June, 2014, resulting in a 2014 tax levy impact of $200,000. MOTION TABLED (See following motion) Resolution #GPA-117-14 Moved by Councillor Partner, seconded by Councillor Woo THAT the foregoing Resolution #GPA-116-14, be tabled until the new Fire Master Plan is considered. CARRIED - 16 - Special General Purpose and Administration Committee Minutes February 21, 2014 Resolution #GPA-118-14 Moved by Councillor Novak, seconded by Councillor Traill THAT $100,750 be allocated to be held in trust, in the Fire Reserve Fund, to offset the future costs of the hiring of Fire Suppression Staff. CARRIED (See following motion) Resolution #GPA-119-14 Moved by Councillor Neal, seconded by Councillor Partner THAT the foregoing Resolution #GPA-118-14 be amended by deleting the following words: to offset the future costs of the hiring of the Fire Suppression Staff." MOTION LOST The foregoing Resolution #GPA-118-14 was then put to a vote and carried. Resolution #GPA-120-14 Moved by Councillor Woo, seconded by Councillor Partner THAT Item #1, of Schedule "B", the Proposed New Part-time Tourism Co-Ordinator for Corporate Services, be approved as recommended by Staff in Report FND-002-14, with an annual cost of$35,000, with an implementation to begin July 1, 2013, resulting in a 2014 tax levy impact of$17,500. CARRIED Resolution #GPA-121-14 Moved by Councillor Hooper, seconded by Councillor Traill THAT a new Operations Supervisor position be approved with an annual cost of $85,000, with an implementation to begin July 1, 2014, resulting in a 2014 tax levy impact of$42,500. MOTION LOST - 17 - 4-17 Special General Purpose and Administration Committee Minutes February 21, 2014 Resolution #GPA-122-14 Moved by Councillor Hooper, seconded by Councillor Traill THAT Item #1, of Schedule "B", the Proposed New Manager of Operations be approved, as recommended by Staff in Report FND-002-14, with an annual cost of $125,000, with an implementation to begin July 1, 2014 for a 2014 tax levy impact of $62,500. CARRIED Resolution #GPA-123-14 Moved by Councillor Neal, seconded by Councillor Partner THAT the hiring of two new part-time Parking Enforcement Officers, for evening parking enforcement, be approved. MOTION LOST Resolution #GPA-124-14 Moved by Councillor Novak, seconded by Councillor Partner THAT Item #1, of Schedule "B", the Proposed New Senior GIS Software Technician be approved, as recommended by Staff in Report FND-002-14, with an annual cost of $90,000, with an implementation to begin in the fourth quarter for a 2014 tax levy impact of $22,500. CARRIED Resolution #GPA-125-14 Moved by Councillor Partner, seconded by Councillor Woo THAT Item #1, of Schedule "B", the two Operations Summer Students be approved, as recommended by Staff in Report FND-002-14, for a 2014 tax levy impact of$20,000. CARRIED RECESS Resolution #GPA-126-13 Moved by Councillor Woo, seconded by Councillor Traill THAT the Committee-recess for 15 minutes. CARRIED - 18 - 4-18 Special General Purpose and Administration Committee Minutes February 21, 2014 The meeting reconvened at 5:12 p.m. 2014 CURRENT AND CAPITAL BUDGET - Continued Resolution #GPA-127-14 Moved by Councillor Traill, seconded by Councillor Partner THAT Item #9, of Schedule "B", Human Resources automated time entry, be approved, in the amount of$16,100, and funded through the 2014 tax levy. MOTION LOST Resolution #GPA-128-14 Moved by Councillor Woo, seconded by Councillor Novak THAT Item #30, of Schedule "B" (Camp 30 Consulting) be approved in the amount of $20,000, and funded through the 2014 tax levy; and THAT the Consultant be requested to liaise with the Kaitlin Corporation, owners of the Camp 30 Lands, and the Jury Lands Foundation. CARRIED Resolution #GPA-129-14 Moved by Councillor Hooper, seconded by Councillor Woo THAT Item #27, of Schedule "B", Older Adult Strategy tax levy component (90% do funded), be approved in the amount of$6,000, and funded through the Older Adults Operating Reserve fund. CARRIED Resolution #GPA-130-14 Moved by Councillor Neal, seconded by Councillor Traill THAT $20,000 be approved for the Clarington Older Adult Association to provide computer equipment for the Courtice and Newcastle spaces. MOTION LOST (See following motion) - 19 - 4-19 Special General Purpose and Administration Committee Minutes February 21, 2014 Resolution #GPA-131-14 Moved by Councillor Traill, THAT the foregoing Resolution #GPA-130-14 be amended by adding the following at the end: "THAT the $25,000 contribution to the Reserve Fund Account#556 "Planning — Community Improvement Plan" be decreased by $20,000 to offset the computer equipment expense." MOTION LOST LATER IN THE MEETING Prior to obtaining a seconder, Mayor Foster ruled that the amendment was out of order. He explained that the motion, although not contrary to the main motion, needed to be considered in a separate motion. Councillor Traill immediately appealed the ruling of the Chair. The Question "will the ruling of the Chair be sustained?" was put to a vote. The ruling of the Chair was sustained. The Chair immediately called the vote on the motion, Resolution #GPA-130-14 and the motion lost. Resolution #GPA-132-14 Moved by Councillor Novak, seconded by Councillor Hooper THAT Item #22, of Schedule "B", MAC Lighting Controls, be approved, as recommended by Staff in Report FND-002-14,'in the amount of$6,500, and funded through the 2014 tax levy. CARRIED Resolution #GPA-133-14 Moved by Councillor Partner, seconded by Councillor Woo THAT Item #28, of Schedule "B", Community Services Special Events, be approved;in the amount of$1,400, and funded through the 2014 tax levy. CARRIED - 20 - 4-20 Special General Purpose and Administration Committee Minutes February 21, 2014 Resolution #GPA-134-14 Moved by Councillor Traill, seconded by Councillor Novak THAT Item #14, of Schedule "B", Animal Services Intake Room, be approved, as recommended by Staff in Report FND-002-14, in the amount of$16,500, and funded through the Animal Services Capital Reserve Fund. CARRIED ADJOURNMENT Resolution #GPA-135-14 Moved by Councillor Neal, seconded by Councillor Traill THAT the meeting adjourn at 6:02 p.m. and reconvene immediately following the General Purpose and Administration Committee meeting on Monday, February 24, 2014. MOTION LOST 2014 CURRENT AND CAPITAL BUDGET - Continued Resolution #GPA-136-14 Moved by Councillor Traill, seconded by Councillor Hooper THAT the proposed 2014 Contribution to the Reserve Fund Account#521, "General — Computer Equipment", Schedule "D" of Report FND-002-14, be decreased from $100,000 to 50,000. MOTION LOST Resolution #GPA-137-14 Moved by Councillor Novak, seconded by Councillor Woo THAT Item #26, of Schedule "B", the Ice Storm Recovery Costs, be approved in the amount of$10,000, and funded through the Rate Stabilization Fund. MOTION WITHDRAWN - 21 - 4-21 Special General Purpose and Administration Committee Minutes February 21, 2014 Resolution #GPA-138-14 Moved by Councillor Novak, seconded by Councillor Woo THAT Item #26, of Schedule "B", the Ice Storm Recovery Costs, be approved in the amount of$50,000, and funded through the Rate Stabilization Fund. MOTION WITHDRAWN RECESS Resolution #GPA-139-13 Moved by Councillor Woo, seconded by Councillor Novak THAT the Committee recess for 10 minutes. CARRIED The meeting reconvened at 6:40 p.m. 2014 CURRENT AND CAPITAL BUDGET - Continued Resolution #GPA-140-14 Moved by Councillor Traill, seconded by Councillor Neal THAT the proposed 2014 Contribution to the Reserve Account#2902, "Self Insured Losses" (Schedule "E"), be decreased from $25,000 to $12,500. MOTION LOST Resolution #GPA-141-14 Moved by Councillor Traill, seconded by Councillor Neal THAT the proposed 2014 contributions to the following Reserve Funds Accounts (Schedule "D") be approved: • #556 (Community Improvement Plan), be decreased from $25,000 to $12,500 - 22 - 4.-2 2 Special General Purpose and Administration Committee Minutes February 21, 2014 THAT no 2014 contributions be made to the following Reserve Funds Accounts, thereby being detailed from Schedule "D": • #544 (Museum Capital— Bowmanville), in the amount of$3,000 A • #545 (Museum Capital — Clarke), in the amount of$3,000 • #523 (Animal Services Capital), in the amount of$7,000 and THAT no 2014 contributions be made to the following Reserve Accounts, thereby being detailed from Schedule "E": • #2917 (General Capital), in the amount of$2500, be deleted; • #505 (Engineering Fleet), in the amount of$5000, be deleted. MOTION LOST Resolution #GPA-142-14 Moved by Councillor Neal, seconded by Councillor Partner THAT the annual Physician Recruitment Operating Reserve Fund contribution from an impact/escrow reserve fund of$60,000, as identified in Schedules "D" and "F" to Report FND-002-14, be teminated. CARRIED Resolution #GPA-143-14 Moved by Councillor Traill, seconded by Councillor Hooper THAT the Heroes Highway Ride and Rally 2014 be approved contingent on the support of the Bowmanville Business Improvement Association. MOTION TABLED (See following motion) Resolution #GPA-144-13 Moved by Councillor Neal, seconded by Councillor Traill THAT the foregoing Resolution #GPA-143-14 be tabled until the General Purpose and Administration Committee meeting of Monday, February 24, 2014. CARRIED The foregoing Resolution #GPA-080-14 was then put to a vote and carried as amended. - 23 - 4-23 Special General Purpose and Administration Committee Minutes February 21, 2014 UNFINISHED BUSINESS There were no items to be considered under this section of the Agenda. ADJOURNMENT Resolution #GPA-145-14 Moved by Councillor Partner, seconded by Councillor Hooper THAT the meeting adjourn at 7:08 p.m. CARRIED MAYOR DEPUTY CLERK - 24 - 4-24 �la�ngton Leading[he Wae General Purpose and Administration Committee Minutes February 24,2014 Minutes of a meeting of the General Purpose and Administration Committee held on Monday, February 24, 2014 at 9:30 a.m. in the Council Chambers. ROLL CALL Present Were: Mayor A. Foster Councillor R. Hooper Councillor M. Novak Councillor J. Neal Councillor W. Partner Councillor C. Traill until 12:00 noon Councillor W. Woo Also Present: Chief Administrative Officer, F. Wu Municipal Solicitor, A. Allison Director of Engineering Services, T. Cannella Director of Community Services, J:Caruana Director of Planning Services, D. Crome Deputy Treasurer, L. Gordon left at 10:32 a.m. Director of Operations, F. Horvath Director of Corporate Services & Human Resources, M. Marano Director of Finance/Treasurer, N. Taylor arrived at 10:32 a.m. Director of Emergency & Fire Services, G. Weir Deputy Clerk, A. Greentree Committee Coordinator, J. Gallagher Mayor Foster chaired this portion of the meeting. DISCLOSURES OF PECUNIARY INTEREST. There were no disclosures of pecuniary interest stated at this meeting. ANNOUNCEMENTS Councillor Novak announced the following: • Central Lake Ontario Conservation Authority recently nominated the Municipality of Clarington Engineering Services Department for the 2014 Dr. J. Murray Speirs Restoration Award for their restoration of a tributary in the Soper East Subwatershed. - 1 - 4-25 General Purpose and Administration Committee Minutes February 24,2014 • The new water pollution control plant is expected to open in mid-2015. Currently there are 440 available units. Upon review by the Region of Durham, there is expected to be an additional 600 units available prior to the start of the new plant. • Clarington Board of Trade's Simply Social on Monday, February 24, 2014 from 5:00 p.m. to 7:00 p.m. at Joey's World Family Indoor Playground. Councillor Partner announced the following events: • 2nd Annual National Cupcake Day in Support of SPCAs and Humane Societies on Monday, February 24, 2014. Cupcakes are available at the Bowmanville Veterinary Clinic. • Gift of Art's Annual Masquerade Ball on Saturday, March 1, 2014 at 6:15 pm. Later in the meeting, Councillor Partner announced that this event has been cancelled. • Orono Town Hall Board's presentation of Rainstone on Saturday, March 1, 2014 at 7:00 p.m. This is a fundraiser to raise funds to help paint the interior of the hall. • Newtonville United Church's Pancake Luncheon on Sunday, March 2, 2014 from 11:15 a.m. to 1:15 p.m. Proceeds for church work. • Tara Watchhorn, a member of the Canadian Olympic Women's Hockey Team, will be returning home to Newcastle on Tuesday. The public can cheer her on, on the Mill Street Bridge (time to be announced later). Councillor Trail announced the Big Brothers and Big Sisters Bowl-a-Thou held Saturday, February 22, 2014 at the Newcastle Community Hall Bowling Alley was very successful. Councillor Woo announced the following events: • Viewing of the Olympic Women's Hockey game was held Thursday, February 20, 2014 at the Newcastle Community Hall. • Clarington East Food Bank is moving to 123 King Ave. West, Newcastle. The ribbon cutting will take place on Tuesday, February 25, 2014 from 11:30 a.m. to 1:00 P.M. Councillor Hooper announced the following events: • Heritage Week Events from February 16 to 23, 2014, included presentations, and initiatives from organizations including Clarington Heritage Committee and the Clarington Older Adults Associations. • Big Brothers and Big Sisters Bowl-a-Thon was held Saturday, February 22, 2014 at the Newcastle Community Hall Bowling Alley. - 2 - 4-26 General Purpose and Administration Committee Minutes February 24,2014 Councillor Hooper announced the following upcoming events: • Clarington Older Adult Association (COAA) presents Smile Theatre on Friday, February 28, 2014 at 1:30 p.m. at the Clarington Beech Centre. • COAA Pub and Trivia Night on Wednesday, February 26, 2014 at 7:00 p.m. at the Clarington Beech Centre. • COAA Euchre Extravaganza on Saturday, March 15, 2014 at 3:00 p.m. at the Clarington Beech Centre. • Sports and Leisure Fair on Sunday, March 2, 2014 from 1:00 p.m. to 4:00 p.m. at the Garnet B. Rickard Recreation Complex. • St. Marys Cement is hosting a public open house, to provide the public with an opportunity to review information regarding the proposed use of alternative low- carbon fuel, and to speak directly with the project team members on Wednesday, March 5, 2014 from 5:00 p.m. to 9:00 p.m. at the Clarington Beech Centre. Mayor Foster announced the following events: • Beech Street Theatre presentation of Earth Kraft held February 14t", 15th, 16th, 21st, and 22"d. • Red, White & Gold Pep Rally in honour of Matt Morrison was held Friday, February 21, 2014 at Brimacombe. MINUTES Resolution #GPA-146-14 Moved by Councillor Woo, seconded by Councillor Partner THAT the minutes of the regular meeting of the General Purpose and Administration Committee held on February 3, 2014, be approved. CARRIED Councillor Woo chaired this portion of the meeting. PUBLIC MEETING (a) Subject: Applications for Proposed Official Plan Amendment, Zoning By-law Amendment, and Draft Plan of Subdivision Applicant: 20012544 Ontario Limited (Halminen) & 289143 Ontario Limited (Freedman) Report: PSD-011-14 Tracey Webster, Senior Planner, made a verbal and electronic presentation to the Committee regarding the application. - 3 - 4-27 General Purpose and Administration Committee Minutes February 24, 2014 Chris Hardy, local resident, spoke in opposition to the application. He stated that his major concern was speeding traffic. Mr. Hardy stated that he would prefer that houses continue down the street. He is not opposed to the development, but he does not like the plan layout. Stephanie Gregory, local resident, spoke in opposition to the application. She stated that the residents within the neighbourhood had purchased their houses with the knowledge that there plans for a public elementary school and a separate elementary school. With the deletion of the schools, Ms. Gregory stated that there would be increased overcrowding in the existing school. She asked for a footpath to be added to the plan to connect the houses to Rosswell Park. Chris Collins, local resident, spoke in opposition to the application. He stated that he was concerned that the green space and pond were going to be removed. Mr. Collins suggested that a park in the area would be preferred. He agreed, with the previous speaker, to the addition of a footpath. Mr. Collins stated that he is also concerned about existing and potentially future increased traffic. Sharon Davidson, local resident, spoke in opposition to the application. She stated that her major concern is speeding in the area, including dump trucks. Ms. Davidson noted that there are already speeding issues and she fears that this will increase. No one spoke in support of the application. Glen Genge, D.G. Biddle &Associates, was present, on behalf of the applicant, to answer questions from the Committee. He explained the background of the application. Mr. Genge informed the Committee that a traffic study may be prepared in the spring. He noted that the local law enforcement agencies are responsible for enforcing speeding issues. Mr. Genge explained the overcrowding at the existing schools is the responsibility of the school board. He stated that public access to Rosswell Park is included in the subdivision agreement. Mr. Genge also noted that the stormwater management pond will also remain. (b) Subject: Application for Proposed Zoning By-law Amendment Applicant: Edmond Vanhaverbeke Report: PSD-012-14 Ruth Porras, Senior Planner/Urban Designer, made a verbal and electronic presentation to the Committee regarding the application. No one spoke in opposition to or in support of the application. - 4 - 4-28 General Purpose and Administration Committee Minutes February 24, 2014 Edmond Vanhaverbeke, the applicant, was present to answer questions from the Committee. He noted the requirement of minimum of two storeys and a maximum of four storeys, but that prospective tenants may request a single storey building. Therefore Mr. Vanhaverbeke asked that the minimum requirement be removed. Mayor Foster chaired this portion of the meeting. DELEGATIONS DELEGATION OF PAM CALLUS, FRIENDS OF THE FAREWELL AND BLACK CREEKS, REGARDING COURTICE ECO PROJECTS Pam Callus, Friends of the Farewell Creek, was present regarding Courtice Eco Projects. She made a verbal presentation to accompany an electronic presentation. Ms. Callus explained the background of the Friends of the Farewell Creek group. She highlighted the environmental strengths and challenges in the area. Ms. Callus provided the Committee with information on some of the Courtice Eco Projects, including homeowner workshops, homeowner resource manual, rain barrel program, community cleanups, school programs, monitoring, environmental art, naturalization plantings, and invasive species management. She noted that community partnerships are very important to the success of the projects, including the "species at risk butternut" project, community spring cleanup, and homeowner stewardship guide. Ms. Callus explained the details of community outreach aspect. She informed the Committee about the recent native plant workshop, and invasive species management, in particular, the "Mighty Phragmites Road Rally". Resolution #GPA-147-14 Moved by Councillor Neal, seconded by Councillor Novak THAT the rules be suspended to allow Pam Callus to speak for an additional three minutes. CARRIED Ms. Callus explained the proposed 2014 workplan including preparing funding proposals, partnership meeting, earth day cleanup, invasive species management project, web page, quarterly newsletter, completion of the Homeowner Stewardship Guide, and invasive species workshop. - 5 - 4-29 General Purpose and Administration Committee Minutes February 24,2014 I DELEGATION OF LIBBY RACANSKY, FRIENDS OF THE FAREWELL AND BLACK CREEKS, REGARDING COURTICE ECO PROJECTS Libby Racansky, Friends of the Farewell Creek, was present regarding Courtice Eco Projects. She was present as part of the same presentation as Ms. Callus. Ms. Racansky thanked all the community partners. DELEGATION OF CLINT COLE, ENNISKILLEN ENVIRONMENTAL ORGANIZATION, REGARDING THE PROPOSED CLARINGTON TRANSFORMER STATION Clint Cole had notified the Municipal Clerk's Department, prior to the meeting, that he would be unable to attend the meeting. DELEGATION OF DOUG TAYLOR, ENNISKILLEN ENVIRONMENTAL ORGANIZATION, REGARDING THE PROPOSED CLARINGTON TRANSFORMER STATION Clint Cole had notified the Municipal Clerk's Department, prior to the meeting, that Doug Taylor also would be unable to attend the meeting. DELEGATION OF LIBBY RACANSKY REGARDING REPORT PSD-015-14, AN APPLICATION TO REZONE LANDS TO ALLOW FOR THE CREATION OF 13 SINGLE DETACHED RESIDENTIAL LOTS Libby Racansky was present regarding Report PSD-015-14, An Application to Rezone Lands to Allow for the Creation of 13 Single Detached Residential Lots. She made a verbal presentation to accompany an electronic presentation and handout. Ms. Racansky stated that, in general, the report is good, with a few exceptions. She explained that the developer was allowed to construct a pathway through provincially significant wetlands during frog breeding season. In addition, Ms. Racansky noted that the developer was supposed to provide extensive planting, but instead planted small spruces. She explained that there are issues with Hancock Road and the redirection of the buses through the neighbourhood to Hancock Road. Ms. Racansky asked that Council ensure that developers pay for infrastructure such as sidewalks, ditches, bridges, and roads. She urged the Committee to improve Hancock Road. Ms. Racansky suggested that the monitoring information on her well could provide information on the impact of the groundwater quality. She asked that the holding symbol be maintained until the planting plan has been reviewed by Central Lake Ontario Conservation Authority (CLOCA), an extensive planting is implemented, and other CLOCA requirements are satisfied. Ms. Racansky noted that she will be including the requirement of rear yard sensor lighting in the Courtice Eco Projects' Homeowner Stewardship Guide. She urged the Committee to suggest that the Planning Services Department require developers to financially contribute to the printing and distribution of the Homeowner Stewardship Guide. Ms. Racansky stated that she is disappointed that - 6 - 4-30 General Purpose and Administration Committee Minutes February 24, 2014 a trail will not be constructed along the new subdivision in the green space (Block 101). She added that this would allow maintenance of the green space. Ms. Racansky asked that chain link fencing be erected to protect the provincially significant wetland. She concluded by asking the Committee to ensure that the provisions, she had outlined, had been implemented. DELEGATION OF GLEN GENGE, D.G. BIDDLE & ASSOCIATES, REGARDING REPORT PSD-015-14, AN APPLICATION TO REZONE LANDS TO ALLOW FOR THE CREATION OF 13 SINGLE DETACHED RESIDENTIAL LOTS Glen Genge, D.G. Biddle &Associates, was present on behalf of the applicant, to answer questions regarding Report PSD-015-14. He stated that he believes that the developers would not have an objection to adding a trail through the green space area, but the developers were concerned that this would result in fewer plantings. DELEGATION OF PAM CALLUS AND LIBBY RACANSKY, FRIENDS OF THE FAREWELL AND BLACK CREEKS, REGARDING COURTICE ECO PROJECTS - Continued Resolution #GPA-148-14 Moved by Councillor Novak, seconded by Councillor Neal THAT the delegation of Pam Callus and Libby Racansky, Friends of the Farewell Creek, regarding Courtice Eco Projects, be received with thanks; and THAT the Courtice Eco Projects be referred to the Community Grant process. CARRIED RECESS Resolution #GPA-149-13 Moved by Councillor Novak, seconded by Councillor Partner THAT the Committee recess for 10 minutes. CARRIED The meeting reconvened at 11:22 a.m. PRESENTATIONS There were no presentations. - 7 - 4-31 General Purpose and Administration Committee Minutes February 24, 2014 ALTER THE AGENDA Resolution #GPA-150-14 Moved by Councillor Traill, seconded by Councillor Neal THAT the agenda be altered to consider the Unfinished Business at this time. CARRIED UNFINISHED BUSINESS HIGHWAYS OF HEROES RIDE AND RALLY 2014 [Tabled at February 21, 2104 Special General Purpose and Administration Committee Meeting] Resolution #GPA-151-14 Moved by Councillor Traill, seconded by Councillor Neal THAT Resolution #GPA-143-14 be lifted from the table. CARRIED The following resolution was before the Committee: Resolution #GPA-143-14 Moved by Councillor Traill, seconded by Councillor Hooper THAT the Heroes Highway Ride and Rally 2014 be approved contingent on the support of the Bowmanville Business Improvement Association. MOTION WITHDRAWN Resolution #GPA-152-14 Moved by Councillor Traill, seconded by Councillor Hooper THAT Staff be directed to contact the owner of the former Rona site, located on Baseline Road in Bowmanville, to determine whether they would agree to be the site of the Heroes Highway Ride and Rally 2014; and - 8 - 4-32 General Purpose and Administration Committee Minutes February 24, 2014 THAT Staff be directed to contact the Highways of Heroes Ride and Rally organizing group to determine if they would agree to hold their 2014 Ride and Rally event at the former Rona site. CARRIED AS AMENDED (See following motion) Resolution #GPA-153-14 Moved-by Councillor Traill, seconded by Councillor Hooper THAT the foregoing Resolution #GPA-152-14 be amended by adding the following at the end: "THAT, should either the Highway for Heroes organizing group or the owner of the former Rona site not be interested in hosting the Ride and Rally 2014 event at the former Rona site, Staff also discuss with the Highway for Heroes organizing group the options for closing Highway 2 from George Street to Simpson Avenue. CARRIED The foregoing Resolution#GPA-152-14 was then put to a vote and carried as amended. Councillor Woo chaired this portion of the meeting. PLANNING SERVICES DEPARTMENT APPLICATIONS FOR AN OFFICIAL PLAN AMENDMENT, ZONING BY-LAW AMENDMENT AND DRAFT PLAN OF SUBDIVISION TO PERMIT THE DEVELOPMENT OF 82 SINGLE DETACHED DWELLINGS APPLICANTS: 20012544 ONTARIO LIMITED (HALMINEN) & 289143 ONTARIO LIMITED (FREEDMAN) Resolution #GPA-154-14 Moved by Councillor Novak, seconded by Mayor Foster THAT Report PSD-011-14 be received; THAT the applications, to amend the Clarington Official Plan and Zoning By-law 84-63, submitted by 20012544 Ontario Limited and 289143 Ontario Limited for the development of Draft Plan of Subdivision S-C-2013-0004, continue to be processed and that a subsequent report.be prepared; and - 9 - 4-33 General Purpose and Administration Committee Minutes February 24,2014 THAT all interested parties listed in Report PSD-011-14 and any delegations be advised of Council's decision. CARRIED Councillor Traill left the meeting at 12:00 noon prior to the above vote. PROPOSED ZONING BY-LAW AMENDMENT TO ALLOW COMMERCIAL AND POSSIBLE SECOND STOREY RESIDENTIAL USES APPLICANT: EDMOND VANHAVERBEKE Resolution #GPA-155-14 Moved by Councillor Partner, seconded by Councillor Hooper THAT Report PSD-012-14 be received; THAT the application, submitted by Edmond Vanhaverbeke to amend the Zoning By-law, be approved, and that the draft Zoning By-law Amendment, as contained in Attachment 2 to Report PSD-012-14, be passed; THAT the Region of Durham Planning and Economic Development Department be forwarded a copy of Report PSD-012-14 and Council's decision; and THAT all interested parties listed in Report PSD-012-14 and any delegations be advised of Council's decision. CARRIED A REZONING APPLICATION TO LEGALIZE AN EIGHT UNIT APARTMENT BUILDING AND ACCESSORY BUILDINGS APPLICANT: GARRY MURPHY Resolution #GPA-156-14 Moved by Councillor Hooper, seconded by Councillor Novak THAT Report PSD-013-14 be received, THAT the application, to amend Zoning By-law 84-63 by Garry Murphy, to legalize the existing eight unit apartment building and accessory buildings, be approved and that the Zoning By-law Amendment contained in Attachment 1 to Report PSD-013-14 be passed; - 10 - 4-34 General Purpose and Administration Committee Minutes February 24, 2014 THAT a copy of Report PSD-013-14 and Council's decision be forwarded to the Region of Durham Planning and Economic Development Department and the Municipal Property Assessment Corporation; and THAT all interested parties listed in'Report PSD-013-14 and any delegations be advised of Council's decision. CARRIED PRIORITY GREEN CLARINGTON PARTNERSHIP ANNOUNCEMENT Resolution #GPA-157-14 Moved by Mayor Foster, seconded by Councillor Neal THAT Report PSD-014-14 be received; and THAT interested parties listed in Report PSD-014-14 be notified of Council's decision. CARRIED AN APPLICATION TO REZONE LANDS TO ALLOW FOR THE CREATION OF 13 SINGLE DETACHED RESIDENTIAL LOTS APPLICANT: GWENDOLYN THIELE, 1361189 ONTARIO LIMITED & CLARET INVESTMENTS LIMITED Resolution #GPA-158-14 Moved by Mayor Foster, seconded by Councillor Novak THAT Report PSD-015-14 be received; THAT the application, to amend Zoning By-law 84-63, submitted by Gwendolyn Thiele, 1361189 Ontario Limited, & Claret Investments Limited to allow for the creation of 13 single detached residential lots, be approved as contained in Attachment 1 of Report PSD-015-14; THAT the Durham Regional Planning Department and Municipal Property Assessment Corporation be forwarded a copy of Report PSD-015-14 and Council's decision; and THAT all interested parties listed in Report PSD-015-14 and any delegations be advised of Council's decision. CARRIED - 11 - 4-35 General Purpose and Administration Committee Minutes February 24, 2014 RECESS Resolution #GPA-159-13 Moved by Mayor Foster, seconded by Councillor Partner THAT the Committee recess for one hour. CARRIED The meeting reconvened at 1:30 p.m. with Councillor Novak in the Chair. ENGINEERING SERVICES DEPARTMENT MONTHLY REPORT ON BUILDING PERMIT ACTIVITY FOR JANUARY, 2014 Resolution #GPA-160-14 Moved by Mayor Foster, seconded by Councillor Hooper THAT Report EGD-010-14 be received for information. CARRIED OPERATIONS DEPARTMENT There were no reports to be considered under this section of the Agenda. EMERGENCY AND FIRE SERVICES DEPARTMENT There were no reports to be considered under this section of the Agenda. Councillor Neal chaired this portion of the meeting. COMMUNITY SERVICES DEPARTMENT COMMUNITY SERVICES —2013 YEAR END REVIEW Resolution #GPA-161-14 Moved by Councillor Hooper, seconded by Mayor Foster THAT Report CSD-003-14 be received for information. CARRIED - 12 - 4-36 General Purpose and Administration Committee Minutes February 24;2014 ADVANCING AFFORDABLE ACCESS TO RECREATION IN DURHAM REGION Resolution #GPA-162-14 Moved by Councillor Novak, seconded by Councillor Partner THAT Report CSD-004-14 be received; and THAT the Mayor be authorized to sign the Charter to Advance Access to Affordable Recreation in Durham Region on behalf of the Municipality of Clarington. CARRIED Mayor Foster chaired this portion of the meeting. CLERK'S DEPARTMENT APPOINTMENT TO CLARINGTON PUBLIC LIBRARY BOARD Resolution #GPA-163-14 Moved by Councillor Novak, seconded by Councillor Hooper THAT Report CLD-006-14 be received; THAT the resignation of Fred Brumwell be received, with regret, and that he be thanked for his contribution to the Clarington Public Library Board; THAT Kerri Davis be appointed to the Clarington Public Library Board for a term concurrent with the term of Council; and THAT all interested parties listed in Report CLD-006-14 be advised of Council's decision. CARRIED CORPORATE SERVICES DEPARTMENT There were no reports to be considered under this section of the Agenda. FINANCE DEPARTMENT There were no reports to be considered under this section of the Agenda. - 13 - 4-37 I General Purpose and Administration Committee Minutes February 24,2014 SOLICITOR'S DEPARTMENT SPECIAL EVENTS BY-LAWS Resolution #GPA-164-14 Moved by Councillor Woo, seconded by Councillor Partner THAT Report LGL-003-14 be received; THAT the Special Events on Private Property By-law, Special Events on Municipal Highways By-law, and Road Occupancy By-law (Attachments 1, 2 and 3 to Report LGL-003-14) be passed; and THAT all interested parties listed in Report LGL-003-14 be advised of Council's decision. CARRIED AS AMENDED LATER IN THE MEETING (See following motions) Resolution #GPA-165-14 Moved by Councillor Neal, seconded by Councillor Hooper THAT the foregoing Resolution #GPA-164-14 be amended by adding to the end of the second clause: as amended as follows: Section 2.17 (g), of the proposed by-law regulating special events on private property (Attachment 1 to Report LGL-003-14) be amended to add the words "by Council" at the end; Section 2.13 (g), of the proposed by-law regulating special events on municipal highways (Attachment 2 to Report LGL-003-14), be amended to add the words "by Council" at the end." CARRIED - 14 - 4-38 General Purpose and Administration Committee Minutes February 24, 2014 SUSPEND THE RULES Resolution #GPA-166-14 Moved by Councillor Neal, seconded by Councillor Partner THAT the Rules of Procedure be suspended to allow Members of Committee to speak to the matter of the foregoing Resolution#GPA-164-14 a second time. CARRIED Resolution #GPA-167-14 Moved by Councillor Neal, seconded by Councillor Partner THAT the foregoing Resolution #GPA-164-14 be amended by adding to the end of the second clause: "Section 2.1, of the proposed by-law regulating special events on municipal highways (Attachment 2 to Report LGL-003-14) be amended to add the words "which requires the closure of a highway" following the word "highway"." CARRIED The foregoing Resolution#GPA-164-14 was then put to a vote and carried as amended. RECESS Resolution #GPA-168-13 Moved by Councillor Neal, seconded by Councillor Woo THAT the Committee recess for 10 minutes. CARRIED The meeting reconvened at 3:20 p.m. CHIEF ADMINISTRATIVE OFFICER There were no reports to be considered under this section of the Agenda. UNFINISHED BUSINESS This section of the Agenda was considered following the Presentation section of the Agenda. - 15 - 4-39 General Purpose and Administration Committee Minutes February 24, 2014 OTHER BUSINESS Councillor Partner announced that Masquerade Ball, mentioned earlier in the meeting, has been cancelled. COMMUNICATIONS There were no items considered under this section of the Agenda. CONFIDENTIAL REPORTS MUNICIPAL LAW ENFORCEMENT LEVELS CLOSED SESSION Resolution #GPA-169-12 Moved by Councillor Partner, seconded by Councillor Hooper THAT, in accordance with Section 239 (2) of the Municipal Act, 2001, as amended, the meeting be closed for the purpose of discussing Addendum to Report CLD-004-14, a matter that deals with labour relations or employee negotiations. CARRIED RISE AND REPORT The meeting resumed in open session at 4:13 p.m. with Mayor Foster in the Chair. Mayor Foster advised that one item was discussed in "closed" session in accordance with Section 239(2) of the Municipal Act, 2001 and one resolution was passed on a procedural matter. Resolution #GPA-170-14 Moved by Councillor Neal, seconded by Councillor Hooper THAT Confidential Addendum Report CLD-004-14 be received; THAT Report CLD-004-14 be received; and THAT Municipality of Clarington subcontract for parking enforcement for a six month period to cover the 2:30 a.m. to 5:30 a.m. time period at a cost not to exceed $10,000. MOTION LOST - 16 - 4-40 General Purpose and Administration Committee Minutes February 24, 2014 Resolution #GPA-171-14 Moved by Councillor Woo, seconded by Councillor Novak THAT Confidential Addendum Report CLD-004-14 and Report CLD-004-14 be received for information. CARRIED ADJOURNMENT Resolution #GPA-172-14 Moved by Councillor Partner, seconded by Councillor Woo THAT the meeting adjourn at 4:25 p.m. CARRIED . MAYOR DEPUTY CLERK - 17 - 4-41 DRAFT LIST OF DELEGATIONS GPA Meeting: March 17, 2014 (a) Martin Vroegh, Director, Environmental Affairs, Votorantim Cement North America, St. Marys Cement, Regarding St. Marys Cement's Application for an Environmental Compliance Approval to Substitute Alternative Fuel (Low Carbon) for Conventional Fuel (Petroleum Cake). (b) Sheila Hall, Executive Director, Clarington Board Of Trade, Regarding An Economic Update 6-1 Clarftmn REPORT PLANNING SERVICES DEPARTMENT Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: March 17, 2014 Resolution#: By-law#: Report#: PSD-017-14 File#: PLN 1.1.5.2 Subject: PROVINCIAL POLICY STATEMENT (2014) RECOMMENDATIONS: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report PSD-017-14 be received for information. Submitted by: Reviewed b .C) Y Y Da id VCrome, MCIP, RPP Franklin Wu, Director of Planning Services Chief Administrative Officer NG/COS/df 12 March 2014 CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379 8-1 REPORT NO.: PSD-017-14 PAGE 2 1. PURPOSE 1.1 The Provincial Policy Statement (PPS) 2014 was released on February 24, 2014. The transition window for applying the new policies is very short with an "in-effect" date of April 30th, 2014. The purpose of this report is to highlight the new policy changes that may be of interest or concern to Clarington and examine what is required for implementation. 2. BACKGROUND 2.1 The PPS 2014 builds on the policies of the Provincial Policy Statement 2005. It is intended to provide direction to municipalities on land use matters of provincial interest and all decisions under the Planning Act are to "be consistent" with the PPS. Policy Statements are issued under Section 3 of the Planning Act and are approved by the Lieutenant Governor in Council. It is important to note that the PPS is applicable across the entire province. (Clarington is also affected by specific provincial plans like the Oak Ridges Moraine Conservation Plan, the Greenbelt Plan and the Growth Plan for the Greater Golden Horseshoe.) 2.2 The PPS 2014 provides more direction on how it is intended to work in coordination with other provincial plans and legislation. It states that these other documents should generally take precedence over the PPS.The chart below shows how the PPS relates to other planning documents in Ontario. Planning Act Other Provincial Acts Provincial Policy Statement Durham Region Official Plan Oak Ridges Moraine Conservation Plan Clarington Official Plan Greenbelt Plan Zoning By-laws A Growth Plan for the Greater 84-63 and 2005-109 Golden Horseshoe 2.3 The current PPS 2005 came into effect on March 1St, 2005. A review of PPS 2005 commenced in March 2010. As part of the five year review process, a draft was circulated by the Province to all municipalities and organizations on September 24tH 2012 for their comments. On November 12, 2012 Clarington Council endorsed 8-2 REPORT NO.: PSD-017-14 - PAGE 3 comments on the proposed policies of the draft PPS and they were sent to the Province (Report PSD-050-12). 3. THE PROVINCIAL POLICY STATEMENT OVERVIEW 3.1 The main direction of PPS 2014 is to require that municipal plans are consistent with the policies for the wise management of land in the Province including: • Support for intensification and more compact, transit supportive land use patterns; • Protection of employment lands; • Redevelopment of brownfield; and • Promotion and development of clean energy sources and conservation for improved air quality. While many of these changes refine or expand on PPS 2005, there are a few new features which are listed below. MMAH has also provided a table on the key changes by policy area which can be found in Attachment 1 to Report PSD-017-14. Given that Clarington has been subject to the Growth Plan and the Greenbelt Plan, many of the policy directions are similar. 3.2 The key changes to the PPS that are applicable to Clarington include: Rural A new set of policies was added for the "Rural" areas to support healthy, integrated and viable rural areas. This section is intended to help areas with less population density and smaller centres with the interpretation of the policies such as allowing for rounding out of settlement areas on individual services and permitting on farm diversified uses. Natural Heritage System The new policies require identification of the natural heritage systems in local Official Plans, including the corridors that are intended to support the native plants and animals. PPS 2014 also recognizes that this system may be different in settlement areas, rural areas and prime agricultural areas. There is also a stronger requirement to rehabilitate prime agricultural lands formerly used as quarries back to their original state. In addition, aggregate recycling facilities are being promoted for use at existing quarries to support increased conservation. Economy Policies are included in PPS 2014 which are intended to strengthen the economy. These policies include: • Allowing for a greater range of economic uses on farms, such as farm tourism and home-based businesses; 8-3 REPORT NO.: PSD-017-14 PAGE 4 • Support the efficient movement of goods by protecting existing and planned transportation corridors and the employment areas near them; • Giving municipalities the ability to plan beyond the 20 year timeframe for employment areas, infrastructure, and public service facilities; • Providing better protection for employment areas from uses on nearby lands that could limit employment growth; • Strengthen the protection for major industrial, port and rail yard lands to help ensure their continued operation and possible expansion; and • Require consideration of life cycle-costs of infrastructure (e.g. through asset management planning). Active Transportation There is a strong emphasis on the importance of active transportation (e.g. cycling, walking) and transit to support healthy active communities. The application of transportation demand management practices is encouraged in the review of new development proposals. In addition, public facilities are encouraged to locate at community hubs to make them more easily accessible by transit, walking or cycling. Climate Change This policy requires consideration of potential impacts of climate change (e.g. flooding due to severe weather events or forest fires due to increases in seasonal temperatures). The policies also support the reduction of greenhouse gas emissions and other impacts to the environment by encouraging green infrastructure (e.g. permeable surfaces) and strengthening stormwater management requirements. These practices are strongly encouraged to be incorporated into municipal official plans. 4. IMPLICATIONS AND NEXT STEPS 4.1 The effective date of the PPS 2014 is April 30th, 2014. All applications must conform to the PPS 2014 and no applications will be "grandfathered". This includes current applications that have been submitted to the Municipality and.applications before the Ontario Municipal Board where a decision has not yet been rendered. Previously, there was a transitional period where planning decisions were based on the policies in effect on the date the application was submitted as opposed to on the date the decision was made. The "in effect date" of April 30, 2014, means that any decision a municipal council, approval authority, the Minister, or the OMB makes on a planning matter must reflect the policies in place when the decision is made. Municipal staff will review the PPS 2014 for potential impacts on current applications for which a decision will need to be made on or after April 30, 2014. 4.2 Planning Services is examining how to coordinate the implementation of the PPS 2014 changes with other municipalities within the Region of Durham. However there are a number of changes that are being taken into consideration as part of the Official Plan review process, including: 8-4 REPORT NO.: PSD-017-14 PAGE 5 • Having available employment lands beyond the 20 year time frame; • Updating the Natural Heritage System and including the linkage areas along the riverine (other linkages will be identified through subwatershed studies and Secondary Plans); • Identification of transportation corridors; • Introduce policies to support active transportation and public transit; and • Create sustainable / green development design initiatives. 5. CONCLUSION 5.1 The PPS 2014 builds and strengthens the existing policy directions in the PPS 2005. There is increased emphasis on recognizing global climate change and the need to resist and prepare for these changes, encouraging efficient development patterns for a healthy community and a strong economy and recognizing that natural heritage features do not exist on their own but that the natural linkages which connect these features also have a vital role to the improvement and functionality of these features. 5.2 Planning authorities such as the Municipality of Clarington will have to conform to the Provincial Policy Statement 2014 and, as of April 30, 2014, ensure that all decisions on development applications are based on the PPS 2014. CONFORMITY WITH STRATEGIC PLAN — Not Applicable Staff Contact: Nicole Granzotto, Planner II, Community Planning & Design Attachments: Attachment 1 - Key Changes to the Provincial Policy Statement 8-5 ao I Provincial Policy Statement, 2014: Key Changes by Policy Area Healthy, Active Support healthy, active communities by promoting Promote the use of active transportation, transit and Communities efficient development and land use patterns, transit-supportive development, and provide for improving accessibility, and planning public streets, connectivity among transportation modes I Policies spaces and facilities to be safe 1.1.3.2, 1.2.1, 1.5.1, 1.6.7 • Support land use patterns/densities that promote Promote coordination between municipalities and other compact form, minimize length/number of vehicle levels of government, agencies and boards (e.g., planning trips, and support transit and alternative for trails, transit and infrastructure) I Policy 1.2 transportation modes Encourage coordination of emergency management with • Promote a coordinated, integrated and other planning considerations I Policy 1.2.3 comprehensive approach when dealing with Encourage coordination and co-location of public facilities planning matters within or across municipalities (e.g., schools, libraries and recreational facilities) accessible by active transportation and transit I Policy 1.6.5 • Recognize additional elements of healthy communities, such as community design and planning for all ages Policy 1.1.1 • Recognize institutional uses (i.e., cemeteries, places of worship, and long-term care homes) as important elements of communities I Policy 1.1.1 Northern and Rural • Focus growth to settlement areas, but also permit Recognize the diversity of settlement areas and rural Communities some development in rural and unincorporated areas and that some municipalities are experiencing no areas growth or declining population I Various preambles and • Provide for flexibility to reflect local characteristics policies in Section 1.0, such as 1.1.3.1, 1.1.4, 1.1.5 O (e.g., not specifying targets for intensification) New section of rural policies to support healthy, integrated m and viable rural areas I Policy 1.1.4 O D • Clarify the types of uses that may occur on rural lands Policy 1.1.5 .o D CD n v = 9 Page 1 of 5 o m -1 Z j Economy and • Maintain diversified economic base, and range and Employment choice of employment lands • Preserve planned employment areas for current and future use • Clarify that the studies needed to support small settlement area expansions and employment area conversions may be less complex than those required for large projects Definition of `Comprehensive Review', Policy 1.1.4.3 • Clarify that municipalities can determine the appropriate locations for required intensification and redevelopment opportunities, and that locally determined intensification targets should be based on local conditions I Policies 1.1.3.3, 1.1.3.5 • Enhance the protection for major industries and facilities from new and incompatible uses that can impact their ability to continue or expand I Policy. 1.2.6 • Strengthen the protection of corridors for goods movement and protect employment areas in close proximity to corridors and facilities for goods movement I Policies 1.3.2.3, 1.6.8 • Support long -term planning for employment areas I Policy 1.3.2.4 • Promote investment -ready communities, place- making and mixed -use areas to support economic development Policies 1.3.1, 1.7.1 • Recognize the importance of communication infrastructure, energy infrastructure and goods movement as essential components of a strong economy ( Policy 1.7.1 CO Page 2 of 5 Infrastructure • Protect existing and future transportation corridors • Strengthen the protection for provincially planned and do not allow incompatible uses within them transportation corridors and promote land use • Provide infrastructure in a coordinated, efficient_ and compatibility for lands adjacent to planned and existing cost - effective manner to meet projected needs corridors I Policy 1.6.8 • Sufficient land is to be made available to meet • Support the adaptive re -use of infrastructure and require projected needs for a time horizon of up to 20 consideration of life -cycle cost of infrastructure (e.g., years, except where an alternate time period has through asset management planning) I Policies 1.6.1, been established by a provincial plan 1.6.3 • Planning for infrastructure /public service facilities can extend beyond 20 years I Policy 1.1.2 Servicing (Sewage • Private services allowed for development of five Allow infill and minor "rounding out" in settlement areas on and Water) lots or less, where sewer and water services are septic tanks and wells where sewer and water services not provided are not provided (i.e., removes five lot limit for • In rural areas, private services allowed for development on private servicing), and require development of more than five lots development on private servicing to demonstrate it will not negatively impact surface and ground water I Policies 1.6.6.4, 1.6.6.5 Climate Change In settlement areas, land use patterns are to be Require the consideration of potential impacts of climate based on densities and a mix of land uses that change (e.g., flooding due to severe weather) to support minimize negative impacts to air quality and climate the reduction of greenhouse gas emissions and change adaptation to climate change I Policy 1.8 • Indirectly supports climate change by promoting Encourage green infrastructure (e.g., permeable surf aces) compact built form, intensification, stormwater and strengthen stormwater management requirements management, public transit and alternative Policies 1.6.2, 1.6.6.7 transportation, and alternative /renewable energy INatural Heritage, I • Maintain /restore diversity /connectivity of features, Require identification of natural heritage systems in Wetlands and Water and long -term ecological function /biodiversity of southern Ontario (Ecoregions 6E and 7E) I Policy 2.1.3 Page 3 of 5 01 natural heritage systems • Protect significant woodlands and valleylands south and east of the Canadian Shield • Protect provincially significant wetlands and significant coastal wetlands • Protect, improve, restore sensitive surface and ground water features and hydrological functions Agriculture • Prime agricultural areas shall be protected for long- term use • Agriculture - related uses to be small scale and directly related to the farm operation • Refine area of protection of significant woodlands and valleylands in southern Ontario on an ecoregion basis Policy 2.1.5 • . Protect all Great Lakes coastal wetlands in Ecoregions 5E, 6E and 7E that are not already protected as significant coastal wetlands I Policies 2.1.4, 2.1.5 • Require identification of shoreline areas and support consideration of cumulative impacts I Policy 2.2.1 • Ensure consideration of environmental lake capacity, where applicable I Policy 2.2.1 • Require designation of prime agricultural areas, further protection of agriculture from impacts of non -farm development, and support agricultural uses in rural areas Policies 2.3, 1.1.4.1, 1.1.5.8 • Permit more on -farm diversified uses (e.g., agri- tourism) and provide flexibility for larger agriculture - related uses (e.g., grain dryers) to service the broader farming community I Policy 2.3.2, Definitions of `On -farm Diversified Uses' and `Agriculture - related Uses' Mineral Aggregate Protects some natural heritage features /areas from Require. identification of mineral, petroleum, and mineral Resources extraction while extraction in other features aggregate resources, where provincial information is requires demonstration of no negative impact available I Policies 2.4.2, 2.5.1 • Permits extraction of mineral aggregate resources Support the conservation of mineral aggregate resources in prime agricultural areas as an interim use and comprehensive rehabilitation planning I Policy provided that rehabilitation will be carried out 2.5.2.3 • Strengthen requirements for rehabilitation of aggregate extraction sites in specialty crop areas and further limit extraction below the water table in specialty crop areas Policy 2.5.4.1 Page 4 of 5 Aboriginal Integration and Implementation • No reference to Aboriginal interests • PPS shall be read in its entirety and all relevant policies applied to each situation • Implementation policies provide direction on the relationship with other legislation, regulations, policy and provincial plans • Require mitigation of negative impacts wherever possible as part of rehabilitation I Policy 2.5.3.1 • Promote ancillary recycling facilities at extraction sites (e.g., pits and quarries) I Policy 2.5.2.3 • Recognize Aboriginal interests in land use planning Vision • Promote the conservation of cultural heritage and archaeological resources, including the use of archaeological management plans and cultural plans Policy 2.6.4 • Encourage coordination with Aboriginal communities Policy 1.2.2 • Recognize that implementation of the PPS shall be consistent with the recognition and affirmation of existing Aboriginal and treaty rights in the Constitution Act, 1982 Policy 4.3 • Provide more direction on how the policies should be applied and how the PPS works with provincial plans, other legislation, regulations, and policies I Policies 4.10, 4.12 • Promote coordinated, integrated planning processes (e.g., integrated approach to Planning Act and Environmental Assessment Act processes) I Policy 4.11 • Recognize Ontario's diversity through reference to the Ontario Human Rights Code and the Canadian Charter of Rights and Freedoms I Policy 4.6 Page 5 of 5 Cla rh ig ton REPORT ENGINGEERING DEPARTMENT Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: March 17, 2014 Resolution#: By-law#: Report#: EGD-011-14 File#: Subject: BY-LAWS REGULATING VEHICLE WEIGHT ON BRIDGES RECOMMENDATIONS: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report EGD-011-14 be received; 2. THAT regulatory weight restriction signing be posted as per the Ontario Traffic Manual at bridges, at the prescribed weight limits, as recommended during Engineering inspections and detailed in this report; and 3. THAT the by-laws attached to Report EGD-011-14, (Attachment Nos. 4 and 5) be passed by Council and forwarded to AECOM Canada Ltd. for completion of the Engineers Statement, being Schedule "A" to each by-law. Submitted by: Reviewed by: A. S. Cannella, C.E.T. Franklin Wu, Director, Engineering Chief Administrative Officer Services ASC/S13/nI March 5, 2014 CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379 9-1 REPORT RIO.: EGD-011-14 PAGE 2 1.0 BACKGROUND 1.1 Municipalities are required by Provincial law to have all bridges and culverts with a span of 3.0 m or greater inspected under the direction of a Structural Engineer at least once every two years. Due to the original design of the bridges or the current condition of the bridges, it is often necessary for municipalities to limit the gross weight of vehicles on bridges on a temporary, seasonal or permanent basis under authority of the Highway Traffic Act, R.S.O. 1990, c H.8, as amended from time to time, including H.T.A. (Section 123(2)) and the Bridges Act (Section 2). 2.0 REVIEW AND COMMENT 2.1 AECOM Canada Ltd. performed the bridge and culvert inspections, and forwarded two letters dated February 27, 2014 to the Municipality advising of updated recommendations for load postings based upon their engineering reviews. Based on this information, two Bridge Weight By-laws have been prepared for Council's consideration. Under the new guidelines, the Ministry of Transportation no longer needs to approve Bridge Weight By-laws, however, once approved by Council the Engineer's Statement, which is Schedule "A" to each by-law, must be signed and sealed by two registered professional engineers. 2.2 At the time of writing of this report, the Providence Road Bridge (structure # 099015) over the Canadian Pacific Railway (CPR) is closed to traffic due to the condition of the bridge. CPR has entered into a contract to rehabilitate the structure so that it will support "CL-625" traffic loadings and it will not require load restrictions once it is re-opened to traffic. 2.3 A separate by-law was created for the Jackman Road bridge (Structure 094024) because the load bearing capacity of the bridge will likely be improved prior to the next update of the weight restriction by-laws, two years time. 9-2 REPORT NO.: EGD-011-14 PAGE 3 2.4 Where the weight restrictions calculated by the municipality's consultant and those requested by the rail authority differ, the lower rating shall be applied. 3.0 CONCLUSION 3.1 To protect the municipality from liability risk and permit enforcement of desired weight restrictions, the attached by-laws should be approved by Council and then signed by two professional engineers. 4.0 CONCURRENCE - Not applicable CONFORMITY WITH STRATEGIC PLAN — Not Applicable Staff Contact: Sean Bagshaw, Capital Works Engineer, Engineering Services Attachments: Attachment 1 — Key Map Attachment 2 — Correspondence dated.February 27, 2014 from AECOM Canada Ltd. regarding Jackman Road Bridge Attachment 3 — Correspondence dated February 27, 2014 from AECOM Canada Ltd. regarding additional bridges as listed Attachment 4 — Proposed by-law to restrict the weight over Bridge 094024, Jackman Road Attachment 5 — Proposed by-law to restrict the weight over additional bridges as listed Interested Parties: Stefan Linder, Manager of Public Works, Canadian National Railway Li-Lian Lui, Specialist Public Works, Canadian Pacific Railway Gord Weir, Fire Chief, Municipality of Clarington Oshawa Fire Dispatch, City of Oshawa Carol Trimm, Traffic Division, Durham Regional Police Service Carole Ibsen, Manager, Oshawa Central Ambulance Communications Centre Gloria Mauchan, Information Support Officer, Oshawa Central Ambulance Communications Centre Lisa Kellett, Operations Manager, Oshawa Central Ambulance Communications Centre 9-3 m O RUIlDLE ROAD RUN'DLE ROAD ROA RSCHOOL 2 C ROAD n D m G K � BOLT ROAD HOLT ROAD HOIT 0 co J NVPLE ROVE ROAD ,� 3 LO SCUGOG g ROAD (D�FD —1 O Pl Fn M G`A-)' r O REGIOHALROAD57 tl• GREEN ROAD o '- A� OlO SCUGOG ROAD y � �0 1 y L ® D REGIONAL ROAD 57 m REGIONAL ROPD 57 CEDAR PARK ROAD LETNER ROAD Z q 17dooLE (�^ ROAD n11DOLE (D p N z N ? � W o O H LIBERTY STREET NORTH Rp Z D "� 'A -S. •, VE MEARNS AVEIJUE A CIEAtENS ROpo ar LIBERTY ST NC 0 0 � 1 IAMBS ROAD LAM ROAD �q ROAD ° BETHESDA ROAD z ° z PROVIDETJCE N ROAD o m� ACRES ROAD W A �2m� CL C CL ° y q O RICKARD BRAGG ROAD O F COLE ROAD 0 G9B5 ROAD (n ROAD ,..� (.11 O O T O �1f n +N REGIONAL ROAD 42 DARLINGTON LARKE m TOWNLINERD DARLINGTO C. GISSON ROAD NIXON ROAD M. m � n BRDNN ROAD p POV.gRD ROAD Z Z °tmn O X a0 p D _ r MOSPORT O Vl (D BELRY DO LOCKHARTROAD SOUAIR ROAD OCHONSKI ROAD - (p G DRNE LESKARD Q R0, (7 M o 0 HGHVYAY 36'716 ° REEF) BEST V ROAD BEST Z o O (a ARTHUR STREE L BUCKLEY O (D i ALLN ROAD ROAD I11OFFAT ROAD ■op RILEY ROAD GAMSBY ROAD HIGINJAV 351176 {a 0 LAWRENCE ROAD HiGFfiYAY 36lliF ENSON ROAD VICKERS ROAD L01'YERY COOIiEY ROAD DAWSON ROAD t ROAD O 00 ADA14S GOLF COURSE ROAD ROAD W JEWEL HARRIS O ROAD ROAD s W < OO WIIlIAt4Al4N a . G � GIFFORD 3 RDWNEVILLE Cr GRAL W,1 WALSH ROAD MORTON Z O RMD C ROAD PATTERSON R, _ ftOAO AD OAK SCHOOL _ g ROAD O I.fORGANS ROAD MORGAFJ$ ROAD ROAD E. ROAD p o nuyNARD ROAD o Om � O JONES ROAD R m COVEN ANDREWS g ROAD ,� ROAD CARSCADDEN ROAD o O 0 0 SiAPLETON ROAD CEDAR VALLEY 0 Hl-LEN (D W ROAD o ROAD (D BELW.IV ROAD OVENS REIDROAO RED ROAD 8 ROAD -Z. WHITE ROAD O O 3 NEtVTONVILLEROAD 3 NEWTONViLLE ROAD O+ REGIONAL ROAD IB Q THOMPSON ROAD - - - - --d THE DELL ROAD (D C iT O, 0 STEYJARTROAD z 0 W LANCASTER ROAD MERCER O. u Z ROAD (fl Z 0 (D D 0 O ELLIOTT ROAD ELLIOTT ROAD r7i SHILOH ROAD F lANGSTAFF ROAD m 6 a CL N N`CHOLS ROAD R.�S YF GMIORE GILMORE ROAD ,P N SOPER ROAD _ ROAD 5 O (a EAST ILNE ROAD EAST TOWNLNE ROAD _ WLD SPRINGB DAn1P ROAD � O 1.1cCVLLOUGHR AD LC13 � G 3 x a ®®C®M AECOM �� 300 Water Street 905 668 9363 tel Whitby,ON,Canada L1 N 9J2 905 668 0221 fax www,aecom.com February 27, 2014 Sean Bagshaw, P. Eng. Capital Works Engineer Municipality of Clarington 40 Temperance Street Bowmanville, Ontario L1 C 3A6 Dear Mr. Bagshaw: Project No: 60263522 Regarding: Municipality of Clarington—By-Law Regulating Vehicle Weight on Jackman Road Bridge We have reviewed the following load limit postings for the above noted By-Law during our recent bridge appraisal update study completed in 2013. The Jackman Road Bridge, which was constructed about 1970, is a 19.0m+/-single span structural steel bailey bridge with a timber deck and a timber wearing surface. The bridge is currently closed to vehicle traffic. The bridge is in generally good condition with major repairs to the timber decking undertaken in 2013. Based on our assessment, the bridge is adequate for the following live load posting. It is recommended that the load limit by-law be renewed for a period of two years, at which time the bridge should be re-assessed. Asset ID Structure Name Street Name Location Bylaw Bylaw Bylaw PostingL3 I PostingL2 I PostingL1 Jackman Road Bailey Bridge Over 094024 Jackman Rd 0.15 km S of Longworth Ave 15 - - Bowmanville Creek Letter-MunlclpalAy Of Clarington Jackman Road Bridge 2014-02-27.Docx - 9-5 A.rCOM Page 2 February 27,2014 We trust that the foregoing is satisfactory. Please contact the undersigned if you have any questions in the above regards. Sincerely, Sincerely, AECOM Canada Ltd. AECOM Canada Ltd. Dennis Baxter, P. Eng. Selva Balasundaram, P. Eng. Manager, Bridges, Transportation Senior Structural Engineer dennis.baxter @aecom.com selva.balasundaram@aecom.com DB:jrep z: cc: 41 til Stir 1� •. b' c. is tst� ®.L® ERt, zS27/1 9-6 Lefler-Municipalfly Of Cladnglon Jackman Road Bridge 2014-02-27.Docx /" XOM AECOM 300 Water Street 905 668 9363 tel Whitby,ON,Canada L1 N 9J2 905 668 0221 fax www.aecom.com February 27, 2014 Sean Bagshaw, P. Eng, Capital Works Engineer Municipality of Clarington 40 Temperance Street Bowmanville, Ontario L1 C 3A6 Dear Mr. Bagshaw: Project No: 60263522 Regarding: Municipality of Clarington—By-Law Regulating Vehicle Weight on Bridges We have reviewed the following load limit postings for the above noted By-Law during our recent bridge appraisal update study completed in 2013. Based on our assessment, the bridges are adequate for the following live load postings. It is recommended that the load limit by-law be renewed for a period of two years, at which time the bridges should be re-assessed. Asset ID Structure Name Street Name Location Bylaw Bylaw Bylaw PostingL3 PostingL2 PostingL, 094023 Prospect Street Over CPR Prospect St 0.10 km S of Odell Street 15 Lakeshore Road over CNR(Lot 098003 Lakeshore Rd 1.00 km S of Conc Rd 1 4 - - 22/23,Conc B,Clarke) Nichols Road over CPR(Lot 2/3, 098011 Nichols Rd 1.10 km S of Conc Rd 1 2 - - Conc B,Clarke) 099045 Lot 20/21,Conc VII, Darlington Holt Rd 0.70 km N of Conc Rd 6/7 18 31 42 Letter-Munidpalfty Of Clarington Various Structures 2014-2-27.Docx 9 AOMPage 2 February 27,2014 We trust that the foregoing is satisfactory. Please contact the undersigned if you have any questions in the above regards. Sincerely, Sincerely, AECOM Canada Ltd. AECOM Canada Ltd. Dennis Baxter, P. Eng. Selva Balasundaram, P. Eng. Manager, Bridges, Transportation Senior Structural Engineer dennis.baxter @aecom.com selva.balasundaram@aecom.com DB:jrep cc: b N.flA O 9-8 Letter-Municipality Of Claringlon Various Structures 2014-2-27.Docx THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON BY-LAW NO.2014-' Being a By-law to limit the gross weight of any vehicle or any class thereof passing over a bridge under the jurisdiction of the Corporation of the Municipality of Clarington pursuant to the Highway Traffic Act, R.S.O. 1990, c H,8, as amended. WHEREAS Section 123 (2) of the Highway Traffic Act, R.S.O. 1990 cH.8, as amended provides that a municipal corporation or other authority having jurisdiction over a bridge may by by-law limit the gross vehicle weight of any vehicle or any class thereof passing over the bridge; AND WHEREAS the Council of the Corporation of the Municipality of Clarington deems it advisable to enact a by-law to limit the gross weight of any class thereof passing over a bridge under the jurisdiction of the Corporation of the Municipality of Clarington; NOW THEREFORE BE IT RESOLVED THAT the.Council of the Corporation of the Municipality of Clarington enacts as follows: 1. THAT in this by-law "gross vehicle weight" means the total weight in tonnes transmitted to the highway by a vehicle or combination of vehicles and load. 2. THAT no vehicle or combination of any class thereof with a gross vehicle weight in excess of 15 tonnes, shall be operated over Bridge 094024, Jackman Road, 0.15 km south of Longworth Avenue, Bowmanville. 3. This by-law shall not become effective until a notice of the limit of gross vehicle weight permitted, legibly printed, has been posted in a conspicuous place at each end of the bridge. 4. Every person who contravenes the provisions of the by-law is guilty of an offence and on conviction is liable to a fine as provided in the Highway Traffic Act, R.S.O. 1990, cH.8, as amended from time to time. 5. That the Engineers' Statement verifying the gross vehicle weight limit, specified in Section 2 of this by-law, is set out in Schedule"A" attached hereto and forms part of this by-law. 9-9 6. By-law 2002-178 is hereby repealed to delete any reference to the subject bridge described in Section 2 of this by-law. BY-LAW read a first and second time this 17th day of March,2014. BY-LAW read a third time and finally passed this 17th day of March,2014. Adrian Foster, Mayor Patti L. Barrie, Municipal Clerk 9-10 SCHEDULE"A"TO BY-LAW NUMBER 2014-XXX I, and Professional Engineers of the consulting firm of AECOM Canada Ltd., have reviewed the restriction of the gross vehicle weight passing over Bridge 094024,Jackman Road, 0.15 km south of Longworth Avenue, and more particularly described in the above-noted by-law. Effective as of the date of approval of this by-law, I agree with the recommended gross vehicle weight limit as set out in By-law No.2014-XXX for a period of twenty-four months. Signature Signature DATED: 9-11 THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON BY-LAW NO. 2014- Being a By-law to limit the gross weight of any vehicle or any class thereof passing over a bridge under the jurisdiction of the Corporation of the Municipality of Clarington pursuant to the Highway Traffic Act, R.S.O. 1990, c H.8, as amended. WHEREAS Section 123 (2) of the Highway Traffic Act, R.S.O. 1990 cH.8, as amended provides that a municipal corporation or other authority having jurisdiction over a bridge may by by-law limit the gross vehicle weight of any vehicle or any class thereof passing over the bridge; AND WHEREAS the Council of the Corporation of the Municipality of Clarington deems it advisable to enact a by-law to limit the gross weight of any class thereof passing over a bridge under the jurisdiction of the Corporation of the Municipality of Clarington; NOW THEREFORE BE IT RESOLVED THAT the Council of the Corporation of the Municipality of Clarington enacts as follows: i 1. THAT in this by-law "gross vehicle weight" means the total weight in tonnes transmitted to the highway by a vehicle or combination of vehicles and load. 2. THAT no vehicle or combination of any class thereof with a gross vehicle weight in excess of the amounts listed in the table—below-,shall be operated over the bridges listed in the table. Asset ID Structure Name Street Location Gross vehicle Name weight not to exceed 098003 Lakeshore Road Lakeshore 1.00 km south 4 tonnes over CNR(Lot Road of Conc. Rd. 1 22/23, Conc. B, Clarke 098011 Nichols Road Nichols 1.10 km south 2 tonnes over CPR(lot Road of Conc. Rd. 1 213, Conc. B, Clarke 094023 Prospect Street Prospect 0.10 km south 15 tonnes over CPR Street of Odell Street 099045 Lot 20/21, Conc. Holt Road 0.70 km north 18 t per single VII, Darlington of Conc. Rd. unit vehicle; 6/7 31 t for a tractor trailer or tractor 9-12 semi-trailer combination; 42 t for a single unit vehicle and more than one trailer combination 3. This by-law shall not become effective until a notice of the limit of gross vehicle weight permitted, legibly printed, has been posted in a conspicuous place at each end of the bridge. 4. Every person who contravenes the provisions of the by-law is guilty of 5 an offence and on conviction is liable to a fine as provided in the Highway Traffic Act, R.S.O. 1990, cH.8, as amended from time to time. 5. That the Engineers' Statement verifying the gross vehicle weight limit, specified in Section 2 of this by-law, is set out in Schedule "A" attached hereto and forms part of this by-law. 6. By-laws 2002-177 and 2002-179 through 2002-185 are hereby repealed to delete any reference to the subject bridge described in Section 2 of this by-law. BY-LAW read a first and second time this 17th day of March,2014. BY-LAW read a third time and finally passed this 17th day of March, 2014. Adrian Foster, Mayor Patti L. Barrie 9-13 SCHEDULE"A"TO BY-LAW NUMBER 2014-XXX I, and Professional Engineers of the consulting firm of AECOM Canada Ltd., have reviewed the restriction of the gross vehicle weight passing over Bridges 098003, 098011, 094023 and 099045, more particularly described in the above-noted by-law. Effective as of the date of approval of this by-law, I agree with the recommended gross vehicle weight limits as set out in By-law No. 2014-XXX for a period of twenty-four months. Signature Signature DATED: 9-14 �r REPORT Lending Nte{Vny ENGINEERING SERV Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: March 17, 2014 Resolution #: By-law #: Report: EGD-012-14 File #: Subject: MONTHLY REPORT ON BUILDING PERMIT ACTIVITY FOR FEBRUARY, 2014. RECOMMENDATIONS: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report EGD-012-14 be received for information. ' 1 Submitted by: Reviewed by: A. S. Cannella, C.E.T. Franklin Wu Director of Engineering Services Chief Administrative Officer ASC/jo CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1 C 3A6 T(905)623-3379 F(905)623-1824 9-15 REPORT NO.: EGD-012-14 PAGE 2 1. BACKGROUND 1.1 With respect to the Building Permit Activity for the month of FEBRUARY 2014, Staff wish to highlight the following statistics for the information of Committee and Council. MONTH OF FEBRUARY 2014 2013 BUILDING Number Of Value Of Number Of Value Of % Change Of CATEGORY Permits Construction Permits Construction Value 2014-2013 Residential 36 $7,448,960 25 $3,194,904 133.2% Industrial 3 $2,583,422 3 $1,036,534 149.2% Government 0 $0 0 $0 N/A Commercial 5 $179,240 4 $10,042,000 -98.2% Institutional 1 $50,000 4 $30,000 66.7% Agricultural 3 $28,000 0 $0 N/A Demolition 1 $0 7 $0 N/A TOTAL 49 $10,289,622 43 $14,303,438 -28.1% YEAR TO DATE 2014 2013 BUILDING Number Of Value Of Number Of Value Of % Change Of CATEGORY Permits Construction Permits Construction Value 2014-2013 Residential 172 $41,588,046 91 $16,372,429 154.0% Industrial 6 $25,214,488 5 $5,076,534 396.7% Government 0 $0 0 $0 N/A Commercial 10 $388,240 8 $11,609,000 -96.7% Institutional 1 $50,000 4 $30,000 66.7% Agricultural 3 $28,000 0 $0 N/A Demolition 22 $0 13 $0 N/A TOTAL 214 $67,268,774 121 $33;087,963 103.3% 9-16 REPORT NO.: EGD-012-14 PAGE 3 1.2 With respect to building permit activities (over$250,000) and large residential building permit activities, the details are provided as follows: Owner I Applicant Construction Tvne Location Value Regional Energy from Waste 72 Osborne Road, Courtice $283,422 Municipality of Facility (Foundation Durham Refuse Expansion) Ontario Power Vehicle Screening 2151 South Service Road, $2,000,000 Generation Facility Darlington Ontario Power Mechanical HVAC 2151 South Service Road, $300,000 Generation Upgrades for Two Darlington Offices at the Learning Centre 9-17 REPORT NO.: EGD-012-14 PAGE 4 The following is a comparison of the types of dwelling units issued for the month of"FEBRUARY' and "YEAR TO DATE". Dwelling Unit Type "FEBRUARY" 2014 Dwelling Unit Typo "YEAR TO DATE 2014`® 0 0 1 Townhouse Apartment 18 Apartment 0% 0% Townhouse r. q 1% r= 12_% r f � 13 86 Single Single Detached Detache 12 52% 44 58% Semi- '' Semi- '-' Single Detached 13 Single Detached 86 Detached a Detached Semi-Detached44 48% Semi-Detached 12 29% f Townhouse0 " Townhouse 18 Apartment0 Apartment 1 The following is a historical comparison of the building permits issued for the month of "FEBRUARY" and "YEAR TO DATE" for a three year period. Historical Data for Month of Historical Data "YEAR TO DATE®" "FEBRUARY" $80,000,000 $20,000,000 $70,000,000 $18,000,000 $60,000,000 $16,000,000 $14,000,000 $50,000,000 $12,000,000 $40,000,000 $10,000,000 $30,000,000 $8,000,000 $20,000,000 $6,000,000 r , $4,000,000 $10,000,000 $2,000,000 $0 _ _ $0 2014 2013 2012 2014 2013 2012 Value $67,268,774 $33,087,963 $9,067,958 Value $10,289,622 $14,303,438 $1,939,798 9-18 REPORT NO.: EGD-012-14 PAGE 5 PERMIT REVENUES 2014 2013 February Year to Date February Year to Date PERMIT FEES $62,114 $512,238 $82,569 $207,943 INSPECTION SERVICES 2014 2013 February Year to Date February Year to Date Building Inspections 529 959 477 1,040 Plumbing & Heating Inspections 621 1,163 663 1,360 Pool Enclosure Inspections 0 1 0 1 TOTAL 1,150 2,123 1,140 2,401 NUMBER OF NEW RESIDENTIAL UNITS 2014 2013 February Year to Date February Year to Date Single Detached 13 86 5 23 Semi-Detached 12 44 6 22 Townhouse 0 18 0 10 Apartments 0 1 1 2 TOTAL 25 149 1 12 57 9-19 REPORT NO.: EGD-012®14 PAGE 6 RESIDENTIAL UNITS HISTORICAL COMPARISON YEAR: 2014 AREA (to end of 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 February) Bowmanville 136 216 291 360 282 98 340 451 609 307 587 Courtice 10 97 179 312 236 113 134 82 . 126 241 173 Newcastle 0 92 34 165 37 24 60 77 84 202 191 Wilmot Creek 0 2 2 5 8 9 30 16 15 15 25 Orono 0 1 1 1 1 0 2 1 1 1 2 Darlington 0 12 6 5 8 6 10 6 7 14 15 Clarke 1 6 10 8 6 11 5 11 12 13 10 Burketon 1 1 0 0 1 0 0 0 0 1 1 Enfield 0 0 0 0 0 0 0 0 0 0 0 Enniskillen 0 2 3 0 3 2 1 0 0 1 1 1 Hampton 1 0 1 1 0 0 0 1 1 0 0 Haydon 0 0 0 0 0 0 0 0 0 0 0 Kendal 0 0 0 0 1 1 1 0 1 1 0 0 1 1 Kirby 0 1 0 0 1 0 0 0 0 0 0 Leskard 0 0 0 0 0 0 0 0 0 0 0 Maple Grove 0 0 0 0 0 0 0 0 0 0 0 Mitchell Corners 0 1 1 1 0 0 0 1 0 0 1 Newtonville 0 7 6 3 7 5 7 2 2 4 5 Solina 0 1 3 1 1 5 1 0 6 3 3 1 3 Tyrone 0 0 0 1 1 0 5 0 0 0 0 TOTALS 149 439 537 863 593 274 593 655 861 802 1,015 9-20 REPORT NO.: EGD-012-14 PAGE 7 2. CONCURRENCE - Not Applicable CONFORMITY WITH STRATEGIC PLAN - Not Applicable Staff Contact - Rick Pigeon, Chief Building Official 9-21 o C'J1a1".J� n REPORT OPERATIONS DEPARTMENT Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: March 17, 2014 Resolution#: By-law#: Report#: OPD-001-14 File#: Subject: 2013 WINTER BUDGET REPORT RECOMMENDATIONS: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report OPD-001-14 be received for information Submitted by: '' Reviewed by: ed nck J. Horvath Franklin Wu, Director of Operations Chief Administrative Officer FJH:kr CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379 10-1 REPORT NO.: OPD-001-14 PAGE 2 1. BACKGROUND Further to our 2013 Winter Budget Report#OPD-011-13, submitted June 24th, 2013, staff is providing a final update to the costs of the 2013 winter maintenance program. Winter Maintenance: As of December 31, 2013, the following table illustrates the expenditures incurred. Winter Control 2013 Budget 2013 Actual Variance Plow/Sand/Salt $1,525,100 $2,045,237 ($520,137) Winter Maintenance $317,469 $365,859 ($48,390) Other Total $1,842,569 $2,411,096 ($568,527) The 2013 winter maintenance budget from January 1 st to December 31 st actual expenditure of$2,411,096 includes the sand/salt not used at year end for a value of $167,887. Included in the above total is the 2013 cost of$109,354 to provide winter maintenance to unassumed developments, which is recovered from developers. The Municipality of Clarington delivers winter control services across a road system of 1,700 lane kilometers. The Operations Department winter response capacity features thirty (30) units on assigned routes and up to ten (10) ancillary pieces of equipment depending on our winter response. Our response is composed of a mix of vehicles from the Orono, Hampton, and Yard 42 depots in accordance with the Ontario Minimum Maintenance Standards. In 2013, The Operations Department had seventy-two (72) responses. A full callout is categorized by calling all available drivers. An event is categorized by calling any number less than all available drivers. The breakdown is as follows: twenty-four (24) full callouts, forty-three (43) events and five (5) snow removal operations. Of these seventy-two (72) responses, forty-eight (48) were for snow accumulation, six (6) were for freezing rain, five (5) were for drifting snow and thirteen (13) were for ice / clean up conditions. 10-2 REPORT NO.: OPD-001-14 PAGE 3 Winter Callouts: Year Jan Feb Mar Apr Oct Nov Dec Total 2009 21 12 1 2 0 1 14 51 2010 12 16 0 0 0 1 10 39 2011 19 17 8 0 0 1 15 60 2012 18 13 1 0 0 1 12 45 2013 14 21 7 2 0 9 19 72 Please note that winter operations were above normal range, based on the previous four year average of 49 callouts. During 2013 snow removal operations in the Downtown BIA's were scheduled. Winter Patrol is a critical winter control function. It provides us the assurance that the road system is observed on a continual basis during the winter season, so that any potentially hazardous conditions encountered can be addressed. Road Patrol is also backed up by an On Call Lead Hand available to visit the areas of concern if necessary and to make judgment calls as appropriate. An Operations Supervisor is also on call to assist with winter maintenance. In 2013, Operations was able to schedule staff for evening and overnight winter response to improve efficiencies in the off hours. Senior Citizens and Physically Disabled Sidewalk Program The total budget for this program in 2013 was $50,000 with an actual expenditure of $58,354. As per the 2013 approved budget, there is an annual administration fee of $60.00 plus HST per registered property. For November and December there has been ten (10) callouts costing a total of$28,348. 10-3 REPORT NO.: OPD-001-14 PAGE 4 Program Call-Out Statistics January February March April November December Total 2009 8 4 0 1 0 4 17 2010 6 8 0 0 1 8 23 2011 8 12 3 0 0 7 30 2012 8 5 1 0 0 6 20 2013 4 11 4 0 1 9 29 Since the charge has been implemented the Senior Citizens and Physically Disabled Sidewalk and Driveway Windrow Snow Clearing Program has increased 9.5% from last season total of 241 residents on the program to 263 for the 2013/14 season. The driveway windrow snow clearing service is not undertaken until the snow plowing on all municipal streets has been completed. Area 2013-2014 Season 2012-2013 Season New Returning Total New Returning Total Bowmanville 28 93 121 21 93 114 Burketon 0 1 1 0 1 1 Courtice 36 59 95 24 54 78 Enniskillen 0 2 2 0 2 2 Hampton 1 2 3 0 3 3 Newcastle 8 21 29 9 20 29 Newtonville 0 3 3 0 4 4 Orono 0 9 9 1 9 10 Totals 73 190 263 55 186 241 10-4 REPORT NO.: OPD-001-14 PAGE 5 Sidewalk Snow Clearing Contract: The total budget for sidewalk snow clearing portion of the program in 2013 was $165,000 with an actual of $170,772. The snow clearing service on municipal sidewalks starts when a snowfall ends and only when there is more than two centimeters of snow on sidewalks. Below is a table of call-out statistics for this program from 2009 to 2013: Call-Out Statistics January February March April November December Total 2009 8 4 0 1 0 9 22 2010 7 7 0 0 1 13 28 2011 14 16 7 0 0 7 43 2012 12 12 1 0 0 6 31 2013 11 16 4 0 4 24 59 2. COMMENTS The ice storm presented a significant challenge in terms of hours of work and tree damage. Further report(s) will be brought to Council as everything unfolds with spring cleanup and when more information is captured. Our goal will be to efficiently deploy the right resources to the right issue at the right time. 3. CONCURRENCE This report has been reviewed by Nancy Taylor, Director of Finance who concurs with the recommendations. CONFORMITY WITH STRATEGIC PLAN — Not Applicable Staff Contact: Fred Horvath, Director of Operations 10-5 i Clarftwn REPORT EMERGENCY AND FIRE SERVICES DEPARTMENT Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: March 17, 2014 Resolution#: By-law#: Report#: ESD-002-14 File#: Subject: FOURTH QUARTER ACTIVITY REPORT– 2013 RECOMMENDATIONS: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report ESD-002-14 be received for information. Submitted by: Reviewed by: —J Gord Weir, Franklin Wu, Director of Emergency Chief Administrative Officer Services GW/mb CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379 11 -1 REPORT NO.: ESD-002-14 PAGE 2 1. BACKGROUND Report ESD-002-14 covers the period of October 1 to December 31, 2013 and is intended to provide.Council with relevant, timely information on the activity of the Emergency and Fire Services Department Suppression Division. 2. COMMENTS The Department responded to 943 calls during this report period. Included in this number were 5 fires with a low risk or greater. Fire damages totaled more than $448,046. Attachment# 1 provides a summary of: • fulltime suppression staffing summary — report period • call volume by station — report period • call volume — quarterly over 3 years • response type summary— report period • fire response details — report period 3. CONCURRENCE — Not Applicable CONFORMITY WITH STRATEGIC PLAN — Not Applicable Staff Contact: Mark Berney, Deputy Fire Chief Attachments: Attachment #1 — Emergency Services Suppression Division Activity Report List of Interested Parties: None i 11-2 Attachment# 1 to Report ESD-002-14 EMERGENCY SERVICES SUPPRESSION DIVISION ACTIVITY REPORT REPORT PERIOD: OCTOBER 1,2013 00:00:00hrs - DECEMBER 3.1, 2013 23:59:59hrs FULLTIME SUPRESSION STAFFING SUMMARY- REPORT PERIOD THE PERCENTAGE OF TIME PUMPER TRUCKS WERE STAFFED WITH 98% 4 OR MORE FULLTIME FIREFIGHTERS CALL VOLUME BY STATION - REPORT PERIOD Station 1 � „ 494 Bowmanville III F Station 2 115 Newcastle Station 3 54 Orono Station 4 242 Courtice Station 5 38 Enniskillen 0 100 200 300 .400 500 600 CALL VOLUME - QUARTERLY OVER 3 YEARS 1000 -- — - - 943 900 889 881 864 867 820 857 817 857 854 838 800 786 700 600 500 Quarter 1 Quarter 2 Quarter 3 Quarter 4 vi 2013- 3403 calls 112012- 3396 calls 2011 - 3474 calls 11-3 Attachment# 1 to Report ESD-002-14 RESPONSE TYPE SUMMARY- REPORT PERIOD 26 0 5 3% 16% 55 124 6% 13% 86 ` 9% Alow 107 11% 9_ 60 471 ■#1 FIRES ®#2 OUTDOOR, NO LOSS FIRES :#3 BURNING(controlled) ■#4 CO FALSE CALL ®#5 FALSE FIRE CALLS #6 MEDICAL CALLS #7 OTHER CALLS #8 PRE-FIRE CONDITION CALLS FIRE RESPONSE DETAILS - REPORT PERIOD DATE Fire Risk Firefighters On-scene Stand-by Call-Back on 1st Truck Firefighters Firefighters Initiated Oct-03 Moderate 4 24 15 No Nov-12 High 5 14 12 No Nov-12 High 5 29 15 No Dec-03 Low 6 30 9 No Dec-21 High 4 27 18 No 11-4 Cla rft mi i REPORT EMERGENCY AND FIRE SERVICES DEPARTMENT Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: March 17, 2014 Resolution#: By-law#: Report#: ESD-003-14 File#: Subject: STATION 1 - RENOVATION RECOMMENDATIONS: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report ESD-003-14 be received; and 2. THAT the additional funds in the amount of $85,000 required to complete the renovations be financed from the Emergency Services Development Charges Reserve Fund. Submitted by: ^Reviewed by: fiord Weir, Franklin Wu, Director of Emergency Chief Administrative Officer Services GW/mb CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379 11-5 REPORT NO.: ESD-003-14 PAGE 2 1.0 BACKGROUND 1.1 In the 2008 Fire Master Plan Update, it was projected that in 2012 an expansion at the main fire station (Station 1) would be required. It was also identified in the 2011 — 2014 budget forecasts in the amount of $1,260,000. As well, in 2009-2010 Council approved building a new fire station in Newcastle to replace the aging downtown Newcastle facility and the need to address full- time coverage in the area due to increases in call volumes. In February 2010, Council approved $4,500.000 for the construction of the new station. In March 2011, Council put a hold on the Newcastle project and asked that we reconsider the location of the station and advise Council of cost implications to move the station from Rudell Road to Highway 2. In 2012, the location was changed to 3333 Highway 2, Newcastle and the additional funds in the amount of $813,612 were to be drawn from the Fire Department Reserve Fund and added to the original budget of$4,500,000, bringing the cost of the new fire station to $5,526,612. This depleted the Reserve Fund and put the expansion to Station 1 on hold. In 2012, a request for$100,000 dollars was put forward in the budget submission and approved for a renovation of Station 1 Administration area. With the assistance of the Purchasing Division, proposals were obtained for architectural service and in May 2013 an order was issued to cover the design and contract Administration. In consultation with the architect, the design was completed. Accessibility concerns were addressed as well to incorporate a new front counter and more barrier-free type access within the space. The plans were approved and the consultant provided a cost estimate in late 2013 and after further review it identified a need for an additional $85,000 to complete the renovation. Construction Cost Estimate including $153,000.00 design and contract administration Contingency $15,000.00 Office Furniture $8,000.00 Temporary Office Trailer $5,500.00 Data Cabling Design Consulting $1,500.00 Moving furniture (2 moves) $2,000.00 Total Estimate $185,000.00 11-6 REPORT NO.: ESD-003-14 PAGE 3 2.0 COMMENTS 2.1 The renovation is required to facilitate a more accessible front counter and to provide a more conducive work space in the Administration area. This renovation will also maximize the work space which is required with the addition of the Part-Time Clerk. New modular furniture will be required in the Prevention space and all current existing furniture in the Administration offices will be re- used. $100,000.00 is currently set aside for this project and it is recommended that the additional $85,000.00 required to complete the project be funded using available funds from the project account, Emergency Services Development Charges Reserve Fund. 3.0 CONCLUSION 3.1 The request for the additional funds has been reviewed and discussed by the Finance Director. Funds are available in the Fire Department Reserve Fund to accommodate this renovation in the Administration area and no impact to the levy will occur. 4.0 CONCURRENCE Not required CONFORMITY WITH STRATEGIC PLAN The recommendations contained in this report conform to the general intent of the following priorities of the Strategic Plan: Promoting economic development X Maintaining financial stability Connecting Clarington Promoting green initiatives X Investing in infrastructure — Showcasing our community — Not in conformity with Strategic Plan Staff Contact: Gord Weir, Director of Emergency and Fire Services/Fire Chief List of Interested Parties: None 11 -7 Cla rft wn REPORT EMERGENCY AND FIRE SERVICES DEPARTMENT Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: March 17, 2014 Resolution#: By-law#: Report#: ESD-004-14 File#: Subject: EMERGENCY AND FIRE SERVICES DEPARTMENT— FIRE MASTER PLAN RECOMMENDATIONS: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT the Fire Master Plan as prepared by Dillon Consulting, be approved by Council as the strategic template for the delivery of fire protection services for the Municipality of Clarington; and 2. THAT the Director of Emergency Services be directed to develop a comprehensive implementation plan including proposed operating and capital budget requirements to be presented to Council on an annual basis for consideration as a component of the fire department budget submission process. C.-/�, Submitted by: Reviewed by: Gord Weir, Franklin Wu, Director of Emergency Chief Administrative Officer Services GW/mb CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379 11 -8 REPORT NO.: ESD-004-14 PAGE 2 1. BACKGROUND The Fire Protection and Prevention Act states that, "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 fire protection services as it determines may be necessary in accordance with its needs and circumstances." Since 2003, Fire Master Planning documents have been available to Council when making decisions regarding fire protection services for the Municipality. In 2008, a Fire Master Plan Update was produced. The Update attempted to address immediate and potential core challenges facing Emergency and Fire Services in a growing municipality. The 2008/2009 global recession and localized minimal growth prohibited Council from acting on a majority of recommendations contained within this Update. 2. COMMENTS In the Province of Ontario the delivery of fire protection services are guide by the Fire Protection and Prevention Act including the strategic optimization of the three lines of defense: 1. Public Education and Prevention; 2. Fire Safety Standards and Enforcement; and 3. Emergency Response The analyses within the Fire Master Plan recognize three strategic priorities for the delivery of fire protections services within the Municipality of Clarington: • The utilization of a comprehensive Community Risk Profile to determine the level of existing and projected fire safety risks within the municipality as the basis for assessing the current and future fire protection services; • The optimization of the first two lines of defence including public education and prevention, and the utilization of fire safety standards and enforcement to provide a comprehensive fire protection program within the municipality, based on the results of the Community Risk Profile; and • Emphasis on strategies that support the sustainability of fire protection services that provide the most cost effective and efficient level of fire protection services resulting in the best value for the community. I 11-9 REPORT NO.: ESD-004-14 PAGE 3 3. CONCURRENCE: None 4. CONCLUSION The Emergency and Fire Services Department Master Plan provides 41 recommendations that if acted on will: • Optimize the first two "lines of defence" through enhanced prevention inspections and fire safety education efforts; • Provide for the third "line of defence" within an overall community fire safety plan thereby maintaining an effective and efficient fire suppression capability; and • Improve the effectiveness of non-operational divisions, internal communications, records management and training. The recommendations contained in this report conform to the general intent of the following priorities of the Strategic Plan: _ Promoting economic development X_ Maintaining financial stability Connecting Clarington Promoting green initiatives Investing in infrastructure _ Showcasing our community _ Not in conformity with Strategic Plan Staff Contact: Gord Weir, Director of Emergency Services Attachments: Attachment 1 — Emergency and Fire Services Department Master Plan (Distributed Separately) 11 -10 Municipality of Clarington Fire Master Plan Final Report February 2014 Prepared By: Dillon Consulting Limited Municipality of Clarington Fire Master Plan Final Report – February 2014 EXECUTIVE SUMMARY This Municipality of Clarington Fire Master Plan (FMP) has been developed to provide a strategic framework to assist Council in making decisions regarding the provision of fire protection services based on the Municipality’s local needs and circumstances. The overarching goal of this report is to present a clear understanding of the existing and future requirements of the CEFS. Referencing best practices, including relevant standards and legislation, this study includes an assessment of all divisions within the CEFS. The analyses and recommendations contained within this plan have been prepared with the regard for the legislated responsibilities of the municipality as contained within theFire Protection and Prevention Act (1997) (FPPA) and theOccupational Health and Safety Act(OHSA). Our interpretation of Council’s commitment to public safety is to provide the optimal level of fire protection services as determined through the assessment of the “needs and circumstances” of the Municipality of Clarington as referenced in the FPPA, and in achieving a cost effective and efficient level of fire protection services, resulting in the best value for the community. Significant emphasis has been placed on the use of Public Fire Safety Guidelines (PFSG) and the resources provided by the Office of the Fire Marshal - Ontario (OFM). One of the primary roles of the OFM is to provide assistance to municipalities through the provision of information and processes to support determining the fire protection services a municipality requires based on its local needs and circumstances. The Comprehensive Fire Safety Effectiveness Model and Fire Risk Sub-Model are examples of the OFM documents that have been utilized to prepare this FMP. Within the Province of Ontario the delivery of fire protection services are guided by the FPPA including the strategic optimization of the three lines of defence which include: I.Public Education and Prevention; II.Fire Safety Standards and Enforcement; and III.Emergency Response. Optimization of the first two lines of defencehas proven to be an effective strategy in reducing the impacts of fire, and fire related injuries across the province. Recently the Fire Marshal of Ontario indicated that further optimization of programs targeted specifically at the first two lines of defence must be a priority for fire services within Ontario. Emergency response including fire suppression resources are a necessary tool in managing the overall fire risk within a community. However, as indicated by the Fire Marshal of Ontario, preventing fires through the delivery of education and prevention programs, and utilization of the appropriate fire safety standards and enforcement strategies is the most effective means to further reduce the impacts of fire, and fire related injuries across the province. The analyses within this report recognize three strategic priorities for the delivery of fire protection services within the Municipality of Clarington including: The utilization of a comprehensive Community Risk Profile to determine the level of existing and projected fire safety risks within the municipality as the basis for assessing the current and future fire protection services; Page - i Municipality of Clarington Fire Master Plan Final Report – February 2014 The optimization of the first two lines of defence including public education and prevention, and the utilization of fire safety standards and enforcement to provide a comprehensive fire protection program within the municipality, based on the results of the Community Risk Profile; and Emphasis on strategies that support the sustainability of fire protection services that provide the most cost effective and efficient level of fire protection services resulting in the best value for the community. The FPPA states that,"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 fire protection services as it determines may be necessary in accordance with its needs and circumstances.” Fire Master Plans are typically developed as ten year plans, with updates completed at the five year horizon. CEFS previously completed a Fire Master Plan in 2003 and a Fire Master Plan Update in 2008. This indicates that the timing of the subject Fire Master Plan study is consistent with best practices for strategic municipal fire services planning. In our view the Clarington Emergency and Fire Services (CEFS) reflects a progressive fire service that, with the support of the current and previous municipal Councils, has developed a comprehensive fire protection plan that is supported by a high degree of public satisfaction and support. The findings of this FMP reflect that under the leadership of the Fire Chief and department management team the Municipality of Clarington is currently providing a level of fire protection services commensurate with its legislated responsibilities as defined by the Fire Protection and Prevention Act, 1997 (FPPA). A summary of the FMP recommendations are provided in the following sections. A review of the FMP should be conducted at the five year horizon, to ensure it continues to align with and serve the needs of the department and the community it serves. Summary of Recommendations The following is a summary of our recommendations for each division of the CEFS: Administration Division: 1.That CEFS regularly review and revise the administrative organizational model to balance the workload and to assign complementary divisions within the span of authority of the respective supervisor. 2.That CEFS continuously reviews and monitors the amount of administrative support and staffing resources required as the FMP recommendations are implemented to ensure sufficient administrative support is provided. Within the short-term horizon (one to three years) of this FMP consideration should be given to incrementally increasing the part-time clerk position to a full-time position. 3.That CEFS complete the ongoing administrative work space assessment for Station 1 including the financial analyses and capital funding requests to implement the recommended workspace improvements. 4.That CEFS continuously review and update (as required) the current Establishing and Regulating By-Law to reflect the proposed service levels, including the performance targets recommended within this FMP. Page - ii Municipality of Clarington Fire Master Plan Final Report – February 2014 5.That CEFS review the Fire Services Dispatch Agreement with Oshawa Fire Services and revise to include performance measures for call taking and dispatching, such as those contained in the NFPA 1221 standard. 6.The CEFS prioritize the development of a partnership/automatic aid agreement with Oshawa Fire Services to provide specialized services such as HAZMAT, rope rescue, high angle rescue, confined space rescue and water rescue. 7.That CEFS investigate enhancing the current automatic agreement with Oshawa Fire Services for responses into Courtice. 8.That CEFS review the current medical tiered response agreement in consultation with the Durham Emergency Medical Service in defining options for Council’s consideration in providing fire department medical related emergency response. 9.The CEFS consider additional supervisory roles within the department’s organizational structure to improve department succession planning. 10.That future reviews of the development charge by-law consider the recommendations within this FMP. 11.That additional policies and guidelines be developed to address the activities, services and daily operations of all divisions of the CEFS (e.g. additional policies and operating guidelines relating to training, fire prevention and public education). 12.That all CEFS policies and operating guidelines be reviewed annually to ensure they accurately reflect the present day conditions and legislation, which are subject to regular changes. 13.That the existing records management software (CriSys) be used for all possible areas of records management to maintain consistency and optimize the use of the software and the efficiency of data management. 14.That consideration be given to assigning one of the Deputy Chiefs as the CEMC and assigning the Fire Chief and other Deputy Chief as alternate CEMCs. Additionally, some of the administrative tasks related to emergency planning could be supported by municipal staff in other departments. Fire Prevention Division: 15.That CEFS prioritize strategies and initiatives to enhance the first two lines of defence to mitigate emergency call volumes and increase the overall level of fire protection. 16.That CEFS’ public education efforts target and address the vulnerable demographics identified within the Community Risk Profile (e.g. seniors and children) with an increased emphasis to provide public education programs to seniors on an annual basis. 17.That CEFS’“Alarmed for Life Program” and other public education programs supporting the first line of defence be targeted at areas within Clarington where extended emergency response times are present due to long travel distances, as identified within the Community Risk Profile. 18.That Council consider the recommended performance targets for fire safety inspections and public education program delivery cycles identified within this section of the report and include them in the CEFS Establishing and Regulating By-Law. 19.That CEFS investigate and purchase enhanced technology such as mobile computer tablets complete with appropriate software and applications, which would allow for on-site reporting and order issuances, and would expedite the fire inspection process. Page - iii Municipality of Clarington Fire Master Plan Final Report – February 2014 20.That the Municipality of Clarington create a Business Directory within the Municipality to assist CEFS with building occupancy and occupancy use. 21.That CEFS continues to review all fees for service on a regular basis and where necessary make recommendations for revisions and or new fees as required to reflect a full-cost recovery system. 22.That the implementation strategy for new positions within the CEFS Fire Prevention and Public Education division include the following three positions within the short term horizon (one to three years) of this FMP: Hire two additional Fire Inspectors; and o Hire a dedicated Fire and Life Safety Educator. o 23.That CEFS continuously assess the need for additional fire prevention and public education resources as a result of monitoring the increased building stock resulting from growth and development within the Municipality. 24.That CEFS develop strategies to utilize on-duty Suppression Division staff, when available, for fire prevention activities. Fire Suppression Division: 25.That CEFS continue to identify performance targets for the Suppression Division including targets for turnout times, first response and depth of response. 26.That CEFS continue to target, track (including the on-scene arrival times) and monitor the first response deployment of four firefighters, and a depth of response deployment of 14 firefighters to moderate risk occupancy, and 24 firefighters to high risk occupancy. 27.That CEFS identify and implement specific strategies targeted to reduce turnout time for both the volunteer and full-time firefighters. 28.That Council prioritize the incremental implementation of full-time staffing at Station 2 in Newcastle by hiring four full-time suppression staff in 2014 and four full-time suppression staff in 2016 in order to achieve the target of 24 hour full-time coverage by the midterm horizon of this FMP. 29.That CEFS consider incrementally increasing the station complement of volunteers at each station from the current 25 to 30 within the short-term (one to three years) horizon of this Fire Master Plan. 30.That CEFS conduct a facility review, including a space-needs assessment for supporting additional volunteers at all stations. Options for temporary solutions could be considered as an interim measure to solve the immediate needs. 31.That CEFS consider the introduction of a Duty Captain position to oversee the operational requirements of the CEFS on a 24 hour basis. This position would be a reclassification of four present Captains. 32.That CEFS consider adding five new volunteer Acting Captain positions to each of the five fire station volunteer complements. Page - iv Municipality of Clarington Fire Master Plan Final Report – February 2014 Training Division: 33.That current CEFS training activities be enhanced to provide a Comprehensive Annual Training Program for all CEFS staff as part of the transition to utilizing the NFPA training standards recently adopted by the Ontario Fire Service. 34.That the space needs assessment (recommended within this FMP) include focused consideration of the training space needs requirements including classroom space, and in-service training space. 35.That CEFS investigate opportunities for partnerships with other agencies and neighbouring municipalities to provide access to live fire training. 36.That an additional Training Officer position be considered within the mid-term horizon of this FMP in recognition of the increased fire suppression resources, including full-time and volunteer firefighters, identified within this FMP. 37.That the proposed CEFS Comprehensive Annual Training Program includes scheduled participation by all fire suppression personnel in live fire training exercises on an annual basis, as a minimum. 38.That the proposed Comprehensive Annual Training Program include, where possible, the use of web-based video conferencing and online training programs to enhance the current availability of programs and improve the efficiency of delivering information and training to all fire suppression staff. Apparatus, Equipment and Maintenance: 39.That CEFS develops strategies to maintain the apparatus and equipment replacement schedules and additional reserve apparatus needs in light of the recommendations in this FMP. 40.That the Establishing and Regulating By-Law be amended to include the responsibilities of the Mechanical and Technical Support person. 41.When CEFS stations are receiving a consistently higher number of volunteers responding to the station for calls than the number of seats available, the Municipality should consider options for adding a passenger transport vehicle (i.e. passenger van) to the fleet of that station. Communications and Technology: 42.That CEFS investigate and pursue opportunities to apply technology to improve internal communications, department training, public education, records management and any other applicable areas. 43.That CEFS consider strategies to continuously improve internal communications throughout the CEFS as a whole department. Page - v Municipality of Clarington Fire Master Plan Final Report – February 2014 TABLE OF CONTENTS PAGE EXECUTIVE SUMMARY.................................................................................................................... I 1.0INTRODUCTION ........................................................................................................ 1 1.1Community Background ................................................................................................. 1 1.2Department Background ................................................................................................. 2 1.3Clarington Strategic Plan 2011-2014 .............................................................................. 3 2.0LEGISLATION ............................................................................................................ 4 2.1 Legislation Fire Prevention and Protection Act, 1997. ..................................................... 4 2.2Office of the Fire Marshal – Ontario (OFM) ................................................................... 7 2.2.1PFSG 00-00-01 “Framework for Setting Guidelines within a Provincial- Municipal Relationship” .................................................................................... 7 2.2.2PFSG 04-40-03 “Selection of Appropriate Fire Prevention Programs”.............. 7 2.2.3PFSG 04-08-10 “Operational Planning: An Official Guide to Matching Resource Deployment and Risk” ........................................................................ 8 2.2.4PFSG 01-02-01 “Comprehensive Fire Safety Effectiveness Model” (CFEM) ..... 8 2.2.5PFSG 01-01-01 “Fire Protection Review Process” .......................................... 10 2.3Occupational Health and Safety Act ............................................................................. 10 3.0COMMUNITY RISK PROFILE ............................................................................... 12 3.1Summary of Community Risk Profile ........................................................................... 13 4.0ADMINISTRATION DIVISION ............................................................................... 14 4.1Vision and Mission Statements ..................................................................................... 14 4.2Department Organization and Staffing .......................................................................... 15 4.2.1 Divisions and Organization .............................................................................. 15 4.3Administration Team .................................................................................................... 17 4.3.1Department Management Team ....................................................................... 17 4.4Administrative Services ................................................................................................ 18 4.5Administrative Workspace............................................................................................ 18 4.6Annual Report .............................................................................................................. 19 4.7By-laws & Agreements ................................................................................................ 19 4.7.1By-laws ............................................................................................................ 19 4.7.2Mutual Aid Agreements .................................................................................... 20 4.7.3Automatic Aid Agreements ............................................................................... 20 4.7.4Medical Tiered Response Agreement ................................................................ 21 4.7.5Communications Services Agreements ............................................................. 22 4.7.6Other Agreements ............................................................................................ 22 4.8Capital and Operating Budgets ..................................................................................... 23 4.8.1Development Charges ...................................................................................... 23 4.9Departmental Policies and Procedures .......................................................................... 24 4.10Promotions and Succession Planning ............................................................................ 25 4.10.1Promotional Process ........................................................................................ 25 4.10.2Succession Planning ........................................................................................ 25 4.11Records Management ................................................................................................... 26 4.12Emergency Preparedness .............................................................................................. 26 4.12.1Community Emergency Management Coordinator ........................................... 27 4.13Administration Division Recommendations .................................................................. 28 Page - i Municipality of Clarington Fire Master Plan Final Report – February 2014 5.0FIRE PREVENTION & PUBLIC EDUCATION ..................................................... 30 5.1Comprehensive Fire Safety Effectiveness Model .......................................................... 30 5.2Staffing ........................................................................................................................ 30 5.3Key Functions .............................................................................................................. 32 5.4Fire Prevention and Public Education Activities ........................................................... 32 5.4.1Public Education and Awareness Programs ..................................................... 32 5.4.2Public Education Performance Measures ......................................................... 34 5.4.3Fire Prevention Inspections ............................................................................. 35 5.4.4Building Stock .................................................................................................. 36 5.4.5Optimizing the First Two Lines of Defence ....................................................... 36 5.4.6Fire Safety Enforcement ................................................................................... 39 5.4.7Fire Safety Plans.............................................................................................. 39 5.4.8Fire Investigations ........................................................................................... 39 5.4.9Care Homes for Seniors, People with Disabilities ............................................ 40 5.4.10Priorities Summary .......................................................................................... 40 5.5Fees for Service ............................................................................................................ 42 5.6Fire Prevention Division Staffing Resources ................................................................. 43 5.7Community-Based Fire Protection Model ..................................................................... 45 5.8Summary and Recommendations .................................................................................. 46 6.0FIRE SUPPRESSION ................................................................................................ 48 6.1Fire Suppression Staffing.............................................................................................. 48 6.2Fire Department Water Tanker Shuttle Accreditation .................................................... 51 6.3Fire Stations ................................................................................................................. 51 6.4Fire Suppression Guidelines, Industry Standards, Industry Best Practices ..................... 55 6.5PFSG 04-08-10 Operational Planning: An Official Guide to Matching Resource Deployment and Risk ................................................................................................... 55 6.5.1National Fire Protection Association (NFPA) 1710 Standard ........................... 57 6.5.2Initial Arriving Company – “First Response” .................................................. 57 6.5.3 55555555555555555555555555555555555555555555555555555555555555555555555555555555555555555555B 6.6National Fire Protection Association (NFPA) 1720 Standard ........................................ 60 6.7Summary of Fire Suppression Guidelines, Industry Standards, and Industry Best Practices ..................................................................................................................................... 61 6.8Current Emergency Response Overview ....................................................................... 64 6.8.1Call Volume ..................................................................................................... 64 6.8.2Emergency Call Incident Types ........................................................................ 65 6.8.3Percentage of Incident Type ............................................................................. 66 6.8.4Response Time Assessment ............................................................................... 67 6.8.5Dispatch Time .................................................................................................. 67 6.8.6Turnout Time ................................................................................................... 69 6.8.7Travel Time ..................................................................................................... 70 6.8.8Total Response Time ........................................................................................ 70 6.8.9Historic Staffing Response Assessment ............................................................. 71 6.9Assessment of Response Coverage ............................................................................... 73 6.9.1Methodology .................................................................................................... 73 6.10Analytic Results ........................................................................................................... 74 6.10.1Coverage Assessment Scenarios ....................................................................... 74 6.11Staffing Considerations ................................................................................................ 96 6.11.1Volunteer Suppression Operations ................................................................... 98 6.11.2Staffing of Station 2, Newcastle ........................................................................ 98 Page - ii Municipality of Clarington Fire Master Plan Final Report – February 2014 6.11.3Span of Control and Succession Planning ...................................................... 100 6.12Summary and Recommendations ................................................................................ 101 6.12.1Recommendations .......................................................................................... 101 7.0TRAINING DIVISION ............................................................................................ 102 7.1Annual Training Plan ................................................................................................. 102 7.1.1 Live Fire Training .......................................................................................... 104 7.2Technical Training Program ....................................................................................... 104 7.2.1 Prevention and Education Training ................................................................ 104 7.3Training Facilities ...................................................................................................... 104 7.3.1Training Technology Opportunities ................................................................ 105 7.4Company Officer Development .................................................................................. 106 7.5Division Resources ..................................................................................................... 106 7.6Summary and Recommendations ................................................................................ 106 8.0 APPARATUS, EQUIPMENT & MAINTENANCE. ............................................... 108 8.1Division Responsibilities ............................................................................................ 108 8.2Current Apparatus and Equipment .............................................................................. 108 8.3Reserve Fleet Considerations ...................................................................................... 111 8.4Maintenance Facilities ................................................................................................ 111 8.5Fleet Replacement Plan .............................................................................................. 111 8.5.1Equipment ..................................................................................................... 112 8.5.2Future Fleet Considerations........................................................................... 112 8.6Summary and Recommendations ................................................................................ 112 9.0COMMUNICATION & TECHNOLOGY REVIEW.............................................. 113 9.1Dispatching Services .................................................................................................. 113 9.2Staffing and Supervision............................................................................................. 113 9.3Radio Systems ............................................................................................................ 113 9.3.1Next Generation Common Communications Platform Project (NextGen)........ 114 9.4Opticom System ......................................................................................................... 114 9.5Department Technology ............................................................................................. 114 9.6Department Communication ....................................................................................... 114 9.7Summary and Recommendations ................................................................................ 114 10.0MUNICIPAL COMPARATORS ............................................................................. 115 11.0STUDY CONSULTATION ...................................................................................... 119 11.1Project Team .............................................................................................................. 119 11.1.1Additional Key Stakeholder Interviews and Consultation ................................ 119 11.2Project Meetings......................................................................................................... 119 11.3Public and Stakeholder Consultation ........................................................................... 120 11.3.1Council Workshop Education and Training Session ....................................... 120 11.3.2Community Information Open House ............................................................. 120 11.3.3Online Public and Stakeholder Survey............................................................ 120 11.4Summary of Study Consultation ................................................................................. 120 12.0IMPLEMENTATION PLAN ................................................................................... 121 Page - iii Municipality of Clarington Fire Master Plan Final Report – February 2014 LIST OF TABLES Table 1: Clarington Fire & Emergency Services Staffing .................................................................. 14 Table 2: Municipality of Clarington 2014 Development Charge Rates .............................................. 22 Table 3: Public Education Programs Delivered (2010-2011) ............................................................. 32 Table 4: Public Education Performance Targets ................................................................................ 34 Table 5: Building Inspections and Other Activities (2010-2011) ....................................................... 36 Table 4: Existing Fire Prevention Inspection Performance Measures ................................................ 36 Table 7: Fire Prevention and Public Education Priority Setting Worksheet ........................................ 41 Table 8: Fees for Service .................................................................................................................. 42 Table 9: Existing Staffing Guideline (Policy 2-25-P) ........................................................................ 49 Table 10: Current Stations, Apparatus & Minimum Staffing .............................................................. 49 Table 11: Existing Station Descriptions .............................................................................................. 52 Table 12: NFPA 1720 . ....................................................................................................................... 58 Table 13: Recommended Depth of Response – Municipality of Clarington ........................................ 64 Table 14: Historical Turnout Times by Station ................................................................................... 66 Table 15: Summary of Analytic Results (Emergency Response Assessment) ...................................... 92 Table 16: Apparatus and Model Year (Trucks) ................................................................................. 110 Table 17: Apparatus and Model Year (Light Vehicles) ..................................................................... 111 Table 18: Municipal Comparator Group ........................................................................................... 117 Table 19: Resources, Staffing and Financial Comparison .................................................................. 118 Table 20: Implementation Plan ......................................................................................................... 122 Page - iv Municipality of Clarington Fire Master Plan Final Report – February 2014 LIST OF FIGURES Figure 1: Factors in a Comprehensive Fire Safety Effectiveness Model ............................................. 9 Figure 2: Comprehensive Model applied to a typical Fire Department .............................................. 9 Figure 3: Clarington Emergency and Fire Services Organizational Structure ................................... 16 Figure 4: CEFS Chain of Command .............................................................................................. 17 Figure 5: Municipality of Clarington Emergency Planning Structure and Organization (from Emergency Plan, Figure 1) ..................................................................................... 28 Figure 6: Current Reporting Structure of the Fire Prevention Division ............................................ 31 Figure 7: Existing Fire Station Locations ........................................................................................ 54 Figure 8: PFSG 04-08-10 Critical Task Matrix ............................................................................... 56 Figure 9: First Response Fire Scene Responsibilities ...................................................................... 58 Figure 10: Depth of Response Fire Scene Responsibilities ................................................................ 59 Figure 11: Emergency Call Volume by Year (2008-2012) ................................................................ 65 Figure 12: Historical Call Volume by Type (2008-2012) .................................................................. 66 Figure 13: Historic Average Call Volumes (2008-2012) by Percentage Type .................................... 67 Figure 14: Historical Dispatch Times by Type (2008-2012) .............................................................. 68 Figure 15: Historical Travel Times (First Arriving Vehicle) by Type (2008-2012) ............................ 70 Figure 16: Historical Total Response Times by Type ........................................................................ 71 Figure 17: Historic First Response Staffing Assessment by Type of Call........................................... 72 Figure 18: Historic Depth of Response Staffing Assessment by Type of Call .................................... 73 Figure 19: Existing First Response ................................................................................................... 76 Figure 20: Existing Depth of Response ............................................................................................. 76 Figure 21: Existing Depth of Response – NFPA 1720 ....................................................................... 78 Figure 22: Revised Minimum Staffing Depth of Response ................................................................ 80 Figure 23: Revised Minimum Staffing Depth of Response – NFPA 1720 .......................................... 81 Figure 24: First Response Results, Full Time Crew at Station 2 ........................................................ 83 Figure 25: Depth of Response, Full Time Crew at Station 2 .............................................................. 83 Figure 26: Depth of Response – NFPA 1720, Full Time Crew at Station 2 ........................................ 85 Figure 27: Existing Conditions – Automatic Aid Impacts.................................................................. 87 Figure 28: Future Do Nothing – First Response ................................................................................ 89 Figure 29: Depth of Response, NFPA 1710 - Future Do Nothing ...................................................... 90 Figure 30: Depth of Response, NFPA 1720 - Future Do Nothing ...................................................... 91 Figure 31: Depth of Response – NFPA 1710, Future Full Time Crew at Station 2 ............................. 93 Figure 32: Depth of Response – NFPA 1720, Future Full Time Crew at Station 2 ............................. 94 Page - v Municipality of Clarington Fire Master Plan Final Report – February 2014 Figure 33: Average Initial Personnel Responding – All Call (2009 – 2012) ....................................... 96 Figure 34: Average Initial Personnel Responding – Fire Calls (2009-2012) ....................................... 96 Figure 35: Average Total Personnel Responding – All Calls (2009-2012) ......................................... 97 Figure 36: Average Total Personnel Responding – Fire Calls (2009-2012) ........................................ 97 APPENDICES APPENDIX A: PFSG 00-00-01 “Framework for Setting Guidelines within a Provincial-Municipal Relationship” APPENDIX B: PFSG 04-40-03 “Selection of Appropriate Fire Prevention Programs” APPENDIX C: PFSG 04-08-10 “Operational Planning: An Official Guide to Matching Resource Deployment and Risk” APPENDIX D: PFSG 01-02-01 “Comprehensive Fire Safety Effectiveness Model” APPENDIX E: PFSG 01-01-01 “Fire Protection Review Process” APPENDIX F: PFSG 02-03-01 “Economic Circumstances” APPENDIX G: PFSG 02-02-03 “Fire Risk Assessment” APPENDIX H: PFSG 02-04-01 “Capabilities of Existing fire Protection Services APPENDIX I: Community Risk Profile APPENDIX J: Definitions of OFM Response Types APPENDIX K: Public and Stakeholder Online Survey Summary & Consultation Materials Page - vi Municipality of Clarington Fire Master Plan Final Report – February 2014 1.0INTRODUCTION The Municipality of Clarington initiated this Fire Master Plan (FMP) study as part of its comprehensive community planning process to guide the delivery of fire protection services over the next ten years. Development of a FMP recognizes the continued commitment of Council and senior staff to providing the highest level of services and programs to the community in the most cost-effective and efficient manner. This FMP provides a complete review of the current operations of the Clarington Emergency & Fire Services (CEFS) to assist Council in establishing key objectives for the department. The plan includes recommendations to address both short-term and long-term strategies for the municipality, consistent with the fire master planning process outlined within the Office of the Fire Marshal, Ontario,Shaping Fire- Safe Communities Initiative. The overarching goal of this report is to present a clear understanding of the existing and future requirements of the CEFS. Referencing best practices, including relevant standards and legislation, this study includes an assessment of all divisions within the CEFS. Fire Master Plans are typically developed as ten year plans, with updates completed at the five year horizon. CEFS previously completed a Fire Master Plan in 2003 and a Fire Master Plan Update in 2008. This indicates that the timing of the subject Fire Master Plan study is consistent with best practices for strategic municipal fire services planning. 1.1Community Background Clarington is located in the Region of Durham, in the Eastern portion of the Greater Golden Horseshoe (GGH). The Municipality is bounded by Oshawa to the west, Lake Ontario to the south, the Township of Scugog to the north and Northumberland County to the east. It has the largest land mass within the Region and a population of 84,550 (2011). Bowmanville is Clarington’s largest urban area, home to approximately 38,615 people. Clarington’s population has increased by 17.4% over the past 10 years and is expected to increase by 2.4% annually over the next five years. The population of seniors within Clarington, as with most municipalities in Ontario, is expected to continue increasing over the next number of years. The number of residents aged five to fourteen years has also increased. Understanding the demographics and future trends of a municipality is essential to preparing a fire master planning study. The Municipality is transected by the CP (Canadian Pacific Railway Ltd.) and CN (Canadian National Railway Co.) rail lines as well as Highway 401 and Highway 115/35 (and Highway 407 anticipated in the near future). Clarington is home to a deep water port servicing St. Mary’s Cement. Land uses in Clarington are diverse. They include urban and rural areas and environmental protection lands. The urban areas are located within numerous hamlets, towns and villages, and are designated for commercial, industrial, residential (high, medium and low-density), institutional and assembly occupancies. 1.0 INTRODUCTION Page - 1 Municipality of Clarington Fire Master Plan Final Report – February 2014 1.2Department Background The CEFS history dates back to the 1800’s with the establishment of first fire company in Bowmanville in 1854. In 1879, the South Ward Fire Hall opened in Bowmanville. The north ward and south ward fire stations evolved into the Bowmanville Fire Department with one station on Church Street. The Orono Fire Department history dates back to the early 1900`s and was organized by the Police Trustees of the Village of Orono. Orono Fire Stations have always been located on Main Street. In 1942, locals built the first fire station in Newcastle village on Mill just north of King Street. In 1976 Carveth Motors was purchased and converted into the present fire station in Newcastle, which will be closed in 2014 when the new station opens. Historically Newcastle firefighters only responded to fires in the village and the surrounding area of Clarke Township was protected by the Orono Fire Department. With amalgamation in 1974 the three fire departments (Bowmanville, Orono and Newcastle) became the Town of Newcastle Fire Department. Since that time the department has evolved and grown into a composite fire service operating from five fire stations with stations being built in Courtice (1979) and Enniskillen (1989). The CEFS operates today as a modern, well-trained, progressive fire department. It aims to protect the life and property of the community from fire and other public safety hazards through prevention, education, planning, and emergency incident services. Dillon Consulting Limited completed a Fire Master Plan Report in 2003 and a Fire Master Plan Update in 2008. The previous Fire Master Plan, completed in 2003 and updated in 2008, assessed the CEFS fire suppression staffing resources and requirements against the ‘OFM 10-in-10 guideline’ (Office of the Fire . This guideline was r Marshal, Ontario, Public Fire Safety Guideline 04-08-12, December, 2001)escinded by the , and replaced with PFSG 04-08-12 “Operational Planning: An Official Guide OFM on November 10, 2010 to Matching Resource Deployment and Risk”in January of 2011. The 2003 and 2008 updated Fire Master Plan included recommendations to incrementally hire an additional 20 full-time firefighters over the period 2009 to 2013. These additional fire suppression staff would have provided the opportunity for the CEFS to move strategically towards compliance with the previous OFM 10-in-10 guideline. However, due to other corporate priorities, and the significant financial impact of hiring additional full-time firefighters, this recommendation was not completed during this period. During this same time period the CEFS successfully negotiated an agreement with the City of Oshawa to provide fire dispatch services. In addition to the benefits of improving the overall fire dispatch (communications) abilities of the CEFS this strategy also created an opportunity to increase the number of full-time firefighters within the department. Four former CEFS dispatch positions were transferred to the suppression division resulting in an increase of four full-time firefighters. This resulted in a partial implementation of the 2003/2008 Fire Master Plan recommendation. In comparison to the 2003/2008 Fire Master Plan the analyses within this review assess the CEFS in relation to current legislation, OFM guidelines, industry standards and best practices. 1.0 INTRODUCTION Page - 2 Municipality of Clarington Fire Master Plan Final Report – February 2014 1.3Clarington Strategic Plan 2011-2014 The Municipality of Clarington developed a corporate Strategic Plan to guide the strategic priorities of the Municipality through the years of 2011 to 2014 and beyond. The mission for the Municipality of Clarington is to be “Committed to leadership, respect, and the delivery of quality services.” The vision for the future is for “Building a sustainable, creative, caring community.” The plan highlights the Municipality’s Strategic Priorities as: Promoting economic development; Maintaining financial stability; Connecting Clarington; Promoting green initiatives; Investing in infrastructure; and Showcasing the community. This Fire Master Plan identifies recommendations and initiatives to align CEFS to support and action these strategic priorities. 1.0 Introduction Page - 3 Municipality of Clarington Fire Master Plan Final Report – February 2014 2.0LEGISLATION 2.1Legislation Fire Prevention and Protection Act, 1997 Within the Province of Ontario the relevant legislation for the operation of a fire department is contained within theFire Protection and Prevention Act, 1997 (FPPA). The following are applicable sections of the FPPA for reference purposes: PART I DEFINITIONS Definitions1.(1) In this Act, “fire chief” means a fire chief appointed under section 6 (1), (2) of (4); (“chef des pompiers”) “fire code” means the fire code established under Part IV; (“code de prevention des incendies”) “fire department” means a group of firefighters authorized to provide fire protection services by a municipality, group of municipalities or by an agreement made under section 3; (“service d’ incendie”) “Fire Marshal” means the Fire Marshal appointed under subsection 8 (1); (“commissaire des incendies”) “fire protection services” includes fire suppression, fire prevention, fire safety education, communication, training of persons involved in the provisions of fire protection services, rescue and emergency services and the delivery of all those Services; (“services de protection contre les incendies”) “municipality” means the local municipality as defined in the Municipal Act, 2001; (“municipalite”) “prescribed” means prescribed by regulation (“prescript”) “regulation” means a regulation made under this Act; (“reglement”) “volunteer firefighter” means a firefighter who provides fire protection services either voluntarily or for a nominal consideration, honorarium, training or activity allowance; (“pompier volontaire”) Application of definition of(3) The definition of firefighter in subsection (1) does not apply to Part IX. 1997, c. 4, s. 1 (2) firefighter Automatic aid agreements(4) For the purposes of this Act, an automatic aid agreement means any agreement under which, (a) a municipality agrees to ensure the provision of an initial response to fires and rescues and emergencies that may occur in a part of another municipality where a fire department in the municipality is capable of responding more quickly than any fire department situated in the other municipality, or (b) a municipality agrees to ensure the provision of a supplemental response to fires, rescues and other emergencies that may occur in a part of another municipality where a fire department situated in the municipality is capable of providing the quickest supplemental response to fires, rescues and other emergencies occurring in the part of the other municipality. 1997, c. 4, s. 1 (4) PART II RESPONSIBILITY FOR FIRE PROTECTION SERVICES Municipal responsibilities2.(1) Every municipality shall (a) establish a program in the municipality which must include public education with respect to fire safety and certain components of fire prevention, and 2.0 Legislation Page - 4 Municipality of Clarington Fire Master Plan Final Report – February 2014 (b) provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances. Services to be provided(3) In determining the form and content of the program that it must offer under clause (1)(a) and the other fire protection services that it may offer under clause (1)(b), a municipality may seek the advice of the Fire Marshal Automatic aid agreements(6) A municipality may enter into an automatic aid agreement to provide or receive the initial or supplemental response to fires, rescues and emergencies. Review of municipal fire(7) The Fire Marshal may monitor and review the fire protection services provided by servicesmunicipalities to ensure that municipalities have met their responsibilities under this section, and if the Fire Marshal is of the opinion that, as a result of a municipality failing to comply with its responsibilities under subsection (1), a serious threat to public safety exists in the municipality, he or she may make recommendations to the council of the municipality with respect to possible measures the municipality may take to remedy or reduce the threat to public safety. Failure to provide services(8) If a municipality fails to adhere to the recommendations made by the Fire Marshal under subsection (7) or to take any other measure that in the opinion of the Fire Marshal will remedy or reduce the threat to public safety, the Minister may recommend the Lieutenant Governor in Council that a regulation be made under subsection (9). Regulation(9) Upon the recommendation of the Minister, the Lieutenant Governor in council may make regulations establishing standards for fire protection services in municipalities and requiring municipalities to comply with the standards. Fire departments(1) A fire department shall provide fire suppression services and may provide other fire protection services in a municipality, group of municipalities or in territory without municipal organization. 1997, c. 4, s. 5 (1) Same(2) Subject to subsection (3), the council of a municipality may establish more than one fire department for the municipality. 1997, c. 4, s. 5 (2) Exception(3) The council of a municipality may not establish more than one fire department if, for a period of at least 12 months before the day this Act comes into force, fire protection services in the municipality were provided by a fire department composed exclusively of full-time firefighters. 1997, c. 4, s. 5 (3) Same(4) The councils of two or more municipalities may establish one or more fire departments for the municipalities. 1997, c. 4, s. 5 (4) Fire chief, municipalities6. (1) If a fire department is established for the whole or part of a municipality or for more than one municipality, the council of the municipality or the councils of the municipalities, as the case may be, shall appoint a fire chief for the fire department. Same(2) The council of a municipality or the councils of two or more municipalities may appoint a fire chief for two or more fire departments. Responsibility to council(3) A fire chief is the person who is ultimately responsible to the council of a municipality that appointed him or her for the delivery of fire protection services Powers of a fire chief (5) The fire chief may exercise all powers assigned to him or her under this Act within the territorial limits of the municipality and within any other area in which the municipality has agreed to provide fire protection services, subject to any conditions specified in the agreement. 2.0 Legislation Page - 5 Municipality of Clarington Fire Master Plan Final Report – February 2014 PART III FIRE MARSHAL Appointment of Fire Marshal8 (1) There shall be a Fire Marshal who shall be appointed by the Lieutenant Governor in Council. Powers of Fire Marshal9.(1) the Fire Marshal has the power, ( a) to monitor, review and advise municipalities respecting the provision of fire protection services and to make recommendations to municipal councils for improving the efficiency and effectiveness of those services; (b) to issue directives to assistants to the Fire Marshal respecting matters relating to this Act and the regulations; (c) to advise and assist ministries and agencies of government respecting fire protection services and related matters; (d) to issue guidelines to municipalities respecting fire protection services and related Matters; (e) to co-operate with anybody or person interested in developing and promoting the principles and practices of fire protections services; (f) to issue long service awards to persons involved in the provision of fire protection services; and (g) to exercise such other powers as may be assigned under this Act or as may be necessary to perform any duties assigned under this Act. Duties of Fire Marshal9.(2) It is the duty of the Fire Marshal, (a) to investigate the cause, origin and circumstances of any fire or of any explosion or condition that in opinion of the Fire Marshal might have caused a fire, explosion, loss of life, or damage to property; (b) to advise municipalities in the interpretation and enforcement of this Act and the regulations; (c) to provide information and advice on fire safety matters and fire protection matters by means of public meetings, newspaper articles, publications, electronic media and exhibitions and otherwise as the Fire Marshal considers available; (d) to develop training programs and evaluation systems for persons involved in the provision of fire protection services and to provide programs to improve practices relating to fire protection services; (e) to maintain and operate a central fire college; (f) to keep a record of every fire reported to the Fire Marshal with the facts, statistics and circumstances that are required under the Act; (g) to develop and maintain statistical records and conduct studies in respect of fire protection services; and (h) to perform such other duties as may be assigned to the Fire Marshal under this Act. 2.0 Legislation Page - 6 Municipality of Clarington Fire Master Plan Final Report – February 2014 2.2Office of the Fire Marshal – Ontario (OFM) As indicated within the FPPA the duties of the Fire Marshal include responsibilities to assist in the interpretation of the Act, to develop training and evaluation systems and enforcement of the Act and its regulations. One of these roles includes the review of compliance with the minimum requirements of a Community Fire Safety Program, which must include: 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); and A simplified risk assessment. The OFM has developed Public Fire Safety Guidelines (PFSG) to assist municipalities in making informed decisions with regard to determining local “needs and circumstances” and achieving compliance with the FPPA. 2.2.1PFSG 00-00-01 “Framework for Setting Guidelines within a Provincial- Municipal Relationship” PFSG 00-00-01 (attached asAppendix A) is an example of the guidelines that have been developed. Information within the background section of this document includes the following: “Municipalities are compelled to establish a program in the municipality which must include public education with respect to fire safety and certain components of fire prevention. The act also states that municipalities are responsible for arranging such other fire protection services as they determine may be necessary according to their own needs and circumstances. The relationship between the province and municipalities is based on the principle that municipalities are responsible for arranging fire protection services according to their own needs and circumstances”. As referenced in this document, guidelines represent one component of the strategy that the Ministry of Community Safety and Correctional Services proposes for public fire protection in Ontario. The strategy referenced includes: Clarifying municipal responsibility for local fire protection, while protecting the provincial interest in public safety. Removing remaining legislative barriers which forestall the restructuring and reorganization of municipal fire services. Facilitating a shift in focus which places priority on fire prevention and public education as opposed to fire suppression. Providing municipalities with decision-making tools to help them provide services according to their own needs and circumstances. Facilitating more active involvement of the private sector and other community groups in fire prevention and public education through the Fire Marshals Public Fire Safety Council. 2.2.2PFSG 04-40-03 “Selection of Appropriate Fire Prevention Programs” PFSG 04-40-03 and 04-40-12 (attached asAppendix B) identifies the four minimum requirements of the FPPA Section 2. (1) (a) “establish a program in the municipality which must include public education with respect to fire safety and certain components of fire prevention” including: 2.0 Legislation Page - 7 Municipality of Clarington Fire Master Plan Final Report – February 2014 Simplified risk assessment; A smoke alarm program; Fire safety education material distributed to residents/occupants; and Inspections upon compliant or when requested to assist with code compliance. 2.2.3PFSG 04-08-10 “Operational Planning: An Official Guide to Matching Resource Deployment and Risk” PFSG 04-08-10 (attached asAppendix C) was developed by the OFM to assist municipalities’ in meeting their responsibilities under Section 2. (1) (b) “provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances” of the FPPA. As stated by the OFM in PFSG“04-08-10 Operational Planning: An Official Guide to Matching Resource Deployment and Risk”: “ The overall public safety objective of a municipality is to provide the community with an optimal level of fire protection. Fire suppression is one aspect of the three lines of defence; the other two lines are Public Education and Prevention and Fire Safety Standards and Enforcement. A municipality needs to evaluate its existing fire suppression capabilities to ensure that it is managing all fire risk levels within the community, responding to and addressing fires that occur, and meeting public and council expectations”. 2.2.4PFSG 01-02-01 “Comprehensive Fire Safety Effectiveness Model” (CFEM) PFSG 01-02-01 (Attached asAppendix D) was developed by the OFM to assist communities in evaluating their level of fire safety. The model recognizes that there is more to providing fire protection services than just building fire stations, purchasing equipment and deploying firefighters. The CFEM confirms that the fire service within Ontario is in a period of change. In response to increasing public expectations and diminishing financial resources municipalities are being forced to critically assess their fire protection needs in identifying new and innovative ways to providing the most cost effective fire protection services. The following is an excerpt from PFSG 01-02-01: “This model looks at community fire protection as the sum of eight key components, all of which impact on the fire safety of the community. Deficiencies in one of the components can be offset by enhancements in another component or components”. The CFEM identifies that every municipality should be guided by a master or strategic plan covering a planning horizon of five to ten years. Shifting from the traditional focus of hazard identification and fire suppression response the CFEM recognizes that more comprehensive risk assessment and optimizing the use of fire prevention and control systems are part of a paradigms shift within the fire service. Figure 1below shows each of the factors which make up the comprehensive model. Although the chart is divided equally, each factor will in reality contribute differently to the total level of protection provided to a community. 2.0 Legislation Page - 8 Municipality of Clarington Fire Master Plan Final Report – February 2014 Figure 1: Factors in a Comprehensive Fire Safety Effectiveness Model (Source: OFM PFSG 01-02-01) Figure 2 shows how the comprehensive model can be applied to a typical fire department. The "gap" depicts the difference between the existing level of protection and the ideal. Figure 2: Comprehensive Model applied to a typical Fire Department (Source: OFM PFSG 01-02-01) Utilizing the framework of the CFEM and the fire protection service assessment processes developed by the OFM the primary objective of this FMP is to identify through evidence based analyses the presence of any existing gap in fire protection services within the Municipality of Clarington. 2.0 Legislation Page - 9 Municipality of Clarington Fire Master Plan Final Report – February 2014 In response to any existing gaps identified this FMP recommends strategies that are intended to optimize the use of the “three lines of defence” including: I.Public Education and Prevention II.Fire Safety Standards and Enforcement III.Emergency Response A further description of each line of defence includes: I. Public Education and Prevention: Educating residents of the community on means for them to fulfill their responsibilities for their own fire safety is a proven method of reducing the incidence of fire. Only by educating residents can fires be prevented and can those affected by fires respond properly to save lives, reduce injury and reduce the impact of fires; II. Fire Safety Standards and Enforcement: Ensuring that buildings have the required fire protection systems, safety features, including fire safety plans, and that these systems are maintained, so that the severity of fires may be minimized; III. Emergency Response: Providing well trained and equipped firefighters directed by capable officers to stop the spread of fires once they occur and to assist in protecting the lives and safety of residents. This is the failsafe for those times when fires occur despite prevention efforts. The CFEM emphasises the importance and value of preventing a fire. This is important from both an economic and public safety perspective, at the same time, ensuring an appropriate level of health and safety for firefighters. The model also recognizes that developing programs and providing resources to effectively implement the first line of defence (a proactive public education and prevention program) can be an effective strategy to reduce and potentially minimize the need for the other lines of defence. 2.2.5PFSG 01-01-01 “Fire Protection Review Process” Analysing local circumstances is a core component of the fire master planning process. PFSG 01-01-01 (Attached asAppendix E) identifies the three main issues that define local circumstances including the guidelines to be utilized: PFSG 02-03-01 “Economic Circumstances” (Attached asAppendix F) PFSG 02-02-03 “Fire RiskAssessment”(Attached asAppendix G) PFSG 02-04-01 “Capabilities of Existing Fire Protection Services(Attached asAppendix H) Detailed analysis of these issues is included within this report to provide the background and rational to support the recommendations of this Master Fire & Emergency Services Plan. 2.3Occupational Health and Safety Act TheOccupational Health and Safety Act, R.S.O. 1990 (OHSA) requires every employer to,“take every precaution reasonable in the circumstances for the protection of the worker”. The OHSA provides for the appointment of committees, and identifies the “Ontario Fire Services Section 21 Advisory Committee”as the advisory committee to the Minister of Labour with the role and responsibility to issue guidance notes to address firefighters-specific safety issues within Ontario. 2.0 Legislation Page - 10 Municipality of Clarington Fire Master Plan Final Report – February 2014 Firefighter safety must be a high priority in considering all of the activities and services to be provided by a fire department. This must include the provision of department policies and procedures, or Operating Procedures (OPs) that are consistent with the direction of the OHSA Section 21 Guidance Notes for the fire service. The CEFS prioritises health and safety within the department. This includes participation on the corporate health and safety committee where members of the CEFS provide access to a broad spectrum of knowledge impacting all employees within the Municipality of Clarington. 2.0 Legislation Page - 11 Municipality of Clarington Fire Master Plan Final Report – February 2014 3.0COMMUNITY RISK PROFILE 1 The Office of the Fire Marshal, Ontario’s (OFM)Fire Risk Sub-model introduces the importance of community risk in the following paragraph: “Assessing the fire risk within a community is one of the seven components that comprise the Comprehensive Fire Safety Effectiveness Model. It is the process of examining and analyzing the relevant factors that characterize the community and applying this information to identify potential fire risk scenarios that may be encountered. The assessment includes an analysis of the likelihood of these scenarios occurring and their subsequent consequences.” Community fire risks are further explained in detail within the OFM’sFire Risk Sub-model as follows: “The types of fire risks that a community may be expected to encounter are influenced by its defining characteristics. For example, a “bedroom community” presents a different set of circumstances over one that is characterized as an “industrial town”. Communities that are distinguished by older buildings will pose a different set of concerns over those that are comprised of newer buildings constructed to modern building codes. Communities populated by a high percentage of senior citizens present a different challenge over ones with a younger population base. Assessing fire risk should begin with a review of all available and relevant information that defines and characterizes your community. Eight key factors have been identified that contribute to the community’s inherent characteristics and circumstances. These factors influence events that shape potential fire scenarios along with the severity of their outcomes: Property Stock Building Height and Area Building Age and Construction Building Exposures Demographic Profile Geography/Topography/Road Infrastructure Past Fire Loss Statistics Fuel Load Utilizing the framework provided within the OFM’s Fire Risk Sub-model provides the opportunity to assess the potential fire risk scenarios that may be present by creating a Community Risk Profile. The profile can then be used to assess the current level of fire protection services provided, and identify where if any potential gaps exist, or areas that a municipal Council may want to consider in determining its own needs and circumstances as defined by the FPPA. 1 Source:Comprehensive Fire Safety Effectiveness Model, Fire Risk Sub-Model, June 2009 Office of the Fire Marshal, Ontario 3.0 Community Risk Profile Page - 12 Municipality of Clarington Fire Master Plan Final Report – February 2014 This section contains a summary of the observations from each of the categories contained within the community risk profile and assessment. The detailed Community Risk Profile is contained within Appendix I. 3.1Summary of Community Risk Profile The Fire Master Plan process included a Community Risk Profile (Appendix I). The following summarizes the results of the assessment. Data provided by the OFM supports addressing residential fire risk as a key priority, as residential fire losses accounted for 71% of all structure fire losses between 2007 and 2011. Property stock in Clarington is overwhelmingly “Group C” residential (97%). Residential single-detached housing units represent 79.3% of the 29,865 residential dwelling structures. Although the majority of new residential building stock includes flame retardant materials and construction techniques, 35.3% of the Municipality’s residential buildings were built prior to 1981 and have a higher fire loss risk due to age and construction. Tall or large buildings can present a greater fire risk loss or life safety concern. Few buildings in Clarington are over five storeys; however, there are significant large industrial and commercial buildings, including the downtown core of Bowmanville, Darlington Nuclear Generating Station, St. Mary’s Cement and Lakeridge Health Bowmanville. Demographics can impact fire risk, as some members of the population may be more vulnerable due to mobility challenges, language barriers or other factors. Clarington’s demographics generally reflect those of the province. The percentage of seniors in Clarington is slightly less than Ontario as a whole (12.1% vs. 14.6%, respectively). The assessment identified several high risk buildings with vulnerable populations. The analysis of the past fire losses within the Municipality of Clarington indicates that Group C- Residential occupancies represent the highest level of risk within the community. The population of Clarington is expected to increase by 30% over the next 10 years, accommodated primarily in Bowmanville, Courtice and Newcastle. Major infrastructure projects are planned or under construction, including the expansion of Highway 407 to Highway 35/115, Darlington Nuclear refurbishment and Durham Region’s Energy from Waste facility. This Fire Master Plan uses the results of the Community Risk Profile to inform recommendations for improved fire service in the community. Enhancing the first two lines of defence, including pro-active prevention and education programs and fire inspections and enforcement, targeted at the areas identified within this Community Risk Profile, is considered a priority of this Fire Master Plan. 3.0 Community Risk Profile Page - 13 Municipality of Clarington Fire Master Plan Final Report – February 2014 4.0ADMINISTRATION DIVISION Under the leadership of the Fire Chief, Clarington Fire and Emergency Services has a history of successfully providing fire protection and prevention services to community the through the use of both full-time and volunteer firefighters, operating from five fire stations located across the Municipality of Clarington. The Administration Division consists of the Director of Emergency and Fire Services / Fire Chief, two Deputy Fire Chiefs supported by administrative personnel. This division, and ultimately the Fire Chief, oversee and monitor the resources and operations of all of the divisions in the department. The Administration Division operates from CEFS Headquarters, located at 2430 Highway 2 in Bowmanville. 4.1Vision and Mission Statements Vision: The CEFS is guided by the following “We are dedicated to a fire safe community” Mission Statement The is as follows: “To ensure we deliver service excellence through public education, prevention, training and emergency response.” Value Statement CEFS has a, as follows: “Every member of Clarington Emergency & Fire Services upholds the tradition of a composite department and with their skill and knowledge respond without boundary.” 4.0 Administration Division Page - 14 Municipality of Clarington Fire Master Plan Final Report – February 2014 4.2Department Organization and Staffing The CEFS employs 193.5 staff assigned to various positions and divisions, as listed inTable 1. Table 1: Clarington Fire & Emergency Services Staffing #Full-Time#Volunteer Position / Division StaffStaff Corporate Strategic, Emergency Preparedness and Administrative Services Fire Chief1 Deputy Chief2 Administration Staff2.5 Fire Prevention and Public Education Fire Prevention Officer1 Fire Prevention Inspectors3 Fire Suppression and Emergency Response 52 (includes 8125 - (includes full-time5 District Firefighters Captains)Chiefs and 20 Captains) Junior Firefighters (Students)4 Training and Development Senior Training Officer1 Training Officer1 Maintenance and Support Maintenance – Departmental1 Communications Transferred to Oshawa in early 20130 Total Staffing:64.5125 4.2.1Divisions and Organization The CEFS is currently organized into the following divisions: Administration;Maintenance Support; and Fire Prevention and Public Education;Training and Development. Fire Suppression and Emergency Response; 4.0 Administration Division Page - 15 Municipality of Clarington Fire Master Plan Final Report – February 2014 The reporting structure associated with these divisions is shown inFigure 3. Figure 3: Clarington Emergency and Fire Services Organizational Structure It is recommended that the current organizational model be reviewed and revised to balance the workload between the two Deputy Chief positions and to pair complementary divisions under each supervisor. Previously, the Deputy Chief roles were divided into the Deputy Chief of Operations and the Deputy Chief of Administration. The current organizational chart divides the Suppression Division between the two Deputy Chief positions, with one overseeing the volunteer suppression staff and the other overseeing the full-time suppression staff. CEFS should consider keeping the entire division reporting to the same Deputy Chief for consistency and efficiency, which would be comparable to maintaining a ‘Deputy Chief of Operations’ role. As well, the ‘Emergency Dispatch and Communication’ responsibilities have changed with the transfer of dispatching services to the City of Oshawa in early 2013. The organizational chart should be updated to reflect this change. The Training Division and Public Education (under Fire Prevention and Public Education Division) are often paired under the same supervisor, as the education components are complementary. Currently, the Fire Chief is involved in the day-to-day operations of the activities within all divisions. This tends to increase the workload of the Fire Chief and can draw him away from the corporate strategic focus, which is where an increased part of his expertise should be applied. 4.0 Administration Division Page - 16 Municipality of Clarington Fire Master Plan Final Report – February 2014 4.3Administration Team 4.3.1Department Management Team There are three senior management personnel within CEFS: the Fire Chief and two Deputy Fire Chiefs. Senior management is responsible for the overall management of emergency response, emergency planning, fire prevention and education, training suppression, and community emergency management. The Fire Chief is ultimately responsible to Council as defined within the FPPA. Through the Fire Chief, the department’s management team will: Provide leadership; Develop staff; Promote effective labour relations; Promote and facilitate effective public communications; Ensure department services and programs are developed and implemented; Establish and implement department planning processes; Develop multi-year financial plans; Administer corporate finance management systems; Ensure appropriate interpretation and application of legislation, standards, codes and by-laws; Ensure incident command and / incident management systems are implemented at emergency scenes; and Advise Council on strategic issues and risks associated with emergency and related services. The management team provide direction to the department through the Chain of Command indicated in CEFS policy. The Chain of Command is shown inFigure 4. Figure 4: CEFS Chain of Command 4.0 Administration Division Page - 17 Municipality of Clarington Fire Master Plan Final Report – February 2014 4.4Administrative Services An administrative assistant and department clerks (one full-time position and one part-time position as of June 2013) provide administrative support to the CEFS management team. The administrative staff: Provide clerical administration of CEFS records; Conduct research and analysis as directed; Assist with attendance management; Maintain CEFS staffing schedules; Manage training records; Input inspection records; Administer shipping, receiving and invoicing payment; Administer volunteer payroll; and Administer open air burning permits. The management team is currently at capacity with workload. Considerations should be given to whether there are additional tasks which could be downloaded to administrative support. This should also be considered for the divisional lead positions as well (e.g. Training Officer, Fire Prevention Officer, etc.). Additional administrative support may be required to support these functions; however, it would allow the management team to operate more efficiently and effectively on their areas of speciality. Within this report are recommendations regarding increasing the number of full-time and volunteer staff within the CEFS. Additionally, recommendations are included to increase the number and frequency of fire prevention and public education activities. These recommendations may impact the required administrative support, through increased data entry for inspections, additional public education material preparation, additional volunteer payroll to process and additional training records to maintain. The amount of administrative support and staffing resources should be continuously reviewed and monitored as these recommendations are implemented to ensure sufficient support is provided. It is expected that the part-time Clerk position should be increased to a full-time position within the short-term horizon of this plan (one to three years) to meet these increased administrative demands. 4.5Administrative Workspace Workspace for senior management and administrative personnel is located at headquarters, Bowmanville Station 1, 2430 Highway 2. Work stations are provided for the administrative assistants assigned to the division. The current space allocation for administration, fire prevention and training staff is limited in its ability to support any further expansion. 4.0 Administration Division Page - 18 Municipality of Clarington Fire Master Plan Final Report – February 2014 In response to these needs the CEFS retained professional services to assess the current administrative workspace and develop a plan for improvement. This work is currently underway with completion scheduled early in 2014. Our analyses indicates that there is some current capital funding allocated to implement improvements to this workspace, however, once detailed cost estimates are completed a further review of the capital financing requirements will be necessary. 4.6Annual Report The CEFS prepares an annual report summarizing the year’s activities, challenges and accomplishments. The reports are organized by division. The annual reports are a valuable communications tool to inform Council and the community about the status, performance and achievements of the department. We support the continued annual completion by the CEFS. This is an example of an area where additional administrative support could provide additional assistance to the management team and divisional leads. 4.7By-laws & Agreements 4.7.1By-laws The Municipal Act, Revised Statues of Ontario (R.S.O.) 2001 requires a municipality to enact a number of by-laws to operate a municipality and specifically their fire services. In addition to meeting this legislative responsibility, by-laws provide the community with important information with regard to the level of service that a municipality intends to provide. By-laws also provide municipal staff with the authorization to provide these services as well as the responsibility to achieve the prescribed service level. Our review of the existing by-laws approved by the Municipality of Clarington indicates that all required by-laws are in place. Ensuring these documents are regularly reviewed and updated to reflect any changes in service level or changes in authority are important functions. Our review indicates that regular reviews occur and by-laws are updated as required. The Establishing and Regulating By-law (By-law 2010-077) establishes and regulates the CEFS. The by- law describes the department’s core services. It also regulates the provision of Mutual Aid and Automatic Response. Currently, the Establishing and Regulating By-Law lists the core services of CEFS as: 1.Fire Suppression and Emergency Response; 2.Fire Prevention; 3.Fire Safety Education; and 4.Emergency Dispatching and Communications. With the transfer of dispatch services to the Oshawa Fire Services, discussed below in Section 4.7.5 Communications Services Agreements, “Emergency Dispatching and Communications” is no longer a core service of the CEFS. The core service of “Emergency Management Program Delivery” should be added to the list of core services, as per the core services listed within the CEFS 2007-2010 Business Plan. As well, the current Establishing and Regulating By-Law does not provide details with regard to performance targets. It is recommended that, subject to the approval of this FMP, the current Establishing and Regulating By-Law be updated to reflect the updated core services and include the performance targets recommended within this report. 4.0 Administration Division Page - 19 Municipality of Clarington Fire Master Plan Final Report – February 2014 4.7.2Mutual Aid Agreements Mutual aid agreements are predetermined plans that allow a participating fire department to request assistance from a neighbouring fire department. Public Fire Safety Guideline (PFSG 04-05-12) provided by the OFM identifies the information required to develop and approve these agreements. There are two main scenarios when mutual aid agreements are enacted: 1.When a fire department is on-scene at an emergency, has received information that immediate assistance is required, it may ask for mutual aid assistance from a neighbouring fire department. 2.Where distance and/or conditions are such that a neighbouring fire department could provide a more timely response, fire departments may immediately request a simultaneous response from a participating fire department. Our review indicates that the CEFS is an active participant in the “Mutual and Automatic Aid Plan and Program for the Region of Durham”. This includes the regular review and update of the plan and participation in providing assistance to a neighbouring municipality should it be requested. As outlined within by-law 2010-077, the CEFS is authorized to leave the limits of the CEFS fire area at the discretion of the Fire Chief, under the direction of the Region Fire Co-ordinator, to respond to calls for assistance from other fire departments authorized to participate in the Durham Region Mutual Aid Fire System or any other Regional Mutual Fire Aid System or a reciprocal basis. This agreement appears to be serving the Municipality well. 4.7.3Automatic Aid Agreements In contrast to mutual aid agreements, automatic aid agreements are programs designed to provide and/or receive assistance from the closest available resource, irrespective of municipal boundaries, on a day-to- day basis. The obvious advantage of implementing an automatic aid program is the person experiencing the emergency receives fire services from the closest available provider by supplying seamless service through the elimination of artificial service boundaries. Some of the additional benefits that an automatic aid agreement provides include: an enhancement of the level of public safety; a reduction of the critical element of time between the commencement of a fire and the application of an extinguishing agent to the fire by dispatching the closest available assistance; the reduction of life, property and environmental losses; and the improvement of public and fire-fighter safety. As described above, the CEFS is an active participant in the “Mutual and Automatic Aid Plan and Program for the Region of Durham”. The Establishing and Regulating By-law (2010-077) includes policies related to Automatic Aid, in particular with Port Hope and Oshawa. Due to the nature and restricted access of Highway 401 it is often faster for another municipality’s fire service to respond into a neighbouring municipality’s area. These agreements reflect this situation within the Municipality of Clarington and its neighbouring municipalities: the City of Oshawa and the Town of Port Hope. 4.0 Administration Division Page - 20 Municipality of Clarington Fire Master Plan Final Report – February 2014 The agreement with the Town of Port Hope was signed in September of 2001. It sets the terms of reciprocal aid on Highway 401 between Wesleyville Road and Newtonville Road, where Clarington requires response support on the westbound portion of the highway and the Town of Port Hope requires response support on the eastbound portion of the Highway within the defined section. CEFS also provides automatic aid to the Ontario Power Generation (OPG) facility located within the Municipality through a memorandum of understanding. The Fire Chief liaises with OPG on an ongoing basis to ensure the services provided and the agreements in place meet the needs of both parties involved. Under the leadership of the Fire Chief and department management team the CEFS benefits from the strategic utilization of automatic aid agreements and partnerships with other agencies. The analyses within this review have identified two additional opportunities to improve the delivery of fire protection services within the Municipality of Clarington. These include; 1.Technical Rescues: Technical rescues relate to emergency responses requiring a high degree of training and expertise in a specific area such as hazardous materials. These types of responses are low in probability of occurring but very high in the risks associated with conducting the rescue and ensuring a high degree of safety for responding firefighters. The CEFS currently provides these services at varying degrees of service level. As the largest fire service in Durham Region the Oshawa Fire Services (OFS) has developed a high degree of proficiency and competency in Technical Rescues. The 2012 OFS Fire Master Plan includes a recommendation that the OFS promote the development of automatic aid agreements for the provision of Technical Rescue services based on full cost recovery. Pursuing a partnership with the OFS to provide specialized technical rescues such as HAZMAT, rope rescue, high angle rescue, confined space rescue and water rescue further supports the strategic delivery of cost effect and efficient fire protection services within the Municipality of Clarington. This strategy is recommended as a priority for the CEFS. 2.Courtice Response Area: Section 6.10of this report includes analyses of additional benefits that could be achieved through expanding or creating additional automatic aide agreements. The Courtice response area is identified as an area where the closest fire station, the City of Oshawa - Fire Station 5 is able to reach a large portion of the Courtice urban area in eight minutes or less of travel time. Assessing the analyses of this area and consideration of expanding the current automatic aide agreement with the City of Oshawa is recommended. 4.7.4Medical Tiered Response Agreement The CEFS assists Durham Emergency Medical Service (EMS) through a Durham Region Medical Tiered Response Agreement. The current agreement identifies that the CEFS will respond to the following medical related emergency requests for service: Respiratory Arrest Cardiac Arrest 4.0 Administration Division Page - 21 Municipality of Clarington Fire Master Plan Final Report – February 2014 Unconsciousness Motor Vehicle Collision with EMS attending Profuse and Uncontrolled Bleeding Acute Chest Pain and/or shortness of breath/difficulty breathing The participation of fire departments in responding to medical related emergency calls has come under a significant amount of scrutiny across the province. It is not uncommon for medical related emergency calls to comprise over 50% of the total number of emergency calls that a fire department responds to on an annual basis. During the period from 2008 to 2012 medical related calls comprised 51% of the emergency calls to which the CEFS responds. Municipalities are looking for the appropriate balance between where the fire department can provide services that positively impact patient outcomes and enhance the overall medical intervention, and where duplication of services or the participation of the fire department are not positively impact patient outcomes. The notification process for fire department response, availability of land ambulances services, and travel distances are all factors that need to be considered. The large geographic size of the Municipality of Clarington and the availability of land ambulances services are factors that may lend to a decision of providing varying levels of medical response depending on the area within the municipality. These factors support a review of the current tiered response agreement and the development of options for Council’s consideration in determining the appropriate level of participation by the fire department in providing medical related emergency response. This Fire Master Plan recommends that the Fire Chief review the current medical tiered response agreement in consultation with the Durham Emergency Medical Service in defining options for Council’s consideration in providing fire department medical related emergency response. 4.7.5Communications Services Agreements th As of January 15, 2013, Oshawa Fire Services’ Communication Division provides, by service agreement, communications services to the CEFS. The completion of the ‘Next Gen’ Regional Communications Interoperability Project is expected in summer 2014. This agreement resulted in the transfer of responsibility for the services of ‘Emergency Dispatching and Communications’ from CEFS to the Oshawa Fire Services. This review supports the provision of services through this service agreement as a practical and cost-efficient strategy. Best practices in Ontario for the provision of emergency call taking and dispatching reflects the use of the National Fire Protection Association (NFPA) “1221 Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems” as the guideline for provision of services. The current agreement should be reviewed to ensure it includes a performance measures for call taking and dispatching, such as those contained in the NFPA 1221 standard. 4.7.6Other Agreements The CEFS participates in a ‘Joint Ownership and Usage’ agreement with the City of Oshawa, Town of Whitby and the Board of Governors of the Durham College of Applied Arts and Technology (Durham College) regarding a propane fire training device. In our view this agreement reflects the commitment to partnership development and the desire to provide the most cost effective services in the most efficient way possible. 4.0 Administration Division Page - 22 Municipality of Clarington Fire Master Plan Final Report – February 2014 4.8Capital and Operating Budgets The Fire Chief is responsible to Council for capital and operating budgets, assisted by the Deputy Chiefs and others as required. The 2013 capital budget was $1,322,845 and the 2013 operating budget was $49,000 in revenue and $10,718,857 in expenditures. 4.8.1Development Charges The Municipality of Clarington collects and administers development charges in compliance with the Development Charges Act, 1997 (DCA).The current development charges By-Law 2010-058 includes the collection of fees for fire protection as identified inTable 2. Table 2: Municipality of Clarington 2014 Development Charges Rates By-Law #2010-058 Non-Non- ResidentialResidential Residential (4.44%)Excluding– IndustrialIndustrial (6.19%)(12.17%) Commercial Industrial $ Single/SemiLow DensityInstitutional 2 ServiceApt (L)Apt (S)per m 2 & LinkMultiple$ per m Gross Floor Gross Floor Fire Protection Services /$691.09$601.98$474.90$301.08$3.95$3.95 Emergency Services Eligible categories for inclusion in the collection of development charges are fire stations and firefighting apparatus (including rescue vehicles, pumpers, and aerial devices). Small equipment and protective gear are also eligible. In recent years the definition of small equipment and gear has been cause for much discussion within the industry. This discussion has been led by Fire Chiefs identifying the high initial capital costs and direct relation of this small equipment and gear to the overall operational functional capability of a fire station and the fire department. Growth related capital costs are highlighted within the implementation plan of this FMP inTable 20 inSection 12.0. 4.0 Administration Division Page - 23 Municipality of Clarington Fire Master Plan Final Report – February 2014 More recent development charge reviews have included consideration of the equipment assigned to the apparatus and station as being within the definition of equipment. Given the escalating costs of equipment such as, Self-Contained Breathing Apparatus (SCBA), hose, auto extrication equipment, and equipment such as portable pumps this is an important consideration. Including firefighter protective clothing (bunker gear) has also been identified as a consideration. It is also relevant to consider equipment that is “fixed” to the fire station such as SCBA air filling and air compressor systems that can cost in excess of $100,000. Hemson completed a Development Charges Background Study in 2010 that informed the adoption of By- Law 2010-058. The study reflected input from the previous fire master plan and identified DC eligible items including stations (e.g. the new fire station in Newcastle), facility expansions, apparatus, and equipment. It is recommended that future reviews of the development charge by-law consider recommendations in this Fire Master Plan. 4.9Departmental Policies and Procedures The CEFS has a policy that outlines a ‘Statement of Intent’ indicating that every member of the department has a responsibility to learn and understand the information included within the policy and guideline manual. The Statement of Intent defines Policies and Guidelines as follows: Best practices within the Ontario fire service reflect the use of department policies as the appropriate tool to communicate specific direction to all staff. In comparison to standard operating guidelines, which provide a framework to guide decision making, department policies reflect more stringent and defined practices that minimizes variance from the directive given. Standard Operating Guidelines (SOGs) are used within the fire service to establish a written statement to guide the performance or behaviour of departmental staff, whether functioning alone or in groups. SOGs are intended to: enhance safety increase individual and team effectiveness improve training efficiency improve orientation for entry-level staff improve risk management practices prevent / avoid litigation create objective post-incident evaluations permit flexibility in decision making The department has a set of combined “Policies and Operating Guidelines” to clearly identify the expectations and processes for staff to follow. These are divided into the following categories: 4.0 Administration Division Page - 24 Municipality of Clarington Fire Master Plan Final Report – February 2014 Administrative Communications Apparatus/Equipment Fire Prevention & Public Education Operational Safety Station Operation Training The current set of policies and guidelines are well-developed. Additional policies and guidelines should continue to be developed to address the activities, services and daily operations of all divisions of the CEFS. This will include developing additional policies and operating guidelines relating to training, fire prevention and public education. All CEFS policies and operating guidelines should be reviewed annually to ensure they accurately reflect the present day conditions and legislation. 4.10Promotions and Succession Planning 4.10.1Promotional Process Prerequisites and procedures for the promotional process are detailed in an agreement attached to the Clarington Fire Fighter’s Association Collective Bargaining Agreement (CBA). Criteria are reviewed and amended annually under agreement between the parties. Policies 2-9-P, “Promotion – Volunteer Ranks” and 2-10-P, “Promotion – Fulltime Ranks” describe the promotional process within the CEFS. There are no specific criteria for promotion within the Fire Prevention Division. Within the Fire Training and Fire Suppression Divisions promotions are addressed as described in the CBA. Volunteer staff promotions to Officer are detailed on a point system distributed in the form of a memo. 4.10.2Succession Planning In our view, Ontario fire services and municipalities have only recently recognized the importance and priority that succession planning should have within municipal fire services. An effective succession plan requires the implementation of strategies to ensure that opportunities, encouragement and additional training are available for staff considering further advancement. A comprehensive succession plan also supports the concepts of coaching and mentoring in support of staff considering future career opportunities. The CEFS identified that, other than the Company Officer Program and Certification Program, fire service specific functions training courses directed to leadership, mentorship and succession planning are limited. The Training Division prepared some information, reading assignments and training session in an attempt to bridge the gap as an interim measure, however additional programming is required. Volunteer officers are trained in-house only, facilitated by the Training Division. 4.0 Administration Division Page - 25 Municipality of Clarington Fire Master Plan Final Report – February 2014 An additional form of succession planning includes experience gained from positions with supervisory roles. Within the discussion of suppression staffing below, it is recommended that CEFS consider adding an on-duty Senior Captain position to increase the span of control and provide the management team with additional supervisory/operational support 24 hours a day, seven days a week. This is recommended to be accomplished through promotion of four of the existing Captains. This position would provide support to the Deputy Chief overseeing the Suppression Division and would further develop leadership and supervisory skills and succession planning within the department. It is also recommended that Acting Captain positions be implemented within each station’s complement of volunteers to improve span of control and enhance succession planning within the department. 4.11Records Management Clarington Emergency & Fire Services maintains both electronic and hard-copy records. The CEFS electronic records management is primarily organized within the CriSys Xpert Fire Software system. The program includes modules for data reporting, personnel management, equipment management and fire prevention. This includes training records, fire prevention inspections, attendance management records, call data and public education programs. Administrative personnel assist with the data entry and overall records management. Computer stations and internet connections are provided at all five fire stations for the suppression staff to enter call details into the records management system. Historically the CEFS maintained hard copies of all training records. The department has now transitioned to the use of electronic records management of all training records. During the review of the records management process discussion was held with the CEFS management team in regard to the impacts of Presumptive Disease Legislation. As a result the Fire Chief will be conferring with the appropriate municipal staff in regard to the retention of training and other department records in relation to this legislation. Fleet and maintenance records are managed by the Mechanical Technician, who keeps hard copy maintenance records for all equipment. Record-keeping practices are described in Apparatus/Equipment” Policies and Operating Guidelines. Based on our analyses, CEFS has input a significant investment of staff training and software costs into the CriSys records management system. Therefore it is recommended that this system be used for all possible areas of records management to maintain consistency and optimize the use of the software and the efficiency of data management. 4.12Emergency Preparedness The Fire Chief is the Community Emergency Management Coordinator for the Municipality of Clarington and as such is responsible to develop, maintain and implement the Municipal Emergency Management Program. The Municipality of Clarington has an Emergency Plan, last updated in November 2012. The purpose of the emergency plan is to “prescribe the planning and operational requirements for the strategic management of an emergency directly or indirectly affecting the municipality.” The scope of the plan includes actions to be taken in response to emergency situations that require more than routine response by local emergency services. This Fire Master Plan establishes a framework for an effective system of emergency management to accomplish the following specific purposes: To reduce the vulnerability of residents to the loss of life, to the loss of infrastructure, or to the adverse health effects resulting from a natural or a human-caused event; 4.0 Administration Division Page - 26 Municipality of Clarington Fire Master Plan Final Report – February 2014 To ensure the preservation of essential municipal services and the local economic base within Clarington; To prepare for prompt and efficient response and recovery activities for the protection of the lives, property, and infrastructure effected by the emergency; To respond to all emergencies using all existing systems, plans, and resources necessary to preserve the health, safety and welfare of residents affected by the emergency. Our review indicates that the Municipality of Clarington’s Community Emergency Program and Emergency Plan meets the requirements of the applicable legislation (Emergency Management and Civil Protection Act, R.S.O., 1990). 4.12.1Community Emergency Management Coordinator The Fire Chief is the Municipality’s Community Emergency Management Coordinator (CEMC). The organizational structure and reporting process for the Municipality’s Emergency Planning is shown in Figure 5. The CEMC is responsible for the development and implementation of the emergency management program consisting of emergency plans, training programs, exercises for Municipal employees and partner agencies, public education on risks to public safety and public preparedness for emergencies, and any other elements required as prescribed in the Emergency Management and Civil Protection Act, R.S.O., 1990, Chapter E.9. The CEMC reports to the Chief Administrative Officer. The CEMC is also responsible on a day-to-day basis for the coordination of plans and procedures for Municipality of Clarington departments. Plans to re-locate and improve the function of the Emergency Operations Centre are currently underway. Consideration could be given to assigning one of the Deputy Chiefs as the CEMC and assigning the Fire Chief and other Deputy as alternate CEMCs. Additionally, some of the administrative tasks related to emergency planning could be supported by municipal staff in other departments. This could potentially reduce some of the existing workload of the CEFS Management Team. 4.0 Administration Division Page - 27 Municipality of Clarington Fire Master Plan Final Report – February 2014 Figure 5: Municipality of Clarington Emergency Planning Structure and Organization (from Emergency Plan, Figure 1) 4.13Administration Division Recommendations Under the leadership and direction of the Fire Chief and the two Deputy Chiefs, the Clarington Fire & Emergency Services is providing effective and efficient fire protection services to the Municipality of Clarington. As a result of the review of theAdministration Division, it is recommended: 1.That CEFS regularly review and revise the administrative organizational model to balance the workload and to assign complementary divisions within the span of authority of the respective supervisor. 2.That CEFS continuously reviews and monitors the amount of administrative support and staffing resources required as the FMP recommendations are implemented to ensure sufficient administrative support is provided. Within the short-term horizon (one to three years) of this FMP consideration should be given to incrementally increasing the part-time clerk position to a full-time position. 3.That CEFS complete the ongoing administrative work space assessment for Station 1 including the financial analyses and capital funding requests to implement the recommended workspace improvements. 4.That CEFS continuously review and update (as required) the current Establishing and Regulating By-Law to reflect the proposed service levels, including the performance targets recommended within this FMP. 4.0 Administration Division Page - 28 Municipality of Clarington Fire Master Plan Final Report – February 2014 5.That CEFS review the Fire Services Dispatch Agreement with Oshawa Fire Services and revise to include performance measures for call taking and dispatching, such as those contained in the NFPA 1221 standard. 6.The CEFS prioritize the development of a partnership/automatic aid agreement with Oshawa Fire Services to provide specialized services such as HAZMAT, rope rescue, high angle rescue, confined space rescue and water rescue. 7.That CEFS investigate enhancing the current automatic agreement with Oshawa Fire Services for responses into Courtice. 8.That CEFS review the current medical tiered response agreement in consultation with the Durham Emergency Medical Service in defining options for Council’s consideration in providing fire department medical related emergency response. 9.The CEFS consider additional supervisory roles within the department’s organizational structure to improve department succession planning. 10.That future reviews of the development charge by-law consider the recommendations within this FMP. 11.That additional policies and guidelines be developed to address the activities, services and daily operations of all divisions of the CEFS (e.g. additional policies and operating guidelines relating to training, fire prevention and public education). 12.That all CEFS policies and operating guidelines be reviewed annually to ensure they accurately reflect the present day conditions and legislation, which are subject to regular changes. 13.That the existing records management software (CriSys) be used for all possible areas of records management to maintain consistency and optimize the use of the software and the efficiency of data management. 14.That consideration be given to assigning one of the Deputy Chiefs as the CEMC and assigning the Fire Chief and other Deputy Chief as alternate CEMCs. Additionally, some of the administrative tasks related to emergency planning could be supported by municipal staff in other departments. 4.0 Administration Division Page - 29 Municipality of Clarington Fire Master Plan Final Report – February 2014 5.0FIRE PREVENTION & PUBLIC EDUCATION The Clarington Emergency & Fire Services carries out fire prevention enforcement and public fire safety education programs, within the guidelines of theFire 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 fire protection services as it determines may be necessary in accordance with its needs and circumstances.” The Office of the Fire Marshal, Ontario (OFM) 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); and a simplified risk assessment. 5.1Comprehensive Fire Safety Effectiveness Model The Fire Prevention Division is responsible for coordinating the initiatives of the CEFS to optimize the impact of applying the first two lines of defence identified within the Ontario Fire Protection Model, including: Best practices of other municipalities within the province have shown that optimizing the efforts dedicated to these lines of defence can have a positive impact on mitigating emergency call volume, and increasing the overall level of fire protection within the community. Focusing the resources and programs targeted at the first two lines of defence, including adopting regular fire inspection cycles and broadening the scope of public education programming, reflects a more proactive model of community fire risk management, as opposed to the more traditional reactive model of relying on suppression resources and emergency response. The CEFS have done well in providing a proactive fire prevention/public education program utilizing existing resources. The Community Risk Profile identifies areas such as residential dwellings where the expansion of existing programs or development of new programs will be required to sustain the proactive strategy the department has adopted. 5.2Staffing The Fire Prevention Division consists of one Fire Prevention Officer (FPO) and three Fire Prevention Inspectors (FPIs). One of the Deputy Chiefs oversees and is responsible for the division. Suppression staff assists with education and inspection duties. The current reporting structure of the division is shown inFigure 6Policy No. 2-38-P, Fire Prevention Staffing, requires that a minimum of one FPI be on-duty during regular business hours (07:30 to 17:30) Monday and Friday. Two are required during regular business hours Tuesdays, Wednesdays and Thursdays. 5.0 Fire Prevention & Public Education Page - 30 Municipality of Clarington Fire Master Plan Final Report – February 2014 Figure 6: Current Reporting Structure of the Fire Prevention Division Deputy Fire Chief Public EducationCode Enforcement Fire Prevention OfficerFire Prevention InspectorPre-Plan Project Racing Against Drugs Fire Prevention InspectorCommunity Projects Municipal Festivals Fire Prevention InspectorSchool Program Smoke Alarm Program Social Media Junior Firefighter Program Family Safety Day Fire Prevention WeekSuppression Staff Fire Station Visits Plans Approval Licensing/Permits 5.0 Fire Prevention & Public Education Page - 31 Municipality of Clarington Fire Master Plan Final Report – February 2014 5.3Key Functions The primary goal for fire prevention is to minimize the impact of fire risks and to decrease the threat of fire incidents. The Establishing and Regulating By-Law includes the following description of “Core Services” provided by the CEFS. Fire Prevention Inspections arising from complaint, request, retrofit, or self-initiated and fire o investigations shall be provided in accordance with the FPPA and policies of the Fire Prevention Division. New construction inspections and plan reviews of buildings under construction in matters o respective of fire protection systems within buildings shall be conducted in accordance with the applicable by-law and operating procedures. Fire Safety Education Distribution of fire and life safety information and public education programs shall be o administered in accordance with the FPPA and policies of the department’s Fire Prevention Division. A residential Smoke Alarm program shall be ongoing. o 5.4Fire Prevention and Public Education Activities The current fire prevention and public education efforts of the department are focused on the first two lines of defence of the Comprehensive Fire Safety Effectiveness Model. These include the delivery of public education and fire prevention programming and activities related to fire safety standards and enforcement. An overview of these programs and activities are included below. 5.4.1Public Education and Awareness Programs The CEFS acknowledges the benefits and importance of providing fire and life safety public education programming to the Municipality’s residents. Programs and activities include but are not limited to: School Program (Grade 1 and Grade 5 students) Fire Safety Trailer & Hazard House Alarmed for Life Racing Against Drugs Displays at Municipal festivals / public events Junior Firefighter Program Think Ahead Program The Arson Prevention Program for Children (TAPP-C) - (by request) Family Safety Day Fire Prevention Week 5.0 Fire Prevention & Public Education Page - 32 Municipality of Clarington Fire Master Plan Final Report – February 2014 Fire Station Visits Older and Wiser / Remembering When (by request) As shown inTable 3, the CEFS conducted 165 public education activities in 2011. Division personnel continuously evaluate these programs to ensure they meet the needs of the community. Past fire incident causes and owner/resident behaviours are reviewed to determine if additional education programs are required to address specific community risks. Staff members also consider the need and viability of offering seminars to targeted groups. Table 3: Public Education Programs Delivered (2010-2011) Activity20112010 PUBLIC EDUCATION PROGRAMS Station Tours3250 School Visits1319 Fire Safety House Visits1211 Public Events4320 Safety Lectures5110 Fire Extinguisher Training89 Fire Truck Visits619 165138 Source:Clarington Emergency & Fire Services2011 Annual Report As indicated within this report, best practices of other municipalities has proven that expanding and enhancing public education efforts can be an effective strategy to mitigate emergency call volumes and increase the overall level of fire protection. This is also supported by the OFM with the current direction to emphasize the first two lines of defence across the fire services of all municipalities within the Province of Ontario. Within a composite department relying on a dedicated force of volunteer firefighters, such as CEFS, managing and where possible reducing emergency call volume can have a positive impact on the sustainability of the volunteer model. 5.0 Fire Prevention & Public Education Page - 33 Municipality of Clarington Fire Master Plan Final Report – February 2014 5.4.2Public Education Performance Measures Establishing key performance measures for public education programs can assist Council in their ongoing role to monitor the overall effectiveness and efficiency of the department. The FPPA identifies that the minimum requirements of a Community Fire Safety Program, must include: a smoke alarm program with home escape planning; the distribution of fire safety education material to residents/occupants Table 4 provides a comparison of the CEFS’s existing public education programs with best practices for comparable municipalities. In our view the recommended public education targets are appropriate for the CEFS. This Fire Master Plan recommends that Council adopt the recommended performance targets identified in Table 4 and include them in the CEFS Establishing and Regulating By-Law. Table 4: Public Education Performance Targets Recommended Existing EducationEducation Program Activity Frequency TargetFrequency Performance Measure Elementary / Secondary School PresentationsAnnually (all Grade 5Annually (all Grade 5 Students)Students) Seniors Presentations (e.g. Older and Wiser /Upon RequestAnnually Remembering When) Public Support Worker (PSW) PresentationsBy RequestAnnually Fire Extinguisher Training SessionsBy RequestBy Request Other PresentationsBy RequestBy Request The Arson Prevention Program for Children (TAPP-C)By RequestBy Request Alarmed for Life (smoke alarm program)AnnuallyAnnually (Targeted according to Community Risk Profile Findings) Distribution of Education MaterialsAnnuallyAnnually (Targeted according to Community Risk Profile Findings) 5.0 Fire Prevention & Public Education Page - 34 Municipality of Clarington Fire Master Plan Final Report – February 2014 Based on the results of the Community Risk Profile, seniors and children continue to be the most vulnerable demographics. Therefore public education efforts should be targeted to address these demographics. The existing programs provided by CEFS address children through several programs, however, an increased emphasis should be placed on providing public education programs to seniors on an annual basis. Increasing the public education efforts of the CEFS will require additional resources targeted specifically towards fire safety education. In addition to prioritizing the vulnerable demographics within the Municipality, the Community Risk Profile identifies areas within Clarington where extended emergency response times are present due to long travel distances. These geographic areas, and specifically residential occupancies containing vulnerable demographics, should be considered a high priority for the department’s fire safety education programs such as the“Alarmed for Life Program” and other public education programs targeting the first line of defence. 5.4.3Fire Prevention Inspections The primary roles of CEFS Fire Prevention Inspectors are to ensure compliance with the Ontario Fire Code through a program of proactive fire inspections, and in the absence of achieving compliance, utilize the authority of the Ontario Fire Code to achieve compliance through enforcement. Departmental policies related to Fire Prevention Inspections include: 5-1-P (Group B Occupancy Inspections) 5-2-P (Hotel and Motel Inspections) 5-3-P (Firefighter In-Service Inspection) 5-4-P (Fire Safety Inspections) 5-5-P (Building Profiles and Information Sheets) Types of inspections include: Scheduled (annual, semi-annual, etc.); Complaint (public, fire Suppression, other agencies); Requested (by owner or occupant, lawyer, etc.); Business Licenses; Occupancy; Building permit; and Retrofits Table 5 following outlines the number of inspections completed in 2010 and 2011. Fire investigations, plan reviews, smoke alarm tickets and fire code charges are discussed in later sections of this FMP. 5.0 Fire Prevention & Public Education Page - 35 Municipality of Clarington Fire Master Plan Final Report – February 2014 Table 5: Building Inspections and Other Activities (2010-2011) Activity20112010 INSPECTIONS Fire Inspections273233 Complaint Inspections120107 Homes Visited – Alarmed for Life453554 Source: Clarington Emergency & Fire Services 2011 Annual Report 5.4.4Building Stock Sustaining an accurate inventory of building stock and occupancy types is a challenge for many municipalities. Within the fire service access to this type of inventory provides the opportunity for a more thorough understanding of the fire risk within the community. In the form of a building registry it can also provide valuable contact information and building description information in the event of an actual emergency. Developing and sustaining a building registering can be an onerous task on any one organization. Creating a collaboration of organization with lie interest and needs is one strategy that has worked well for municipalities. Including organizations such as real estate boards, development groups, service organizations in addition to municipal departments can be an effective means to develop this tool. In our view the CEFS could provide a leadership role in developing a strategy to create a Business Directory within the Municipality of Clarington and we recommend that the Fire Chief lead this initiative 5.4.5Optimizing the First Two Lines of Defence This FMP has been developed in response to strategic priorities including the following: The optimization of the first two lines of defence including public education and prevention, and the utilization of fire safety standards and enforcement to provide a comprehensive fire protection program within the municipality based on the results of the Community Risk Profile. The CEFS supports these strategies through the provision of the existing fire inspection cycles identified inTable 6 and included in CEFS Policy No. 5-4-P, “Fire Safety Inspections”. The current workload of this division has reached its capacity in terms of the number of fire inspections and delivery of public education programs. To introduce further activities such as enhanced fire inspection cycles or additional public education targeting the results of the Community Risk Profile will require the consideration of additional staff resources. In our view there are a number of strategies the municipality should consider in order to further optimize the first two lines of defence. These include the hiring of additional fire prevention/public education resources and the use of enhanced technology such as mobile computer tablets complete with appropriate software and applications, which would allow for on-site reporting and order issuances, which would expedite the fire inspection process. 5.0 Fire Prevention & Public Education Page - 36 Municipality of Clarington Fire Master Plan Final Report – February 2014 Together these strategies would allow the CEFS to implement a more proactive fire inspection cycle including the new mandatory requirements for annual fire inspections that will be required under the new automatic sprinkler legislation for vulnerable occupancies. These strategies would also support enhanced public education program delivery in response to the results of the Community Risk Profile. In our view Council plays a key role in determining and approving fire inspection cycles as they relate directly to the overall goals and objectives of the department and the approval of staff resources.Table 6 includes a comparison of the CEFS’s existing inspection cycles with best practices for comparable municipalities. In our view these recommended targets are appropriate for the CEFS. This Fire Master Plan recommends that Council adopt the recommended performance targets identified in Table 6 and include them in the CEFS Establishing and Regulating By-Law. 5.0 Fire Prevention & Public Education Page - 37 Municipality of Clarington Fire Master Plan Final Report – February 2014 Table 6: Existing Fire Prevention Inspection Performance Measures Existing Inspection FrequencyRecommended Inspection Occupancy Classification TargetFrequency Target Group AAssembly (RecreationBy RequestAnnually Centres (Arenas), Curling/Golf Centres) Group AAssembly (LicensedBy RequestBy Request /after all fires Properties, Nursery/Day Care Facilities, Churches, Special Occasion Permits) Group BInstitutional (Schools,AnnuallyAnnually hospitals, etc.) Group CHome for special care/groupBy RequestAnnually homes/seniors complexes Multi-unit (more than 2By Request3 years units) 9.3, 9.5 & 9.8 ApartmentOngoing until CompletionAnnually Retrofit Hotels/Motels2 Years2 Years Group DBusiness / Personal ServicesBy Request3 years Group EMercantileBy Request3 years Group FDiv. 1 &2 FactoriesBy RequestBy Request/Complaints/after (Industrial)all fires Div. 3 IndustrialBy RequestBy Request/Complaints/after all fires PermitsNew BuildingsAs RequiredAs Required Source: Policy No. 5-4-P, “Fire Safety Inspections” Implementing the above-listed fire prevention inspection targets will approach the inspection of occupancies relating to vulnerable risks and fire loss from the current reactive state to a more proactive method. Increasing the inspection frequency and setting inspection targets will require increased fire inspection resources. 5.0 Fire Prevention & Public Education Page - 38 Municipality of Clarington Fire Master Plan Final Report – February 2014 5.4.6Fire Safety Enforcement The CEFS applies the second line of defence “Fire Safety Standards and Enforcement” through enforcement of the Ontario Building Code, Ontario Fire Code and Municipal by-laws. The OFM recently released Technical Guideline OFM-TG-01-2012 “Fire Safety Inspections and Enforcement”.An excerpt from this new guideline states that the scope is “to assist municipalities and their fire services in meeting their fire safety inspection and enforcement responsibilities in the most effective and efficient way possible, as provided by the FPPA”. In our view this guideline supports the principles of the three lines of defence as the framework for an effective community fire protection plan. According to the 2011 Annual Report, the CEFS issued two Smoke Alarm Tickets in 2010 and none in 2011. There were three Fire Code Charges in 2011, up from five in 2010. Enforcement has not traditionally been a path of choice for municipalities in working with property owners to achieve compliance with the OFC. This trend is changing across the province with the support of the OFM as indicated above. The CEFS continues to support working with property owners through a consultative process of education and awareness as the first priority to achieve compliance. Enforcement has become an effective tool when achieving compliance cannot be attained by consultation. However, the enforcement process requires additional document preparation time and potentially attendance of fire inspectors in provincial court, impacting workload. With anticipated population growth in Clarington, the workload demands of fire safety enforcement are likely to increase. 5.4.7Fire Safety Plans The CEFS conducts plans review and new construction inspection in accordance with the applicable By- law and operating procedures. The following data is from the 2011 Annual Report. Fire Safety Plan Review: 44 (2011) o 8 (2010) o New Construction/Plans Review 103 (2011) o 165 (2010) o The workload associated with plans review is strongly related to growth and development within the municipality. As the municipality grows, more time and resources will be required from the division for plans review and new construction inspection. 5.4.8Fire Investigations The Fire Prevention division conducts post-fire investigations. CEFS Fire Prevention personnel began to conduct fire investigations in 2003. The CEFS completed 33 fire investigations in 2011, up from 23 in 2010. Policy 3-24-P, “Notification of a Fire Investigator,” establishes criteria for notifying a Fire Investigator. CEFS fire investigations are conducted using the OFM method as per form OFM SIR 2009: Residential Loss Estimate Guideline. Having Fire Prevention Division staff conduct investigations improves the timing for assessing fire risk trends and allows for improved inspection response times to higher risk or higher fire frequency areas. 5.0 Fire Prevention & Public Education Page - 39 Municipality of Clarington Fire Master Plan Final Report – February 2014 5.4.9Care Homes for Seniors, People with Disabilities The Province of Ontario recently passed legislation requiring the mandatory installation of automatic sprinklers in building occupancies that provide care for seniors, and where people with disabilities reside. Mandatory automatic sprinklers are part of amendments to the Ontario Fire Code and Building Code that will improve fire safety in these occupancies. Other improvements include: Self-closing doors; Enhanced fire inspections and staff training; Annual validation of fire safety plans by local fire services. As indicated above a core component of the new legislation impacting local fire services will be the mandatory annual validation of the fire safety plans within these buildings including inspection of the automatic sprinkler systems. The impact of this legislation on the CEFS current staffing model is assessed withinSection 5.6 Fire Prevention Division Staffing Resources. 5.4.10Priorities Summary A Summary of Fire Prevention and Public Education priorities, programs and opportunities for enhancements to the current programs are listed inTable 7. The table summarizes the existing programs and recommended additions or performance targets. 5.0 Fire Prevention & Public Education Page - 40 Municipality of Clarington Fire Master Plan Final Report – February 2014 Table 7: Fire Prevention and Public Education Priority Setting Worksheet PriorityStatusEffectiveness, Goals/Objectives Existing programmes adequately address the fire safety priority & ensure compliance with minimum FPPA requirements? Current fire prevention / public education programmes that address the fire safety priority Fire Safety Priority Opportunities for Improvement / Enhancement (List in order of Priority) Fire Prevention (Inspection) ActivitiesPublic Education ActivitiesY/NFire Prevention ActivitiesPublic Education Activities ChildrenInspections of schools & hospitals on an annual basisYEnhance use of technology / social School Program (all Grade 5 students in Clarington) medial for public education Mobile Fire Safety Trailer / Hazard House Improve existing public education Fire Station Visits program quality and quantity Junior Firefighters Program Fire Prevention Week Racing Against Drugs (RAD) Adopt-a-school program (suppression crews) TAPP-C (upon request) SeniorsOlder and Wiser – upon requestYAnnual inspection of seniors’Target annual presentations to seniors’ Inspections of seniors’ residences and retirement homes residences / retirement homesgroups / seniors’ facilities / seniors’ (proactive)Remembering When – upon request residences Hospitals and nursing homes inspected annually (policy) All ResidentsInspections of high-rise residential (proactive inspections)Y Inspect special care / group homesTarget Alarmed for Life Program to Alarmed for Life Program (residential smoke alarm program) annuallyareas identified within Community Inspections of low-rise residential (proactive inspections) Fire Prevention Week Risk Profile Inspect multi-unit residential Inspections upon request / complaint Family Safety Day every three years Burn Permits Enhance use of technology / social Clarington Websites / social media Municipal buildings inspected proactively medial for public education Municipal festivals / public events Programs upon request Industrial / CommercialInspections for licensing / permitsIn-service training – upon requestYInspect commercial / mercantile every three years Hotels / motels inspected every two years (policy)Portable fire extinguisher training – upon request 5.0 Fire Prevention & Public Education Page - 41 Municipality of Clarington Fire Master Plan Final Report – February 2014 5.5Fees for Service Table 8 displays the current fees for services provided by the division, as listed in Policy 2-13-P, “Service Document Fees.”Not all of the fees for service listed within the policy appear within the by-laws. It is recommend that the Municipality review the fees for service and ensure consistency between the fees and by-laws. Table 8: Fees for Service Service Document Fee Plus Service Provided Applicable Tax Information/Documents Copy of Emergency Response Report – within 2 years$78.00 Copy of Emergency Response Report – over 2 years - Archival$156.00 File Search$78.00 Fire Regulation Compliance Letter including WETT Inspections, $78.00 Licence Renewals Burning Permits Schedule “A” Open Air Fire Permit – Residential (12 months)$78.00 Schedule “A” Open Air Fire Permit (30 day)$39.00 Schedule “B” Agreement for Controlled Burn Permit - farmNo Charge Inspections Liquor Licensing for outdoor patios – includes full inspection$234.00 Part 3 Inspection – over 600 m 2 – initial inspection – upon request$468.00 Part 9 Inspection – less than 600 m 2 – initial inspection – upon request$39.00 Part 3 or Part 9 Inspection additional storey – above or below grade$39.00 Single Family Residential InspectionNo Charge Fireworks – sales trailer$78.00 Refreshment Vehicle$78.00 Public Education and Training Fire Safety Plan Development – single family dwellingNo Charge Fire Safety Presentation and LecturesNo Charge Fire Safety House PresentationNo Charge Fire DrillNo Charge Fire Extinguisher TrainingNo Charge 5.0 Fire Prevention & Public Education Page - 42 Municipality of Clarington Fire Master Plan Final Report – February 2014 Service Document Fee Plus Service Provided Applicable Tax Emergency Services Standby Requests – per vehicle for the first hour or part thereof$350.00 Motor Vehicle Collisions on 400 Series Highways, Highway 35/115, Highway 35, Highway 115 – (cost recovery through MTO) – per$410.00 vehicle for the first hour or part thereof) Services as a result of a Malicious or criminal act as determined the $350.00 Fire Chief – per vehicle – per hour Additional Expenses – in order to eliminate an emergencyCost Recovery Preventable Fires and Alarm Services Response to Unapproved Open Air Burning – following one warning – $350.00 per vehicle – per hour Response to fires on or beside rail lines caused by railway companyCost Recovery Response to Malicious and Nuisance Alarms – at the discretion of the $350.00 Fire Chief – per vehicle – per hour The Fire Chief reviews all fees on a regular basis and where necessary makes recommendations for revisions and/or new fees as required. It is recommended that this practice continue on an on-going basis, with support from the CEFS management team. 5.6Fire Prevention Division Staffing Resources The CEFS is proactive in monitoring the ongoing level of activity within this division through the analyses of work load demands and staff resources available. For example, detailed analyses of fire inspection activities in 2011 reflected approximately 250 hours committed by the Fire Prevention Officer, and a range of approximately 850 to 900 by each of the three Fire Prevention Inspectors. The average time required for all types of inspections, including travel time, file search, inspection, documentation, re- inspection and fire safety plans was estimated as eight hours per occupancy unit. These numbers of available staff hours and average inspection time commitments correspond with the actual fire inspections and complaint inspections conducted in 2010 and 2011 (as shown inTable 6). As indicated within this review the optimization of the first two lines of defence should be considered a strategic priority of the CEFS. To achieve this strategy will require consideration of additional staff resources. Additional staff resources will be required to enhance and expand the level of fire prevention and public education activities in the following areas: 5.0 Fire Prevention & Public Education Page - 43 Municipality of Clarington Fire Master Plan Final Report – February 2014 Fire Inspection Cycles: Based on the workload analyses conducted by the department it will require two additional Fire Inspectors to achieve the proposed fire inspection cycles identified inTable 6based on the current building stock within the community. These cycles are consistent with the direction of other municipalities targeting enhanced optimization of the first two lines of defence. Plans Examination: In collaboration with the Building Department plans examination is a key role of the fire department in the planning and development of new building stock within the community. Ensuring required life and fire safety systems are included and installed within new occupancies is a critical component of planning a fire safe community. Fire department participation at the pre-construction and construction stage of new buildings also supports the role of the department in maintain the life and fire safety systems on an ongoing basis. Public Education Programs: The delivery of public education programs is a proven strategy in reducing the number of fire related injuries and fire related fatalities in Ontario, and reducing the dollar loss as a result of fires. The Community Risk Profile identifies areas such as the demographics of the community where the percentage of seniors within the community is growing. Seniors are identified as one of the most vulnerable demographics and where focused fire education programs can have positive impacts. Care Homes for Seniors, People with Disabilities: New legislation will require the CEFS to conduct annual validation of the fire safety plans and automatic sprinkler systems within these buildings. This will be a new activity within this division resulting in additional workload. Community Growth: Growth within the community is anticipated to increase the building stock (number of buildings) and increase the population. As indicated within the Community Risk Profile this will also further increase the percentage of seniors and vulnerable demographics within the community. Developing a strategy to address future community growth and sustaining the level of fire prevention and public education programs should also be considered a priority of this FMP. As indicated above the current workload of this division has reached its capacity in terms of the number of fire inspections and delivery of public education programs. To introduce further activities such as enhanced fire inspection cycles or additional public education targeting the results of the Community Risk Profile will require the consideration of additional staff resources. A component of considering new or additional resources within this division is potential efficiencies available through the use of new technology, and recognition that efficiencies can be achieved through regular inspection cycles resulting in sustained compliance with the Ontario Fire Code. Based on our analyses of the current hours available for fire inspections, the current building stock within the community and our understanding of the projected growth of the community over the 10 year horizon of this FMP the CEFS will require an additional three fire inspectors. In addition, the CEFS should be considering a dedicated a new position of an accreditedFire and Life Safety Educator. This new position would be responsible for coordinating and delivering the public education activities of the CEFS. This will provide an opportunity to meet the public education delivery targets, enhance programming and delivery geared toward the vulnerable populations (namely seniors). Additional opportunities, such as entering CEFS into an active social media practice for public educating would also be a priority assigned to a dedicated public educator position. 5.0 Fire Prevention & Public Education Page - 44 Municipality of Clarington Fire Master Plan Final Report – February 2014 In our view new positions within this division should be implemented incrementally and assed on a regular basis in relation to the efficiencies of new technology and achieving the proposed fire inspection cycles within this FMP. Our recommended implementation strategy for new positions includes the following: Hire two additional Fire Inspectors (one in 2015 and one in 2016); and Hire a dedicated Fire and Life Safety Educator in 2015. Additional support for the division could be achieved through the development of strategies to utilize Suppression Division staff during down time to conduct fire prevention and public education activities. 5.7Community-Based Fire Protection Model An alternate method of delivering fire prevention services is via a Community-based model. The primary initiative of a Community-Based Fire Protection Model is the co-location of fire prevention and public education staff resources and fire suppression resources (firefighting crews) under one roof (e.g. at a fire station). This initiative is designed to achieve a consolidated, team-based and customer-focused approach to managing fire risks within a particular area of a community. Examples of communities within the Greater Toronto Area that have initiated this type of model include the City of Markham and the City of Burlington. The City of Oshawa recently approved the model and is moving forward with implementation. In our discussions with these and other municipalities that have implemented this concept, they have experienced evidence of significantly improved interaction and relationships between these two traditional functions within the fire service. The impact of this has been more effective service delivery in both areas. It helps prepare fire suppression staff as they are advised regularly by the in-house Fire Prevention Inspector of building risks within their assigned response area. It also assists in pre-planning and expands public education and prevention activities through enhanced working relationships, cooperation, and assistance between the two divisions. The additional benefits that other municipalities have identified include: Access to expertise from all areas of fire safety Similar to “a one stop shop” the Community-Based Fire Protection Model offers the opportunity to contact a local station and receive prevention and public education information at the local level, with a wide range of expertise available from both prevention and suppression staff. Local access to public education programs and learning opportunities. Public education must be a major driver within the fire and emergency service. Access to programs at the community level through delivery at local stations will enhance the effectiveness of both the programs and the commitment to meet the needs of each community. Targeted risk management designed to address specific local needs. The opportunity for both suppression and prevention staff to work together in addressing the fire risks within each district or community at the local level will enhance the ability to ensure proactive inspections and preplanning efforts are coordinated. Greater opportunity for input from stakeholders ( i.e. residents) A community-based program will provide the local communities with an opportunity for enhanced input into the specific programs required, as well as provide direct feedback to the staff delivering the services and programs. 5.0 Fire Prevention & Public Education Page - 45 Municipality of Clarington Fire Master Plan Final Report – February 2014 Improved visibility and openness of the fire stations as public resource buildings The use of fire stations as a local meeting place for groups such as Neighbourhood Watch, offers the opportunity to enhance the use of the existing resources within the community. It also enhances the ability for staff to become familiar with the needs of the community through partnerships. Cross training opportunities The opportunity to further develop suppression staff in areas of prevention and public education by working together with prevention staff will assist CEFS in providing a focus on public education and prevention. A pilot program introduced by a comparable municipality provided an excellent example of the type of effectiveness this model can achieve. Working together with the Special Projects / Public Education Officer, fire suppression staff developed a partnership with two local schools. In this example, the on- duty suppression staff assisted in implementing an “All Star Reading Program” at the schools. The feedback from the teachers was extremely positive. The students identified the firefighters as role models and became active participants in the reading program, while also garnering a better understanding of fire safety. Based on our analyses the CEFS would benefit from further optimization of the Community-Based Fire Protection Model identified within this FMP to enhance the overall level of services provided to the community. If a fifth Fire Prevention Officer was added to the division, there would be one Fire Prevention Officer (not including the Fire Prevention Captain), to be located at each of the existing stations. This would serve the Municipality from the existing station model. In order to implement a Community-Based Fire Protection Model within the division, new office space would need to be planned and constructed in existing and future fire stations, in addition to potentially relocating office staff in other divisions of the CEFS. 5.8Summary and Recommendations CEFS is surpassing the minimum requirements of the FPPA with regard to the provision of fire prevention and public education services. CEFS has been successful at providing a number of fire prevention and public education programs and initiatives over the past ten years. Evidence throughout the province and best practices of other municipalities indicates that the optimization of the first two lines of defence has shown opportunities to mitigate emergency call volume increases, decrease fatalities and injuries as a result of a fire, decrease the dollar loss as a result of a fire and provide an overall higher level of fire protection services to the community. This is also supported by the OFM with the current direction to emphasize the first two lines of defence across the fire services of all municipalities within the Province of Ontario. The Municipality of Clarington would benefit from the enhanced prevention inspection and fire safety education efforts recommended to be undertaken by CEFS within this Fire Master Plan. As a result of the review of theFire Prevention Division, the following actions are recommended: 1.That CEFS prioritize strategies and initiatives to enhance the first two lines of defence to mitigate emergency call volumes and increase the overall level of fire protection. 2.That CEFS’ public education efforts target and address the vulnerable demographics identified within the Community Risk Profile (e.g. seniors and children) with an increased emphasis to provide public education programs to seniors on an annual basis. 5.0 Fire Prevention & Public Education Page - 46 Municipality of Clarington Fire Master Plan Final Report – February 2014 3.That CEFS’“Alarmed for Life Program” and other public education programs supporting the first line of defence be targeted at areas within Clarington where extended emergency response times are present due to long travel distances, as identified within the Community Risk Profile. 4.That Council consider the recommended performance targets for fire safety inspections and public education program delivery cycles identified within this section of the report and include them in the CEFS Establishing and Regulating By-Law. 5.That CEFS investigate and purchase enhanced technology such as mobile computer tablets complete with appropriate software and applications, which would allow for on-site reporting and order issuances, and would expedite the fire inspection process. 6.That the Municipality of Clarington create a Business Directory within the Municipality to assist CEFS with building occupancy and occupancy use. 7.That CEFS continues to review all fees for service on a regular basis and where necessary make recommendations for revisions and or new fees as required to reflect a full-cost recovery system. 8.That the implementation strategy for three new positions within the CEFS Fire Prevention and Public Education division include the following within the short term horizon (one to three years) of this FMP: Hire two additional Fire Inspectors; and o Hire a dedicated Fire and Life Safety Educator. o 9.That CEFS continuously assess the need for additional fire prevention and public education resources as a result of monitoring the increased building stock resulting from growth and development within the Municipality. 10.That CEFS develop strategies to utilize on-duty Suppression Division staff, when available, for fire prevention activities. 5.0 Fire Prevention & Public Education Page - 47 Municipality of Clarington Fire Master Plan Final Report – February 2014 6.0FIRE SUPPRESSION The existing Fire Suppression Division complement consists of 52 full-time firefighters (including eight Captains) and 125 volunteer firefighters (including five volunteer District Chiefs and 20 volunteer Captains). The firefighters are assigned to five fire stations located strategically throughout the Municipality. Full-time firefighters are located at Station 1 and Station 4. Currently, each station has a complement of 25 volunteer firefighters. Fire Suppression and Emergency Response services are defined in Policy 2-34-P, “Operational Structure” and the Establishing and Regulation By-Law. The following is a summary of services provided: Fire suppression services in an offensive and defensive mode, including search and rescue operations, forcible entry, ventilation, protecting exposures, salvage and overhaul as appropriate Emergency pre-hospital care responses and medical acts such as defibrillation, standard first aid and CPR. The Emergency Medical Responder Program shall be maintained to Base Hospital protocols as agreed Extrication using hand tools, air bags and heavy hydraulic tools as required. Level 1 basic rope rescues (full-time only) Water/ice rescue services (up to level III) Defensive hazardous material emergency response to the operations level by full-time firefighters and awareness level by volunteer firefighters. In addition to operations level response, the capability for rescue and emergency decontamination shall be maintained where resources permit. Highly specialized rescue services (e.g. Trench Rescue, Confined Space, Heavy Urban Search and Rescue (HUSAR) and Structural Collapse) at the basic awareness level. 6.1Fire Suppression Staffing The Suppression Division is currently overseen by both the Deputy Fire Chiefs, as one oversees the full- time suppression staff and the other oversees the volunteer suppression staff. The minimum staffing of on-duty full-time members, according to Policy 2-25-P, “Platoon Staffing,” is seven per platoon. With the transfer of communications and dispatch to Oshawa Fire Services, this has been reduced to six per platoon. Policies have not yet been updated to reflect this change. The following summarizes the policy: Three members designated to suppression duties at Station 1 in the position of captain or acting captain, firefighter, and driver/pump operator; and Three members designated to suppression duties at Station 4 in the position of captain or acting captain, firefighter, and driver/pump operator. Policy 2-25-P includes a guideline, that when possible, five firefighters each will be assigned to Pump 1 (Bowmanville) and Pump 4 (Courtice), as follows: 6.0 Fire Suppression Page - 48 Municipality of Clarington Fire Master Plan Final Report – February 2014 Table 9: Existing Staffing Guideline (Policy 2-25-P) On-Duty FirefightersPump 10Pump 14Rescue TruckOff-Duty (excludingBowmanvilleCourticeBowmanvilleFirefighters dispatchers) 125520 114521 105502 95403 84404 74305 63306 Less than 6 firefighters on-duty would require overtime staff Fire suppression staff is assigned to a shift schedule, defined within the collective agreement, and work 42 hours per week on average, as scheduled by the Fire Chief. In the event the staffing level drops below the minimum staffing complement, the overtime call back system is used to maintain this minimum staffing level. The current minimum staffing assignments per station and apparatus are summarized below inTable 10. Table 10: Current Stations, Apparatus & Minimum Staffing StationStation AddressApparatusMinimum Staffing Pumper 103 (full-time) Pumper 113 (volunteer) Tanker 112 (volunteer) 2430 Highway #2, 1 Bowmanville Aerial 110 Rescue 110 Utility 110 Pumper 123 (volunteer) Pumper 1220 247 King Avenue East, 2 Newcastle Tanker 122 (volunteer) Aerial 120 Pumper 133 (volunteer) 5708 Main Street, Orono 3 Tanker 132 (volunteer) 6.0 Fire Suppression Page - 49 Municipality of Clarington Fire Master Plan Final Report – February 2014 StationStation AddressApparatusMinimum Staffing Pumper 143 (full-time) Pumper 1443 (volunteer) 2611 Trull’s Road, 4 Courtice Tanker 142 (volunteer) Rescue 140 Pumper 153 (volunteer) 2354 Concession Road 8, 5 Enniskillen Tanker 152 (volunteer) Total (as Determined by the Fire Chief) Policy 6-5-P, “Volunteer Apparatus Staffing” describes minimum volunteer staffing: Volunteer Pumpers shall be staffed with a minimum of three firefighters (one being an authorized driver) Volunteer Tankers shall be staffed with a minimum of two firefighters (one being an authorized driver) For the purpose of water shuttle, tankers may be staffed with one firefighter (Must be an authorized driver) Volunteer Aerial apparatus shall be staffed with a minimum of three firefighters (one being an authorized driver) Volunteer Rescue apparatus shall be staffed with a minimum of two firefighters (one being an authorized driver) Volunteer support vehicles shall be staffed with a minimum of one firefighter (Must be an authorized driver) The CEFS composite model of utilizing a combination of volunteer firefighters and full-time firefighters is serving the Municipality well. Our observations and consultation with the volunteer firefighters confirm their desire to continue to support the full-time crews to provide the high quality of services they have historically provided. Based on our consultation with the volunteer firefighters and full-time firefighter’s representatives including our analyses of the department, strategies targeted at sustaining the current composite model and optimizing the training available are priorities for CEFS management team. Strategies to support and sustain this model are recommended within this Fire Master Plan including: Prioritizing the incremental implementation of full-time staffing at Station 2 in Newcastle in order to achieve the target of 24 hour full-time coverage by the midterm horizon of this FMP (i.e. 2018); Prioritizing the incremental increasing of the station complement of volunteer firefighters at each station from the current 25 to 30 within the short-term horizon of this FMP; The introduction of a new on-duty full-time Senior Captain position to oversee the operational requirements of the CEFS on a 24 hour basis; and Considering adding five new volunteer Acting Captain positions to each of the five fire station complements. 6.0 Fire Suppression Page - 50 Municipality of Clarington Fire Master Plan Final Report – February 2014 Current practice within the CEFS is to allow full-time staffed apparatus to be reduced to a minimum of three firefighters on an apparatus. This practice is required within the current staffing model to minimize overtime costs based on the current total complement of full-time firefighters. Best practices within Ontario reflect that four firefighters arriving on the initial apparatus is the preferred model in order to facilitate either a limited rescue or limited firefighting. Recommendations to incrementally increase the number of volunteer firefighters and full-time firefighters are provided to assist the CEFS in moving towards a consistent staffing of the initial arriving apparatus with four firefighters at all times. In addition to being consistent with our understanding of current best practises within Ontario this staffing model is consistent with the recommended apparatus staffing assignments of the NFPA 1710 standard. 6.2Fire Department Water Tanker Shuttle Accreditation The Superior Tanker Shuttle Accreditation is a proprietary process managed by the Fire Underwriters TM Survey (FUS), a national organization administered by SCM Risk Management Services Inc. formerly CGI Insurance Business Services, formerly the Insurers’ Advisory Organization and Canadian Underwriters Association. As a method to provide water for firefighting in areas without municipal water supply the Superior Tanker Shuttle Accreditation includes a process that includes the following: set up pumper apparatus at fire event and deliver water from temporary storage facility (ex. portable tank) through fire pump to fire; draft water (from a location where water supplies are known to be reliable and accessible) into a mobile water supply apparatus; move water from source location to fire event using mobile water supply apparatus; dump water into temporary storage facility (ex. portable tank) at fire event location; and repeat shuttle cycle. The ‘Levels of Service’ assigned with the Tanker Shuttle Accreditation (e.g. Standard Tanker Shuttle Service or Superior Tanker Shuttle Accreditation) are determined by the alternative water supply performance and capabilities provided by the fire service. As stated by the FUS:“To be recognized, for Standard Tanker Shuttle Service, the fire department must have adequate equipment, training and continuous access to approved alternative water supplies to deliver standard tanker shuttle service in accordance with NFPA 1142, Standard on Water Supplies for Suburban and Rural Fire Fighting.” As of September 16, 2012, all five CEFS Fire Stations within the Municipality of Clarington were credited under this process by Fire Protection Survey Services. 6.3Fire Stations The CEFS’s five fire stations are strategically located throughout the Municipality as shown inFigure 7. A new station in Newcastle is currently under construction, tentatively scheduled to open in early 2014. Table 11 provides a description of the existing stations. 6.0 Fire Suppression Page - 51 Municipality of Clarington Fire Master Plan Final Report – February 2014 Table 8: Existing Station Descriptions StationDescription 1.2430 Highway #2, Bowmanville Station 1, built in 1994, is the headquarters for CEFS and home to full-time and volunteer suppression staff. It houses staff in fire suppression, administration, fire prevention, mechanical and training. There is an expansion planned due to lack of office space. 2.247 King Avenue East, Newcastle Station 2 was built in the 1950s as an auto sale / garage facility. In the mid- (future station location 3333 Highway 2) 1970s CEFS moved into the facility as a volunteer station. It has historically been a volunteer station. A new station is under construction at 3333 Highway 2 in Newcastle, with a tentative opening in early 2014. Station 3 was built in 1984. It is a 3.5708 Main Street, Orono volunteer station. Training and storage space is limited at this station. 6.0 Fire Suppression Page - 52 Municipality of Clarington Fire Master Plan Final Report – February 2014 StationDescription 4.2611 Trull’s Road, Courtice Station 4 was built in 2005. It is a composite station housing both full- time and volunteer suppression staff. The building is shared with Durham Region Police. 5.2354 Concession Road 8, Enniskillen Station 5 was built in 1990. It is a volunteer station. Training and storage space is limited at this station. 6.0 Fire Suppression Page - 53 MUNICIPALITY OF CLARINGTON Fire Station No. 5 FIRE MASTER PLAN STATION LOCATIONS FIGURE #1 ! . FIRE STATION FREEWAY ARTERIAL COLLECTOR LOCAL RAMP RAILWAY Fire Station No. 3 WATERBODY MUNICIPAL BOUNDARY Nash Road Fire Station No. 4 Fire Station No. 1 Fire Station No. 2 Headquarters SCALE 1:100,000 00.5123km %Ð %Ð MAP DRAWING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON MAP CREATED BY: JJA MAP CHECKED BY: SLC MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\StationLocations.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 07/02/13 Municipality of Clarington Fire Master Plan Final Report – February 2014 6.4Fire Suppression Guidelines, Industry Standards, Industry Best Practices Within Ontario there is no specific legislated standard that a community must achieve with regard to the type of firefighter (career/part-time/volunteer) or the number of firefighters required to respond to any given incident. As indicated within the OFM 2011 Review the FPPA does require that a municipal Council assess this level of resources based on determining its “local needs and circumstances”. Over the past decade there has been a transition within the fire service industry across North America to the utilization of community risk-based analyses to determine the appropriate level of firefighter deployment based on the critical tasks to be performed to effectively, efficiently and safely conduct fire suppression operations. Utilizing the findings of the Community Risk Profile contained within this FMP this section assesses the relevant PFSG authored by the Office of the Fire Marshal - Ontario, current standards of the National Fire Protection Association. Together the OFM and NFPA represent the agencies responsible for fire protection within the Province of Ontario, the most highly recognized fire service association in North America. In our view these agencies cumulatively represent the appropriate authorities for identifying an appropriate methodology and process for determining firefighter deployment in the Municipality of Clarington. It is recommended that CEFS and Council consider identifying performance targets for the Suppression Division including targets for dispatch times, turnout times, first response and depth of response. 6.5PFSG 04-08-10 Operational Planning: An Official Guide to Matching Resource Deployment and Risk PFSG 04-08-10 (Appendix C)was released by the OFM in January 2011 and includes a “Critical Task Matrix” to assist municipalities in determining the level of fire ground staffing capabilities based upon low, moderate, high and extreme risks. In May of 2013 the OFM indicated that this PFSG was under review. That review remains ongoing and the current version of the PFSG identified within this report remains the most current publication from the OFM. The Critical Task Matrix is defined by the OFM as: “The critical Task Matrix is based on the Incident Management System (IMS). It will assist in identifying fireground staffing capabilities based upon low, moderate, high and extreme risk levels within your community. The Office of the Fire Marshal (OFM) has identified the critical tasks from the Incident Management System that are used during fireground operations. These tasks are consistent with applicable legislation, industry best practices and the Ontario Fire College Curriculum”. The matrix further recognizes that within the IMS that: Upon arrival and rapid size-up, the incident commander can upgrade or downgrade response; Crews can be reassigned to other tasks once original assignments are complete; Response protocols can be established with specific risk levels used to assist with pre- planning to obtain more resources based on the escalating nature of the emergency; Fire departments perform rescue and building personnel conduct evacuations according to their approved fire safety plans; Some tasks will never be assigned based on the tactical approach chosen by the incident commander (offensive versus defensive). 6.0 Fire Suppression Page - 55 Municipality of Clarington Fire Master Plan Final Report – February 2014 The Critical Task Matrix provides a lower and upper range of the number of firefighters required to respond for each of the four risk levels. The actual number of firefighters within each range is based upon analysis of actual fires, theOccupational Health and Safety Act Section 21 Guidance Notes affecting firefighters, and industry best practices.Figure 8 reflects the PFSG 04-08-10 (Appendix C) Critical Task Matrix. Figure 8: PFSG 04-08-10 Critical Task Matrix The OFM Critical Task Matrix indicates that the lower and upper level incident response range to effectively, efficiently and safely conduct fire suppression operations to safely complete the tasks associated with a fire in moderate risk (Group C - Residential Occupancy) would be 16 to 43. 6.0 Fire Suppression Page - 56 Municipality of Clarington Fire Master Plan Final Report – February 2014 In comparison, the matrix indicates that the lower and upper level incident response range to effectively, efficiently and safely conduct fire suppression operations tasks associated with high risk occupancy (e.g. Group B – Institutional Occupancy) would be 36 to 83. 6.5.1National Fire Protection Association (NFPA) 1710 Standard The National Fire Protection Association (NFPA) is an international non-profit organization that was established in 1896. The company’s mission is to reduce the worldwide burden of fire and other hazards on the quality of life by providing and advocating consensus codes and standards, research, training, and education. With a membership that includes more than 70,000 individuals from nearly 100 nations NFPA is recognized as one of the world's leading advocates of fire prevention and an authoritative source on public safety. NFPA is responsible for 300 codes and standards that are designed to minimize the risk and effects of fire by establishing criteria for building, processing, design, service, and installation in the United States, as well as many other countries. Its more than 200 technical code and standard development committees are comprised of over 6,000 volunteer seats. Volunteers vote on proposals and revisions in a process that is accredited by the American National Standards Institute (ANSI). NFPA 1710 “Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments” provides a resource for determining and evaluating the number of career firefighters required based upon recognized industry best practices. NFPA 1710 is a standard that is designed for larger municipalities that as a result of many factors are operating their fire department utilizing substantially career firefighters. Relevant references from NFPA 1710 include the following: This standard applies to the deployment of resources by a fire department to emergency situations when operations can be implemented to save lives and property. The standard is a benchmark for most common responses and a platform for developing the appropriate plan for deployment of resources for fires in higher hazard occupancies or more complex incidents. The NFPA references support the strategic priority of saving lives and property, as well as recognising the standard as a “benchmark” for determining the appropriate level of resources based on the complexity and level of risk present. This standard identifies the minimum deployment of firefighters based on an “Initial Arriving Company” and an “Initial Full Alarm Assignment”. 6.5.2Initial Arriving Company – “First Response” First response is consistently defined in the fire service as the number of firefighters initially deployed to respond to an incident. Fire service leaders and professional regulating bodies have agreed that until a sufficient number of firefighters are assembled on-scene, initiating tactics such as entry into the building to conduct search and rescue, or initiating interior fire suppression operations are not safe practices. If fewer than four firefighters arrive on scene, they must wait until a second vehicle, or additional firefighters arrive on scene to have sufficient staff to commence these activities. NFPA 1710 refers to the Initial Arriving Company as an Engine Company and further defines the minimum staffing level of an Engine Company as four firefighters whose primary functions are to pump and deliver water and perform basic firefighting at fires, including search and rescue. 6.0 Fire Suppression Page - 57 Municipality of Clarington Fire Master Plan Final Report – February 2014 A first response of four firefighters once assembled on-scene is typically assigned the following operational functions. The Officer in charge shall assume the role of Incident Command; one firefighter shall be designated as the pump operator; one firefighter shall complete the task of making the fire hydrant connection; and the fourth firefighter shall prepare an initial fire attack line for operation. The assembly of four firefighters on the fire scene provides sufficient resources to safely initiate limited rescue or firefighting operations. This first crew of four firefighters is also able to conduct the strategic operational priority of “size-up” whereby the Officer in-charge can evaluate the incident and where necessary, request an additional depth of resources that may not have been dispatched as part of the first response. Fire scene responsibilities of a First Response are highlighted inFigure 9below. Figure 9: First Response Fire Scene Responsibilities Office of the Fire Marshal, Ontario, Public Fire Safety Guideline 04-08-12, December, 2001. (Rescinded November 10, 2010) The NFPA 1710 standard identifies a first response deployment of four firefighters required to effectively, efficiently and safely conduct initial fire suppression operations. As listed in the Fireground Critical Tasks and summarized inFigure 8the critical tasks with four firefighters on-scene include incident command, pumper operator and an attack line. This relates to a low-risk call response or a first response for all calls. 6.5.3Initial Full Alarm Assignment – “Depth of Response” In comparison to the first response, the depth of response relates to the “total” number of firefighters initially assigned to an incident. Depth of response is also commonly referred to as “First Alarm” or “Full Response”. For example NFPA 1710 defines “Initial Full Alarm Assignment”as “Those personnel, equipment, and resources ordinarily dispatched upon notification of a structure fire”. 6.0 Fire Suppression Page - 58 Municipality of Clarington Fire Master Plan Final Report – February 2014 The standard utilizes the example of a fire risk scenario in a 2,000 square foot, two-story single-family dwelling without a basement and with no exposures present. This represents a typical home of wood frame construction located in a suburban neighbourhood having access to a municipal water supply including fire hydrants. Within this study this occupancy would be classified as a Group C - Residential Occupancy (moderate risk). It is very important to recognize that depth of response is referring to the “total” number of firefighters initially assigned to an incident. The total number of firefighters assigned to an incident can vary based on the type of occupancy and the level of risk present. Fires involving occupancies that have been assigned a higher level of risk such as high, or extreme may require a higher number of firefighters as part of the initial depth of response. The NFPA 1710 standard for depth of response to the fire risk scenario presented is fourteen firefighters, fifteen if an aerial device is to be used. The NFPA 1710 fire scene responsibilities for depth of response including an aerial are highlighted inFigure 10. Figure 10: Depth of Response Fire Scene Responsibilities (Shown including an aerial device – 15 firefighters) Modified from the Office of the Fire Marshal, Ontario, Public Fire Safety Guideline 04-08-12, December, 2001. (Rescinded November 10, 2010). The NFPA 1710 standard identifies a depth of response deployment of 14 firefighters (with one additional firefighter with an aerial on-scene) to effectively, efficiently and safely conduct initial fire suppression operations in a fire risk scenario representing a single-family detached dwelling. Within this FMP this occupancy would be classified as a Group C - Residential Occupancy (moderate risk). As listed in the Fireground Critical Tasks shown inFigure 9, the critical tasks for a moderate level risk include: Incident Command / Accountability (1 firefighter) Pump Operator (1 firefighter) Two Attack Lines (4 firefighters) 6.0 Fire Suppression Page - 59 Municipality of Clarington Fire Master Plan Final Report – February 2014 Search and Rescue (2 firefighters) Forcible Entry (1 firefighter) Water supply (1 firefighter) Initial Rapid Intervention Team (2 firefighters) Ventilation (2 firefighters) Laddering - Aerial – (additional 1 firefighter, optional) In summary, following the comparisons of these industry guidelines and standards, this FMP supports a recommended first response deployment of four firefighters, and a depth of response deployment of 14 firefighters to a moderate risk occupancy, and 24 firefighters to a high risk occupancy. 6.6National Fire Protection Association (NFPA) 1720 Standard NFPA 1720 “Standard for the Organization and Deployment of Fire suppression Operations, Emergency medical Operations, and Special Operations to the Public by Volunteer Fire Departments” provides a resource for determining and evaluating the number of volunteer firefighters required based upon recognized industry best practices. The NFPA 1720 standard further supports the minimum initial response staffing to include four firefighters including “Initial firefighting operations shall be organized to ensure that at least four fire fighters are assembled before interior fire suppression operations are initiated in a hazardous area”. This particular standard recognizes that the four firefighters may not arrive on the same vehicle, but that there must be four on the scene prior to initiating any type of interior firefighting operations. Within this standard the NFPA identifies five different categories described as “Demand Zones” that relate to the type of risk that may be found within a typical community; either by population density, travel distance, or special circumstances. The standard then identifies a minimum level of firefighters that would be recommended for each of these categories.Table 12presents the NFPA minimum staffing levels by category. 6.0 Fire Suppression Page - 60 Municipality of Clarington Fire Master Plan Final Report – February 2014 Table 12: NFPA 1720 ResponseMeets Minimum # of Time (TurnoutObjective Demand ZonesDemographicsFirefighters + Travel) in(%) Responding Minutes Urban Area>1000 people per square15990 mile Suburban Area500-1000 people per101080 square mile Rural Area<500 people per square61480 mile Remote Area Travel Distance + or – 84Dependent90 milesupon travel distance Special Risks To be determined by FireTo beTo be90 Departmentdetermined bydetermined by FireFire DepartmentDepartment The NFPA 1720 standard utilizes population density as a factor in evaluating the minimum number of firefighters recommended for depth of response. As a standard primarily for use by volunteer fire departments it recognizes lower population densities are typically found in smaller communities in comparison to much higher population densities found in large urban centres. The NFPA 1720 standard identifies an initial response deployment of four firefighters to effectively, efficiently and safely conduct initial fire suppression operations. The NFPA 1720 standard identifies a depth of response deployment range of four to 15 firefighters depending on the risks associated with fire demand zones to effectively, efficiently and safely conduct initial fire suppression operations. 6.7Summary of Fire Suppression Guidelines, Industry Standards, and Industry Best Practices In our view the framework for identifying community risk and deploying sufficient firefighting resources to address the community risk present is accurately presented in PFSG 04-08-10Operational Planning: An Official Guide to Matching Resource Deployment and Risk (Appendix C). First Response: Having considered PFSG 04-08-10 and NFPA 1710 and 1720 Standards and based on our experience in working with other municipalities across Ontario current best practices within the Ontario fire service for deployment of a first response to effectively, efficiently and safely conduct initial fire suppression operations reflects a minimum deployment of four firefighters. 6.0 Fire Suppression Page - 61 Municipality of Clarington Fire Master Plan Final Report – February 2014 In our view an appropriate deployment of a first response within the Municipality of Clarington should minimum first response of four firefighters include a to provide sufficient firefighting resources to effectively, efficiently and safely conduct either a limited rescue or limited firefighting operations including the fireground critical tasks of: Incident Command- 1 firefighter/officer Pump Operation – 1 firefighter Attack Line - 2 firefighters (Confine and Extinguish) Depth of Response: Current best practices within the Ontario fire service for depth of response reflect the principles of PFSG 04-08-10 (Appendix C) that utilizes fireground critical tasks for determining the appropriate number of firefighters to be deployed based on the associated occupancy risk. Fireground critical tasks refer to the types of activities that are required to be completed by firefighters to effectively and safely mitigate a fire situation. PFSG 04-08-10 provides a lower and upper effective range of firefighters for each of the occupancy risks levels including low, moderate, high and extreme. The OFM has identified the critical tasks from the Incident Management System (IMS) that are used during fireground operations. As indicated within the guideline these tasks are consistent with applicable legislation, industry best practices and the Ontario Fire College curriculum. Residential occupancies and specifically single family residences provide an example of the type of fire risk present and fireground critical tasks required to effectively, efficiently and safely mitigate an incident. This is particularly relevant to Ontario where residential occupancies have historically accounted for 71% of all structure fires and 85% of all fire related deaths. The fireground critical tasks and initial full response assignment (depth of response) identified within NFPA 1710 utilize the following definition of a residential occupancy: “The fire risk scenario in a 2,000 square foot, two-story single-family dwelling without a basement and with no exposures present. This represents a typical home of wood frame construction located in a suburban neighbourhood having access to a municipal water supply including fire hydrants”. The NFPA staffing deployment for this residential fire risk is 14 firefighters, 15 if an aerial device is deployed. The identification of fire risk classifications (e.g. low, moderate, high and extreme) is determined based on analyses of all available information that defines the characteristics of a community. The Community Risk Profile included within this FMP (Appendix I) provides these analyses for the Municipality of Clarington. The analyses consider the eight key risk factors identified within the OFM Fire Risk Sub- Model. 2 Source:2012 Ontario Fire Marshall data 6.0 Fire Suppression Page - 62 Municipality of Clarington Fire Master Plan Final Report – February 2014 The fire suppression resources necessary to complete the fireground critical tasks can vary based on the type of occupancy. For example, a fire situation in the example of a single family dwelling (moderate risk) will require sufficient fire suppression resources that are determined based on the Community Risk Profile including the eight key factors and the relevant PFSG and the NFPA 1710/1720 and OHSA standards reflecting best practices in fire suppression activities. High risk occupancies such as a nursing home where higher risks such as on older demographic (seniors) that may become disoriented, or unable to evacuate themselves present a different challenge for responding firefighters. The nature of these occupancies to have more residents than a single family home present further challenges for conducting search and rescue and evacuation activities. To determine the appropriate firefighter deployment for low, moderate, high and extreme risks occupancies within the Municipality of Clarington, an assessment of the Community Risk Profile, relevant PFSG and the NFPA 1710 and 1720 standards, and OHSA Section 21 Guidance Notes was completed. These analyses identified a best practices firefighter deployment to complete the fireground critical tasks associated with each occupancy risk level. For low risk occupancies this reflects a minimum depth of response deployment of four firefighters. For moderate risk occupancies including Group C - Residential occupancies (Single – Family Dwelling) a minimum depth of response deployment of 14 firefighters is required to complete the additional fireground critical tasks based on the fire risks present. The additional fireground critical tasks include activities such as providing an additional fire attack line requiring two firefighters, and providing a Rapid Intervention Team (RIT) comprised of two firefighters who are assigned the specific task of being prepared to respond quickly in the event one of the fire attack teams or other firefighters on scene require immediate assistance. In comparison to the low and moderate risk occupancies, high risk occupancies such as the nursing home referenced above require additional fireground critical tasks to be completed and a higher minimum deployment of firefighters. The additional fireground critical tasks include activities such as providing a dedicated crew of two firefighters for positioning ladders on the building to support fire suppression and rescue activities, and the provision of an Incident Safety Officer to oversee and ensure all firefighting activities are conducted safely. The results of the Community Risk Profile indicate that the Municipality of Clarington does not have any extreme risk occupancy’s. Based on our analyses of the current PFSG’s, NFPA Standards and best practices within Ontario an appropriate minimum depth of response to the low, moderate and high risks occupancies within the Municipality of Clarington to achieve the identified critical fireground tasks includes four firefighters to low risk occupancies, 14 firefighters to moderate risk occupancies and 24 firefighters to high risk occupancies. The recommended depth of response firefighter deployment is identified inTable 13 below. 6.0 Fire Suppression Page - 63 Municipality of Clarington Fire Master Plan Final Report – February 2014 Table 13: Recommended Depth of Response – Municipality of Clarington Moderate Fireground Critical TasksLow RiskHigh Risk Risk Incident Command111 Pump Operator111 Additional Pump Operator001 Initial Attack Line (Confine & Extinguish)222 Additional Attack Line (Confine &022 Extinguish) Incident Search and Rescue022 Response Initial Rapid Intervention (RIT)022 Ventilation022 Water Supply-pressurized011 Forcible Entry Team012 Laddering002 Exposure Protection002 Incident Safety Officer001 Accountability001 Rehabilitation002 Minimum firefighter deployment41424 In our view the current Mutual and Automatic Aid Plan and Program for the Region of Durham reflects the planning and access to additional firefighting resources that may be required in the event of an extreme risk incident within Clarington. Based on our analyses of the relevant PFSG, Industry Standards, Best Practices and the municipalities legislated responsibilities within the FPPA and OHSA determining an appropriate fire suppression Table 13 deployment model utilizing the minimum firefighter deployment based on risk ( above) in conjunction with a comparison of the performance targeted within the NFPA 1720 Standard for depth of response and the NFPA 1710 performance target of a first response of four firefighters in four minutes travel time to 90% of incidents would reflect an appropriate analyses of fire suppression resource deployment within the Municipality of Clarington. This ensures that the CEFS is approaching an assured four firefighter first response with full time firefighters and relying on volunteer firefighters for their depth of response. 6.8Current Emergency Response Overview 6.8.1Call Volume As shown inFigure 11, emergency call volumes in Clarington remained relatively stable between 2008 and 2012, with slight increases and decreases during this period. A successful prevention and education program is expected to maintain (or decrease) call volumes during planned future population growth in Clarington. 6.0 Fire Suppression Page - 64 Municipality of Clarington Fire Master Plan Final Report – February 2014 Figure 11: Emergency Call Volume by Year (2008-2012) Call Volume by Year 4000 3500 3000 s l l a 2500 C f o r e 2000 b m 3,546 3,524 3,441 u 3,341 3,290 N 1500 1000 500 0 20082009201020112012 Year 6.8.2Emergency Call Incident Types A more detailed analysis of emergency call response type for the period 2008 – 2012 is presented in Figure 11below. CEFS responded to a total of 1,314 fire-related calls over the five year period (2008- 2012) resulting in an average of approximately 263 calls per year. As shown inFigure 12, the volume of fire calls has remained relatively stable. 6.0 Fire Suppression Page - 65 Municipality of Clarington Fire Master Plan Final Report – February 2014 Figure 12: Historical Call Volume by Type (2008-2012) Call Volume by Type 2000 1800 2008 1600 2009 1400 s 2010 l l a 1200 C 2011 f o r 1000 2012 e b 800 m u N 600 400 200 0 FireMedicalOther Call Type The numbers of calls per incident type are shown inFigure 12. Medical call numbers trended upwards between 2008 and 2012, but only slightly. This is reflective of a growing and aging population. The number of fire calls was generally stable. It is anticipated that enhancing CEFS focus on the first two lines of defence would induce a downward trend on fire calls overtime. The fact that the fire call volume has remained stable while the Municipality has been experiencing growth is reflective of the success of the existing fire prevention resources and programs. “Other” call types decreased significantly between 2008 and 2010 and increased to a lesser extent between 2011 and 2012. 6.8.3Percentage of Incident Type Fire-related calls made up 15% of total calls between 2008 and 2012. As shown inFigure 13, 51% of all calls from 2008 to 2012 were medical calls, the most frequent of all call types. Public hazards (17%) and rescue calls (13%) were the next most frequent type. 6.0 Fire Suppression Page - 66 Municipality of Clarington Fire Master Plan Final Report – February 2014 Figure 13: Historic Average Call Volumes (2008-2012) by Percentage Type Percentage of Calls by Type (2008-2012) 3% 4% 5% Property Fire / Explosion - Structural (3%) 7% 13% Property Fire / Explosion - Non-Structural (5%) False fire calls (7%) Fire Related (15%) Medical (51%) 17% Public hazards (17%) Rescue (13%) 51% Other (5%) 6.8.4Response Time Assessment Response times are measured and analyzed according to percentile ranking (i.e. percentage of responses meeting a specified timeframe). The 90th percentile (i.e. where 90% or 90 out of 100 responses meet a specific response time target) is a common industry best practice for reporting and understanding emergency first responder performance. Fire services commonly utilize 90th percentile response time th data for system planning and resource deployment purposes. Aggregate 90 percentiles across the historical years are displayed and discussed for comparison purposes. 6.8.5Dispatch Time Dispatch time is defined by the NFPA in a standard called “NFPA 1221 – Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems”, as follows: “Emergency Alarm Processing / Dispatching:A process by which an alarm answered at the communications centre is transmitted to emergency response facilities (ERFs) or the emergency response units (ERUs) in the field.” 6.0 Fire Suppression Page - 67 Municipality of Clarington Fire Master Plan Final Report – February 2014 NFPA 1221 is an industry best practice for dispatch time requirements. It requires that 95% of alarms received on emergency lines shall be answered within 15 seconds, and 99% of alarms shall be answered within 40 seconds. It requires processing of the alarm call (dispatching) to be completed within 60 th seconds, for 80% of all calls (80 percentile), and within 106 seconds for 95% of calls. This means that 80 out of 100 calls are required to be dispatched within 60 seconds and the 95 out of 100 calls must be dispatched within 106 seconds. There are some exceptions that have been identified. For the following call types, emergency alarm processing shall be completed within 90 seconds 90% of the time and within 120 seconds 99% of the time: Calls requiring emergency medical dispatch questioning and pre-arrival medical instructions Calls requiring language translation Calls requiring the use of a TTY/TDD device or audio/video relay services Calls of criminal activity that require information vital to emergency responder safety prior to dispatching units Hazardous material incidents Technical Rescue th Figure 14presents a summary of the 80 percentile of historical dispatch times from the period of 2008 to 2012. Figure 14: Historical Dispatch Times by Type (2008-2012) Dispatch Times -80th Percentile 160 140 2008 120 ) 2009 s d 100 n o 2010 c e 80 s ( 2011 e m 60 i T 2012 40 Agg. - 80th 20 0 FireMedicalOther Call Type th The aggregate 80 percentile dispatch time for fire calls is 133 seconds. This is 73 seconds longer than the recommended performance target. This means that the dispatching for fire calls is currently just over double the recommended performance target. th Dispatch time for medical calls has remained relatively stable over the years. The aggregate 80 percentile is 65 seconds. This is 5 seconds over the recommended performance target. 6.0 Fire Suppression Page - 68 Municipality of Clarington Fire Master Plan Final Report – February 2014 th The aggregate 80 percentile dispatch time for other calls is 118 seconds, almost double the recommended performance target. The Municipality of Clarington has contracted the dispatching services out to Oshawa Fire Services as of January 2013. CEFS should ensure that the agreement with Oshawa Fire Services for provision of dispatch services includes a performance measure, such as NFPA 1221. Dispatch data should be reviewed and assessed against the performance measure on an on-going basis. Any issues with performance or service should be discussed with the dispatch service provider. 6.8.6Turnout Time Turnout time is defined by the NFPA, within the Standard for Organization and Deployment of Fire Suppression Operations by Career Fire Departments (NFPA 1710), as: “the time interval that begins when the emergency response facilities (ERFs) and emergency response unit (ERUs) notification process begins by either an audible alarm or visual annunciation of both and ends at the beginning point of travel time.” In general, it is considered to be the preparation time required between the call being received at the fire station and the time the truck and firefighters leave the station. The objective set by NFPA 1710, for career departments, is to meet a turnout time of 60 seconds or less for medical calls and 80 seconds or less for fire or special operations calls. In comparison, volunteer firefighters must first receive the call to respond (via pager) travel to the fire station and then safely staff the apparatus in preparation for response. Volunteer firefighter turnout times can vary significantly depending on the location and availability of the individual when the call is received. This variable can have a significant impact on a fire departments total response time and therefore should be monitored on an ongoing basis. Table 14 provides a summary of historical turnout times for the period of 2008 to 2012. Table 14: Historical Turnout Times by Station th 90 Percentile Turnout Average Turnout Time Time Station (All Calls) (All Calls) Station 1- Full-Time148 seconds Station 2260 seconds Station 3270 seconds Station 4 – Full-Time149 seconds Station 5300 seconds Consideration should be given to implementing specific strategies targeted to reduce turnout time. Identifying efficiencies can have a positive effect on total response times. Often turnout times can be improved by reporting actual turnout performance to suppression crews at each station on a monthly or quarterly basis. 6.0 Fire Suppression Page - 69 Municipality of Clarington Fire Master Plan Final Report – February 2014 6.8.7Travel Time NFPA 1710 defines travel time as: “The time interval that begins when a unit is en route to the emergency incident and ends when the unit arrives at the scene.” First Response Travel Time: The NFPA 1710 performance measure requires meeting a travel time of 240 seconds (four minutes) for th the first arriving engine company (four firefighters) on-scene for 90% of calls (90 percentile).Figure 15 th presents a summary of historical 90 percentile CEFS travel times for the first arriving vehicle (first th response) for the period of 2008 to 2012. The historic aggregate 90 percentile first response travel times for fire related calls is 528 seconds, which is 288 seconds above the recommended performance target. th The aggregate 90 percentile travel time for medical calls is 455 seconds, which is 215 seconds higher than the performance target. th Finally the aggregate 90 percentile time for other calls is 535 seconds, which is 295 seconds higher than the recommended performance target. This indicates that in call cases the department is required to travel long distances to respond to an emergency call. The Municipality of Clarington has a large geography including many rural areas. These rural areas can require an extended travel time to respond to from CEFS stations. Figure 15: Historical Travel Times (First Arriving Vehicle) by Type (2008-2012) Travel Times -90th Percentile 700 600 2008 )500 s d 2009 n o 400 c 2010 e s ( 300 e 2011 m i T 2012 200 Agg. - 90th 100 0 FireMedicalOther Call Type 6.8.8Total Response Time Total Response Time is defined by the NFPA within NFPA 1710 as follows: “The time interval from the receipt of the alarm at the public safety answering point (PSAP) to when the first emergency response unit is initiating action or intervening to control the incident.” 6.0 Fire Suppression Page - 70 Municipality of Clarington Fire Master Plan Final Report – February 2014 Total response time includes dispatch time, turnout time and travel time components. Figure 16 presents a summary of historical total response times for the first arriving vehicle. This data represents the period from 2008 to 2012. The total response performance measure for first response is the th sum of dispatch time, turnout time and travel time. This equates to a 90 percentile total response time of th 360 seconds for medical calls and 380 seconds for fire / other calls. The aggregate 90 percentile total response time for fire and other calls is 859 seconds and 835 seconds respectively. This is 479 seconds th and 455 seconds above the recommended performance target. For medical calls the aggregate 90 percentile total response time is 675 seconds which is 315 seconds above the recommended performance target. This highlights that each component, whether dispatch time, turnout time or travel time, impacts the total response time. It is important to aim to meet the performance measure target for each of these components in order to provide the best level of service for the overall emergency response. Figure 16: Historical Total Response Times by Type Total Response Time -90th Percentile 1000 900 800 2008 ) 700 s d 2009 n 600 o c e 2010 500 s ( e 400 2011 m i T 300 2012 200 Agg. - 90th 100 0 FireMedicalOther Call Type 6.8.9Historic Staffing Response Assessment First Response – Initial Personnel Responding The average initial personnel responding was assessed for fire related calls, medical calls and other calls from 2009 to 2012, across the department as a whole (operating as a composite model). These results are presented inFigure 17. For fire calls, the 2009-2012 CEFS average first response is slightly above four fighters. The average was 4.4 firefighters for 2012 fire related calls. Medical calls and other calls averaged for 2009 to 2012 have received more than three, but less than four initial personnel responding. For the period from 2009 to 2012 there were 327 calls coded as “Property Fire / Explosion – Structural.” This group of calls had an average of 4.13 personnel arriving as a first response. This number reflects the best practice target of four firefighters. 6.0 Fire Suppression Page - 71 Municipality of Clarington Fire Master Plan Final Report – February 2014 Figure 17: Historic First Response Staffing Assessment by Type of Call Average Initial Personnel Responding 5 l 4 e n n 2009 o s r 2010 e 3 P f 2011 o r e 2012 b m 2 u Avg. N 1 0 FireMedicalOther Call Type Depth of Response - Total Personnel on Scene The average total personnel responding was assessed for fire calls, medical calls and other calls from 2009 to 2012, across the department as a whole (operating as a composite model). These results are presented inFigure 18.For fire calls, the 2009-2012 CEFS average depth of response was 9.4 total personnel responding. For medical calls, the 2009-2012 CEFS average depth of response was less than four firefighters (same as the initial response). For other calls, the 2009-2012 CEFS average depth of response was 5.2 total personnel. For the period from 2009 to 2012 there were 327 calls coded as “Property Fire / Explosion – Structural.” This group of calls had an average of 14.38 total personnel assembled on-scene as a depth of response. This number reflects the best practice target of 14 firefighters assembled on-scene for a moderate risk response. 6.0 Fire Suppression Page - 72 Municipality of Clarington Fire Master Plan Final Report – February 2014 Figure 18: Historic Depth of Response Staffing Assessment by Type of Call Average Total Personnel Responding 12 10 l e n n 2009 o s 8 r 2010 e P f 2011 o r6 e 2012 b m u Avg. N 4 2 0 FireMedicalOther Call Type 6.9Assessment of Response Coverage The following sections detail the assessment of response coverage within the Municipality of Clarington. Various methods were employed to assess the fire services emergency response coverage capabilities for existing conditions as well as for projected future conditions. A review of existing call data was carried out to determine CEFS’ success in meeting established response performance targets. The analysis was carried out using ESRI’s Network Analyst, a GIS tool developed specifically for the purpose of assessing networks, such as roads. 6.9.1Methodology This section provides a brief outline of the scope and methodology used in order to provide insight into the modeling procedures adopted to assess existing and future response coverage and to test various combinations of fire suppression resources. A Geographic Information System (GIS) program was used to assess the fire service’s response coverage. Digital copies of GIS layers were provided by the municipality for the existing road network. Relevant base road information, such as road length and speed, was extracted from the GIS data. The model was calibrated from the posted speed to a modelled speed, to more accurately reflect travel times of the fire response units. 6.0 Fire Suppression Page - 73 Municipality of Clarington Fire Master Plan Final Report – February 2014 Industry performance measures used for the response assessment were applied to two different horizons: Existing conditions (2013); and Ten year future horizon (2023). Response assessment was completed based on NFPA 1710 and NFPA 1720 as indicated previously in Section 6.6 above. For NFPA 1710 existing conditions were modelled based on the municipality’s Official Plan defined urban areas of Courtice, Bowmanville and Newcastle. The municipal boundary was used to assess the municipality against NFPA 1720. The future service boundary remains the same as the urban boundary is not anticipated to change within the ten year horizon. This information, combined with the station location, was used to build graphical “response polygons” around each station. These polygons represent the coverage the station can provide in the specified amount of time. This assesses whether the municipality is providing adequate first response and depth of response coverage according to the NFPA 1710 standard and whether the municipality is providing adequate depth of response coverage according to the NFPA 1720 standard. This analysis also identifies the areas where the fire department is not currently able to achieve the response time elements or the staffing elements of the NFPA 1710 and 1720 performance measure. 6.10Analytic Results This section documents the results of the analysis for the existing five station model under existing conditions and under future conditions with an adjusted deployment scenario and the addition of full time staff at Station #2 in Newcastle. For ease of reference, the station staffing and vehicle assignments modeled are summarized in a tabular format included within each model figure. 6.10.1Coverage Assessment Scenarios 2013 Existing Conditions, Five Station Model This scenario is based on staffing levels as they were in 2013 and it represents the existing “do-nothing” condition at the study outset. The road network and station locations reflect the conditions in 2013. The NFPA 1710 standard for first response of four firefighters in four minutes of travel time is widely accepted as the minimum first response and best practice in order to commence limited rescue or firefighting involving a structure fire in a typical 2,000 square foot, two-storey single-family dwelling without a basement and without exposures. As the minimum staffing for first arriving apparatus (e.g. pumpers) can be as low as three firefighters, this standard is a challenge for CEFS. The modelled results indicate the distance that could be travelled from the fire stations in the urban areas of Courtice, () Bowmanville and Newcastle within four minutes, by full time suppression staffoutlined inFigure 19. The NFPA 1720 supports the minimum initial response staffing to include four firefighters by stating “Initial firefighting operations shall be organized to ensure that at least four fire fighters are assembled before interior fire suppression operations are initiated in a hazardous area”.This particular standard recognizes that the four firefighters may not arrive on the same vehicle, but that there must be four on the scene prior to initiating any type of interior firefighting operations. Under existing conditions, the first response coverage of the first vehicle arriving on-scene within four minutes of travel time is 37% of the municipality’s urban geography and 62% of the historic urban call locations. This is considered to be the baseline first response coverage. Results of the first response assessment are shown inFigure 19. There are two significant areas within the results that highlight response challenges (i.e. greater than four minute first response coverage). The first is the urban area east 6.0 Fire Suppression Page - 74 Municipality of Clarington Fire Master Plan Final Report – February 2014 of Liberty Street in Bowmanville. The second is the urban areas which extend south of Highway 401. These areas are shown in gold and red on the figures (e.g.Figure 19). These figures highlight the urban areas which are served by full time suppression staff within four minutes of travel time; however, to fully comply with the NFPA 1710 standard, a crew of four firefighters would be required as minimum staffing at each station to staff the first arriving apparatus. Although the entire area of Newcastle is considered as an urban area (outlined inFigure 19), with the existing staffing Station 2 operates with volunteer suppression staff and therefore cannot meet the 1710 turnout time applicable to the standard. To model the department against the NFPA 1710 depth of response target, travel time delays were assigned to the volunteer stations to account for increased turnout time of volunteer responders. It is understood that volunteer stations have a much higher turnout time than full-time firefighters and therefore the turnout time needs to be added to the travel time when considering a full-time standard. Based on historic turnout times, a five minute delay was assigned to the volunteer crews at Stations 1, 2 and 3 and a four minute delay was assigned to the volunteer crews at Stations 4 and 5. It was assumed that the full time staff (at Stations 1 and 4) would have a turnout time of one minute. Taking this into consideration, the department’s depth of response was modelled against the NFPA 1710 performance measure. The existing condition, with three firefighters on all pumps and two firefighters on all tankers, yields a maximum staffing of 13 firefighters to less than 1% of the urban area. The department is currently not able to meet the staffing requirements of NFPA 1710. Results of the depth of response assessment are shown inFigure 20. This is the baseline depth of response coverage. Using the same turnout time assumptions modelling was completed to assess the department’s performance with regards to the NFPA 1720 performance measure.Figure 21presents the depth of response coverage against NFPA 1720 for both the urban and rural areas within the municipality. For analysis purposes the three main urban areas as defined within the municipality’s Official Plan were used for the urban boundary and the remainder of the municipality was considered to be the rural area. The standard stipulates a response time of nine minutes (turnout time + travel time). The analysis of th turnout time indicates a 90 percentile turnout time of approximately five minutes for Stations 1, 2 and 3 which results in four minutes of available travel time. The turnout time for Stations 4 and 5 was four minutes, which results in five minutes of available travel time. Finally, a one minute turnout time was assumed for the full time staff at Station 1 and 4, which results in eight minutes of available travel time. Within the allocated travel time for each station, the department is not able to achieve the recommended 15 firefighters within the urban area. For rural areas, the standard stipulates a response time of 14 minutes (turnout time + travel time). The same turnout times were assumed. As a result, the department is able to cover 32% of the rural area and 67% of historic rural call locations. 6.0 Fire Suppression Page - 75 Travel Time | % Area | % Calls (minutes) | Covered | Covered -------------+----------+--------- <=4 | 36% | 61% <=5 | 47% | 71% >5 | 53% | 29% Note: 59% of all Clarington's fire calls occur within the urban area. MUNICIPALITY OF CLARINGTON Fire Station No. 5 FIRE MASTER PLAN Regional Rd 3 EXISTING FIRST RESPONSE FIGURE # HISTORICAL FIRE CALL (2008-2012) ! ! . FIRE STATION RAILWAY FREEWAY ARTERIAL COLLECTOR LOCAL WATERBODY MUNICIPAL BOUNDARY Fire Station No 3 URBAN BOUNDARY TRAVEL TIMES < = 4 MINUTES @ NETWORK SPEED e Pebbleston < = 5 MINUTES @ NETWORK SPEED > 5 MINUTES @ NETWORK SPEED Nash "NFPA 1710: Initial arriving company, minimum of 4 firefighters responding within 4 minutes travel time to 90% Fire Station No. 4 of incidents" Bloor Fire Station No. 1 Fire Station No 2 SCALE 1:100,000 00.5123km MAP DRAWING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON MAP CREATED BY: SLS MAP CHECKED BY: SLC MAP PROJECTION: NAD 1983 UTM Zone 17N C oncession Rd 1 FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing First Response.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 09/02/13 STATIONS AND STAFFING STATION 1 Pump - 3 FT Firefighters Pump - 3 V Firefighters Tanker - 2 V Firefighters STATION 2 Pump - 3 V Firefighters Tanker - 2 V Firefighters STATION 3 Pump - 3 V Firefighters Tanker - 2 V Firefighters MUNICIPALITY OF CLARINGTON STATION 4 FIRE MASTER PLAN Fire Station No. 5 Pump - 3 FT Firefighters Pump - 3 V Firefighters Regional Rd 3 Tanker - 2 V Firefighters EXISTING DEPTH OF RESPONSE STATION 5 Pump - 3 V Firefighters FIGURE # Tanker - 2 V Firefighters HISTORICAL FIRE CALL (2008-2012) ! ! . FIRE STATION # of | % Area | % Calls Firefighters | Covered | Covered RAILWAY -------------+----------+--------- 0 | 17% | 1% FREEWAY 3 | 83% | 99% 6 | 46% | 75% ARTERIAL 8 | 44% | 71% 11 | 7% | 13% COLLECTOR 13 | 1% | 0% LOCAL WATERBODY MUNICIPAL BOUNDARY Fire Station No 3 DEPTH OF RESPONSE TOTAL NUMBER OF FIREFIGHTERS REACHING AREA WITHIN 8 MINUTES OF TRAVEL TIME e Pebbleston 0 FIREFIGHTERS 3 FIREFIGHTERS 6 FIREFIGHTERS 8 FIREFIGHTERS Nash 11 FIREFIGHTERS 13 FIREFIGHTERS Fire Station No. 4 Bloor Fire Station No. 1 Fire Station No. 2 00.5123km MAP DRAWING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON MAP CREATED BY: SLS MAP CHECKED BY: SLC C oncession Rd 1 MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing First Response.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 09/02/13 NFPA 1720: | Minimum | Total | Objective Demand Zone | Staff | Response Time | (%) ------------|---------|---------------|---------- Urban | 15 | 9 | 90% Rural | 6 | 14 | 80% Total Response | % Area | % Calls Time | Covered | Covered ----------------------+-------------------+------------------- >= 15 FF in < = 9 min | 0% of Urban Area | 0% of Urban Calls >= 6 FF in < = 14 min | 32% of Rural Area | 67% of Rural Calls MUNICIPALITY OF CLARINGTON FIRE MASTER PLAN STATIONS AND STAFFING STATION 1 Fire Station No. 5 EXISTING DEPTH OF RESPONSE - Pump - 3 FT Firefighters NFPA 1720 Regional Rd 3 Pump - 3 V Firefighters Tanker - 2 V Firefighters FIGURE # STATION 2 Pump - 3 V Firefighters HISTORICAL FIRE CALL (2008-2012) ! Tanker - 2 V Firefighters ! . FIRE STATION STATION 3 Pump - 3 V Firefighters RAILWAY Tanker - 2 V Firefighters FREEWAY STATION 4 Pump - 3 FT Firefighters ARTERIAL Pump - 3 V Firefighters Tanker - 2 V Firefighters COLLECTOR STATION 5 LOCAL Pump - 3 V Firefighters Tanker - 2 V Firefighters WATERBODY MUNICIPAL BOUNDARY URBAN BOUNDARY Fire Station No 3 TOTAL RESPONSE TIMES (TURNOUT + TRAVEL TIME) e> = 6 FF IN <= 14 MINUTES Pebbleston < 6 FF OR >14 MINUTES > = 15 FF IN <= 9 MINUTES < 15 FF OR >9 MINUTES Nash Fire Station No. 4 Bloor Fire Station No. 1 Fire Station No. 2 00.5123km MAP DRAWING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON MAP CREATED BY: SLS MAP CHECKED BY: SLC MAP PROJECTION: NAD 1983 UTM Zone 17N C oncession Rd 1 FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing First Response.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 09/02/13 Municipality of Clarington Fire Master Plan Final Report – February 2014 Existing Conditions – Revised Minimum Vehicle Staffing This scenario evaluates the coverage that would be expected if the department were to staff all pumps with four firefighters and all tankers with two firefighters. The initial response results would remain the same as those modelled in the existing conditions scenario (37% of urban geography covered and 27% of urban historic calls covered), however, the standard would be full met in these areas as the four firefighters per apparatus would be achieved in addition to the four minute response time coverage. To model the department against the NFPA 1710 depth of response target, the same turnout time assumptions as described above were applied to the stations. Taking this into consideration, the department’s depth of response was modelled against the NFPA 1710 performance measure. The existing condition, with four firefighters on all pumps and two firefighters on all tankers, yields a maximum staffing of 16 firefighters to less than 1% of the urban area. The department is able to achieve a staffing of 14 firefighters to 8% of the urban area and 13% of the historical urban call locations. Results of the depth of response assessment are shown inFigure 22. Again, applying the same turnout time assumptions, modelling was completed to assess the department’s performance with regards to the NFPA 1720 performance measure.Figure 23presents the depth of response coverage against NFPA 1720 for both the urban and rural areas within the municipality. The standard stipulates a response time of nine minutes (turnout time + travel time). Within the allocated travel time for each station, the department is not able to achieve the recommended 15 firefighters within the urban area. However, the department can achieve a staffing level of 14 firefighters to 8% of the urban area and 13% of the historic urban call locations. For rural areas, the department is able to cover 64% of the rural area and 98% of historic rural call locations. This represents a significant improvement from the existing staffing scenario. 6.0 Fire Suppression Page - 79 STATIONS AND STAFFING STATION 1 Pump - 4 FT Firefighters Pump - 4 V Firefighters Tanker - 2 V Firefighters STATION 2 Pump - 4 V Firefighters Tanker - 2 V Firefighters STATION 3 Pump - 4 V Firefighters Tanker - 2 V Firefighters MUNICIPALITY OF CLARINGTON STATION 4 FIRE MASTER PLAN Fire Station No. 5 Pump - 4 FT Firefighters Pump - 4 V Firefighters Regional Rd 3 Tanker - 2 V Firefighters IDEAL EXISTING DEPTH OF RESPONSE STATION 5 Pump - 4 V Firefighters FIGURE # Tanker - 2 V Firefighters HISTORICAL FIRE CALL (2008-2012) ! # of | % Area | % Calls ! . FIRE STATION Firefighters | Covered | Covered -------------+----------+--------- RAILWAY 0 | 17% | 0% 4 | 83% | 99% FREEWAY 6 | 56% | 83% 8 | 46% | 75% ARTERIAL 10 | 44% | 71% 14 | 8% | 13% COLLECTOR 16 | 1% | 0% LOCAL WATERBODY MUNICIPAL BOUNDARY Fire Station No 3 URBAN BOUNDARY DEPTH OF RESPONSE TOTAL NUMBER OF FIREFIGHTERS REACHING e Pebbleston AREA WITHIN 8 MINUTES OF TRAVEL TIME 0 FIREFIGHTERS 4 FIREFIGHTERS 6 FIREFIGHTERS Nash 8 FIREFIGHTERS 10 FIREFIGHTERS 14 FIREFIGHTERS 16 FIREFIGHTERS Fire Station No. 4 Bloor Fire Station No. 1 Fire Station No. 2 00.5123km MAP DRAWING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON MAP CREATED BY: SLS MAP CHECKED BY: SLC C oncession Rd 1 MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing First Response.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 09/02/13 NFPA 1720: | Minimum | Total | Objective Demand Zone | Staff | Response Time | (%) ------------|---------|---------------|---------- Urban | 15 | 9 | 90% Rural | 6 | 14 | 80% Total Response | % Area | % Calls Time | Covered | Covered ----------------------+-------------------+------------------- >= 14 FF in < = 9 min | 8% of Urban Area | 13% of Urban Calls >= 15 FF in < = 9 min | 0% of Urban Area | 0% of Urban Calls MUNICIPALITY OF CLARINGTON >= 6 FF in < = 14 min | 64% of Rural Area | 98% of Rural Calls FIRE MASTER PLAN STATIONS AND STAFFING Fire Station No. 5 IDEAL DEPTH OF RESPONSE - STATION 1 NFPA 1720 Regional Rd 3 Pump - 4 FT Firefighters Pump - 4 V Firefighters FIGURE # Tanker - 2 V Firefighters STATION 2 HISTORICAL FIRE CALL (2008-2012) ! Pump - 4 V Firefighters ! . FIRE STATION Tanker - 2 V Firefighters RAILWAY STATION 3 Pump - 4 V Firefighters FREEWAY Tanker - 2 V Firefighters ARTERIAL STATION 4 Pump - 4 FT Firefighters Pump - 4 V Firefighters COLLECTOR Tanker - 2 V Firefighters LOCAL STATION 5 WATERBODY Pump - 4 V Firefighters Tanker - 2 V Firefighters MUNICIPAL BOUNDARY URBAN BOUNDARY Fire Station No 3 TOTAL RESPONSE TIMES (TURNOUT + TRAVEL TIME) e> = 6 FF IN <= 14 MINUTES Pebbleston < 6 FF OR >14 MINUTES > = 14 FF IN <= 9 MINUTES > = 15 FF IN <= 9 MINUTES Nash < 15 FF OR >9 MINUTES Fire Station No. 4 Bloor Fire Station No. 1 Fire Station No. 2 00.5123km MAP DRAWING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON MAP CREATED BY: SLS MAP CHECKED BY: SLC MAP PROJECTION: NAD 1983 UTM Zone 17N C oncession Rd 1 FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing First Response.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 09/02/13 Municipality of Clarington Fire Master Plan Final Report – February 2014 Existing Conditions – Full Time Staff at Station 2 This scenario evaluates the coverage that would be expected if the department were to staff all pumps with four firefighters and all tankers with two firefighters. An additional pump with a crew of four full time firefighters was also added to Station 2. These first response results are shown inFigure 24 The response results for first response, measured within the urban areas of Bowmanville, Courtice and Newcastle in this scenario result in 46% of urban area and 33% of urban historic calls being covered with four firefighters within four minutes of travel time. To model the department against the NFPA 1710 depth of response target, the same turnout time assumptions as described above were applied to the stations. A turnout time of one minute was assumed for the new full time crew at Station 2. Taking this into consideration, the department’s depth of response was modelled against the NFPA 1710 performance measure. This scenario yields a maximum staffing of 14 firefighters to 21% of the urban area and 41% of historic urban area call locations. Results of the depth of response assessment are shown inFigure 25. Again, applying the same turnout time assumptions, modelling was completed to assess the department’s performance with regards to the NFPA 1720 performance measure.Figure 26presents the depth of response coverage against NFPA 1720 for both the urban and rural areas within the municipality. The standard stipulates a response time of nine minutes (turnout time + travel time). Within the allocated travel time for each station, the department is not able to achieve the recommended 15 firefighters within the urban area. However, the department can achieve a staffing level of 14 firefighters to 21% of the urban area and 41% of the historic urban call locations. The addition of full time staff at Station 2 greatly improves the department’s urban area coverage. For rural areas, the department is able to cover 64% of the rural area and 98% of historic rural call locations. 6.0 Fire Suppression Page - 82 Travel Time | % Area | % Calls (minutes) | Covered | Covered -------------+----------+--------- <=4 | 46% | 69% <=5 | 61% | 80% >5 | 39% | 20% Note: 59% of all Clarington's fire calls occur within the urban area. MUNICIPALITY OF CLARINGTON FIRE MASTER PLAN Fire Station No. 5 Regional Rd 3 EXISTING FIRST RESPONSE FIGURE # HISTORICAL FIRE CALL (2008-2012) ! ! . FIRE STATION RAILWAY FREEWAY ARTERIAL COLLECTOR LOCAL WATERBODY MUNICIPAL BOUNDARY Fire Station No 3 URBAN BOUNDARY TRAVEL TIMES e Pebbleston < = 4 MINUTES @ NETWORK SPEED < = 5 MINUTES @ NETWORK SPEED > 5 MINUTES @ NETWORK SPEED Nash "NFPA 1710: Initial arriving company, minimum of 4 firefighters responding Fire Station No. 4 within 4 minutes travel time to 90% Bloor of incidents" Fire Station No. 1 Fire Station No. 2 SCALE 1:100,000 00.5123km MAP DRAWING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON MAP CREATED BY: SLS C oncession Rd 1 MAP CHECKED BY: SLC MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing First Response.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 09/02/13 # of | % Area | % Calls Firefighters | Covered | Covered -------------+----------+--------- 0 | 14% | 0% 4 | 86% | 100% 6 | 63% | 91% 8 | 63% | 91% 10 | 54% | 78% 14 | 21% | 41% 20 | 1% | 0% 20 Rd nal egio R MUNICIPALITY OF CLARINGTON STATIONS AND STAFFING FIRE MASTER PLAN STATION 1 Pump - 4 FT Firefighters Pump - 4 V Firefighters Fire Station No. 5 FT AT NEWCASTLE - DEPTH OF Tanker - 2 V Firefighters RESPONSE - NFPA 1710 STATION 2 FIGURE # Pump - 4 FT Firefighters Pump - 4 V Firefighters Tanker - 2 V Firefighters HISTORICAL FIRE CALL (2008-2012) ! STATION 3! . FIRE STATION Pump - 4 V Firefighters Tanker - 2 V Firefighters RAILWAY STATION 4 FREEWAY Pump - 4 FT Firefighters Pump - 4 V Firefighters ARTERIAL Tanker - 2 V Firefighters COLLECTOR STATION 5 Pump - 4 V Firefighters LOCAL Tanker - 2 V Firefighters WATERBODY MUNICIPAL BOUNDARY on Taunt on Taunt URBAN BOUNDARY Fire Station No 3 DEPTH OF RESPONSE TOTAL NUMBER OF FIREFIGHTERS REACHING AREA WITHIN 8 MINUTES OF TRAVEL TIME one Pebblest 0 FIREFIGHTERS 4 FIREFIGHTERS 6 FIREFIGHTERS 8 FIREFIGHTERS 10 FIREFIGHTERS 14 FIREFIGHTERS 20 FIREFIGHTERS Fire Station No. 4 r Bloo Fire Station No. 1 Fire Station No. 2 00.5123km MAP DRAWING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON MAP CREATED BY: SLS MAP CHECKED BY: SLC MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing First Response.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 09/02/13 NFPA 1720: | Minimum | Total | Objective Demand Zone | Staff | Response Time | (%) ------------|---------|---------------|---------- Urban | 15 | 9 | 90% Rural | 6 | 14 | 80% Total Response | % Area | % Calls Time | Covered | Covered ----------------------+-------------------+------------------- >= 14 FF in < = 9 min | 21% of Urban Area | 41% of Urban Calls 20 Rd nal egio>= 15 FF in < = 9 min | 1% of Urban Area | 0% of Urban Calls R MUNICIPALITY OF CLARINGTON >= 6 FF in < = 14 min | 64% of Rural Area | 98% of Rural Calls FIRE MASTER PLAN STATIONS AND STAFFING Fire Station No. 5 FT AT NEWCASTLE - DEPTH OF STATION 1 RESPONSE - NFPA 1720 Pump - 4 FT Firefighters Pump - 4 V Firefighters FIGURE # Tanker - 2 V Firefighters STATION 2 HISTORICAL FIRE CALL (2008-2012) ! Pump - 4 FT Firefighters ! . FIRE STATION Pump - 4 V Firefighters Tanker - 2 V Firefighters RAILWAY STATION 3 FREEWAY Pump - 4 V Firefighters Tanker - 2 V Firefighters ARTERIAL STATION 4 Pump - 4 FT Firefighters COLLECTOR Pump - 4 V Firefighters LOCAL Tanker - 2 V Firefighters WATERBODY STATION 5 Pump - 4 V Firefighters MUNICIPAL BOUNDARY Tanker - 2 V Firefighters on Taunt on Taunt URBAN BOUNDARY Fire Station No 3 TOTAL RESPONSE TIMES (TURNOUT + TRAVEL TIME) one> = 6 FF IN <= 14 MINUTES Pebblest RURAL STANDARD < 6 FF OR >14 MINUTES > = 14 FF IN <= 9 MINUTES > = 15 FF IN <= 9 MINUTES URBAN STANDARD < 15 FF OR >9 MINUTES Fire Station No. 4 r Bloo Fire Station No. 1 Fire Station No. 2 00.5123km MAP DRAWING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON MAP CREATED BY: SLS MAP CHECKED BY: SLC MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing First Response.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 09/02/13 Municipality of Clarington Fire Master Plan Final Report – February 2014 Existing Conditions – Automatic Aid Impacts This scenario displays the impacts of automatic aid agreements with the City of Oshawa and the Municipality of Port Hope.Figure 27 displays the travel time for Oshawa and Port Hope fire stations. Station 5 in the City of Oshawa is able to reach a large portion of the Courtice urban area in eight minutes or less of travel time. The Port Hope fire stations have minimal impact on being able to provide coverage within the municipal boundary. 6.0 Fire Suppression Page - 86 Travel Time | % Area | % Calls (minutes) | Covered | Covered -------------+----------+--------- <=4 | 46% | 69% <=5 | 61% | 80% >5 | 39% | 20% Note: 59% of all Clarington's fire calls occur within the urban area. MUNICIPALITY OF CLARINGTON FIRE MASTER PLAN EXISTING FIRST RESPONSE AUTOMATIC AID IMPACTS FIGURE # HISTORICAL FIRE CALL (2008-2012) ! ! . FIRE STATION RAILWAY FREEWAY ARTERIAL COLLECTOR LOCAL WATERBODY MUNICIPAL BOUNDARY URBAN BOUNDARY TRAVEL TIMES < = 4 MINUTES @ NETWORK SPEED < = 5 MINUTES @ NETWORK SPEED > 5 MINUTES @ NETWORK SPEED AUTOMATIC AID - TRAVEL TIMES < = 4 MINUTES @ NETWORK SPEED < = 8 MINUTES @ NETWORK SPEED "NFPA 1710: Initial arriving company, minimum of 4 firefighters responding within 4 minutes travel time to 90% of incidents" 00.5123km MAP DRAWING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON MAP CREATED BY: SLS MAP CHECKED BY: SLC MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing First Response.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 09/02/13 Municipality of Clarington Fire Master Plan Final Report – February 2014 Future Conditions – Do Nothing This scenario evaluates the coverage that would be expected within the future (2023) horizon. This horizon incorporates a revised road network to reflect the predicted ten-year development of the municipality. The staffing assumptions in this scenario models three firefighters on all pumps and two firefighters on all tankers. The same turnout time assumptions made in the existing conditions were made when modelling response times. The first response coverage of the first vehicle arriving on-scene within four minutes of travel time is 38% of the municipality’s geography. Results of the first response assessment are shown inFigure 28. There are two significant areas within the results that highlight response challenges (i.e. greater than four minute first response coverage). The first is the urban area east of Liberty Street in Bowmanville. The second is the urban areas south of Highway 401. These areas are shown in gold and red on the figures. Future development areas are also noted on the figure. It’s important to note that that majority of future growth in Bowmanville is planned east of Liberty Street where the department is not able to achieve a first response of four minutes or less. To model the department against the NFPA 1710 depth of response target, travel time delays were assigned to the volunteer stations. Taking this into consideration, the department’s depth of response was modelled against the NFPA 1710 performance measure. The future do nothing scenario, with three firefighters on all pumps and two firefighters on all tankers, yields a maximum staffing of 13 firefighters to 2% of the urban area. The department is currently not able to meet the staffing requirements of NFPA 1710. Results of the depth of response assessment are shown inFigure 29. Using the same turnout time assumptions modelling was completed to assess the department’s performance with regards to the NFPA 1720 performance measure.Figure 30presents the depth of response coverage against NFPA 1720 for both the urban and rural areas within the municipality. For analysis purposes the three main urban areas as defined within the municipality’s Official Plan were used for the urban boundary and the remainder of the municipality was considered to be the rural area. The standard stipulates a response time of nine minutes (turnout time + travel time). The analysis of th turnout time indicates a 90 percentile turnout time of approximately five minutes for Stations 1, 2 and 3 which results in four minutes of available travel time. The turnout time for Stations 4 and 5 was four minutes, which results in five minutes of available travel time. Finally, a one minute turnout time was assumed for the full time staff at Station 1 and 4, which results in eight minutes of available travel time. Within the allocated travel time for each station, the department is not able to achieve the recommended 15 firefighters within the urban area. For rural areas, the standard stipulates a response time of 14 minutes (turnout time + travel time). The same turnout times were assumed. As a result, the department is able to cover 32% of the rural area. 6.0 Fire Suppression Page - 88 Travel Time | % Area (minutes) | Covered -------------+---------- <=4 | 38% <=5 | 52% MUNICIPALITY OF CLARINGTON >5 | 48% FIRE MASTER PLAN FUTURE DO NOTHING FIRST RESPONSE FIGURE # !. FIRE STATION Fire Station No. 5 Regional Rd 3 RAILWAY FREEWAY ARTERIAL COLLECTOR LOCAL Port Hope Fire Station No. 3 WATERBODY Oshawa Fire MUNICIPAL BOUNDARY Station No. 5 w x w x 407 407 URBAN BOUNDARY FUTURE URBAN RESIDENTIAL & SPECIAL STUDY AREAS TRAVEL TIMES Fire Station No 3 < = 4 MINUTES @ NETWORK SPEED e Pebbleston < = 5 MINUTES @ NETWORK SPEED > 5 MINUTES @ NETWORK SPEED AUTOMATIC AID - TRAVEL TIMES Nash < = 4 MINUTES @ NETWORK SPEED < = 8 MINUTES @ NETWORK SPEED "NFPA 1710: Initial arriving company, Fire Station No. 4 minimum of 4 firefighters responding within 4 minutes travel time to 90% Port Hope Fire Station No. 1 of incidents" Fire Station No. 2 w x 401 w x 00.5123km 401 MAP DRAWING INFORMATION: DATA PROVIDED BY THE MUNICIPALITY OF CLARINGTON MAP CREATED BY: SDB MAP CHECKED BY: SLS MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing First Response.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 10/15/13 NFPA 1710: | Minimum | Travel | Objective # of | % Area Demand Zone | Staff | Time| (%) Firefighters | Covered ------------|---------|---------------|---------- -------------+---------- Urban | 14 | 8 | 90% 0 | 6% 3 | 94% 5 | 67% 6 | 55% 8 | 52% 11 | 10% 13 | 2% MUNICIPALITY OF CLARINGTON STATIONS AND STAFFING FIRE MASTER PLAN STATIONS AND STAFFING STATION 1 Pump - 3 FT Firefighters STATION 1 FUTURE DEPTH OF RESPONSE - Pump - 3 V Firefighters Pump - 3 FT Firefighters Tanker - 2 V Firefighters NFPA 1710 Pump - 3 V Firefighters Tanker - 2 V Firefighters STATION 2 FIGURE # Pump - 3 V Firefighters STATION 2 Tanker - 2 V Firefighters ! . Pump - 3 V Firefighters FIRE STATION Tanker - 2 V Firefighters STATION 3 RAILWAY Pump - 3 V Firefighters STATION 3 Tanker - 2 V Firefighters Pump - 3 V Firefighters FREEWAY Tanker - 2 V Firefighters STATION 4 ARTERIAL Pump - 3 FT Firefighters STATION 4 Pump - 3 V Firefighters Pump - 3 FT Firefighters COLLECTOR Tanker - 2 V Firefighters Pump - 3 V Firefighters Tanker - 2 V Firefighters LOCAL STATION 5 Pump - 3 V Firefighters STATION 5 WATERBODY Tanker - 2 V Firefighters Pump - 3 V Firefighters w x Tanker - 2 V Firefighters MUNICIPAL BOUNDARY 407 URBAN BOUNDARY w x 407 FUTURE URBAN RESIDENTIAL & SPECIAL STUDY AREAS DEPTH OF RESPONSE (Total number of firefighters reaching area within 8 minutes of travel time) < 3 FIREFIGHTERS 3 FIREFIGHTERS 5 FIREFIGHTERS 6 FIREFIGHTERS 8 FIREFIGHTERS 11 FIREFIGHTERS 13 FIREFIGHTERS AUTOMATIC AID - TRAVEL TIMES < = 4 MINUTES @ NETWORK SPEED < = 8 MINUTES @ NETWORK SPEED w x 401 w x 00.5123km 401 MAP DRAWING INFORMATION: DATA PROVIDED BY THE MUNICIPALITY OF CLARINGTON MAP CREATED BY: SDB MAP CHECKED BY: SLS MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing First Response.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 10/18/13 NFPA 1710: | Minimum | Travel | Objective NFPA 1720: Demand Zone | Staff | Time| (%) | Minimum | Total | Objective ------------|---------|---------------|---------- Demand Zone | Staff | Response Time | (%) Urban | 14 | 8 | 90% ------------|---------|---------------|---------- Urban | 15 | 9 | 90% Rural | 6 | 14 | 80% Total Response | % Area Time | Covered ----------------------+------------------- >= 15 FF in < = 9 min | 0% of Urban Area MUNICIPALITY OF CLARINGTON >= 6 FF in < = 14 min | 32% of Rural Area FIRE MASTER PLAN STATIONS AND STAFFING STATION 1 FUTURE DO NOTHING STATIONS AND STAFFING Pump - 3 FT Firefighters DEPTH OF RESPONSE - NFPA 1720 Pump - 3 V Firefighters STATION 1 Tanker - 2 V Firefighters FIGURE # Pump - 3 FT Firefighters Pump - 3 V Firefighters STATION 2 Tanker - 2 V Firefighters Pump - 3 V Firefighters !. FIRE STATION Tanker - 2 V Firefighters STATION 2 Fire Station No. 5 Pump - 3 FT Firefighters RAILWAY STATION 3 Regional Rd 3 Pump - 3 V Firefighters Pump - 3 V Firefighters Tanker - 2 V Firefighters FREEWAY Tanker - 2 V Firefighters STATION 3 ARTERIAL STATION 4 Pump - 3 V Firefighters Pump - 3 FT Firefighters Tanker - 2 V Firefighters Pump - 3 V Firefighters COLLECTOR Tanker - 2 V Firefighters STATION 4 LOCAL Pump - 3 FT Firefighters Port Hope STATION 5 Pump - 3 V Firefighters WATERBODY Pump - 3 V Firefighters Station No. 3 w x Tanker - 2 V Firefighters Tanker - 2 V Firefighters 407 MUNICIPAL BOUNDARY STATION 5 Oshawa w wx x w x Pump - 3 V Firefighters URBAN BOUNDARY 407 Station No. 5 407 407 Tanker - 2 V Firefighters FUTURE URBAN RESIDENTIAL & SPECIAL STUDY AREAS TRAVEL TIMES Fire Station No 3 > = 6 FF IN <= 14 MINUTES < 6 FF OR >14 MINUTES e Pebbleston >=15 FF OR <=9 MINUTES < =15 FF OR >9 MINUTES Nash AUTOMATIC AID - TRAVEL TIMES < = 4 MINUTES @ NETWORK SPEED < = 8 MINUTES @ NETWORK SPEED Fire Station No. 4 Fire Station No. 1 Port Hope Station No. 2 Fire Station No. 2 w x w x 401 00.5123km 401 w x w x 401 401 MAP DRAWING INFORMATION: DATA PROVIDED BY THE MUNICIPALITY OF CLARINGTON MAP CREATED BY: SDB MAP CHECKED BY: SLS MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing First Response.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 10/18/13 Municipality of Clarington Fire Master Plan Final Report – February 2014 Future Conditions – Revised Minimum Staffing and Full Time Staff at Station #2 This scenario evaluates the future conditions with an ideal minimum staffing of four firefighters on all pumps, two firefighters on all tankers and an additional pump with four full time staff at Station 2. This horizon incorporates a revised road network to reflect the predicted ten-year development of the municipality. To model the department against the NFPA 1710 depth of response target, travel time delays were assigned to the volunteer stations. Taking this into consideration, the department’s depth of response was modelled against the NFPA 1710 performance measure. This scenario, with four firefighters on all pumps and two firefighters on all tankers and full time staff at Station 2, yields a coverage of 14 firefighters to 28% of the urban area. Results of the depth of response assessment are shown inFigure 31. Using the same turnout time assumptions modelling was completed to assess the department’s performance with regards to the NFPA 1720 performance measure.Figure 32presents the depth of response coverage against NFPA 1720 for both the urban and rural areas within the municipality. For analysis purposes the three main urban areas as defined within the municipality’s Official Plan were used for the urban boundary and the remainder of the municipality was considered to be the rural area. The standard stipulates a response time of nine minutes (turnout time + travel time). The analysis of th turnout time indicates a 90 percentile turnout time of approximately five minutes for Stations 1, 2 and 3 which results in four minutes of available travel time. The turnout time for Stations 4 and 5 was four minutes, which results in five minutes of available travel time. Finally, a one minute turnout time was assumed for the full time staff at Station 1 and 4, which results in eight minutes of available travel time. Within the allocated travel time for each station, the department can achieve a response of 14 firefighters to 28% of the urban area and greater or equal to 15 firefighters to 2% of the urban area. For rural areas, the standard stipulates a response time of 14 minutes (turnout time + travel time). The same turnout times were assumed. As a result, the department is able to cover 65% of the rural area. The summary of all the analytical results are shown below inTable 15. 6.0 Fire Suppression Page - 92 # of | % Area Firefighters | Covered -------------+---------- 0 | 5% 4 | 95% 6-8 | 76% 10-12 | 63% 14 | 28% 18 | 2% MUNICIPALITY OF CLARINGTON 20 | 2% FIRE MASTER PLAN STATIONS AND STAFFING FUTURE FT AT NEWCASTLE - DEPTH OF STATION 1 RESPONSE - NFPA 1710 Pump - 4 FT Firefighters Pump - 4 V Firefighters FIGURE # Tanker - 2 V Firefighters ! . STATION 2 FIRE STATION Pump - 4 FT Firefighters Pump - 4 V Firefighters RAILWAY Tanker - 2 V Firefighters FREEWAY STATION 3 Pump - 4 V Firefighters ARTERIAL Tanker - 2 V Firefighters COLLECTOR STATION 4 Pump - 4 FT Firefighters LOCAL Pump - 4 V Firefighters Tanker - 2 V Firefighters WATERBODY STATION 5 MUNICIPAL BOUNDARY Pump - 4 V Firefighters Tanker - 2 V Firefighters URBAN BOUNDARY FUTURE URBAN RESIDENTIAL & SPECIAL STUDY AREAS w x w x 407 407 DEPTH OF RESPONSE (Total number of firefighters reaching area within 8 minutes of travel time) 0 FIREFIGHTERS 4 FIREFIGHTERS 6-8 FIREFIGHTERS 10-12 FIREFIGHTERS 14 FIREFIGHTERS 18 FIREFIGHTERS 20 FIREFIGHTERS AUTOMATIC AID - TRAVEL TIMES < = 4 MINUTES @ NETWORK SPEED < = 8 MINUTES @ NETWORK SPEED 00.5123km MAP DRAWING INFORMATION: DATA PROVIDED BY THE MUNICIPALITY OF CLARINGTON MAP CREATED BY: SDB MAP CHECKED BY: SLS MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing First Response.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 10/18/13 NFPA 1720: | Minimum | Total | Objective Demand Zone | Staff | Response Time | (%) ------------|---------|---------------|---------- Urban | 15 | 9 | 90% Rural | 6 | 14 | 80% Total Response | % Area Time | Covered ----------------------+------------------- >= 14 FF in < = 9 min | 28% of Urban Area >= 15 FF in < = 9 min | 2% of Urban Area MUNICIPALITY OF CLARINGTON >= 6 FF in < = 14 min | 65% of Rural Area FIRE MASTER PLAN STATIONS AND STAFFING FUTURE FT AT NEWCASTLE - DEPTH OF STATION 1 RESPONSE - NFPA 1720 Pump - 4 FT Firefighters Pump - 4 V Firefighters FIGURE # Tanker - 2 V Firefighters ! . STATION 2 FIRE STATION Pump - 4 FT Firefighters Pump - 4 V Firefighters RAILWAY Tanker - 2 V Firefighters FREEWAY STATION 3 Pump - 4 V Firefighters ARTERIAL Tanker - 2 V Firefighters COLLECTOR STATION 4 Pump - 4 FT Firefighters LOCAL Pump - 4 V Firefighters Tanker - 2 V Firefighters WATERBODY STATION 5 MUNICIPAL BOUNDARY Pump - 4 V Firefighters Tanker - 2 V Firefighters URBAN BOUNDARY FUTURE URBAN RESIDENTIAL & SPECIAL STUDY AREAS w x w x 407 407 TOTAL RESPONSE TIMES (TURNOUT + TRAVEL TIME) > = 6 FF IN <= 14 MINUTES < 6 FF OR >14 MINUTES > = 14 FF IN <= 9 MINUTES > = 15 FF IN <= 9 MINUTES < 15 FF OR >9 MINUTES AUTOMATIC AID - TRAVEL TIMES < = 4 MINUTES @ NETWORK SPEED < = 8 MINUTES @ NETWORK SPEED 00.5123km w x 401 MAP DRAWING INFORMATION: DATA PROVIDED BY THE MUNICIPALITY OF CLARINGTON w x 401 MAP CREATED BY: SDB MAP CHECKED BY: SLS MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing First Response.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 10/18/13 Municipality of Clarington Fire Master Plan Final Report – February 2014 Table 15: Summary of Analytic Results (Emergency Response Assessment) NFPA 1710NFPA 1720 Risk Assessment (See Appendix I) NFPA 1710(Delays applied to(Full time and Assessment / Standard (Travel Time)volunteer crews)volunteer crews) FirstRisk Area % ofRisk Area % ofRisk Area % of Response %Depth of Response % Area CoveredUrban CoverageUrban CoverageRural Coverage AreaArea (4 min)Area (8 min)Area (14 min) UrbanRural 14 FF15 FF6 FF <= 4<= 504814LowModHighLowModHighLowModHigh Scenario Description< 9< 9< 14 min.min.min. 37%51% Existing Conditions17%-44%0%-0%32% 3 firefighter Min.Staffing 33%58%73%91%99%100%91%99%100% 37%51% Existing Conditions - 17%83%46%8%8%0%64% Revised Minimum Staffing 4 firefighter Min.Staffing Existing Conditions - Full 46%61%14%86%54%1%21%0%64% Time at Station 2 38%52%6%-52%0%-0%32% Future Conditions - "Do 3 firefighter Nothing" Min.Staffing Future Conditions - 5%95%76%28%28%2%65%34%59%75%89%99%100%31%49%61% Revised Minimum Staffing47%62% with Full Time at Station 2 6.0 Fire Suppression Page - 95 Municipality of Clarington Fire Master Plan Final Report – February 2014 6.11Staffing Considerations Figure 33: Average Initial Personnel Responding – All Call (2009 – 2012) On average, over the past four years, the initial responding personnel of the full-time crews at Station 1 and Station 4 have both been more than three, but less than four firefighters. In 2012 the average at both stations was very close to four. The average initial volunteer response at all stations for all calls has been more than four, but less than five for the period from 2009 to 2012. Figure 34: Average Initial Personnel Responding – Fire Calls (2009-2012) 6.0 Fire Suppression Page - 96 Municipality of Clarington Fire Master Plan Final Report – February 2014 Fire fire calls from 2009 to 2012, the average initial responding personnel at Station 1 was four firefighters and just under four at Station 4, with 2012 showing just more than four on average at both Stations. For fire calls the average initial volunteer response at Stations 2, 3 and 5 was close to, but just less than five firefighters. At Stations 1and 4 the average 2009 to 2012 volunteer initial response was just more than four. Figure 35: Average Total Personnel Responding – All Calls (2009-2012) The total average full time response at Stations 1 and 4 was just over four fighters for all calls from 2009 to 2012. The total average volunteer response for all calls from 2009 to 2012 was just more than six firefighters at all stations except Station1, where it was just less than six. Figure 36: Average Total Personnel Responding – Fire Calls (2009-2012) 6.0 Fire Suppression Page - 97 Municipality of Clarington Fire Master Plan Final Report – February 2014 For fire calls from 2009 to 2012 the average full time response was just over eight firefighters at Stations 1 and 4 and the average total volunteer response was just over ten at Stations 1 and 2, eleven at Station 3, and 13 at Stations 4 and 5. As a result of the analysis of the Suppression Division, a number of staffing related considerations are recommended within this Fire Master Plan. 6.11.1Volunteer Suppression Operations All five of the existing CEFS stations house a complement of 25 volunteer suppression staff, including one volunteer District Chief and four volunteer Captains per station. Recruitment and retention of volunteer firefighters continues to be a major challenge for the fire service across Ontario. Historically the culture of small towns and communities were reflected within the members and culture of their volunteer fire departments. In the past, volunteer departments were comprised of business owners and residents who were able to leave their place of employment or home to respond to the fire station alarm for the call to duty. Weekday daytime staffing with a volunteer model is a challenge using a volunteer model in today’s employment conditions, where the majority of residents leave their home community to commute to work in major employment centres. Changes in employment conditions and individual priorities for work/life balance have negatively impacted recruitment and retention of volunteer firefighters across Ontario. The Municipality of Clarington is no exception to this. Sustaining a complement of volunteer firefighters that are available during normal business hours to provide the level of initial response and depth of response recommended is a significant challenge the department is currently facing. Based on our analysis we are recommending that CEFS consider increasing the station complement of volunteers from the current 25 to 30. This will be a net increase of 25 volunteers across the entire department. Ideally, these staffing levels would be increased as soon as possible within the short-term horizon of the plan. Some of the volunteer stations (e.g., Station 5 in Enniskillen) are currently at capacity with regards to training space and equipment storage space. Therefore housing an additional five volunteers at these restricted stations would be a challenge. As discussed above it is recommended that CEFS conduct a facility review, including a space-needs assessment for supporting additional volunteers at all stations. Options for temporary storage solutions (e.g. portables or trailers) could be considered as an interim measure to solve the immediate needs. 6.11.2Staffing of Station 2, Newcastle As noted above, CEFS currently employs 52 full-time suppression staff (firefighters), currently organized into four platoons of 13 firefighters. Currently, one platoon of 13 is on-duty at all times and full-time suppression staff operates from Stations 1 and 4 only, supported by volunteer firefighter complements at all five CEFS stations. The previous Master Fire Plan (updated in 2008) recommended hiring full-time resources to maintain five on-duty firefighters at the relocated Station 2 in Newcastle. This report has revisited this recommendation under exiting industry guidelines and best practices and provides assessment of a number of options for staffing Station 2 when it opens at the new location in 2014. Industry practices reflect two important concepts when considering the hiring and assignment of full-time firefighters. The first concept is related to providing 24 hour day coverage that requires the utilization of a four platoon system to sustain. This reflects that a municipality should hire and assign full-time firefighters based on a factor of four. To sustain an equal amount of full-time firefighters on each of the four platoons it requires that full-time firefighter staffing decisions be made in denominations of four. 6.0 Fire Suppression Page - 98 Municipality of Clarington Fire Master Plan Final Report – February 2014 The second concept is related to sustaining a complement of four full-time firefighters on an apparatus. Industry practices also reflect that to sustain a complement of four full-time firefighters on an apparatus it requires a staffing ratio of “4 x 1.25” which equals five firefighters. When multiplied by the four platoons this equals 20 firefighters per apparatus on staff within the department. Utilizing the ratio of 1.25 accounts for the absence of full-time firefighters when they are absent for vacation, illness, and other absences from work. Option 1: Maintain Station 2 as a Volunteer Station This option represents maintaining ‘status quo’ at Station 2, by continuing to operate the station with a volunteer complement of suppression staff. The volunteer complement at Station 2 provides quality service to the community of Newcastle. Sustaining this successful volunteer model, however, will be a challenge. The annual call volume at Station 2 over the past five years was calculated to be 369 calls, with the 2012 call volume of 395 calls. This represents more than a call a day. At this workload level it is typical to see a transition to a composite model with full-time crews supporting the call demands, relieving some of the types of calls from the volunteer complement. Growth and development is currently planned for Newcastle and the area immediately surrounding it. It is expected that this will further perpetuate the call volume and workload at Station 2. This option is not recommended as a strategy for staffing the new Station 2 when it opens in 2014. Option 2: Implement On-Duty Day Crew (Weekday business hour coverage) With the 1.25 ratio and four platoon staffing model discussed above, the existing staffing of 52 should equate to 10 on-duty suppression personnel available 24 hours per day, seven days per week. If eight of these positions are assigned to the existing full-time stations (four at each Station 1 and Station 4), there would be two full-time positions which could be assigned to Station 2. Having a crew of two firefighters operating from Station 2 24 hours per day, seven days a week would result in either(a) a first response of two firefighters on an apparatus, or(b)would result in a delay as the two on-duty awaited the arrival of two volunteer firefighters to staff the apparatus with a crew of four. Neither of these scenarios are desirable, as(a) four firefighter crews as a first response, not two, is consistent with best practices and(b) having the on-duty crews wait for volunteer crews to arrive will extend the turnout time of the first arriving vehicle and will degrade the benefit that full-time crews bring of improving total response times compared to the existing volunteer model. As well, Clarington does not currently operate with full-time and volunteer suppression staff on the same apparatus. The operating approach recommended within this option would provide full-time staff at Station 2 during weekday, Monday to Friday business hours (e.g. 8:00 AM to 6:00 PM), to provide coverage during the most challenging times for volunteers to respond. This could be accomplished with five of the 52 existing suppression staff working four 10 hour shifts per week. The volunteer crews would continue to provide a valuable service as the first response during weekday evenings and 24 hours a day on weekends as well. The volunteer crews would also provide a depth of response for all required calls (e.g. all structure fire calls, fire related calls, rescue calls, etc.). This option could be implemented in the immediate horizon of the plan without adding suppression staff. Therefore it is recommended for consideration in the immediate term. As Newcastle continues to experience growth and the call volume at Station 2 increases, this model will likely reach capacity. 6.0 Fire Suppression Page - 99 Municipality of Clarington Fire Master Plan Final Report – February 2014 Option 3: Implement Full-time Pump Crew (24 hours per day, 7 days per week coverage) With the 1.25 ratio and four platoon staffing model discussed above, it is expected that in order to staff one apparatus (pump) 24 hours per day, seven days a week, at each of Stations 1, 2 and 5, a total full-time staff of 60 suppression personnel (including Captains) would be required. This is considered to be Option 3. Currently, CEFS has 52 suppression personnel on staff. Therefore, in order to add a full-time pump crew of four on-duty firefighters to Station 2, the Municipality would need to hire an additional eight firefighters. This option would achieve a first response of four firefighters within four minutes of travel time for the majority of the urban area of Newcastle. The improved turnout time of on-duty crews compared to volunteer crews would improve the overall response time for the urban area of the community. The volunteer crews would continue to provide a valuable service as the depth of response, as required (e.g. all structure fire calls, fire related calls, rescue calls, etc.). Based on an average cost of wages and benefits representing $120,000 for a full-time firefighter this option represents a total increase of $960,000 to the annual operating budget. Option 4: Phased Implementation of Option 3 (Combination of Options 2 & 3) Option 4 represents a phased implementation of Option 3, incorporating elements of Option 2. In Option 4 it is recommended that Option 2 be implemented at the time of opening the new Station 2 (immediate term). Following this, an incremental process should be budgeted for and supported by Council to add suppression staff over the short term period to accomplish Option 3 by the midterm of the plan (2018 at the latest). This option has the same total cost implication as Option 3, however, it will be managed over a longer implementation horizon. It is recommended in this plan to initiate the incremental hiring in 2014 with the addition of four full-time suppression staff and the hiring of an additional four in 2016. This option is recommended as it provides the best balance of emergency response to a growing and urbanizing area, support for the sustaining the existing volunteer complement and financially manageable implementation method. 6.11.3Span of Control and Succession Planning The fire service relies on a formal rank structure styled after a paramilitary organization in order to maintain control and command of an emergency incident. A core component of the rank structure is the span of control, and specifically the number of direct reports (personnel) a specific officer should be considered able to supervise. This Fire Master Plan recommends consideration for span of control within both the full-time and volunteer suppression complements. 6.11.3.1Full-time On-duty Supervisors The introduction of an on-duty Senior Captain position (exact title to be determined by the Municipality of Clarington) is consistent with establishing a command structure that is consistent with the span of control and reporting structure within the overall department. The primary role and responsibility of the proposed Senior Captain position is the oversight of the on-duty full-time suppression staff (Captains and firefighters) as well as supervision of all suppression personnel responding to incidents during the Senior Captain’s shift. The Senior Captain will report to the Deputy Chief responsible for Suppression Operations or the on-call member of the CEFS Management Team. Implementing this position will provide 24 hour a day, seven day a week supervisory support for the management of the department and will offload some of the present day roles and responsibilities of the Deputy Chief overseeing suppression operations (e.g. follow-up / accountability, move trucks / apparatus as required, records management, etc.). This role will be especially valuable outside of regular business hours (e.g. evenings and weekends) when the Deputy Chiefs and Fire Chiefs are operating on an on-call basis only. 6.0 Fire Suppression Page - 100 Municipality of Clarington Fire Master Plan Final Report – February 2014 In addition to improving the span of control and providing on-duty support to the management team, this new position provides an additional level of responsibility and is an additional opportunity within the CEFS to gain leadership and supervisory experience as part of the overall department succession plan. 6.11.3.2Volunteer Complement Supervisors In order to address span of control for supervision within the increased complement as well as to improve overall succession planning within the volunteer suppression group, CEFS should consider adding five volunteer Acting Captain positions to each of the five fire station complements. This will also provide supervisory training to an additional five staff per station for staffing volunteer apparatus. This is also an improvement within the succession plan for the volunteer suppression personnel. 6.12Summary and Recommendations Fire suppression is the third “line of defence” within an overall community fire safety plan. Effective and efficient fire suppression capability is a critical component in protecting life safety and reducing property loss as a result of fire. The Municipality of Clarington and the CEFS have established an effective and efficient Fire Suppression Division. 6.12.1Recommendations As a result of our review of the CEFSFire Suppression Division it is recommended: 1.That CEFS continue to identify performance targets for the Suppression Division including targets for turnout times, first response and depth of response. 2.That CEFS continue to target, track (including the on-scene arrival times) and monitor the first response deployment of four firefighters, and a depth of response deployment of 14 firefighters to moderate risk occupancy, and 24 firefighters to high risk occupancy. 3.That CEFS identify and implement specific strategies targeted to reduce turnout time for both the volunteer and full-time firefighters. 4.That Council prioritize the incremental implementation of full-time staffing at Station 2 in Newcastle by hiring four full-time suppression staff in 2014 and four full-time suppression staff in 2016 in order to achieve the target of 24 hour full-time coverage by the midterm horizon of this FMP. 5.That CEFS consider incrementally increasing the station complement of volunteers at each station from the current 25 to 30 within the short-term (one to three years) horizon of this Fire Master Plan. 6.That CEFS conduct a facility review, including a space-needs assessment for supporting additional volunteers at all stations. Options for temporary solutions could be considered as an interim measure to solve the immediate needs. 7.That CEFS consider the introduction of a Duty Captain position to oversee the operational requirements of the CEFS on a 24 hour basis. This position would be a reclassification of four present Captains. 8.That CEFS consider adding five new volunteer Acting Captain positions to each of the five fire station volunteer complements. 6.0 Fire Suppression Page - 101 Municipality of Clarington Fire Master Plan Final Report – February 2014 7.0TRAINING DIVISION The Training Division operates out of Station 1 in Bowmanville. The division is led by a Deputy Chief, who manages a full-time Senior Training Officer and a Training Officer. The Deputy Chief is in charge of the division andevaluates the effectiveness of the training plan, ensuring compliance with occupational health and safety and related standards.The training division is responsible for ensuring that all personnel receive the training necessary to meet the legislative requirements of the OntarioFire Prevention and Protection Act (FPPA) and theOccupational Health and Safety Act of Ontario (OHSA). The Senior Training Officer oversees and facilitates the development and implementation of each training plan and the overall program plan.The Senior Training Officer directs the Training Officer, Company Officer while in a training capacity, Trainer/Facilitators(as prescribed by the Ontario Fire College) and Station Trainers as divisional personnel.The Training Officer assists in the development of training programs and tactically delivers specialized and maintenance training. Training is designed and delivered in compliance with departmental policies and operational guidelines. 7.1Annual Training Plan Developing and delivering a comprehensive training program for the Fire Suppression Division is the primary role of the Senior Training Officer, with support from the Training Officer. The content of the training program is dictated by the department’s Establishing and Regulating By-law and is designed in accordance with the Company Officer Curriculum and Fire Fighter Curriculum, as set out by the Office of the Fire Marshal (OFM). The National Fire Protection Association (NFPA) standards are referenced as a recognized authority for the training, professional development and accreditation of Fire Fighter and Company Officer professional qualifications. Training Programs also meet the legislative requirements of the Ontario Fire Protection and Prevention Act (FPPA). As described in the Establishing and Regulating By-Law, CEFS responds to and trains on: Fires operating within both offensive or defensive strategies Search and rescue Forcible entry Ventilation Exposures protections Salvage and overhaul Medical calls Operations Level to Water and Ice Rescue incidents (full time and Station 1 volunteer personnel only) Hazardous Materials Response (full time personnel only) Automobile and Special Extrications incidents. Awareness Level only to confined space, trench and heavy urban search and rescue incidents Operational strategy to basic rope rescue incidents with a steep incline rescue as the maximum of their competency 7.0 Training Division Page - 102 Municipality of Clarington Fire Master Plan Final Report – February 2014 In partnership with the Ontario Association of Fire Chiefs, the Office of the Fire Marshal - Ontario has developed training standards for firefighters and Company Officers. The Ontario Firefighters Standard and Company Officer Standard contain extensive curriculum including the theoretical and practical components of the primary functions and roles and responsibilities of these positions. To date these standards have formed the basis of the annual training program for firefighters and officers within the Clarington Emergency and Fire Services. Recently the Office of the Fire Marshal – Ontario announced that the province will be transitioning to the utilization of the relevant NFPA standards for training. At present a process is being developed to determine how this transition will be implemented. As this process is determined the CEFS will need to revise its training program to align with the NFPA standards adopted by the OFM. Addressing an employer’s responsibilities as defined by theOccupational Health and Safety Act and specifically theSection 21 Guidance Notes for Firefighters is another mandatory component of a comprehensive annual training program. In our view, in addition to responding to the relevant standards, curriculum and health and safety requirements, a comprehensive annual training program should include the following core functions: Identification of training needs in relation to services provided; Coordination / scheduling of theoretical and practical training; Monitoring and evaluation in relation to outcomes achieved; Ongoing evaluation in relation to industry best practices and legislative requirements; Oversight of program objectives and records management; and Ongoing assessment of program delivery for efficiency and effectiveness. Developing and sustaining an annual training program that includes all of the core functions and addresses the health and safety responsibilities of the municipality is consistent with the strategic priority that fire services across Ontario are initiating. We recommend that within the transition to utilizing the NFPA training standards adopted by the OFM that the CEFS develop a Comprehensive Annual Training Program. Volunteer suppression staff train on suppression functions once monthly in sessions varying from four hours to eight hours in length. Full time staff undergoes training two hours daily while on duty, on average, including several eight hour sessions throughout the year. Limitations identified by the Training Division include budget constraints and out-of service training logistics due to overtime costs. Full time staff are typically training (and interrupted) in-service. 7.0 Training Division Page - 103 Municipality of Clarington Fire Master Plan Final Report – February 2014 7.1.1Live Fire Training The purpose of live fire training is to provide realistic fire simulations under safe and controlled training conditions. As most municipalities experience relatively low volumes of fire calls it is important that the Training Division provides access for suppression staff to simulate safe and effective fire suppression operations in an appropriate training facility. Live fire training facilities can provide simulated heat, humidity, restricted vision and smoke conditions. CEFS uses a small live fire training prop at the Oshawa Municipal Airport and sends suppression personnel to Wesleyville Fire Training Academy to accomplish live fire and incident command training. Regular access to live fire training on a scheduled basis should be included within the CEFS training program. It is recommended that the comprehensive annual training program include scheduled participation by all suppression personnel in live fire training exercises on an annual basis, as a minimum. Consideration for facilities providing live fire training should be investigated and pursued, including potential partnerships with neighbouring municipalities or industries. 7.2Technical Training Program Technical rescues require a higher standard of training and competency than traditional firefighter training. Although the frequency of incidents requiring this type of training is significantly lower than that of traditional firefighting, the “technical” and health and safety requirements are typically significantly higher. As listed inSection 8.1, the CEFS provides training on the following technical rescues: Operations Level to Water and Ice Rescue incidents (full time and Station 1 volunteer personnel only) Hazardous Materials Response (full time personnel only) Awareness Level Trench Rescue, Confined Space Rescue and Heavy Urban Search and Rescue incidents Rope / High-angle Rescue, with steep angle rescue as the maximum competency. 7.2.1Prevention and Education Training The Training Division in Clarington trains Fire Prevention staff only on SCBA and scene safety related items used during their investigative and cause determination duties. Fire Prevention staff are kept current in CPR and First Aid through the Base Hospital provider. The Training Division has no expertise in Fire Prevention Division related duties and therefore staff in that division are certified coming into the job and attend educational and informational sessions regularly, off site, to maintain their competencies. Fire Prevention Staff also maintain membership in professional organizations. 7.3Training Facilities Aside from municipally owned fire station grounds and public lands, training occurs at the Wesleyville Fire Training Academy (live fire and incident command training), as well as a live fire training prop located at the Oshawa Municipal Airport (owned in conjunction with area departments and Durham College). Externally, training sessions in other municipalities and the Ontario Fire College are provided as the training budget allows. The CEFS sub-contracts Emergency Medical Responder training (two eight hour sessions per year) for all 180 staff to Lakeridge Health – Base Hospital. According to the CEFS, this emergency medical responder training alone accounts for over 50% of the annual budget expenditure. 7.0 Training Division Page - 104 Municipality of Clarington Fire Master Plan Final Report – February 2014 The CEFS has identified the following issues regarding training facilities: Training facilities are limited to outdoor spaces and interior station amenities, which are not specifically designed for hands-on or practical training A training/space tower would be beneficial to set up Firefighter Survival training concourses, search and rescue mazes and obstacle course prop evolutions A dedicated secure pad area for auto extrication training would be beneficial CEFS would have difficult bringing all staff to a central training center because of the need to provide coverage in areas from which staff are drawn, as this relates to coverage or backfilling for emergency response More computer workstations are required to allow sufficient access to online training. Training facility needs should be a focus of the facility review recommended within this FMP. This includes consideration for increased classroom sizes for increased volunteer complements, as well as space for in-service training for the full time stations. In addition, CEFS should consider and pursue opportunities for partnerships for training facilities, especially live fire training facilities, with neighbouring municipalities. 7.3.1Training Technology Opportunities The use of technology can be an excellent tool for training divisions, especially for training a composite department with both full time and volunteer training needs. Web-based video conferencing could be used to deliver some training presentations to all stations simultaneously, delivered by CEFS training staff efficiently and effectively. This potential should be investigated and implemented, where possible, to enhance the current availability of programs and improve the efficiency of delivery information and training to fire services staff. A recent trend for training volunteer firefighters is through online training programs and associated online records management tracking. These tools can be an innovative and cost effective method for delivering firefighter training. The learning materials are all available online and can be accessed through the internet at any time of day. Some of the specialty programs allow each member of the department to log on to their own account and complete courses created by their own department’s training staff. These courses can be self-delivered or supervised and delivered by Trainer Facilitators. Staff can access course materials anytime they want outside of the regular training schedule. These programs allow the department to build and customize its own training course content. The tool also allows fire departments to share courses with other fire departments. This tool is currently available for all firefighter and company officer subjects. Initiatives such as this that enhance the efficiency of training delivery and access and broaden the topic material available to all staff should be investigated, pursued and implemented by the CEFS. 7.0 Training Division Page - 105 Municipality of Clarington Fire Master Plan Final Report – February 2014 7.4Company Officer Development The fire service in Ontario has recognized Company Officers development as a priority, as they act as supervisors as defined by the OHSA, as Incident Commanders on fire scenes, and as managers within a municipal environment. The OFM Company Officer Standard and learning curriculum provides a core level of information to prepare Company Officers through self-study for Company Officer Examinations, held every two years. According to the CEFS, it can take up to eight or ten years to put a staff member through the Company Officer Program and Certification training. The training takes place at the Ontario Fire College in Gravenhurst in daily/weekly sessions, with some components delivered locally/regionally through OFC Associate Instructors. The full-time complement of CEFS includes the Senior Training Officer, Training Officer, Fire Prevention Officers, Suppression Captains and Acting Officers in each division. 7.5Division Resources The current division staffing of two: Senior Training Officer and Training Officer are at capacity with the demands of the workload for CEFS department-wide training. The recent announcement by the OFM to transition to the use of NFPA standards will further impact the workload requirements within the Training Division. As well, there are recommendations contained within this Fire Master Plan to add both full time and volunteer staff. With the additional volunteers recommended to be added to the department (25 overall), there will be a resulting increase in training needs. As well, with the recommended option to implement a full-time crew at Station 2 in Newcastle, additional training needs will be added to CEFS as a whole. In order to further enhance the Training Division and respond to the challenges listed above an additional Training Officer position is recommended within the short to mid-term horizon of this FMP. This will also improve the consistency and quality of training throughout the department. A second Training Officer position would also add much needed capacity to the division in order to develop and expand current training and support the on-going delivery of training to the CEFS as it expands to meet the needs of the growing community. 7.6Summary and Recommendations Training within the Ontario Fire Service will be changing over the coming years. Recently the Office of the Fire Marshal – Ontario announced that the province will be transitioning to the utilization of the relevant NFPA standards for training. At present a process is being developed to determine how this transition will be implemented. As this process is determined the CEFS will need to revise its training program to align with the NFPA standards adopted by the OFM. There are areas of training which could be provided more efficiently with enhanced use of technology, such as on-line training sessions or video conferencing for delivery training presentations to all stations simultaneously. These potentials should be investigated and implemented, where possible, to enhance the current availability of programs and improve the efficiency of delivery information and training to fire services staff. 7.0 Training Division Page - 106 Municipality of Clarington Fire Master Plan Final Report – February 2014 As a result of our review of the CEFSTraining Division we recommend: 1.That current CEFS training activities be enhanced to provide a Comprehensive Annual Training Program for all CEFS staff as part of the transition to utilizing the NFPA training standards recently adopted by the Ontario Fire Service. 2.That the space needs assessment (recommended within this FMP) include focused consideration of the training space needs requirements including classroom space, and in-service training space. 3.That CEFS investigate opportunities for partnerships with other agencies and neighbouring municipalities to provide access to live fire training. 4.That an additional Training Officer position be considered within the mid-term horizon of this FMP in recognition of the increased fire suppression resources, including full-time and volunteer firefighters, identified within this FMP. 5.That the proposed CEFS Comprehensive Annual Training Program includes scheduled participation by all fire suppression personnel in live fire training exercises on an annual basis, as a minimum. 6.That the proposed Comprehensive Annual Training Program include, where possible, the use of web-based video conferencing and online training programs to enhance the current availability of programs and improve the efficiency of delivering information and training to all fire suppression staff. 7.0 Training Division Page - 107 Municipality of Clarington Fire Master Plan Final Report – February 2014 8.0APPARATUS, EQUIPMENT & MAINTENANCE The Municipality of Clarington Operations Department provides fleet maintenance for the CEFS. Equipment repairs and small repairs on vehicles are handled by an internal Mechanical and Technical Support person. The division is overseen by a Deputy Chief, responsible for apparatus purchasing, apparatus repairs, equipment purchases and overall maintenance. Apparatus repairs are reported by staff to a “Fire Dept. Maintenance Communications” email group, consisting of eight people: the Fire Chief, two Deputy Chiefs, Fleet Supervisor (external to CEFS), three mechanics (external to CEFS) and the Mechanical and Technical Support person. 8.1Division Responsibilities The responsibilities of the Maintenance Support division are provided in policy No. 2-34-P, “Operational Structure,” as follows: Perform preliminary diagnosis; Diagnoses and repairs – equipment and appliances; Diagnoses and repairs SCBA and other personal safety equipment; Maintain Department consumable supplies; and Research and analysis. There CEFS has grouped various Policies and Operating Guidelines under the heading “Apparatus/Equipment”. The Establishing and Regulating By-Law does not include a description of the responsibilities of the Mechanical and Technical Support person. This Fire Master Plan recommends that the Establishing and Regulating By-Law be amended to include the responsibilities of the Mechanical and Technical Support person. 8.2Current Apparatus and Equipment Overall, the apparatus and equipment within the CEFS are in good condition. The fleet is relatively young, and is being replaced on a regular cycle. Heavy apparatus are replaced at 10 years for pumpers, and between 15 to 18 years for aerials and tankers, depending on the condition of the apparatus. A less than ten year replacement cycle is applied for light vehicles. The fleet is also well dispersed amongst the five fire stations to provide efficient suppression services throughout the Municipality. Each station is equipped with at least one pumper and a tanker, with a pumper (full-time staffed) and rescue units at Stations 1 and 4. Aerials are currently stationed at Station 1 and 2. The existing fleet, model years and planned replacement years are summarized inTable 16 (heavy apparatus) andTable 17 (light / medium vehicles) below. 8.0 Apparatus & Equipment / Fleet Review / Maintenance Support Page - 108 Municipality of Clarington Fire Master Plan Final Report – February 2014 Table 16: Apparatus and Model Year (Trucks) Planned 15-year Replacement Year VehicleModel YearReplacement (CEFS 2013 Cycle Replacement Plan) Aerial 11 - Pierce2007-2022 Aerial 12 – E-One2013-2028 Pumper 10 – Spartan200420142019 Pumper 11 - Pierce200720222022 Pumper 122 - Freightliner200320152018 Pumper 12 - Spartan2012-2027 Pumper 13 - Spartan200820192023 Pumper 14 - Spartan200420142019 Pumper 15 - Freightliner200320182018 Pumper 144 - Freightliner200520172020 Rescue 11 - Ford2006-2021 2016 19902005 Rescue 14 - GMC (heavy rescue) Tanker 11 - GMC199920162014 Tanker 12 - Freightliner200420192019 Tanker 13 – International200720212022 Tanker 14 – GMC199920172014 Tanker 15 - Freightliner201020242025 8.0 Apparatus & Equipment / Fleet Review / Maintenance Support Page - 109 Municipality of Clarington Fire Master Plan Final Report – February 2014 Table 17: Apparatus and Model Year (Light Vehicles) VehicleModel YearReplacement Year Car 11 – Chevrolet 20122018 Impala Car 12 - Chevrolet 20072013 Impala- Car 13 - Chevrolet 20102016 Impala Car 14 (Training) – 20122019 Ford COF Car 16 (Prevention) – 20122019 Ford SRW Pickup Car 17 – Chevrolet 20092015 HHR Car 18 – Chevrolet 20092015 HHR Car 19 – Chevrolet 20092015 HHR Car 110 20092015 (Maintenance) – Chevrolet Silverado Utility 11 – Chevrolet 20052016 Silverado Utility 13 – Chevrolet 20112018 Silverado Zodiac 11 – Zodiac 20072018 NKII Boat Flashover Unit20012020 Safety House20032019 Generator Trailer19992019 ATV 13 - Polaris20132018 ATV Trailer20132018 8.0 Apparatus & Equipment / Fleet Review / Maintenance Support Page - 110 Municipality of Clarington Fire Master Plan Final Report – February 2014 8.3Reserve Fleet Considerations The CEFS does not currently have access to any reserve firefighting apparatus. All firefighting apparatus within the current fleet are assigned to provide emergency response either staffed by full-time or volunteer firefighters. For regular maintenance and in the event of a breakdown apparatus are removed from service resulting in a decrease in the number of apparatus available for emergency response. Based on the current size of the CEFS staffing and deployment of emergency response apparatus a reserve fleet of at least two pumpers should be considered. A common strategy to implement and sustain a reserve fleet is through life cycle planning of the apparatus replacement. Our review of apparatus replacement and major equipment replacement plans for municipalities with similar types of use and wear indicates a 20 year overall life cycle for apparatus such as aerials and tankers. This includes 15 years of service as front-line apparatus and a further five years of service in a reserve capacity. Front-line pumper apparatus may be considered for replacement after a 10 year cycle, with an additional five to eight years as a reserve vehicle, depending on the evaluated condition of the vehicle. This FMP is supportive of CEFS continuing the present fleet replacement cycle of 10 years for pumpers, and 15 to 18 years for tankers and aerials. Evaluations of the apparatus at time of replacement will determine the value and life expectancy for operation as a reserve apparatus. Our review identified that Pumper 10 currently has over 232,000 kilometers, and Pumper 14 has over 211,000 kilometers travelled. In our experience these are very high kilometrage numbers for emergency response apparatus in Ontario. Our analyses indicates that these high numbers are as a result of longer travel distances within Clarington, for example when apparatus respond onto the 401. Both of these apparatus are schedule for replacement in 2014 which should be considered a priority for the CEFS given the high mileage and increasing maintenance costs of these apparatus. Replacing these apparatus in 2014 would provide an opportunity to develop a reserve fleet by extending their life cycles for another five years or until the next scheduled replacement of another pumper. 8.4Maintenance Facilities As described above, the Operations Department of the municipality provides fleet maintenance for the CEFS. The CEFS Mechanical and Technical Support person operates from Station 1. CEFS has received very good service from the Municipal Fleet Maintenance Department. The division has noted that while vehicles receive excellent service, much of the service is the result of an immediate need. There is an opportunity to increase preventative maintenance, which has been difficult to achieve. 8.5Fleet Replacement Plan Life cycle planning is a core component of the fleet standardization and maintenance strategy. Our review of apparatus replacement and major equipment replacement plans for municipalities with similar types of use and wear indicates a 20 year overall life cycle for major apparatus such as pumpers and tankers. This typically includes 10 to 15 years of service as front-line apparatus (e.g. 10 for pumpers, 15 for aerials and tankers) and a further five years of service in a reserve capacity. The capital forecasting and planning needs to support and reflect the fleet replacement cycles and be supported by Council on a regular and on-going basis. Deferring replacement cycles can lead to high-mileage apparatus and resulting increased maintenance costs and increased out of service time. This FMP supports the current fleet replacement strategy applied by CEFS. 8.0 Apparatus & Equipment / Fleet Review / Maintenance Support Page - 111 Municipality of Clarington Fire Master Plan Final Report – February 2014 Tables 16 and17shown above summarize the planned replacement dates associated with existing apparatus and light vehicles. The planned purchase and replacement of apparatus is included in the FMP Implementation Plan inSection 12.0. 8.5.1Equipment Equipment testing and replacement procedures include: Third party testing of bunker gear by Fire Service Management Goal to keep all PPE less than 10 years old Respiratory Protection Plan in place for SCBA and cylinders 8.5.2Future Fleet Considerations This Fire Master Plan recommends that Fire Chief should review the apparatus and equipment needs in light of the recommendations in this report. As a complement of full-time suppression staff are added to Station 2, an addition pumper will be required at that station to support the full-time and volunteer suppression operations and response. Consideration should be given to developing a reserve fleet to provide a spare for apparatus on maintenance, repair and out of service within the CEFS fleet. As the complement of volunteers at each station is increased, the turnout of volunteers to calls should be tracked and monitored to ensure the appropriate number of seats is available within the fleet of each station to transport the volunteers to incident scenes. If and when CEFS stations are receiving a consistently higher number of volunteers responding to the station for calls than the number of seats available, the Municipality should consider options for adding a passenger transport vehicle (i.e. passenger van) to the fleet of that station. 8.6Summary and Recommendations Overall, the apparatus and equipment are in good condition. The fleet is relatively young, and is being replaced through a planned replacement schedule. The fleet is also well dispersed amongst the five fire stations to provide efficient suppression services throughout the Municipality. Apparatus, Equipment and Maintenance As a result of our review of the we recommend: 1.That CEFS develops strategies to maintain the apparatus and equipment replacement schedules and additional reserve apparatus needs in light of the recommendations in this FMP. 2.That the Establishing and Regulating By-Law be amended to include the responsibilities of the Mechanical and Technical Support person. 3.When CEFS stations are receiving a consistently higher number of volunteers responding to the station for calls than the number of seats available, the Municipality should consider options for adding a passenger transport vehicle (i.e. passenger van) to the fleet of that station. 8.0 Apparatus & Equipment / Fleet Review / Maintenance Support Page - 112 Municipality of Clarington Fire Master Plan Final Report – February 2014 9.0COMMUNICATION & TECHNOLOGY REVIEW 9.1Dispatching Services Dispatching services transferred from CEFS to Oshawa Fire Services in January 2013. Prior to this move, emergency communications were centred upon a dispatch office adjoining the apparatus floor at Station 1. Oshawa also provides dispatch services for Whitby and alerting services for Scugog, Brock and Uxbridge. Oshawa Fire Services uses CriSys Xpert CAD system for dispatching and reporting. This is compatible with the CriSys system in use by CEFS for records management. The dispatch procedure prescribes initial responses to a variety of emergency conditions, as identified, ranging from a single career 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 the two career staffed pumps (Pump 1 or Pump 4) is included in the emergency response assignment. 9.2Staffing and Supervision As stated above, dispatching moved to Oshawa in January 2013. One of the CEFS Deputy Chiefs continues to oversee dispatch and communications, and was instrumental in arranging the present transfer of services and related agreements. The Oshawa Communications Division is staffed with a total complement of 16 full-time communicators. A senior communicator is assigned to each shift. Overall responsibility for the Communications Division is assigned to Oshawa Fire Services’ Deputy Fire Chief of Operations. 9.3Radio Systems The radio communication system currently being used is a Motorola 800 MHz private trunked radio system owned by the five southern Durham Region municipalities including Pickering, Ajax, Whitby, Oshawa and Clarington. CEFS has an established policy for use of the radio system. The radio system allows for coverage throughout Durham Region, with communication towers in Clarington, Mitchell’s Corners, Whitby, Pickering and Oshawa City Hall. It provides 13 Fire Services talk group channels available for use as follows: 4 Oshawa channels4 Pickering channels 4 Whitby channels4 Ajax channels 4 Regional channels4 Clarington channels 1 Fire-Wide channelsOther various channels for City of Oshawa Departments No issues were noted with the Motorola radio functionality however, as with other similar Motorola trunked radio systems; it has reached the end of its technology life cycle and is scheduled to be replaced in 2014 with a newer system. 9.0 Communication & Technology Review Page - 113 Municipality of Clarington Fire Master Plan Final Report – February 2014 9.3.1Next Generation Common Communications Platform Project (NextGen) Clarington Emergency & Fire Services is a participating member in the Next Generation Common Communications Platform (NextGen) Regional Communications Interoperability Project. The project, conceived in early 2012, and involves collaboration with Fire Services within Durham Region, Durham Regional Police Services (DRPS), Ontario Power Generation (OPG) and the Region of Durham. The project aims is to identify, acquire and deploy a region-wide common and seamless voice and data communications platform. Current project horizon aims to have the platform in place by mid-2014. This will allow emergency responders and public service organizations in the Region of Durham to communicate in real-time without boundaries such as disciplines or jurisdictions. 9.4Opticom System The Municipality of Clarington and the Clarington Fire & Emergency Services has implemented an Opticom System for emergency vehicle pre-emption at intersections controlled with traffic signals. CEFS apparatus have mounted Opticom transmitters and traffic signals along specific major routes have Opticom receivers. When Opticom is activated, it provides priority to the emergency vehicle by indicating a green light for the fire apparatus to travel through the intersection. CEFS has a policy to dictate the use of the Opticom system. 9.5Department Technology It is recommended that CEFS Management Team investigate and pursue opportunities to apply technology to improve internal communications, department training, public education, records management and any other applicable areas. This may include online training, video conferencing, social media, electronic message boards or volunteer responder programs. Consideration could be given to applying “Government 2.0” technologies to create efficiencies and improve overall technology and communication within CEFS and the Municipality of Clarington. 9.6Department Communication Internal communications can be a challenge in composite fire departments, as well as those with fire stations that are geographically separated or contained within former communities amalgamated into the larger municipality such as within Clarington. Internal communications appear to be working well at the station level, but would benefit from more interaction and communication at the overall departmental level. Department staff have a desire to be informed, be involved, and ultimately help towards achieving the goals and objectives of the department. In our experience there are various strategies that could be considered to enhance communications within the department. This could include use of technology, such as online bulletin boards, station-based electronic message boards or regular email bulletins to all staff. Opportunities for multi-station or department-wide training sessions or information sessions should be encouraged. Opportunities for the management team, full-time staff and volunteer staff to interact should be fostered and supported. 9.7Summary and Recommendations As a result of the review ofcommunications and technology, it is recommended: 1.That CEFS investigate and pursue opportunities to apply technology to improve internal communications, department training, public education, records management and any other applicable areas. 2.That CEFS consider strategies to continuously improve internal communications throughout the CEFS as a whole department. 9.0 Communication & Technology Review Page - 114 Municipality of Clarington Fire Master Plan Final Report – February 2014 10.0MUNICIPAL COMPARATORS The Clarington Emergency and Fire Services strives to maintain fiscal responsibility in providing effective and efficient municipal fire and emergency service delivery. Assessing the current costs of fire protection in comparison to those of other municipalities provides further depth of analysis in support of the continued commitment of Council and senior staff to providing the highest level of services and programs to the community in the most cost-effective and efficient manner. To conduct the analysis of municipal comparators, consideration was first given to developing a list of indicators that would reflect an accurate representation for comparison analysis. The indicators identified included the following: Population Number of Residential Dwellings Geographic Area of the Municipality Density Per Square Kilometer Simplified Risk Assessment The OFM “Summary of Key Facts and Fire Loss” was the initial data source used to research these indicators in order to identify the list of comparable communities utilized within this report. Additional information was also provided using; “Census Profiles” produced by Statistics Canada, and “Financial Information Return (FIR) and Municipal Performance Measurement Program (MPMP)” produced by The Ministry of Municipal Affairs and Housing. The strategies and recommendations contained within this FMP utilize a comprehensive Community Risk Profile as a primary factor in evaluating current and future service delivery levels and staff resources. This depth of analysis with regard to community risk is not readily available for peer departments across the province, and as such was not available for the comparable municipalities selected. As a result our general knowledge and understanding of the eight risk factors for each of the comparator municipalities was considered in selecting the municipalities identified. As such in developing the list of municipal comparators, identified inTable 18below, priority was given to ensuring, where possible, that the municipal comparators chosen reflected a similar community risk profile. 10.0 Municipal Comparators Page - 115 Municipality of Clarington Fire Master Plan Final Report – February 2014 Table 18: Municipal Comparator Group # of Dwelling LandPopulationCall Units (Total Population CommunityAreaDensityVolume Private 2011 Dwellings) 22 (km)(persons/km)2011 City of Quinte West43,0864948799618,236 Town of Georgina43,5172881512,06717,824 City of Belleville49,45424720022,153 1,510 City of Welland50,6318162522,701 2,357 Town of Halton Hills59,00827621420,548 723 Town of Caledon59,4606688919,649 2,092 City of Kawartha Lakes73,2143,0832437,161 2,802 City of Niagara Falls82,99721039535,199 4,931 Municipality of Clarington84,5486113,48830,797 138 City of Kingston123,36345127457,623 3,775 City of Greater Sudbury160,2743,22772,420 4,138 50 Comparator Group Average75,4148762042,62532,210 As shown above, the Municipality of Clarington’s population (84,548) and number of dwellings (30,797) are just slightly higher and lower respectively than the comparator group average of 75,414 and 32,210. 22 Clarington’s land area of 611 km is approximately two-thirds the size of the group average of 876 km while the Municipality’s call volume is significantly higher (approximately 32% higher) than the peer group average. Utilizing comparisons such as this are consistent with PFSG 02-03-01“Economic Circumstances.” Under the section “Factors to be considered in assessing the local economic circumstances”the document identifiesa wide range of factors including “per capita basis, assessment basis and per household” and a further factor that states these are to be considered with regard to the“relationship of all of the above with similar municipalities.” Table 19 provides a comparison of the resources, staffing and financial statistics for the comparator group. The financial information presented represents the 2011 actual operating costs for fire protection services as provided by each of the comparator municipalities. 10.0 Municipal Comparators Page - 116 Municipality of Clarington Fire Master Plan Final Report – February 2014 Table 19: Resources, Staffing and Financial Comparison StationFire ServicesFire Services Full TimeFire ServicesMunicipal # ofCoverageVolunteersOperatingOperating BudgetTotal Assessed Value SuppressionOperatingOperating Community Stations(SquareFirefightersBudget 2011 -2011 - Per Dwelling2011 FirefightersBudget 2011Budget 2011 km)Per CapitaUnit City of Quinte 77113018$3,345,783$78$183$51,646,366$3,063,022,226 West Town of 3964838$5,852,564$134$328$32,597,378$4,889,653,221 Georgina City of Belleville4625064$10,433,138$211$471$89,813,132$4,111,677,222 City of Welland5166254$8,286,421$164$365$58,558,031$3,568,461,440 Town of Halton 3929623$4,938,534$84$240$54,776,134$8,473,241,293 Hills Town of Caledon97428821$6,699,888$113$341$46,288,107 $11,099,545,545 City of Kawartha 2114738027$7,610,571$104$205$147,885,355$9,394,869,004 Lakes City of Niagara 635104129$18,660,711$225$530$85,525,279$8,543,844,575 Falls Municipality of 512212552$10,527,093$125$342$52,934,427$8,897,815,300 Clarington City of Kingston 1045175142$21,871,458$177$380$324,035,382$12,187,509,414 City of Greater 25129353127$21,066,301$131$291$414,462,293$11,871,894,900 Sudbury Comparator 98116563$11,594,668$147$349$130,687,552$8,303,851,191 Group Average 10.0 Municipal Comparators Page - 117 Municipality of Clarington Fire Master Plan Final Report – February 2014 Clarington has five fire stations, which is roughly half the group average of nine and covers more area per station than the group average. Clarington Emergency and Fire Services has 24% fewer volunteer firefighters and 14% fewer full-time firefighters than the group averages. This indicates that staff levels may be at the low end of the optimal range for a composite fire department of its size. The recommended increase in the complement of volunteer firefighters from 125 to 150 would bring CEFS closer to the group average of 165. As well the phased implementation recommended to hire full-time firefighters to staff Station 2 in Newcastle 24 hours per day, seven days per week would increase the department full- time suppression resources from 52 to 60, closer to the comparator group average of 63 listed above in Table 26. Compared to the peer group averages for the 2011 data presented, CEFS has a 9% lower operating budget, 15% lower per capita operating budget and a 2% lower per dwelling unit operating budget. Overall, the Municipality’s operating budget is 59% lower than the peer comparator average. The Municipality’s 2011 Total Assessed Value is 7% higher than the comparator average. 10.0 Municipal Comparators Page - 118 Municipality of Clarington Fire Master Plan Final Report – February 2014 11.0STUDY CONSULTATION th A project initiation meeting was held March 20, 2013. As the study progressed, various forms of consultation activities were employed to engage the public and gather feedback from stakeholders and members of the community. Effective communication and consultation with stakeholders and the community is essential to ensure that those responsible for implementing this Fire Master Plan and those with a vested interest understand the basis on which certain decisions are made and why particular actions are required. Engaging stakeholders and the community helps to ensure that multiple perspectives can be brought to the fire master planning process. 11.1Project Team Information and feedback was collected from CEFS senior management via informal interviews held on May 16, 2013. This was an opportunity to gather background information and input on the strengths, opportunities, challenges and threats from the point of view of these key stakeholders. The senior management members included: Fire Chief Deputy Fire Chiefs Interviews were also conducted with staff from the following divisions: Training Fire Prevention & Public Education Mechanical 11.1.1Additional Key Stakeholder Interviews and Consultation Other consultation included: Interview on May 16, 2013 with the Firefighters Association Executive President and two other Association members. Tour of all stations on May 16, 2013 with Mechanical and Technical Support person Two sessions of interviews on May 16, 2013 with volunteer firefighters 11.2Project Meetings Throughout this study, the Dillon team facilitated project meetings to present project process, findings and recommendations to key staff and stakeholders. This included a project initiation meeting, presentation of preliminary findings, discussion of 2014 budget implications and review of the draft report. Following the final report, the Fire Master Plan will be presented to Council. 11.0 Study Consultation Page - 119 Municipality of Clarington Fire Master Plan Final Report – February 2014 11.3Public and Stakeholder Consultation 11.3.1Council Workshop Education and Training Session The engagement of Council in the Fire Master Plan process is paramount in ensuring overall municipal goals are met within the study recommendations and Council feel that they have ownership of the study. A workshop session was held with Council on April 30, 2013. Present at the session from the Municipality of Clarington were the Mayor, Chief Administrative Officer, Fire Chief and Councillors. The consultant team delivered a formal presentation to Council to introduce the purpose and background behind the fire master planning process and gather feedback regarding key issues, concerns or interests. The opportunity for questions and discussion followed the presentation. 11.3.2Community Information Open House A Community Information Open House was held on June 11, 2013 at the Council Chambers, 40 Temperance Street in Bowmanville. The purpose of the public consultation session was to present the study to the broader public. Information provided included background material such as purpose and scope, and preliminary findings. The consultation included information display boards and a presentation providing an overview of the preliminary findings and opportunities. Copies of the display boards and presentation provided at the Open House are contained inAppendix K. 11.3.3Online Public and Stakeholder Survey Online public notices introducing the study purpose and scope were posted on the Municipality’s website and in the local newspaper. These notices advised of upcoming consultation opportunities, including the Community Information Open House and an online survey. Links to the online survey were connected to these bulletins. The online survey was conducted to collect and understand the public and community stakeholder experiences with the current services provided by the CEFS. Public and community stakeholder input is essential to the successful preparation of a Fire Master Plan. The results of the survey helped to guide suggestions and recommendations throughout the Fire Master Plan document. The online survey was designed and administered using the SurveyMonkey web-interface. The survey was advertised at the Community Information Open House on June 11, 2013, and through a link on the th Municipality of Clarington website. The survey was available online from June 17, 2013 through th September 5, 2013. A summary of the results of the online survey is included inAppendix K. 11.4Summary of Study Consultation Consultation was conducted with key stakeholders, Municipal staff, Council, Clarington Fire & Emergency Services staff (volunteer staff and Firefighters Association Executive) and members of the public throughout the course of the Fire Master Plan study. Interviews with key stakeholders and staff members were an essential component of the process. It provided insight into the strengths, weaknesses, opportunities and constraints facing the fire services and the issues to be considered within the FMP. Consultation included Project Meetings, Council Workshop Session, Community Information Open House and an Online Public and Stakeholder Survey. Study consultation allows for input into the FMP by study stakeholders and also provides an opportunity to inform stakeholder and the public about the FMP purpose, goals and recommendations. Support from Municipal staff and Council is essential to the success of the FMP, therefore, including these key stakeholders throughout the planning process is essential and highly beneficial. 11.0 Study Consultation Page - 120 Municipality of Clarington Fire Master Plan Final Report – February 2014 12.0IMPLEMENTATION PLAN Recommendations resulting from analysis were derived to form an action plan for implementation, shown inTable 20. The costs resulting from this Fire Master Plan are shown below. These are estimates for planning purposes only and are based on current rates. The capital costs which are associated with growth, and therefore eligible for consideration of development charges funding, are highlighted in the table below. Table 20: Implementation Plan Plan YearDescriptionOperating CostCapital Cost EstimateEstimate Incremental addition of Fire Suppression staff for Station 2. ShortHire four firefighters at $120,000 $480,000$20,000 (2014)salary and benefits. Bunker gear & uniforms at $5,000 per firefighter. Short (2014) Replace Pumper 10$600,000 Short (2014) Replace Car 12$40,000 ShortDetailed Facilities Review and $45,000 (2015)Space Needs Assessment Hire 25 more volunteers (5 per Short station to increase complement $150,000 to 30 volunteers per station) at (2015) $6,000 base pay New bunker gear for additional Short 25 volunteer firefighters @$87,500 (2015) $3,500 per firefighter Additional training hours for 25 Short new volunteer firefighters @$62,500 (2015) $2,500 per firefighter Hire a dedicated Public Educator Short and purchase additional Fire$120,000$35,000 (2015) Prevention vehicle. Implement Duty Captain Short Position (15% differential$70,000 (2015) increase for four personnel) 12.0 Implementation Plan Page - 121 Municipality of Clarington Fire Master Plan Final Report – February 2014 Plan YearDescriptionOperating CostCapital Cost EstimateEstimate Hire additional Training Officer to enhance internal training Short programs (for increased staff,$120,000 (2015) company officer leadership & new NFPA training standards). Live Fire Training partnership / Short (2015)$20,000 rental (annually for all staff) Additional administrative Short support (increase part time clerk$20,000 (2015) position to full time) Short Replace Pumper 122$400,000 (2015) Replace Cars 17, 18, 19 & 110 Short (three cars at $25,000 each, one$130,000 (2015) truck at $55,000) Hire an additional Fire ShortPrevention Inspector and $120,000$35,000 (2016)purchase additional Fire Prevention vehicle. Incremental addition of Fire Suppression staff for Station 2. ShortHire four firefighters at $120,000 $480,000$20,000 (2016)salary and benefits. Bunker gear & uniforms at $5,000 per firefighter. Short Online Training$15,000 (2016) Purchase crew vans for staff Short transport @ $45,000 each$90,000 (2016) (assume two) ShortHeavy Rescue $650,000 (2016)(replace Rescue 14) Short (2016) Replace Utility 11$75,000 Short (2016) Replace Tanker 11$300,000 12.0 Implementation Plan Page - 122 Municipality of Clarington Fire Master Plan Final Report – February 2014 Plan YearDescriptionOperating CostCapital Cost EstimateEstimate Facility improvements resulting from Facility Review Medium (Placeholder only – costs to be$500,000 (2017) determined through facility review study) Hire an additional Fire Short Prevention Inspector and $120,000$35,000 purchase an additional Fire (2017) Prevention vehicle. Medium Replace Tanker 14$300,000 (2017) Update of fire master plan to be completed in 2018. This should include an operational review to Medium todetermine requirements for Long (2018 -additional suppression personnelTBDTBD 2021)to respond to growth, development, call volumes, volunteer response and industry best practices. Medium toAdditional fire prevention Long (2018 -personnel as dictated by growthTBDTBD 2021)and development. Medium Replace Pumper 15$600,000 (2018) Medium Replace Utility 13$60,000 (2018) Medium Replace Car 11$35,000 (2018) Medium Replace ATV & Trailer$30,000 (2018) Medium Replace Pumper 14$600,000 (2019) Medium Replace Tanker 12$300,000 (2019) 12.0 Implementation Plan Page - 123 Municipality of Clarington Fire Master Plan Final Report – February 2014 Plan YearDescriptionOperating CostCapital Cost EstimateEstimate Medium Replace Cars 14 & 16$90,000 (2019) Medium Fire Safety House$100,000 (2019) Long Term Replace Pumper 144$600,000 (2020) Long Term Replace Rescue 11$150,000 (2021) Long Term Replace Pumper 11$600,000 (2022) Long Term Replace Aerial 11$1,100,000 (2022) Long Term Replace Tanker 13$300,000 (2022) Purchase crew vans for staff Long Term transport @ $45,000 each$90,000 (2021-2023) (assume two) Long Term Replace Pumper 13$600,000 (2023) Long Term Replace Tanker 15$300,000 (2024-2025) Long Term Replace Pumper 12$600,000 (2027) Long Term Replace Aerial 12$1,100,000 (2028) Highlighting denotes associated capital costs are eligible for development charges funding. 12.0 Implementation Plan Page - 124 APPENDIXA PFSG00-00-01“FrameworkforSettingGuidelineswithin Provincial-MunicipalRelationship” APPENDIXB PFSG04-40-03“SelectionofAppropriateFire PreventionPrograms” APPENDIXC PFSG04-08-10“OperationalPlanning:AnOfficial GuidetoMatchingResourceDeploymentandRisk” APPENDIX PFSG01-02-01“ComprehensiveFireSafety EffectivenessModel” APPENDIX PFSG01-01-01“FireProtectionReviewProcess” APPENDIX PFSG02-03-01“EconomicCircumstances” APPENDIX PFSG02-02-03“FireRiskAssessment” APPENDIX PFSG02-04-01“CapabilitiesofExistingfire ProtectionServices APPENDIX CommunityRiskProfile Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 TABLE OF CONTENTS Page I1.0COMMUNITY RISK PROFILE.............................................................................................. 1 I1.1Introduction .................................................................................................................... 1 I1.2OFM Fire Risk Sub-Model ............................................................................................. 1 I1.3Assessing Fire Risk Scenarios ........................................................................................ 2 I1.4Property Stock ................................................................................................................ 2 I1.4.1Community Risk Profile – Major Occupancy Classifications .............................. 3 I1.4.2Assembly Occupancies (Group A) ...................................................................... 3 I1.4.3Care and Detention Occupancies (Group B) ...................................................... 4 I1.4.4Residential Occupancies (Group C) ................................................................... 4 I1.4.5Business and Personal Services Occupancies (Group D) .................................... 5 I1.4.6Mercantile Occupancies (Group E) .................................................................... 5 I1.4.7High/Medium/Low Hazard Industrial Occupancies (Group F) ........................... 6 I1.4.8Other Occupancies/Uses not listed within the OBC (Not Classified) ................... 6 I1.4.9Property Stock Analysis ..................................................................................... 6 I1.4.10Property Stock Profile Observations .................................................................. 7 I1.5Building Height and Area ............................................................................................... 8 I1.5.1Building Height.................................................................................................. 8 I1.5.2Building Area..................................................................................................... 9 I1.5.3Building Height and Area Observations ............................................................. 9 I1.6Building Age and Construction ..................................................................................... 10 I1.6.1Building/Fire Code Application ....................................................................... 10 I1.6.2Residential Buildings ....................................................................................... 10 I1.6.3 Non-Residential Buildings. ............................................................................... 12 I1.6.4Building Age and Construction Observations ................................................... 13 I1.7Building Exposures ...................................................................................................... 13 I1.7.1Building Exposures Observations ..................................................................... 13 I2.0DEMOGRAPHIC PROFILE ................................................................................................. 14 I2.1Population Distribution by Age Group .......................................................................... 14 I2.2Population Shifts .......................................................................................................... 16 I2.3Vulnerable Individuals or Occupancies ......................................................................... 17 I2.4Language Barriers to Public Education ......................................................................... 17 I2.5Income Levels .............................................................................................................. 18 I2.6Demographic Profile Observations ............................................................................... 19 I3.0GEOGRAPHY / TOPOGRAPHY / ROAD INFRASTRUCTURE ................................... 20 I3.1Geography/Topography/Road Infrastructure Profile Observations................................. 28 I3.2Past Fire Loss Statistics ................................................................................................ 28 I3.2.1 Fire Loss by Occupancy Classification ............................................................. 28 I3.2.2Property Fire Loss ........................................................................................... 29 I3.2.3Reported Fire Cause ........................................................................................ 30 I3.2.4Reported Ignition Source ................................................................................. 31 I3.2.5Reported Civilian Injuries and Fatalities .......................................................... 31 I3.2.6Past Fire Loss Profile Observations ................................................................. 32 I3.3 Fuel Load Profile .......................................................................................................... 32 I3.3.1Fuel Load Profile Observations ....................................................................... 34 Table of Contents Page – I-i Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 I4.0COMMUNITY GROWTH & DEVELOPMENT .................................................................. 35 I4.1Historic Growth ............................................................................................................ 35 I4.2Growth Projections ....................................................................................................... 35 I4.2.1Growth Projections Profile Observations ......................................................... 36 I4.3Risk Profile Model ....................................................................................................... 36 I4.3.1Probability Levels ............................................................................................ 37 I4.3.2Consequence Levels ......................................................................................... 37 I4.3.3Risk Levels ....................................................................................................... 38 I4.3.4Ontario Fire Code Compliance ........................................................................ 39 I4.4Municipality of Clarington Risk Evaluation .................................................................. 40 I4.4.1 Municipality of Clarington Risk Model ............................................................. 43 I4.4.2Methodology .................................................................................................... 43 I4.4.3Existing Risk and Response (Call Locations) .................................................... 44 I4.4.4Existing Risk and Response (Geography) ......................................................... 44 I4.4.5Future Risk and Response (Geography) ........................................................... 44 List of Tables Page Table I-1: OBC Major Occupancy Classifications ................................................................................ 3 Table I-2: Property Stock Profile Municipality of Clarington................................................................. 7 Table I-3: Residential Structural Dwelling Type ................................................................................. 11 Table I-4: Age of Construction ............................................................................................................ 12 Table I-5: Age Group .......................................................................................................................... 15 Table I-6: Provincial % of Fire Fatalities by Age Group ...................................................................... 16 Table I-7: Occupancies in Clarington .................................................................................................. 17 Table I-8: Knowledge of Official Languages ....................................................................................... 18 Table I-9: 2006 Statistics Canada Household Data .............................................................................. 18 Table I-10: Provincial Fire Loss by Occupancy Classification Period 2007 to 2011 ............................... 28 Table I-11: Municipality of Clarington Fire Loss by Property Classification Period 2007 to 2011.......... 29 Table I-12: Property Fire Loss (Dollars) ................................................................................................ 30 Table I-13: Municipality of Clarington 2007 to 2011 Reported Fire Cause ............................................ 30 Table I-14: Municipality of Clarington 2007 to 2011 Ignition Source Class ........................................... 31 Table I-15: Municipality of Clarington 2007 to 2011 Reported Civilian Injuries and Fire Deaths........... 32 Table I-16: Clarington Fuel Load Profile............................................................................................... 33 Table I-17: Historic Growth in Population and Households ................................................................... 35 Table I-18: Population and Employment Growth Projections ................................................................ 35 Table I-19: OFM Fire Risk Sub-model Likelihood Levels (Probability) ................................................ 37 Table of Contents Page – I-ii Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Table I-20: OFM Fire Risk Sub-model Consequence Levels ................................................................. 38 Table I-21: OFM Fire Risk Sub-model Risk Levels ............................................................................... 39 Table I-22: Risk Evaluation Summary .................................................................................................. 42 Table I-23: Base Risk Zone Category by Occupancy ............................................................................. 43 List of Figures Figure I-1: Existing Land Use – Clarke Rural Area .......................................................................... 21 Figure I-2: Existing Land Use – Darlington Rural ............................................................................. 22 Figure I-3: Existing Land Use – Courtice Urban ............................................................................... 23 Figure I-4: Existing Land Use – Bowmanville Urban Area ................................................................ 24 Figure I-5: Existing Land Use – Newcastle Village Urban Area ........................................................ 25 Figure I-6: Existing Land Use – Orono Urban Area ........................................................................... 26 Figure I-7: Existing Transportation Network .................................................................................... 27 Figure I-8: Existing Risk and Response Historical Fire Call Locations ............................................. 45 Figure I-9: Existing Urban Risk and Response (Geography) .............................................................. 46 Figure I-10: Existing Rural Risk and Response (Geography) ............................................................... 47 Figure I-11: Future Urban Risk and Response (Geography) ................................................................. 48 Figure I-12: Future Rural Risk and Response (Geography) .................................................................. 49 Table of Contents Page – I-iii Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 I1.0 COMMUNITY RISK PROFILE I1.1Introduction The Office of the Fire Marshal, Ontario (OFM) provides a number of tools to assist municipalities, and ultimately municipal councils, in determining local needs and circumstances as required by the FPPA. These tools include the Comprehensive Fire Safety Effectiveness Model; the Fire Risk Sub-Model and Public Fire Safety Guideline 01-01-01 “Fire Protection Review Process”. PFSG 01-01-01 “Fire Protection Review Process” further identifies the three primary components of assessing community needs and circumstances including: Assessing Economic Circumstances from a Fire Protection Perspective (PFSG 02-03-0) Assessing Fire Risk (PFSG 02-02-12) Assessing the Existing Fire Protection Services(PFSG 02-04-01) This section provides a detailed assessment of the current and future (planned growth) fire risk within the Municipality of Clarington. I1.2OFM Fire Risk Sub-Model The community fire risk analyses within this report follow the OFM framework and specifically the OFM Fire Risk Sub-Model. The model identifies the importance of community risk in the following introductory paragraphs: “Assessing the fire risk within a community is one of the seven components that comprise the Comprehensive Fire Safety Effectiveness Model. It is the process of examining and analyzing the relevant factors that characterize the community and applying this information to identify potential fire risk scenarios that may be encountered. The assessment includes an analysis of the likelihood of these scenarios occurring and their subsequent consequences.” “The types of fire risks that a community may be expected to encounter are influenced by its defining characteristics. For example, a “bedroom community” presents a different set of circumstances over one that is characterized as an “industrial town”. Communities that are distinguished by older buildings will pose a different set of concerns over those that are comprised of newer buildings constructed to modern building codes. Communities populated by a high percentage of senior citizens present a different challenge over ones with a younger population base. Assessing fire risk should begin with a review of all available and relevant information that defines and characterizes your community. Eight key factors have been identified that contribute to the community’s inherent characteristics and circumstances. These factors influence events that shape potential fire scenarios along with the severity of their outcomes: Property Stock Building Height and Area Building Age and Construction Building Exposures Community Risk Profile Page – I-1 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Demographic Profile Geography/Topography/Road Infrastructure Past Fire Loss Statistics Fuel Load Using the framework provided within the OFM’s Fire Risk Sub-model the potential fire risk scenarios present within the community can be assessed by creating a Community Fire Risk Profile. The profile can then be applied to assess the current level of fire protection services provided, and identify where if any potential gaps exist, or identify areas that a municipal Council may want to consider in determining its own ‘needs and circumstances’, as defined by theFire Protection and Prevention Act (FPPA). I1.3Assessing Fire Risk Scenarios The Fire Risk Sub-Model provides communities with the flexibility to determine how their municipality should be defined in terms of fire risk scenarios. Specifically, the model states that: For analyses purposes, the community being assessed can be defined as the municipality in its entirety or as a particular segment of it that distinguishes it from other parts. For smaller municipalities, it may be sufficient to simply define the community based on town boundaries. For larger municipalities, it may be appropriate to subdivide it into separate and distinct components to permit more detailed analysis. For example, it may be convenient to subdivide a municipality based on residential subdivision, downtown sections, industrial park, and a rural area. Hence, the first step in conducting a fire risk analyses is to identify and define the community (s) being analyzed”. The analyses within this Fire Master Plan utilize the major occupancy classifications of the Ontario Building Code (OBC) to define the fire risk scenarios within the Municipality of Clarington. I1.4Property Stock The Ontario Building Code (OBC) categorizes buildings as defined by their major occupancy classifications. Each classification has inherent definitions that distinguish it from other occupancy classifications. Utilizing the OBC as the source for defining the occupancy classifications provides a recognized definition and baseline for developing the Community Risk Profile. The OBC major occupancy classifications are divided into six major building occupancy classifications (Groups), within each group the occupancies are furthered defined by (Division). The OBC major Table I-1. classification groups and divisions are presented in Community Risk Profile Page – I-2 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Table I-1: OBC Major Occupancy Classifications Group DivisionDescription of Major Occupancies Group A1Assembly occupancies intended for the production and viewing of the performing arts Group A2Assembly occupancies not elsewhere classified in Group A Group A3Assembly occupancies of the arena type Group A4Assembly occupancies in which occupants are gathered in the open air Group B1Detention occupancies Group B2Care and treatment occupancies Group B3Care occupancies Group C---Residential occupancies Group D---Business and personal services occupancies Group E---Mercantile occupancies Group F1High hazard industrial occupancies Group F2Medium hazard industrial occupancies Group F3Low hazard industrial occupancies The Fire Risk Sub-model developed by the Office of the Fire Marshal utilizes the major group classifications only (Group A, B, C, D, E, F). The Fire Risk Sub-model does not use the detailed “Division” classifications provided for the respective occupancy groups. This strategy provides the ability to assess property stock within a community comparatively by major occupancy groups thus providing a consistent and recognised definition for each major occupancy type. Where necessary, this strategy provides the opportunity for further analysis of a specific occupancy group for example aGroup F Industrial,that is a Division 1 - High hazard industrial occupancy.Subject to any site specific hazards or concerns individual occupancies within this group can be assessed individually and then included where required within the scope of the broader community risk profile. The Fire Risk Sub-model utilizes the following major occupancy classifications. Assembly occupancies are defined by the OBC as the “occupancy or the use of abuilding or part of a building by a gathering of persons for civic, political, travel, religious, social, educational, recreational or similar purposes or for the consumption of food or drink”. Risks within these occupancies can include: overcrowding by patrons lack of patron familiarity with emergency exit locations and procedures staff training in emergency procedures large quantities of combustible furnishings and decorations Community Risk Profile Page – I-3 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Proactive measures for reducing risks can include: regular fire prevention inspection cycles automatic fire detection and monitoring systems approved Fire Safety Plan and staff training pre-planning by fire suppression staff A care or detention occupancy means the occupancy or use of a building or part thereof by persons who; (a)are dependent on others to release security devices to permit exit, (b)receive special care and treatment, or (c)receive supervisory care. Risks within these occupancies can include: ability to evacuate or relocate patients presence of flammable/combustible gases vulnerable occupants combustible furnishings Proactive measures for reducing risks can include: regular fire prevention inspection cycles automatic fire detection and monitoring systems approved Fire Safety Plan and staff training pre-planning by fire suppression staff A residential occupancy is defined as one that is used by persons for whom sleeping accommodation is provided but who are not harboured or detained there to receive medical care or treatment or who are not involuntarily detained there. Within this occupancy classification both the Ontario Fire Code (OFC) and the Ontario Building Code classify residential low-rise buildings as up to and including six storeys in building height. Buildings in excess of six storeys are considered as high-rise buildings. Comparatively Statistics Canada defines low- rise buildings as being less than five storeys in building height and high-rise as five storeys and greater. Another example of a use within this occupancy group would be mobile homes or travel trailers. The common factor is overnight accommodation (sleeping) when an occupant can be at the highest risk. As the primary source for data regarding community risk factors is provided by Statistics Canada this analysis utilizes the Statistics Canada definitions for residential occupancies. Risks within these occupancies can include: overnight accommodation (sleeping) combustible furnishings secondary units (basement apartments) high density human behavior (cooking, use of candles, etc.) Community Risk Profile Page – I-4 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Proactive measures for reducing risks can include: Smoke Alarm Program Public Education Programming including Home Escape Planning Retro-fit and compliance inspection cycles for OBC and OFC compliance Pre-planning by fire suppression staff Business and personal services occupancies are defined as those that are used for the transaction of business or the provision of professional or personal services. These occupancies can be located within remodelled single family dwellings, low-rise and high-rise buildings. Each of these building types can present different risks including egress for firefighting operations and evacuation by occupants. Risks within these occupancies can include: high volume of occupants high combustible loading specialized equipment utilizing high risk substances such as radiation consumers unfamiliar with emergency exits and procedures Proactive measures for reducing risks can include: regular fire prevention inspection cycles staff training in fire prevention and evacuation public education pre-planning by fire suppression staff This occupancy is defined as one that is used for the displaying or selling of retail goods, wares, and merchandise. These occupancies range in size and potential risk from smaller neighbourhood corner stores to the large “big box” industrial style buildings that survive on the sale of large volume. Large volumes of combustibles are typically present in all applications. Risks within these occupancies can include: high volume of occupants/staff high volume of combustible loading/high rack storage lack of occupant familiarity with emergency exit locations and procedures size of building Community Risk Profile Page – I-5 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Proactive measures for reducing risks can include: regular fire prevention inspection cycles automatic fire detection and monitoring systems approved Fire Safety Plan and staff training pre-planning by fire suppression staff Industrial occupancies are defined as those used for the assembly, fabrication, manufacturing, processing, repairing or storing of goods and materials. This category is divided into low hazard (F3), medium hazard (F2) and high hazard (F1) based on its combustible content and potential for rapid fire growth. The potential for major fires within this occupancy type is related to the high levels of combustibles that are present in storage and utilized in the manufacturing process. This can include highly flammable and corrosive products. Risks within these occupancies can include: large dollar loss as a result of a major fire economic loss in the event of plant shut downs and job loss environmental impacts presence of ignition sources related to processing activities Proactive measures for reducing risks can include: regular fire prevention inspection cycles staff training in fire prevention and evacuation public education pre-planning by fire suppression staff installation of early detection systems (smoke alarms, heat detectors) installation of automatic sprinkler systems There are other occupancies and uses not included within the OBC major building occupancy classifications that should be considered as part of developing the Community Risk Profile. These include occupancies that may be regulated under other legislation such as Federal owned facilities. Examples of these include: major railway lines major highways and transportation corridors airports outdoor tire storage facilities farm buildings Table I-2 Utilizing the property stock classifications contained within the Fire Risk Sub-modelprovides a summary of the property stock within the Municipality of Clarington. Community Risk Profile Page – I-6 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Table I-2: Property Stock Profile Municipality of Clarington Occupancy DefinitionNumber ofPercentage of Occupancy Occupancies Classification Fire Risk Sub-modelOccupancies (OBC) (OFM) Group A – AssemblyAssembly occupancies2390.8% Group B - InstitutionalCare or Detention occupancies160% Group C - ResidentialResidential occupancies29,80197.0% Group D - BusinessBusiness and Personal Services1720.6% Group E - MercantileMercantile occupancies1980.6% Group F - IndustrialIndustrial occupancies3051.0% Other occupanciesNot classified within the Ontario BuildingN/AN/A Code (i.e. farm buildings) Totals30,731100% The vast majority (97.0%) of the Municipality of Clarington property stock is Group C residential. This particular analysis confirms that the Municipality of Clarington is a popular residential community for commuters working in other large urban centres in the Greater Toronto Area (GTA). Specifically, as stated in the Municipality of Clarington Community Profile, approximately 70% of Clarington residents work outside of Clarington, which is largely a result of affordable housing found in Clarington. There are also a small number of very large industrial operations in the Municipality that employ large numbers of people, but only count as one occupancy in the above table (i.e. Darlington Nuclear Generating Station and Lakeridge Health Bowmanville). The northern half of Clarington is mainly rural farm land located in either the Greenbelt Protected Land or the Oak Ridges Moraine. Farm buildings (not classified within the OBC) vary in size and use from small utility sheds to large livestock barns. Residential occupancies include both commercial/residential mixed used buildings located within the urban areas, a number of low-rise apartment buildings with a small number of high-rise apartment buildings, several seasonal dwellings including mobile homes, bed and breakfasts, extended care facilities, and a mix of typical single family dwellings. The analysis of the Property Stock Profile for the Municipality of Clarington confirms that the largest percentage of major occupancies (97.0%) is “Group C” residential. Significant priority should be given to developing Fire Master Plan that reflects the risks associated with this occupancy category. A key element in mitigating residential risks is maximizing the use of all three lines of defense. Community Risk Profile Page – I-7 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Ensuring all required life safety systems are in place and functioning is a priority for these occupancies. Taller buildings can experience extended rescue / suppression response times for firefighters to ascend to the upper levels. Options such as “shelter-in-place” whereby occupants are directed by the fire department to stay within their units can be an effective strategy. However, ensuring internal building communications systems are in place and functioning is critical to the success of this strategy. In contrast to building height, building area can cause similar challenges as those present in taller buildings. Horizontal travel distances rather than vertical can mean extended response times by firefighters attempting rescue or fire suppression activities. Large buildings such as industrial plants and warehouses, department stores, and the new “big box” stores can contain large volumes of combustible materials. In many of these occupancies the use of high rack storage is also present. Fires within this type of storage system can be difficult to access and cause additional risk to firefighter safety due to collapse. The Municipality has a small number of large industrial and commercial buildings. For example, the Courtice Flea Market shopping mall located at 1696 Bloor Street in Courtice is a large facility that sits on 12 acres, however the contents of the buildings are considered to be low hazard in terms of a combustible load. Other examples of buildings with large areas and potential fire loss risk include: Darlington Nuclear Generating Station (large building area and high occupancy); and, Lakeridge Health Bowmanville (large area, immobile occupants, unfamiliarity with emergency procedures). Additionally, major infrastructure projects have been proposed in the Municipality which will include construction of large buildings, such as the Darlington Energy Complex and an expansion to the Darlington Nuclear Station. The Darlington Energy Complex is currently being constructed and is a multi-purpose building of more than 300,000 square feet, including office space, a public information centre, an auditorium, employee processing centre and a warehouse, which will contribute to the overall building area within Clarington. The Municipality also has a historic downtown core located in Bowmanville consisting of multi-unit buildings containing mixed-use occupancies as defined by the OBC. Many of these include residential units above commercial stores located on the ground floor. In terms of building height these buildings would not be considered higher risk; however, in terms of area these buildings cover relatively large areas (square footage). The analysis of the buildings within the Municipality in regards to height and area represent a very small number of buildings in excess of five storeys. These buildings can pose a high risk due to the occupants, exit efficiencies and stack effect. This includes all occupancy classifications but is mostly residential. There are also a limited number of large (by square footage) buildings throughout the Municipality. Downtown core buildings in addition to their large coverage area represent a potentially significant fire loss risk and life safety risk due to the presence of residential occupancies above many of the commercial occupancies. The observations of this section are consistent with the need to prioritize a pro-active fire inspection and compliance program. These strategies should be aligned with optimization of the first two lines of defence with the Fire Master Plan. Community Risk Profile Page – I-9 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 I1.6Building Age and Construction The Municipality of Clarington is a compilation of three urban areas, one village, and fourteen hamlets surrounded by farmlands and rural areas. The Municipality historically was known as a farming and rural- based community and was first settled in the late 1790s. It has since then diversified into a municipality with a diverse mix of urban and rural settings. There are many heritage properties located throughout the Municipality and many of the older buildings have historic ties to this era. As the Municipality has grown, a large majority of new construction has occurred within the urban centres of Bowmanville and Courtice, including both commercial and residential growth. Residential development has been mainly in the form of low density housing. A number of old buildings that have been renovated over the years have been changed without the required permits and follow-up inspections that would ensure compliance with both building and fire codes. There is the potential for these buildings to have inadequate interior fire separations and improper fire separations between adjoining buildings. The Ontario Building Code (OBC) was adopted in 1975. The Ontario Fire Code (OFC) was similarly adopted in 1981. Together these two documents have provided the foundation for eliminating many of the inconsistencies in building construction and maintenance that were present before their adoption. The OBC and the OFC were developed to ensure uniform building construction and maintenance standards are applied for all new building construction. The codes also provide for specific fire safety measures depending on the use of the building. Examples of the fire safety issues that are addressed include: Occupancy Exits/means of egress including signs and lighting Fire alarm and detection equipment Fire department access Inspection, testing, and maintenance In 1983 the OFC was further expanded to include retrofit requirements for many of the building constructed prior to adoption of the code. Retrofit requirements were established to ensure a minimum acceptable level of life safety is present. A number of occupancy types are included within the retrofit requirements including assembly, boarding, lodging and rooming houses, health care facilities, multi-unit residential, two-unit residential, and hotels. The priority of addressing the residential fire risk is supported by the historic data provided by the Office 2 of the Fire Marshal, Ontario that reports for the period from 2007 to 2011 residential fires accounted for 71% of all structure fire losses and for the period from 2002 to 2012 residential fires accounted for 85% of all fire fatalities. 2 Source, OFM website: http://www.mcscs.jus.gov.on.ca/english/FireMarshal/MediaRelationsandResources/FireStatistics/OntarioFatalities/F atalFiresSummary/stats_fatal_summary.html http://www.mcscs.jus.gov.on.ca/english/FireMarshal/MediaRelationsandResources/FireStatistics/OntarioFires/FireL ossesCausesTrendsIssues/stats_causes.html Community Risk Profile Page – I-10 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 These facts make understanding the age and construction of a community’s residential building stock an important component of developing a Community Risk Profile. Table The Municipality of Clarington’s residential building structural dwelling types are summarized in I-3. Table I-3: Residential Structural Dwelling Type Municipality % of 4 Structural Dwelling TypeofOntario % of Units 3 Clarington Units 2,718,88055.6 Single-Detached House23,690 79.3% 279,4705.7 Semi-Detached House9353.1% 415,2308.5 Row House2,3557.9% 160,4603.3 Apartment-Duplex730 2.4% 789,97516.2 Apartment-more than 5 0.8% 250 Storeys 498,16010.2 Apartment-less than 5 Storeys1,7956.0% 9,5350.2 Other single-attached House35 0.1% 15,7950.3 Movable Dwelling75 0.3% Total29,8651004,887,510100 In comparison to the provincial data, the Municipality of Clarington percentage of single-detached housing of 79.3% represents a significantly larger component of the residential dwelling types than that of the province at 55.6%. Row housing is the second highest percentage of residential dwellings at 7.9%. Historical data provided by the Office of the Fire Marshal indicates that fires in single-detached dwellings are responsible for nearly two thirds of all residential fires. The data further indicates that detached homes generally account for 80% of all single-family dwelling fires, with semi-detached and attached homes evenly contributing the remaining 20%. Table I-4 The Municipality of Clarington’s residential buildings age are summarized in. 3 Source:Statistics Canada - 2011 Census Data 4 Source:Statistics Canada - 2011 Census Data Community Risk Profile Page – I-11 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Table I-4: Age of Construction Municipality Period of Constructionof % ofOntario% of Clarington UnitsUnits 677,87514.9 Prior to 1946 6,06510.4 690,15515.2 1946 to 1960 10,3857.8 640,66014.0 1961 to 19709,8656.8 776,74517.0 1971 to 198012,14010.3 338,5757.4 1981 to 1985 3,9255.6 410,1609.0 1986 to 1990 4,31018.0 291,4806.4 1991 to 19952,36512.7 312,2156.9 1996 to 20002,46513.0 417,1659.2 2001 to 20063,39515.4 4,554,255100 Total 26,850100 An important component of this analysis is the percentage of residential buildings built prior to the Table I-4 adoption of the Ontario Fire Code in 1981. indicates that 35.3% of the Municipality’s residential buildings were built prior to 1981 in comparison to 61.1% of those in Ontario. In relation to the OFC, the Municipality has a relatively newer percentage of residential dwelling buildings than that of the province. th During the late 19 century and early 20the century’s balloon frame construction was a common framing technique used in both residential and small commercial construction. This technique permitted the spread of fire and smoke to move rapidly from the lower floors to upper floors and the roof level. Understanding the age of construction of dwellings can assist in determining if balloon framing may have been utilised. Modern construction techniques have introduced the use of platform construction whereby each level is built as a component of the overall structure. This technique in addition to the use of fire stops has reduced the extension of fire and smoke by creating horizontal barriers. Specific information such as the census data is not available for non-residential buildings; however the experience of community planning and development provides a relative comparison when assessing the age and construction of a community. Tours of the community and discussions with Municipal staff indicate that a portion of the non-residential buildings also pre-date the OFC adoption in 1981. Community Risk Profile Page – I-12 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 As a community, the current building stock of the Municipality of Clarington is representative of a small urban settlement area that has grown over the past century to the current mixed use urban/rural community. Residential single-detached housing units represent 79.3% of the 29,865 residential dwelling structures. Although the majority of new residential building stock is comprised of newer construction technology including flame retardant materials and construction techniques, there are still 35.3% of the Municipality’s residential buildings that were built prior to 1981 which represent the highest fire loss risk due to age and construction. I1.7Building Exposures Closely spaced buildings, typical of historic downtown core areas, and newer infill construction, have a higher risk of a fire propagating (fire spreading to an adjacent exposed building). A fire originating in one building could easily be transferred to neighbouring structures due to the close proximity. The close proximity of buildings can also impede firefighting operations due to the limited access for firefighters and equipment. Adoption of the OBC and the OFC has required spatial separations and the use of fire retardant materials and constructions methods to reduce the fire risks. In addition to the construction and planning requirements within the respective codes, basic firefighting practices consider the protection of exposures as a primary function and consideration in the event of a response by the fire department. The risk of exposures as a result of a fire can occur in incidents involving buildings that are in compliance with current OBC and OFC requirements as well as those that may have been constructed prior to these public safety initiatives. As the majority of the building stock within the Municipality has been constructed utilizing the applicable code requirements, the probability of a fire spreading to involve other exposures is limited. The older buildings throughout the Municipality present the most significant risk for fire spread both internally and to adjacent buildings due to the close proximity and combustible construction of many of these buildings. Community Risk Profile Page – I-13 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 I2.0 DEMOGRAPHIC PROFILE In terms of demographic profile with regard to developing a community risk profile it is important to understand a number of key factors related to residents of the community. Assessing these factors in relation to provincial statistics is an effective tool in understanding where there may be vulnerable groups in terms of fire or life risk, or barriers such as language that could affect communication of public education programs. The key factors within the demographic profile include: Population Distribution by Age Group Population Shifts Vulnerable Individuals or Occupancies Language Barriers to Public Education Income level I2.1Population Distribution by Age Group Within Canada our aging population has been recognised as one of the most significant demographic trends. Based on current data it is predicted that by the year 2026, one in every five Canadians will have reached the age 65. Seniors, those 65 and above represent one of the highest fire risk target groups in Ontario. Information provided by the Office of the Fire Marshal indicates that “between 2000 and 2004 the leading cause of senior (aged 65 and over) fire deaths were attributed to “open flame tools/smoker’s articles” and “cooking equipment”. These ignition sources were responsible for 35% and 10% respectfully of fire deaths for this age category during this period. It is believed that the decline in cognitive and physical abilities contributes to the frequency of fire incidents relating to careless use of these ignition sources”. Identifying a community’s population by age category is a core component of developing the Community Risk Profile and identifying specific measures that may be required to mitigate risks associated with a specific age group such as seniors. Table I-5 provides a comparison of the Municipality’s population by age group to that of the provincial statistics according to the 2011 census from Statistics Canada. Demographic Profile Page – I-14 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 5 Table I-5: Age Group ClaringtonOntario Age Characteristics of the Population Total% TotalTotal% Total Total population84,548-12,851,820- 0 to 4 years704,260 4,8455.7%5.5% 5 to 9 years712,755 5,2606.2%5.5% 10 to 14 years763,755 6,0457.1%5.9% 15 to 19 years6,9458.2%863,6356.7% 20 to 24 years5,1006.0%852,9106.6% 25 to 44 years3,383,895 22,14526.2%26.3% 45 to 54 years2,062,020 14,70017.4%16.0% 55 to 64 years9,35511.1%1,630,27512.7% 65 to 74 years5,7256.8%1,004,2657.8% 75 to 84 years3,2403.9%627,6604.9% 85 years and over246,400 1,1851.4%1.9% Median age of the population40.0- 38.6- Population aged 14 and under16,15019%2,180,77017.0% Population aged 65 and over10,15012.1%1,878,32514.6% Statistics Canada, Census Data (2011) This comparison indicates that the age characteristics of the population within the Municipality are very consistent with that of the Province. This is particularly important when comparing the number of deaths Table I-6 as a result of a fire.below was prepared utilizing information from the Office of the Fire Marshal’s review of Ontario Fatal Fire during the ten year period from 2001 to 2010 (revised October 2011). Although no particular age group stands out as a significantly higher risk, when the number of fatalities per million population is calculated, the seniors age group (65 and above) are at the greatest risk of fire death compared to other age groups. 5 Source:Statistics Canada - 2011 Census Data Demographic Profile Page – I-15 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Table I-6: Provincial % of Fire Fatalities by Age Group Age Characteristics of the% of PopulationAge Group 0 to 10 years8% 10 to 19 years6% 20 to 29 years6% 30 to 39 years10% 40 to 49 years19% 50 to 59 years14% 60 to 69 years12% 70 to 79 years13% 80+ years12% As indicated by the Provincial data, seniors tend to be more at risk. In comparison, the senior’s population of the Municipality of Clarington as a percentage of the overall population is similar to that of the provincial data. I2.2Population Shifts The population within a community can shift at various times during the day or week and throughout the year. This can be as a result of residents that are required to leave the community to seek employment as opposed to those having employment opportunities within the community. Other examples can include tourist and vacation destinations within a community. Large population shifts can occur during summer months as a direct result of the seasonal availability of these activities or tourism draws within a community. Communities that are home to educational institutions such as colleges and universities can have a different population shift during the fall and winter months when students are attending school and residing in the community (e.g. student residences). In both instances the increased risk due to overnight accommodation (sleeping) either in a trailer/hotel/or school residence can be a major factor which can impact the demand for fire protection services. The Municipality of Clarington experiences a very minor population shift throughout the year. Specifically, there is a slight population shift during the spring and summer months when the Municipality hosts multiple events including Apple Fest, Summer Fest, Wooden Boat Festival and Rotary “Rockin” Rib Fest. As well, Bowmanville hosts Canada’s biggest country music festival in August for three days which will bring thousands of visitors to the Municipality over the span of a weekend. However despite the high number of visitors, this population shift is only temporary. Specific fire protection strategies to address population shifts should not be required; they should be accommodated as part of broader services such as pro-active fire inspections of the facilities occupied by this demographic. Demographic Profile Page – I-16 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 I2.3Vulnerable Individuals or Occupancies Identifying the location and number of vulnerable individuals, or occupancies within the community will provide insight into the magnitude of this particular demographic within a community. This demographic is typically defined as requiring some type of assistance due to physical/cognitive limitations, disabilities, drug or alcohol use and others that may require assistance to evacuate in the event of a fire. Occupancies that should be considered when assessing this demographic include hospitals, senior’s apartments, group homes, rooming houses, residential care facilities, daycare centres and long-term care facilities. Occupancies that should be considered when assessing this demographic include hospitals, seniors’ Table apartments, group homes, rooming houses, residential care facilities and long-term care facilities. I-7 lists these occupancies in Clarington. Table I-7: Occupancies in Clarington NameAddress Lakeridge Health47 Liberty St. S., Bowmanville Kingsway Arms at Clarington Centre65 Clarington Blvd., Bowmanville Marnwood Lifecare Centre26 Elgin St., Bowmanville Strathaven Lifecare Centre264 King St.E., Bowmanville Whitecliffe Terrace Retirement1460 Highway 2, Courtice Residence Fosterbrooke Long-Term Care Facility330 King Ave. W., Newcastle Bowmanville Urgent Care222 King St. E., Bowmanville Newcastle Lodge for Seniors165 King St. E., Newcastle Durham County Seniors Lodge200 Station St. W., Orono Group Home #195 Queen St., Bowmanville Group Home #2121 Queen St., Bowmanville Group Home #3138 Queen St., Bowmanville Group Home #489 Church St., Bowmanville Group Home #5106 Church St., Bowmanville Group Home #623 Lovers Lane, Bowmanville As the population continues to age, the demand for senior’s residents and health care facilities will increase. It is important that Clarington Emergency and Fire Services be aware of these vulnerable individuals and occupancies. Optimizing the first two lines of defense will be critical. As this segment of population continues to grow it will be important for Clarington Emergency and Fire Services to commit the necessary staffing and resources to deliver appropriate fire prevention and education programs. I2.4Language Barriers to Public Education Cultural diversity and ethnic background can be factor that fire departments must consider in developing and delivering programs related to fire prevention and public education. Communication barriers in terms of language and the ability to read written material can have an impact of the success of these programs. Table I-8provides a breakdown knowledge of official Canadian languages within the Municipality based on the 2011 Statistics Canada census information. Demographic Profile Page – I-17 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 6 Table I-8: Knowledge of Official Languages ClaringtonOntario Language Total% TotalTotal% Total Total population 7 84,195-12,722,065- English78,06092.7%8,677,04068.2% French350.1%493,3003.9% English and French5,9207.0%3,264,43525.7% Neither English nor French1850.2%287,2902.3% English is the primary language of the Municipality’s population (92.7%). Therefore language barriers are expected to be relatively infrequent. However, communications barriers, including language differences, should still be taken into consideration, especially when working with specific community groups. I2.5Income Levels Table I-9 summarizes household data from the 2006 Census from Statistics Canada. Clarington has a significantly higher population density than the province. Clarington also has a higher median income than the provincial average. The value of dwellings owned is lower than the provincial average, as well as the distribution of rental properties, whereas the percent of owned dwellings is almost 20% higher than that of the province. These statistics are fairly typical for a combined urban and rural community such as Clarington. Table I-9: 2006 Statistics Canada Household Data Census CharacteristicClaringtonOntario Population Density127.313.4 Median Income (all private $77,627$60,455 households) Average Value of Owned $274,598$297,479 Dwelling Total # of Dwellings Owned23,8453,235,495 % Owned Dwellings88.8%71.2% % Rented Dwellings11.2%28.8% 6 Source:Statistics Canada – 2011 Census Data 7 Total population excluding institutional residents Demographic Profile Page – I-18 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 I2.6Demographic Profile Observations The demographic analysis of Clarington indicates that by age category the Municipality is very representative of the provincial statistics. Seniors as a component of the population are also reflective of the provincial statistics and as such should be considered as a vulnerable component of the population. There are a number of buildings identified where the most vulnerable demographic of the community reside. These buildings should be considered as high risk with regard to developing a pro-active fire prevention and protection program. Optimizing the first two lines of defence should be considered a priority for these facilities as part of the Fire Master Plan. English is the predominate language within the community representing 92.7% of the population. This indicates that there should be a very minimal language barrier in the delivery of fire prevention and public education programs. Median income is higher than the provincial average as well as home ownership levels, while average dwelling values are lower compared to the provincial average. Demographic Profile Page – I-19 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 I3.0 GEOGRAPHY / TOPOGRAPHY / ROAD INFRASTRUCTURE Located approximately 40 km east of Toronto within the Regional Municipality of Durham, the 2 Municipality of Clarington is one of the largest municipalities in the Greater Toronto Area (611 kmin land area). The Municipality of Clarington is bounded by Oshawa to the west, Lake Ontario to the south, the Township of Scugog to the north and Northumberland County to the east. Clarington is comprised of urban and rural areas with a variety of land uses. These include commercial, industrial (e.g. Darlington Nuclear Generating Station and St. Mary’s Cement), high, medium and low density residential, agricultural, institutional (schools, hospitals, and nursing homes), and assembly Figures I-1 to I-6. occupancies. The existing land uses are depicted below in The Municipality’s transportation network includes a section of Highway 401, the southern terminus of Highway 35/155, and will soon include an extension of Highway 407. The east-west portion of the Highway 407 extension will run through the northern area of the Municipality, connecting the existing section of the 407 to Highway 35/155. The north-south portion of the extension will run between Courtice and Bowmanville connecting the future east-west portion of Highway 407 with Highway 401. The 407 extensions will provide alternate access to points east and west of Clarington when completed. A two-lane regional highway (King Street / Durham Highway 2) provides a local east/west transportation link through the core of Courtice, Bowmanville and Newcastle. The transportation network also includes CP Figure I-7 and CN rail lines. The existing transportation network is depicted below in. Public transportation is available from the provincially operated GO Transit System as well as the Durham Regional Transit (DRT) System via bus service. Geography / Topography / Road Infrastructure Page – I-20 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Figure I-1: Existing Land Use – Clarke Rural Area Geography / Topography / Road Infrastructure Page – I-21 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Figure I-2: Existing Land Use Darlington Rural Geography / Topography / Road Infrastructure Page – I-22 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Figure I-3: Existing Land Use Courtice Urban Geography / Topography / Road Infrastructure Page – I-23 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Figure I-4: Existing Land Use Bowmanville Urban Area Geography / Topography / Road Infrastructure Page – I-24 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Figure I-5: Existing Land Use Newcastle Village Urban Area Geography / Topography / Road Infrastructure Page – I-25 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Figure I-6: Existing Land Use Orono Urban Area Geography / Topography / Road Infrastructure Page – I-26 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Figure I-7: Existing Transportation Network Geography / Topography / Road Infrastructure Page – I-27 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 I3.1Geography/Topography/Road Infrastructure Profile Observations The risks associated with the geography, topography and road infrastructure within the Municipality are predominantly those associated with the large overall size of the municipality and the rural residential areas located outside of the built-up communities. This typically means longer response times from the fire stations, centred in the urban centre of the community, out to the rural homes in the surrounding areas. The road network layout is primarily a grid pattern of arterial roads and local roads (outside of the urban areas) which provides good access to these rural residential locations. The population centres within the Municipality, including Bowmanville, Courtice, Newcastle and Orono are well served and connected by the road network. The following potential constraints within the Municipality of Clarington have been identified: The Port Darlington Neighbourhood Area is located south of the Canadian National Railway line and fronts onto Lake Ontario. This area is currently accessed by three roads; two of which are at grade, and the grade separated crossing cannot accommodate a fire truck. There is a rail line running east-west throughout the southern section of the Municipality, which has the potential to block roads at railway crossings. I3.2Past Fire Loss Statistics Identifying and understanding trends through the analysis of historical data provides valuable insight into community’s specific trends. Assessing the key factors of life safety risk and fire risk in relation to provincial statistics provides a foundation for evaluating where specific programs or services may be necessary. For the period from 2007 to 2011 there were 64,757 fires within Ontario with a loss reported to the OFM. During this period 58% or 37,559 of these involved a structure and 28% or 18,132 of these fires involved a vehicle. Table I-10 indicates the provincial fire loss by property classification for the period 2007 to 2011. 8 Table I-10: Provincial Fire Loss by Occupancy Classification Period 2007 to 2011 OccupancyOccupancy Definition Ontario Fire Loss by ClassificationFire Risk Sub-model Occupancy Classification (OBC)(OFM) Group A – AssemblyAssembly occupancies5% Group B - InstitutionalCare or Detention occupancies1% Group C - ResidentialResidential occupancies71% Group D - BusinessBusiness and Personal Services Occupancies3% Group E - MercantileMercantile occupancies4% Group F - IndustrialIndustrial occupancies8% 8 Source:2012 Ontario Fire Marshall data Geography / Topography / Road Infrastructure Page – I-28 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 OccupancyOccupancy Definition Ontario Fire Loss by ClassificationFire Risk Sub-model Occupancy Classification (OBC)(OFM) Not classified within the Ontario Building Code Other occupancies8% (i.e. farm buildings) Reported firesReported structure fires40,854 For this period 71% of Ontario fires with a loss occurred within Group C - residential occupancies. In comparison to the provincial analysis the Municipality of Clarington property loss as a result of fires is Table I-11 presented inbelow (OFM data for Clarington). For the same period the analysis indicates that 71.7% of the fires reporting a loss occurred in Group C residential occupancies. The fire loss statistics for each occupancy type are generally comparable to the provincial averages. Table I-11: Municipality of Clarington Fire Loss by Property Classification Period 2007 to 2011 Occupancy DefinitionMunicipality of Clarington Occupancy Classification Fire Risk Sub-modelFire Loss by (OBC) (OFM)Occupancy Classification Group A – AssemblyAssembly occupancies7.0% Group B - InstitutionalCare or Detention occupancies0.9% Group C - ResidentialResidential occupancies71.7% Group D - BusinessBusiness and Personal Services Occupancies2.2% Group E - MercantileMercantile occupancies4.8% Group F - IndustrialIndustrial occupancies5.2% Other occupanciesNot classified within the Ontario Building 8.3% Code (i.e. farm buildings) Reported firesexcluding buildings under National Farm230 Building code (0 fires) Property fire loss is another valuable performance measurement tool in assessing the cumulative impact of the “three lines of defence” utilized by a fire and emergency service. Table I-12 provides the Municipality of Clarington’s historical property fire loss for the period from 2007 to 2011. An important consideration in evaluating this data is to consider the impact of a major fire with a large dollar loss and/or a series of larger fires with a combined significant large dollar loss. Overall the Municipality of Clarington has experienced a growing level of property loss as a result of fire from 2009 and also experienced a significant amount of property loss in 2008 as a result of fire. Geography / Topography / Road Infrastructure Page – I-29 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Table I12: Property Fire Loss (Dollars) - YearFire Loss 2007$3,226,200 2008$10,149,900 2009$2,841,109 2010$4,266,118 2011$5,002,550 Source: 2007-2011 OFM Data for Clarington Assessing the possible cause of the fires reported is an important factor in identifying any potential trends, or areas that may be considered for introducing additional public education or fire prevention initiatives as part of the community fire protection plan. Table I-13 provides a summary of the reported possible cause of the fires reported during the period 2007 to 2011 for the Municipality of Clarington (OFM data for Clarington). Table I13: Municipality of Clarington 2007 to 2011 Reported Fire Cause - Number of NatureFire Cause% of Cause Fires Intentional Arson18 7.5% Intentional Vandalism21 8.7% Unintentional Vehicle collision1 0.4% Unintentional Design, construction, installation, or 145.8% maintenance deficiency Unintentional Mechanical or electrical failure32 13.3% Unintentional Misuse of ignition source58 24.1% Unintentional Other unintentional15 6.2% Unintentional Undetermined9 3.7% Other Other23 9.5 Undetermined Undetermined50 20.7% Total Number of Reported Fires241 100% There are four categories of cause utilized to classify the cause of a fire. These include intentional, unintentional, other, and undetermined. The “intentional” category recognises the cause of a fire to be started for a specific reason. These are typically classified as arson fires, and for example can be related to acts of vandalism, or to achieve personal gain through insurance payment. As indicated in the table, 16.2% of the fires reported for this period were intentional. Geography / Topography / Road Infrastructure Page – I-30 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 The “unintentional” category recognises a number of the common causes of a fire that represent both human behavioural causes such as playing with matches, and equipment failures such as a mechanical failure. Unintentional misuse of ignition source represented 24.1% of the cause for the 241 fires during this period. The cumulative percentage of unintentional firesrepresents a total of 53.5% of all fire causes. This indicates that there was no specific cause identified for over half of all fires during this period. Table I-14 similarly provides the reported ignition source for the fires that occurred during the period 2007 to 2011 (OFM data for Clarington). Table I14: Municipality of Clarington 2007 to 2011 Ignition Source Class - Reported Ignition SourceNumber of Fires% of Cause Appliances197.9% Cooking Equipment3514.5% Electrical Distribution Equipment208.3% Heating Equipment177.1% Lighting Equipment52.1% Open Flame Tools, Smokers’ Articles3112.9% Other Electrical or Fire/Other Mechanical72.9% Miscellaneous166.6% Exposures177.1% Undetermined7430.7% Unknown, not reported00% Total number of fires and percentage241100% Cooking equipment represented the largest percentage of known ignition sources at 14.5%. However, 30.7% of all ignition sources were undetermined. Table I-15 indicates the number of fire related civilian injuries and fatalities that occurred within the Municipality of Clarington during the period 2007 to 2011. Geography / Topography / Road Infrastructure Page – I-31 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Table I15: Municipality of Clarington 2007 to 2011 Reported Civilian Injuries and Fire Deaths - Occupancy DefinitionInjuriesFatalities Occupancy Classification Fire Risk Sub-model (OBC) (OFM) Group A – AssemblyAssembly occupancies00 Group B - InstitutionalCare or Detention occupancies00 Group C - ResidentialResidential occupancies220 Group D - BusinessBusiness and Personal Services Occupancies00 Group E - MercantileMercantile occupancies00 Group F - IndustrialIndustrial occupancies00 Other occupanciesNot classified within the Ontario Building20 Code (i.e. farm buildings) During this period there were 24 reported injuries, of which 22 was a result of a fire in Group C residential occupancies. There were no reported fatalities. Based on the historical data for the period 2007 to 2011 the Municipality of Clarington experienced the highest rate of fires within the Group C residential occupancies. This result is consistent with that of the provincial profile. Unintentional misuse of ignition source representing 24.1%, mechanical/ electrical failure representing 13.3% and vandalism representing 8.7% were the leading known causes for fires during this period. The cumulative percentage of fire causes that could not be determined represented 42% of the 1426 fires reported during this period. Cooking equipment represented the largest percentage of known ignition sources at 14.5%. Additionally, 30.7% of all ignition sources were undetermined during this period. There were 24 reported injuries and no reported fatalities during this period, most of which occurred in Group C residential occupancies. The analysis of the past fire losses within the Municipality of Clarington further defines that Group C- Residential occupancies represent the highest level of risk within the community. Enhancing the first line of defence, including pro-active prevention and education programs, targeted at the areas identified within this Community Risk Profile, should be considered a priority within the Fire Master Plan. I3.3Fuel Load Profile Fuel load typically refers to the amount and nature of combustible content and materials within a building. This can include combustible contents, interior finishes as well as structural materials. Combustible content tends to create the greatest potential fire loss risk. This can include industrial materials, commercial materials or typical office furnishings. Higher fuel loads results in increased fire loss risk due to increased opportunity for ignition and increased fire severity. Geography / Topography / Road Infrastructure Page – I-32 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 In many communities large amounts of fuel load can be contained within a single occupancy such as a building supply business, or alternatively within a large multi-occupancy building such a historical downtown core. As presented previously within this report, age and construction of a building can also have an impact on fuel load given that older buildings likely have a larger volume of combustible construction such as wood framing rather than newer construction utilizing concrete and steel products. Our analysis of fuel load within the Municipality of Clarington indicates that there are a small number of buildings or occupancies where significant fuel loads are present that would be cause for any specific Table I-16 identification. outlines the various buildings in Clarington that contain significant fuel loads. Table I-16: Clarington Fuel Load Profile Building NameAddressConcern Bowmanville Wood Products261 Baseline RoadWood Pallets Bowmanville Tank Traders40 Port Darlington RoadPropane Bowmanville Goodyear45 Raynes AvenueRubber Bowmanville Millwork Truss2021 Baseline RoadWood Bowmanville Trusses17 Cigas RoadWood Courtice Paul Lizotte Fuels422 Lake RoadFlammable Liquids Bowmanville Dom’s Auto Parts1604 Baseline RoadAuto Wreckers Courtice Newcastle Recycling4349 Concession Road 4Auto Wreckers Newtonville Abe Auto Wreckers2532 ConcessionAuto Wreckers Bowmanville Walmart2320 Highway 2Size Bowmanville Home Depot120 Clarington BoulevardLumber Bowmanville Canadian Tire2000 Green RoadSize Bowmanville Home Hardware246 King Street EastLumber Bowmanville Orono Co-op5968 Co-op RoadFertilizer Orono Geography / Topography / Road Infrastructure Page – I-33 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Building NameAddressConcern Energy From Waste72 Osborne RoadWaste Material Courtice Rona Hardware275 Toronto StreetLumber Newcastle OPG2151 South Service RoadWarehouse Bowmanville New City Resources250 Baseline RoadPlastics Bowmanville Baseline Storage211 Baseline Road EastUnknown Storage Bowmanville Durham Self-Storage2385 South Service RoadUnknown Storage Bowmanville Storage Depot1632 Baseline DriveUnknown Storage Courtice Newcastle Storage400 Toronto StreetUnknown Storage Newcastle The connected multi-occupancy structures within the downtown core present the highest amount of fuel load concentration. Regular fire prevention inspection cycles and strategies to enforce continued compliance with the OFC are considered as best practices to achieving the legislative responsibilities of the municipality and providing an effective fire protection program to address fuel load risks. In comparison to the number of buildings within the Municipality of Clarington there are a small number of buildings identified as having a site specific fuel load concern. In addition to ensuring compliance to the requirements of the OBC and the OFC there are operational strategies that a fire department can implement to address fuel load concerns. For example pre-planning a building of this nature can provide an operational advantage in the event of fire. Geography / Topography / Road Infrastructure Page – I-34 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 I4.0 COMMUNITY GROWTH & DEVELOPMENT I4.1Historic Growth The following table indicates the historic populations within the Municipality of Clarington, as provided by Statistics Canada, Census Profiles. Historic household population statistics are also included, where available. Table I-17: Historic Growth in Population and Households Clarington% Change inClarington% Change in Year PopulationPopulationHouseholdsHouseholds 199149,479N/AN/AN/A 199660,61522.5%20,080N/A 200169,83415.2%23,61917.6% 200677,82011.4%27,75317.5% 201184,5488.6%30,79711.1% From 2006 to 2011 the population of Clarington grew by 8.6%, approximately 1.7% per year. This is greater than the population growth of the province over the same time period, which was 5.7%, closer to 1.14% per year. Households grew by 11.1% over the same period, approximately 2.2% per year. I4.2Growth Projections Table I-18 summarizes the growth projections for the Municipality from 2011 to 2031. Table I-18: Population and Employment Growth Projections Year20112016202120262031 Population84,54897,100109,800123,900140,400 Households30,79733,60038,40043,80049,800 Employment22,57526,89532,15036,07038,420 The population and employment estimates shown above predict that over the next 10 years (2011-2021) the Municipality will experience an increase in population of 29.9%, representing approximately 2.9% annual growth. However, over the next 20 years the Municipality of Clarington is anticipated to significantly grow by 66% between 2011 and 2031. Households are also predicted to significantly increase by approximately 61.7% over the next 20 years, or 3.1% per year. Similarly, employment is predicted to increase even more by 70.2% over the next 20 years, or 3.5% per year. Community Growth & Development Page – I-35 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 The population of the Municipality of Clarington is anticipated to grow at a rate of 3.3% over the coming 20 year period. This represents a 29.9% population increase over the next 10 years. This expected population increase over the next 20 years is anticipated to be accommodated primarily in the Municipality’s urban communities, including Bowmanville, Courtice and Newcastle. In contrast, rural areas have seen a decrease in population growth and housing due to policies limiting residential growth on agricultural land (based on thePlaces to Grow Act) and focus on residential development in the urban areas. Ultimately, rural populations will continue to decline (Municipality of Clarington, 2011). Future transportation infrastructure within Clarington will contribute to the growth of the Municipality. Highway 407 is expected to expand to Highway 35/115 by 2020 and there is a proposed GO Transit expansion to Clarington (specifically in Bowmanville). These projects are expected to drive further demand for both residential and non-residential development (Municipality of Clarington, 2011). As well, there are additional large-scale infrastructure projects projected for the Municipality that will further increase the local economy and contribute to the growing employment numbers. Some of these projects include the Darlington Nuclear refurbishment project, expansion of the Darlington Nuclear Station, Durham Region’s “Energy from Waste” facility and the Darlington Refurbishment Complex. As the majority of new growth will occur in existing settlements, the future geographic locations of population and employment are not expected to vary significantly within the 10 year study horizon. However, the Municipality’s urban communities will see an increase in density due to the projected growth. I4.3Risk Profile Model The OFM Fire Risk Sub-model defines risk “as a measure of the probability and consequence of an adverse effect to health, property, organization, environment, or community as a result of an event, activity or operation. For the purposes of the Fire Risk Sub-model, such an event refers to a fire incident along with the effects of heat, smoke and toxicity threats generated from an incident”. The OFM model develops an overall risk assessment “by assigning probability and consequence levels to potential adverse events or scenarios due to fire and combining the two to arrive at an overall risk level”. The OFM Fire Risk Sub-model provides a matrix as one option in arriving at the level of risk for a range of scenarios. Alternatively the model provides the opportunity “for analysis purposes, the community being assessed can be defined as the municipality in its entirety or as a particular segment of it that distinguishes it from other parts”.The model further provides that “it may be convenient to subdivide a municipality based on residential subdivision, downtown sections, industrial park, and a rural area”. For analytical purposes, the methodology within this study uses the OFM Fire Risk Sub-model major occupancy classifications as the basis for segmenting the community by primary building use. Each major occupancy classification is assigned a probability level based on the OFM Fire Risk Sub-model definitions. A consequence level also using the OFM Fire Risk Sub-model definition is then assigned for each major occupancy classification. The methodology within this report includes a further process of assigning ‘weighting factor’ to each of the eight risk factor categories identified by the OFM Fire Risk Sub-model. Utilizing a range from 1 (lowest) to 3 (highest) each of the factors is assigned a weight factor, to calculated a weighted average. The weight factor assigns more or less priority to each of the given factors. For example, the demographic profile that identifies the number of vulnerable residents has been assigned the highest factor weight of 3. This process results in the most relevant categories having more impact on the risk priority level calculated. Community Growth & Development Page – I-36 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 The level of risk (Priority Level) for each major occupancy classification is determined by multiplying “ probability x consequence = risk level (priority)”.This provides the ability to determine an overall risk level for each major occupancy classification within the community. This methodology then coordinates the assigned risk level for each major occupancy classification with the Council approved zoning by-law information and mapping. This process provides the opportunity to create a visual model (map) of the Community Risk Profile. This provides the opportunity to view both the current and projected level of risk within the community based on the Council approved Official Plan. Creating the Community Risk Profile Model provides the opportunity to evaluate the current level of fire protection services provided. The model can further identify where risk levels may increase or change based on growth and long-term planning of the community. The probability of a fire occurring can in part be estimated based on historical experience of the community. The experience of other similar communities and that of the province as a whole can also provide valuable insight into the probability of a fire occurring. The experience of the evaluator and the local fire service staff in collaborating on determining probability is also a key factor. The OFM Fire Risk Sub-model categorizes the probability of an event occurring into five levels of Table I-19 likelihood.identifies the OFM Fire Risk Sub-model categories. Table I-19: OFM Fire Risk Sub-model Likelihood Levels (Probability) DescriptionLevelSpecifics - may occur in exceptional circumstances Rare1 - no incidents in the past 15 years - could occur at some time, especially if circumstances change Unlikely2 - 5 to 15 years since last incident - might occur under current circumstances Possible3 - 1 incident in the past 5 years - will probably occur at some time under current circumstances Likely4 - multiple or reoccurring incidents in the past 5 years - expected to occur in most circumstances unless circumstances change Almost Certain5 - multiple or reoccurring incidents in the past year The consequences as a result of a fire relate to the potential losses or negative outcomes associated should an incident occur. The Fire Risk Sub-model identifies four components that should be evaluated in terms of assessing consequence. These include: Life Safety: Injuries or loss of life due to occupant and firefighter exposure to life threatening fire or other situations. Property Loss: Monetary losses relating to private and public buildings, property content, irreplaceable assets, significant historic/symbolic landmarks and critical infrastructure due to fire. Economic Impact: Monetary losses associated with property income, business closures, downturn in tourism, tax assessment value and employment layoffs due to fire. Community Growth & Development Page – I-37 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Environmental Impact: Harm to human and non-human (i.e. wildlife, fish and vegetation) species of life and general decline in quality of life within the community due to air/water/soil contamination as a result of fire or fire suppression activities. The OFM Fire Risk Sub-model evaluates the consequences of an event based on five levels of severity. Table I-20 identifies the OFM Fire Risk Sub-model categories. Table I-20: OFM Fire Risk Sub-model Consequence Levels DescriptionLevelSpecifics -no life safety issue - limited valued or no property loss Insignificant1 - no impact to local economy and/or - no effect on general living conditions -potential risk to life safety of occupants - minor property loss Minor2 - minimal disruption to business activity and/or - minimal impact on general living conditions -threat to life safety of occupants - moderate property loss Moderate3 - poses threat to small local businesses and/or - could pose threat to quality of the environment -potential for a large loss of life - would result in significant property damage Major4- significant threat to businesses, local economy and tourism and/or - impact to the environment would result in a short term, partial evacuation of local residents and businesses -significant loss of life - multiple property damage to significant portion of the municipality - long term disruption of businesses, local employment, and tourism Catastrophic5 and/or - environmental damage that would result in long-term evacuation of local residents and businesses Once probability and consequence are determined for each major occupancy classification the level of “Table I-21 risk is calculated by multiplyingprobability x consequence = risk level (priority)”.identifies the four levels of risk identified within the OFM Fire Risk Sub-model including the lower and upper range of each risk classification and the relative definition of each. Community Growth & Development Page – I-38 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Table I-21: OFM Fire Risk Sub-model Risk Levels PriorityLower – Upper Risk LevelDefinition LevelRange - manage by routine programs and procedures, Low RiskL10 to 6.3 maintain risk monitoring -requires specific allocation of management Moderate RiskL26.4 to 12.5 responsibility including monitoring and response procedures - community threat, senior management attention High RiskL312.6 to 18.7 needed - serious threat, detailed research and management Extreme RiskL418.8 to 25.0 planning required at senior levels A major determinate in assessing risk within a community and the major building classifications is compliance with the Ontario Fire Code. The Ontario Fire Code which was adopted in 1981 and the Ontario Building Code were developed to ensure uniform building construction and maintenance standards are applied for all new building construction. The codes also provide for specific fire safety measures depending on the use of the building. Examples of the fire safety issues that are addressed include: occupancy exits/means of egress including signs and lighting fire alarm and detection equipment fire department access inspection, testing, and maintenance In 1983 the OFC was further expanded to include retrofit requirements for many of the building constructed prior to 1981. Retrofit requirements were established to ensure a minimum acceptable level of life safety is present. A number of occupancy types are included within the retrofit requirements including assembly, boarding, lodging and rooming houses, health care facilities, multi-unit residential, two-unit residential, and hotels. Determining the status of compliance or non-compliance including the status of retrofit requirements particularly for major building occupancies is an important component of developing the Community Risk Profile. This is particularly important within the major occupancies classifications where there is a documented history of property loss as a result of fire, and/or injuries and fatalities as a result of fire. Group A – Assembly and Group B – Institutional occupancies are the two primary occupancies types where more detailed analysis of compliance and non-compliance should be considered. Where compliance has been achieved and documented these occupancy classifications can be considered as part of the standard risk identification methodology within this report. Where compliance has not been achieved including retrofit requirements these occupancies should be evaluated independently adding a further assessment of OFC compliance. Community Growth & Development Page – I-39 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Completing the independent evaluation provides the opportunity to assess these buildings on a case by case basis and as such does not impact the overall risk level for the occupancy classification. In the event an individual property is assigned a higher level of risk as a result of non-compliance this methodology provides the opportunity for re-evaluating the risk level for that specific property once compliance is achieved. Group A – Assembly Occupancies – Non-Compliant OFC Information provided by the Municipality indicates that approximately fifteen Group A - Assembly occupancies are currently not in compliance with the OFC. Group B – Institutional Occupancies – Non-Compliant OFC Information provided by the Municipality indicates that approximately one Group B – Institutional Occupancy is currently not in compliance with the OFC. The care and detention centers classified within this occupancy classification can present unique challenges in the event of a fire. Utilizing the “first line of defence” including pro-active fire prevention and public education programming in addition to a regular fire inspection program to sustain compliance with the OFC is an effective strategy in managing this risk. Group C – Residential Occupancies – Vulnerable Demographics Information provided by the Municipality indicates that approximately thirty Group C – Residential Occupancies are currently not in compliance with the OFC. Utilizing the “first line of defence” including pro-active fire prevention and public education programming in addition to a regular fire inspection program to sustain compliance with the OFC is an effective strategy in managing this risk. Group D – Commercial Occupancies – Fuel Load High Risk Information provided by the Municipality indicates that approximately ten Group D - Commercial Occupancies are currently not in compliance with the OFC. Group E – Mercantile Occupancies – Non-Compliant OFC Information provided by the Municipality indicates that approximately ten Group E - Mercantile Occupancies are currently not in compliance with the OFC. Group F – Industrial Occupancies – Non-Compliant OFC Information provided by the Municipality indicates that approximately ten Group F - Industrial Occupancies are currently not in compliance with the OFC. A fire in an industrial area would involve hazardous materials, with the potential for a release of anhydrous ammonia. For this reason, these properties should be considered high risk (RL-3). I4.4Municipality of Clarington Risk Evaluation Table I-22 presents the completed risk evaluation for the Municipality of Clarington. The evaluation utilizes the methodology described above following the framework of the OFM Fire Risk Sub-model. Community Growth & Development Page – I-40 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 The risk evaluation summary incorporates all community risk factors within the Municipality of Clarington for each major occupancy classification. The summary identifies that the Municipality has no extreme risk occupancies. Institutional occupancies were assigned high risk. This should be reflected in the department’s fire prevention and public education program planning. Assembly and residential occupancies are identified as moderate level risks. If, however, any buildings under this occupancy are non-compliant, they may be considered high risk. This would apply specifically to higher density residential units or assembly occupancies. Another consideration would be residential buildings which specifically house higher risk age-groups (e.g. seniors or vulnerable persons), which should be given a higher priority for programming based on increased risk. Business and mercantile occupancies in Clarington represent a moderate risk. Community Growth & Development Page – I-41 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Table I-22: Risk Evaluation Summary PropertyBuildingBuildingBuildingDemographicGeographyPastFuelProb.Cons.PriorityRisk Community Risk Profile Factors StockHeightAgeExposuresProfileTopographyFire LossLoadLevelLevelLevelLevel Weight Factor 12313132 OBC Major Occupancy Risk Level Assessment Classification Group A Assembly323242122.437.2RL-2 Group B Institutional434353133.2412.8 RL-3 Group C Residential423352323.139.3RL-2 Group D Business333422232.637.8RL-2 Group E Mercantile333422232.637.8RL-2 Group F Industrial322222242.336.9RL-2 Mobile Homes & Trailers123352322.938.8RL-2 Probability:Consequence Level:Priority LevelRisk Level 1 – Rare1 – Insignificant0 to 6.2 = Low=RL-1 – Low Risk 2 – Unlikely2 – Minor6.3 to 12.5 = Moderate=RL-2 – Moderate Risk 3 – PossibleX3 – Moderate=12.6 to 18.7 = High=RL-3 – High Risk 4 – Likely4 – Major18.8 to 25.0 = Extreme=RL-4 – Extreme Risk 5 – Almost Certain5 - Catastrophic Community Risk Profile Page – I-42 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 This section provides a brief outline of the scope and methodology used in order to provide insight into the modeling procedures adopted to assess Municipal risk. A Geographic Information Systems (GIS) model was developed to assess risk based on historic call locations, risk geography, land use and the department’s existing and predicted emergency response travel times relate to these risks. The basis of the GIS risk model is the development geographical risk zones. These zones represent areas of low, moderate, high and extreme risk categories based on land use. The Municipality’s existing zoning by-law was used to determine the boundaries and building occupancies associated with each zone. The associated building occupancies were used to determine the base risk category, which assumes that the buildings in the risk zone are in compliance. The base risk zones associated with each occupancy category are listed in Table I-23. Table I-23: Base Risk Zone Category by Occupancy OccupancyOccupancy Definition Base Risk Zone Category ClassificationFire Risk Sub-model Assigned (OBC)(OFM) Group A–Assembly Assembly occupanciesmoderate Assembly Group B-Institutional Care or Detention occupancieshigh Institutional Group C - Residential Residential occupanciesmoderate Residential Group D - BusinessBusiness and Personal Services Occupanciesmoderate Group E - MercantileMercantile occupanciesmoderate Group F1 - Industriallow Group F2 - Industrialmoderate Industrial occupancies Group F3 - Industrialhigh Not classified within the Ontario Building Other occupancieslow Code (i.e. farm buildings) Community Risk Profile Page – I-43 Municipality of Clarington Fire Master Plan Appendix I – Community Risk ProfileFebruary 2014 Figure I-8 The existing risk zones and existing emergency response are presented in. This figure depicts historic call data from 2008 - 2012 overlaid onto the existing risk zones represented in the model. Calculations were carried out to estimate the number of calls within each risk zone category and the travel time associated. From the calculations table, 59% of the moderate risk calls are responded to in four minutes or less of travel time. Ninety-one percent of moderate risk calls are responded to in eight minutes travel time or less and 95% of moderate risk calls are responded to in ten minutes of travel time or less. This also shows that 56% of the low risk calls are responded to in four minutes or less of travel time, 93% in eight minutes of travel time or less and 98% in ten minutes of travel time or less. This historical call data indicates that the department is able to respond in to the majority of the calls in a timely manner. The GIS model was used to approximate existing geographic coverage of the existing risk zones Figure I-9 Figure I-10Figure I-9 within the urban and rural areas, shown inand. depicts the geographic coverage of risk within the existing urban area with regards to travel time. This coincides with NFPA 1710 response measures. As illustrated in the figure, 73% of high risk zones, 58% of moderate risk zones and 33% of low risk zones are covered within four minutes of travel time. The figure also demonstrates that the fire department is able to reach 100% of high risk areas, 99% of moderate risk areas and 91% of low risk areas within eight minutes of travel Figure I-10 time. depicts the geographic coverage of risk within the rural area of the municipality with regards to total response time (turnout and travel time). This coincides with NFPA 1720 response measures. Based on historical call data, a turnout time of five minutes was assumed for Station 1, 2 and 3; and a turnout time of four minutes was assumed for Station 4 and 5. As illustrated in the figure, the department is able to respond to 57% of high risk areas, 48% of moderate risk areas and 30% of low risk areas within a total response time of 14 minutes. The model was used to approximate geographic coverage of the future risk zone areas. Given the development that is predicted in the future, approved growth areas and secondary plans were incorporated into the risk model. The methodology for this scenario was the same as for the Figure I-11 Existing Risk and Response discussed above. The results are shown in and Figure I-12Figure I-11 . depicts the geographic coverage of risk within the future urban area with regards to travel time. This coincides with NFPA 1710 response measures. As illustrated in the figure, 75% of high risk zones, 59% of moderate risk zones and 34% of low risk zones are covered within four minutes of travel time. The figure also demonstrates that the fire department is able to reach 100% of high risk areas, 99% of moderate risk areas and 89% of low risk areas Figure I-12 within eight minutes of travel time. depicts the geographic coverage of future risk within the rural area of the municipality with regards to total response time (turnout and travel time). This coincides with NFPA 1720 response measures. Based on historical call data, a turnout time of five minutes was assumed for Station 1, 2 and 3; and a turnout time of four minutes was assumed for Station 4 and 5. As illustrated in the figure, the department is able to respond to 61% of high risk areas, 49% of moderate risk areas and 31% of low risk areas within a total response time of 14 minutes. Community Risk Profile Page – I-44 Travel | % of Low | % of Moderate | % of High Time | Risk Calls| Risk Calls | Risk Calls -----------+-----------|---------------|------------ < = 4 min | 56% | 59% | 24% < = 5 min | 71% | 72% | 36% < = 6 min | 82% | 82% | 50% < = 7 min | 85% | 88% | 64% < = 8 min | 93% | 91% | 85% < = 9 min | 98% | 93% | 88% < = 10 min | 98% | 95% | 89% | | | > 10 min | 2% | 5% | 11% MUNICIPALITY OF CLARINGTON Note: There are no extreme risk zones within the Municipality of Clarington FIRE MASTER PLAN Regional Rd 3 EXISTING RISK AND RESPONSE - HISTORICAL FIRE CALL LOACTIONS Fire Station No. 5 FIGURE # ! . FIRE STATION RAILWAY FREEWAY ARTERIAL COLLECTOR LOCAL WATERBODY MUNICIPAL BOUNDARY TRAVEL TIME TO FIRE CALLS (2008-2012) < = 4 min < = 8 min Fire Station No. 3 < = 5 min < = 9 min e Pebbleston < = 6 min < = 10 min < = 7 min> 10 min RISK LOW RISK Nash MODERATE RISK HIGH RISK EXTREME RISK Fire Station No. 4 Fire Station No. 2 Fire Station No. 1 SCALE 1:100,000 00.5123km MAP DRAWING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON MAP CREATED BY: JJA C oncession Rd 1 MAP CHECKED BY: SLC MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing Risk and Response - Historical Call Locations.mxd PROJECT: 12-7214 STATUS: DRAFT DATE: 06/06/13 20 Rd nal egio R MUNICIPALITY OF CLARINGTON FIRE MASTER PLAN EXISTING URBAN RISK AND RESPONSE FIGURE # Fire Station No. 5 ! . FIRE STATION RAILWAY HIGHWAY ARTERIAL COLLECTOR LOCAL WATERBODY MUNICIPAL BOUNDARY on Taunt URBAN BOUNDARY on Taunt TRAVEL TIMES 4 MINUTES @ NETWORK SPEED 8 MINUTES @ NETWORK SPEED Fire Station No 3 one Pebblest RISK LOW RISK MODERATE RISK HIGH RISK EXTREME RISK Fire Station No. 4 Fire Station No. 2 Fire Station No. 1 00.5123km w x MAP DRAWING INFORMATION: 401 DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON w x 401 MAP CREATED BY: SB MAP CHECKED BY: SS MAP PROJECTION: NAD 1983 UTM Zone 17N Existing Stations Existing Stations FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ % Covered within Urban Boundary Existing Risk and Response - Geography.mxd Travel Time | Low Risk | Moderate Risk | High Risk ------------|----------|---------------|---------- 4 min | 33% | 58% | 73% Lake Ontario 8 min | 91% | 99% | 100% PROJECT: 12-7214 Note: There are no extreme risk zones within the Municipality of Clarington Note: There are no extreme risk zones within the Municipality of Clarington STATUS: DRAFT DATE: 04/10/13 MUNICIPALITY OF CLARINGTON FIRE MASTER PLAN Regional Rd 3 EXISTING RURAL RISK AND RESPONSE FIGURE # Fire Station No. 5 !. FIRE STATION RAILWAY HIGHWAY ARTERIAL COLLECTOR LOCAL WATERBODY MUNICIPAL BOUNDARY URBAN BOUNDARY TOTAL RESPONSE TIME > 6 FIREFIGHTERS - 14 MINUTES @ NETWORK SPEED RISK Fire Station No 3 e Pebbleston LOW RISK MODERATE RISK HIGH RISK EXTREME RISK Nash Fire Station No. 4 Fire Station No. 2 Fire Station No. 1 00.5123km w x MAP DRAWING INFORMATION: 401 DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON w x 401 MAP CREATED BY: SB MAP CHECKED BY: SS MAP PROJECTION: NAD 1983 UTM Zone 17N C oncession Rd 1 FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing Risk and Response - Geography.mxd Existing Stations % Covered within Urban Boundary Total Response Time| Low Risk | Moderate Risk | High Risk Lake Ontario ------------|----------|---------------|---------- 14 min | 30% | 48% | 57% PROJECT: 12-7214 STATUS: DRAFT Note: There are no extreme risk zones within the Municipality of Clarington DATE: 04/10/13 MUNICIPALITY OF CLARINGTON FIRE MASTER PLAN Regional Rd 3 FUTURE URBAN RISK AND RESPONSE FIGURE # Fire Station No. 5 !. FIRE STATION RAILWAY HIGHWAY ARTERIAL w x COLLECTOR 407 w x LOCAL 407 WATERBODY MUNICIPAL BOUNDARY URBAN BOUNDARY TRAVEL TIMES 4 MINUTES @ NETWORK SPEED 8 MINUTES @ NETWORK SPEED Fire Station No 3 e Pebbleston RISK LOW RISK MODERATE RISK HIGH RISK Nash EXTREME RISK Fire Station No. 4 Fire Station No. 2 Fire Station No. 1 00.5123km w x MAP DRAWING INFORMATION: 401 DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON w x 401 MAP CREATED BY: SB MAP CHECKED BY: SS MAP PROJECTION: NAD 1983 UTM Zone 17N C oncession Rd 1 Future Stations FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing Risk and Response - Geography.mxd % Covered within Urban Boundary Travel Time | Low Risk | Moderate Risk | High Risk ------------|----------|---------------|---------- 4 min | 34% | 59% | 75% Lake Ontario 8 min | 89% | 99% | 100% PROJECT: 12-7214 Note: There are no extreme risk zones within the Municipality of Clarington STATUS: DRAFT DATE: 07/10/13 MUNICIPALITY OF CLARINGTON FIRE MASTER PLAN Regional Rd 3 FUTURE RURAL RISK AND RESPONSE FIGURE # Fire Station No. 5 !. FIRE STATION RAILWAY HIGHWAY ARTERIAL w x w x 407 COLLECTOR 407 LOCAL WATERBODY MUNICIPAL BOUNDARY URBAN BOUNDARY TOTAL RESPONSE TIME > 6 FIREFIGHTERS - 14 MINUTES @ NETWORK SPEED RISK Fire Station No 3 e Pebbleston LOW RISK MODERATE RISK HIGH RISK EXTREME RISK Nash Fire Station No. 4 Fire Station No. 2 Fire Station No. 1 00.5123km w x MAP DRAWING INFORMATION: 401 DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON w x 401 MAP CREATED BY: SB MAP CHECKED BY: SS MAP PROJECTION: NAD 1983 UTM Zone 17N C oncession Rd 1 FILE LOCATION: I:\\GIS\\127214 - Clarington FMP\\Mapping\\ Existing Risk and Response - Geography.mxd Existing Stations % Covered within Urban Boundary Total Response Time| Low Risk | Moderate Risk | High Risk Lake Ontario ------------|----------|---------------|---------- 14 min | 31% | 49% | 61% PROJECT: 12-7214 STATUS: DRAFT Note: There are no extreme risk zones within the Municipality of Clarington DATE: 07/10/13 APPENDIX DefinitionsofOFMResponseTypes APPENDIX PublicandStakeholderOnlineSurveySummary ConsultationMaterials Municipality of Clarington Fire Master Plan Appendix K - Online Public and Stakeholder Survey Results SummaryFebruary 2014 Table of Contents Page K1.0ONLINE SURVEY ...................................................................................................................... 1 K2.0METHODOLOGY ...................................................................................................................... 1 K3.0RESULTS FROM PUBLIC SURVEY COMPONENT ................................................................ 1 K4.0RESULTS FROM STAKEHOLDER / COMMUNITY GROUPS SURVEY ................................ 5 List of Tables Table K1: Resident Use of Clarington Emergency & Fire Services in the Past ......................................... 1 Table K2: Alarmed for Life Program Visit in Previous 5 Years ............................................................... 2 Table K3: Awareness of Clarington Emergency & Fire Services ............................................................. 2 Table K4: Public Satisfaction of Level of Service ................................................................................... 3 Table K5: Working Smoke Alarm in Home ............................................................................................ 3 Table K6: Fire Safety Information Sources ............................................................................................. 4 Table K7: Stakeholder Use of Clarington Emergency & Fire Services in the Past.................................... 5 Table K8: Business / Community Assembly Inspection .......................................................................... 5 Table K9: Requested Inspection or Education Services ........................................................................... 6 Table K10: Stakeholder / Community Group Satisfaction of Level of Service ......................................... 6 Page K-i Municipality of Clarington Fire Master Plan Appendix K - Online Public and Stakeholder Survey Results SummaryFebruary 2014 K1.0ONLINE SURVEY An online survey was conducted to collect and understand the public and community stakeholder experiences with the current services provided by the CEFS. Public and community stakeholder input is essential to the successful preparation of the Fire Master Plan. The results of this survey help to guide suggestions and recommendations throughout this Fire Master Plan document. K2.0METHODOLOGY The online survey was designed and administered using SurveyMonkey web-interface. The survey was advertised at the Fires Services Master Plan Public Open House on June 11, 2013 and through a link and discussion page on the Municipality of Clarington website. The survey was available online from thth June 17, 2013 through September 5, 2013. Using skip logic, the survey guided respondents to complete the survey in two components: (1) a public survey comprising residents of the Municipality of Clarington; or (2) a stakeholder / community groups survey polling business owners and participants of community clubs in Clarington. Depending on the respondent’s relationship with the Municipality, they may have selected to complete only the public survey, only the stakeholder / community group survey, or both of the surveys. The survey was divided into these two components to identify the experience with the Clarington Emergency & Fire Services from these two unique user groups. As soon as a respondent began entering responses to the survey their participation was recorded, however they were free to exit the survey whenever they chose so in some instances the survey was not completed or not all questions were answered. K3.0RESULTS FROM PUBLIC SURVEY COMPONENT Fifty-seven respondents identified themselves as residents of the Municipality of Clarington out of sixty- five that completed the public survey. Their responses are summarized below. Table K1 illustrates the most recent occurrence that the respondents have used the emergency response services of the CEFS. The majority of resident respondents (30 of 54) have never used the emergency response services. Table K1: Resident Use of Clarington Emergency & Fire Services in the Past Selected ResponseFrequency Never30 Yes, within the past 6 months6 Yes, within the past 1 year4 Yes, within the past 5 years9 Yes, within the past 10 years4 Yes, within the past 25 years1 Online Public and Stakeholder Survey Results Summary Page K-1 Municipality of Clarington Fire Master Plan Appendix K - Online Public and Stakeholder Survey Results SummaryFebruary 2014 Table K2indicates that ten of fifty-four respondents had been visited by CEFS in the last five years for the Alarmed for Life Program. Table K2: Alarmed for Life Program Visit in Previous 5 Years Selected ResponseFrequency Yes10 No37 Unsure7 Table K3indicates the respondent awareness of different services provided by the CEFS. Most respondents were aware of all services. Respondents were least aware of land-based rescue. Table K3: Awareness of Clarington Emergency & Fire Services ServiceAwareNot aware Fire suppression (i.e., putting out fires)531 Response to medical emergencies531 Response to hazardous materials495 Response to other perceived emergencies (e.g.513 carbon monoxide alarms) Land-based water rescues477 Response to motor vehicle accidents522 Fire investigations531 Fire code inspections504 Public education events and programs503 Table K4indicates the respondent satisfaction with the level of service provided by CEFS. Most respondents (37 of 53) are ‘very satisfied’ or ‘satisfied’ with the level of service currently provided. Online Public and Stakeholder Survey Results Summary Page K-2 Municipality of Clarington Fire Master Plan Appendix K - Online Public and Stakeholder Survey Results SummaryFebruary 2014 Table K4: Public Satisfaction of Level of Service Selected ResponseFrequency Very satisfied19 Satisfied18 Somewhat satisfied11 Not satisfied5 The Ontario Fire Code requires all single family, semi-detached and town homes in Ontario, whether owner-occupied or rented, have a working smoke alarm on every storey of the residence and outside all sleeping areas. Failure to comply with the Ontario Fire Code smoke alarm requirements could result in a ticket of $235 or a fine of up to $50,000 for individuals or $100,000 for corporations. The Ontario Fire Code specifies that “no person shall intentionally disable a smoke alarm so as to make it inoperable”. This includes, but is not limited to, removing the battery. A tenant, or any other person, who intentionally disables a smoke alarm is guilty of a provincial offence and may be subject to a fine.Table K5indicates that almost all respondents have a working smoke alarm on all storeys of their homes. Four had a working alarm on at least one floor, one was unsure, and no one answered to not having a working smoke alarm. Table K5: Working Smoke Alarm in Home Selected ResponseFrequency Yes, on all storeys48 At least one4 Unsure1 No0 Respondents have received public safety information form the CEFS from the sources indicated in Table K6. The most frequent sources of information are from presence at community events and pamphlets or mail-outs. Online Public and Stakeholder Survey Results Summary Page K-3 Municipality of Clarington Fire Master Plan Appendix K - Online Public and Stakeholder Survey Results SummaryFebruary 2014 Table K6: Fire Safety Information Sources Information SourceFrequency School programs14 Radio announcements4 Municipality / CEFS website17 Television announcements1 Presence at community events25 Pamphlets or mail outs21 Fire prevention week open houses at Fire Stations12 Presentations by CEFS staff to public groups10 Other (newspaper ads and/or articles)5 NOTE: Frequency as selected by respondents. Each respondent could select multiple information sources. Comments on concerns or issues related to CEFS included: Comments requesting additional full-time staff and/or additional fire halls, in particular at Newcastle; One comment was that full time suppression staff are not required in Newcastle for a few years; Ensuring there are enough firefighters to support a growing community; Concern that staffing of full-time apparatus is three per truck when the minimum should be four; Concern that responding to medical calls is not an efficient use of resources. Suggested that smaller vehicles should be used and to monitor which vehicles respond to which types of calls. Comments on strengths of the CEFS included: Excellent communications to Clarington residents and above average response time to emergencies; Positive comments about attendance at community events, including interaction with youth and the junior firefighter program, open house, and being visible to the public; Several positive comments about good response time. Online Public and Stakeholder Survey Results Summary Page K-4 Municipality of Clarington Fire Master Plan Appendix K - Online Public and Stakeholder Survey Results SummaryFebruary 2014 K4.0RESULTS FROM STAKEHOLDER / COMMUNITY GROUPS SURVEY Seven out of fifty-nine respondents identified themselves as a business owner in the Municipality of Clarington. Twenty-seven out of fifty-two respondents identified that they work, study or participate in a club or organization in Clarington. Their responses are summarized below. Table K7 illustrates the most recent occurrence that the respondents have used the emergency response services of the CEFS. The majority of respondents (16 of 31 respondents) have never used the emergency response services. Table K7: Stakeholder Use of Clarington Emergency & Fire Services in the Past Selected ResponseFrequency Never16 Yes, within the past 6 months5 Yes, within the past 1 year6 Yes, within the past 5 years2 Yes, within the past 10 years1 Yes, within the past 25 years1 Table K8 indicates if the respondents’ business / community assembly had been inspected by CEFS and if so, when the most recent inspection occurred. The majority of respondents (20 of 31) indicated an inspection had not occurred or were unsure. Table K8: Business / Community Assembly Inspection Selected ResponseFrequency Yes, within the past year5 Yes, within the past 2 years4 Yes, within the past 5 years2 Unsure10 No10 Online Public and Stakeholder Survey Results Summary Page K-5 Municipality of Clarington Fire Master Plan Appendix K - Online Public and Stakeholder Survey Results SummaryFebruary 2014 Table K9indicates that two of 30 respondents have never requested inspection or education services from CEFS. Table K9: Requested Inspection or Education Services Selected ResponseFrequency Yes2 No28 Table K10indicates the respondent satisfaction with the level of service provided by CEFS. The majority of respondents (14 of 29) are ‘satisfied’ with the level of service currently provided. Table K10: Stakeholder / Community Group Satisfaction of Level of Service Selected ResponseFrequency Very satisfied10 Satisfied14 Somewhat satisfied3 Not satisfied2 Comments on concerns or issues related to the CEFS included: Lack of staffing; Response in Orono took a while; Size of fire trucks used on calls when they are not required; and We don’t need any more full-time firefighters. Comments on strengths of the CEFS included: Opening up door to teach young people about safety; Education through the schools; and Active in the community. Online Public and Stakeholder Survey Results Summary Page K-6 2/27/2014 Clarington Fire Master Plan WELCOME Clarington Emergency and Fire Services welcomes you to this Community Information Open House. We would like to hear what you think about this Fire Master Plan study and invite you to ask us questions and provide us with your comments. Please fill in a comment sheet provided and place in the box on the table or fax/email your comments on or before Tuesday, June 25, 2013. The Municipality of Clarington has undertaken a Fire Master Plan study to review municipal fire protection services and develop a master plan to guide the emergency and fire service as Clarington continues to grow, develop and evolve. The study includes a review the following department components: •Administration •Fire Prevention •Public Education •Training •Staffing and Agreements •Station Locations •Emergency Response •Emergency Planning •Mechanical, Apparatus and Equipment Clarington Fire Master Plan RESPONSE STATISTICS ADD TWO IMAGES ONTARIO FIRE SAFETY & PROTECTION MODEL: THREE LINES OF DEFENCE 1.Public Education and Prevention Smoke Alarm Program, school and seniors education, fire escape planning, risk management, etc. 2.Fire Safety Standards and Enforcement Inspections, occupancy inspections, licensing approval, violation enforcement, fire investigations, etc. 3.Emergency Response •Office of the Fire Marshal Ontario (OFM) Public Fire Safety Guidelines •National Fire Protection Association (NFPA) Standards •Ministry of Labour(Section 21 Guidance Notes) •Industry Best Practices 1 2/27/2014 Clarington Fire Master Plan BACKGROUND INFORMATION / EXISTING CONDITIONS Mission Statement: “To ensure we deliver service excellence through public education, prevention, training and emergency response.” ADD EXISTING LAND USES MAP Clarington Emergency and Fire Services Staffing Municipality of Clarington •Population of approximately 85,000 Fire Chief1Training2 •Major communities include Bowmanville, Courtice, Newcastle and Orono Deputy Chief2Maintenance1 •Predominantly rural and agricultural surrounding community centres Admin Personnel2Suppression (full-time)52 •Experiencing residential infill development and growth as a result of location within the Greater Toronto Area. Fire Prevention4Suppression (volunteer)125 •Experiencing sustained growth Clarington Fire Master Plan The Office of the Fire Marshal, Ontario’s (OFM) Fire COMMUNITY RISK PROFILE INTRODUCTION Risk Sub-model introduces the importance of community risk in the following paragraph: “Assessing the fire risk within a community is one of the seven components that comprise the Comprehensive Fire Safety Effectiveness Model.It is the process of examining and analyzing the relevant Add Community Risk Profile factors that characterize the community and applying figures. this information to identify potential fire risk scenarios that may be encountered.The assessment includes an analysis of the likelihood of these scenarios occurring and their subsequent consequences.” Proactive risk management is an effective tool within the fire master planning process. Identifying and assessing these risks is key to determining the needs and circumstances of the community and should therefore be taken into consideration when planning the future programs and resources provided by the fire services. The risk profile is used to assess the current level of fire protection services provided, and identify where if any potential gaps exist. The Fire Master Plan recommends strategies to address these potential gaps. 2 2/27/2014 Clarington Fire Master Plan NEXT STEPS •Consideration of stakeholder and public feedback •Finalize divisional assessments •Finalize recommendations, implementation plan and draft report •Present Draft Fire Master Plan to Steering Committee Public Input: •Are you satisfied with the level of service provided for the following? – residential, commercial and/or industrial areas (emergency response, etc.) – fire prevention initiatives (inspections, pre-planning, etc.) – public education events, programs and information – medical call responses •Do you have any specific concerns related to the emergency & fire service? •Do you have any ideas how service delivery could be improved? WE THANK YOU FOR YOUR PARTICIPATION Please fill in a comment sheet provided and place in the box on the June 25, 2013 table or fax / email your comments on or before 3 2/27/2014 Clarington Fire Master Plan Community Information Open House June 11, 2013 Presented by Steve Thurlow Dillon Consulting Outline Introduction to Fire Master Plans Municipal Responsibilities Performance Measures Current Study Scope Department Background Next Steps Questions & Discussion 1 2/27/2014 What is a Fire Master Plan? Comprehensive evaluation of all current services in relation to relevant legislated standards and best practices. An opportunity to identify alternative service delivery options based on evidence supported analyses. Creation of a strategic, multi-year plan to deliver service based on the “needs and circumstances” of the community. Benefits of a Fire Master Plan Provide Council and staff with a strategic template for delivering emergency & fire services in response to community risks and needs over the next 5 -10 years. Ensure Clarington is addressing legislated responsibilities / requirements. Opportunity for public & stakeholders to participate in developing service level performance targets and measures. 2 2/27/2014 Ontario Fire Safety & Protection Model Three Lines of Defence: 1.Public Education and Prevention i.Smoke Alarm Program, school and seniors education, risk management, etc. 2.Fire Safety Standards and Enforcement i.Inspections, Occupancy Inspections, Licensing Approval, Violation Enforcement, Fire Investigations, etc. 3.Emergency Response i.Ontario Fire Marshal’s Office Guidance Notes ii.National Fire Protection Association Standards (NFPA) iii.Ministry of Labour (Section 21 Guidance Notes) iv.Industry Best Practices Municipal Responsibilities Fire Protection and Prevention Act 1997 (FPPA) states that every municipality shall: (a) Establish a program for public education with respect to fire safety and certain components of fire prevention; and (b) Provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances. 3 2/27/2014 (a) Establish a Program for Public Education At a minimum this should include: Simplified Risk Assessment –to identify the – extent of other fire protection services. A smoke alarm program. – Fire safety education activities distributed to – residents/occupants. Inspections upon complaint or when – requested to assist with code compliance. (b) Provide Other Fire Protection Services Services should include: Identifying the level of fire – protection (suppression) services the municipality deems necessary based on its own “needs and circumstances”. Determining this through – evaluating factors such as: fire risk, liability, financial capabilities, resources, and community and council expectations. 4 2/27/2014 Methodology Conduct high-level review of overall emergency and fire services department: • Industry best practices • Office of the Fire Marshal, Ontario (OFM) public fire safety guidelines • National Fire Protection Association (NFPA) standards Consideration of variety of options Short term (1-5 year) & long term (5-10year) recommendations / implementation plan Align with municipal plans & strategies Tailor study to meet local needs and circumstances Study Scope Comprehensive review of: Administration, governance, etc. Operating guidelines & policies Staffing and training requirements Fire prevention & public education Apparatus, equipment & maintenance Fire station locations & conditions Department succession planning Communications & technology Contract services Community emergency management 5 2/27/2014 Emergency Response Measures Total Response Time: Is comprised of three primary components: “Dispatch time”: Time to receive and dispatch the call. “Turnout time”: Time required for firefighters to react and prepare to respond. “Travel time”: Actual travel time from the fire station to the incident Emergency Response Measures First Response: The National Fire Protection Association (NFPA) Standard -1710 refers to a first “Initial response as the Arriving Company” of four firefighters able to commence or a limited rescuefire suppression . 6 2/27/2014 Emergency Response Measures Depth of Response: NFPA Standard 1710 refers to the depth of response as the “Initial Full Alarm Assignment” responding to a structure fire in a typical 2000 2 fttwo storeysingle family dwelling with no basement and includes a minimum staffing of 14 firefighters, plus 1 additional firefighter if an aerial device is required. Emergency Response Measures Performance Measures MeasureNFPA 1720 (Volunteer Departments) Urban AreaMinimum Staff: 15 (>1000 people /Response Time: 9 minutes square mile) Meets Objective: 90% Suburban AreaMinimum Staff: 10 (500-1000 people /Response Time: 10 minutes square mile) Meets Objective: 80% Rural AreaMinimum Staff: 6 (<500 people /Response Time: 14 minutes square mile) Meets Objective: 80% 14 7 2/27/2014 Department Background -Stations Station #1 Bowmanville: Station #2 2430 Hwy 2 Newcastle: 247 King Avenue East (Relocation to 3333 Highway 2) Station #3 Orono: 5708 Main Street Station #4 Courtice: 2611 Trulls Road Station #5 Enniskillen: 2354 Concession Road 8 Historical Call Volume 8 2/27/2014 Community Risk Profile Analysis of eight key risk factors including: Property stock; Building height and area; Building age and construction; Building exposures; Demographic profile; Geography/topography/road network; Past fire loss statistics; and Fuel load. Existing Risk Model –Calls 9 2/27/2014 Existing Risk Model -Geography Next Steps Review public and stakeholder input Present preliminary findings project team Complete divisional, station response and community risk analyses Present draft report to project team Present final report to Council for consideration & approval 10 2/27/2014 Public Input Are you satisfied with the level of service provided for the following? residential and/or industrial areas (emergency response, etc.) • fire prevention initiatives (inspections, pre-planning, etc.) • public education events, programs and information • medical calls • Do you have any specific concerns related to the emergency and fire services? Do you have any ideas how service delivery could be improved? Public Input Please provide feedback on the comment forms provided or by email at scharbonneau@dillon.ca An online survey is also available at http://www.surveymonkey.com/s/8NB6C9V 11 2/27/2014 Questions? 12 Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 Occupancy Occupancy Definition Ontario Fire Loss Classification Fire Risk Sub -model ti Occupancy Classification (OBC) (OFM) Occupancy Classification Other occupancies Not classified within the Ontario Building Code 8% Group B - Institutional (i.e. farm buildings) 0.9% Reported fires Reported structure fires 40,854 For this period 71% of Ontario fires with a loss occurred within Group C - residential occupancies. In comparison to the provincial analysis the Municipality of Clarington property loss as a result of fires is presented in Table I -11 below (OFM data for Clarington). For the same period the analysis indicates that 71.7% of the fires reporting a loss occurred in Group C residential occupancies. The fire loss statistics for each occupancy type are generally comparable to the provincial averages. Table I -11: Municipality of Clarington Fire Loss by Property Classification Period 2007 to 2011 Occupancy Occupancy Definition Municipality of Clarington Classification Fire Risk Sub -model Fire Loss by (OBC) (OFM) Occupancy Classification Group A — Assembly Assembly occupancies 7.0% Group B - Institutional Care or Detention occupancies 0.9% Group C - Residential Residential occupancies 71.7% Group D - Business Business and Personal Services Occupancies 2.2% Group E - Mercantile Mercantile occupancies 4.8% Group F - Industrial Industrial occupancies 5.2% Other occupancies Not classified within the Ontario Building Code (i.e. farm buildings) 8.3% Reported fires excluding buildings under National Farm 230 Building code (0 fires) 13.2.2 Property Fire Loss Property fire loss is another valuable performance measurement tool in assessing the cumulative impact of the "three lines of defence " utilized by a fire and emergency service. Table I -12 provides the Municipality of Clarington's historical property fire loss for the period from 2007 to 2011. An important consideration in evaluating this data is to consider the impact of a major fire with a large dollar loss and /or a series of larger fires with a combined significant large dollar loss. Overall the Municipality of Clarington has experienced a growing level of property loss as a result of fire from 2009 and also experienced a significant amount of property loss in 2008 as a result of fire. Geography / Topography /Road Infrastructure Page — I -29 DILLON (11\ 't I IINC Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 Table 1 -12: Property Fire Loss (Dollars) Year Fire Loss 2007 $3,226,200 2008 $10,149,900 2009 $2,841,109 2010 $4,266,118 2011 $5,002,550 Source: 2007 -2011 OFM Data for Clarington 13.2.3 Reported Fire Cause Assessing the possible cause of the fires reported is an important factor in identifying any potential trends, or areas that may be considered for introducing additional public education or fire prevention initiatives as part of the community fire protection plan. Table I -13 provides a summary of the reported possible cause of the fires reported during the period 2007 to 2011 for the Municipality of Clarington (OFM data for Clarington). Table I -13: Municipality of Clarington 2007 to 2011 Reported Fire Cause Naturo Fire Cause Number of Fires % of Cause Intentional Arson 18 7.5% Intentional Vandalism 21 8.7% Unintentional Vehicle collision 1 0.4% Unintentional Design, construction, installation, or maintenance deficiency 14 5.8% Unintentional Mechanical or electrical failure 32 13.3% Unintentional Misuse of ignition source 58 24.1% Unintentional Other unintentional 15 6.2% Unintentional Undetermined 9 3.7% Other Other 23 9.5 Undetermined Undetermined 50 20.7% Total Number of Reported Fires 241 100% There are four categories of cause utilized to classify the cause of a fire. These include intentional, unintentional, other, and undetermined. The "intentional' category recognises the cause of a fire to be started for a specific reason. These are typically classified as arson fires, and for example can be related to acts of vandalism, or to achieve personal gain through insurance payment. As indicated in the table, 16.2% of the fires reported for this period were intentional. Geography / Topography /Road Infrastructure Page — I -30 DIL -0N ((1N1t'LI INc Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 The "unintentional" category recognises a number of the common causes of a fire that represent both human behavioural causes such as playing with matches, and equipment failures such as a mechanical failure. Unintentional misuse of ignition source represented 24.1% of the cause for the 241 fires during this period. The cumulative percentage of unintentional fires represents a total of 53.5% of all fire causes. This indicates that there was no specific cause identified for over half of all fires during this period. 13.2.4 Reported Ignition Source Table I -14 similarly provides the reported ignition source for the fires that occurred during the period 2007 to 2011 (OFM data for Clarington). Table I -14: Municipality of Clarington 2007 to 2011 Ignition Source Class Reported Ignition Source Iff Number of Fires % of Cause Appliances 19 7.9% Cooking Equipment 35 14.5% Electrical Distribution Equipment 20 8.3% Heating Equipment 17 7.1% Lighting Equipment 5 2.1% Open Flame Tools, Smokers' Articles 31 12.9% Other Electrical or Fire /Other Mechanical 7 2.9% Miscellaneous 16 6.6% Exposures 17 7.1% Undetermined 74 30.7% Unknown, not reported 0 0% Total number of fires and percentage 241 100% Cooking equipment represented the largest percentage of known ignition sources at 14.5°/x. However, 30.7% of all ignition sources were undetermined. 13.2.5 Reported Civilian Injuries and Fatalities Table I -15 indicates the number of fire related civilian injuries and fatalities that occurred within the Municipality of Clarington during the period 2007 to 2011. Geography / Topography /Road Infrastructure Page — I -31 DI LLON < � I\ 't I I 1 \l'. Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 Table I -15: Municipality of Clarington 2007 to 2011 Reported Civilian Injuries and Fire Deaths Occupancy Classification (OBC) Occupancy Definition Fire Risk Sub -model (OFNI) Injuries Fatalities Group A — Assembly Assembly occupancies 0 0 Group B - Institutional Care or Detention occupancies 0 0 Group C - Residential Residential occupancies 22 0 Group D - Business Business and Personal Services Occupancies 0 0 Group E - Mercantile Mercantile occupancies 0 0 Group F - Industrial Industrial occupancies 0 0 Other occupancies Not classified within the Ontario Building Code (i.e. farm buildings) 2 0 During this period there were 24 reported injuries, of which 22 was a result of a fire in Group C residential occupancies. There were no reported fatalities. 13.2.6 Past Fire Loss Profile Observations Based on the historical data for the period 2007 to 2011 the Municipality of Clarington experienced the highest rate of fires within the Group C residential occupancies. This result is consistent with that of the provincial profile. Unintentional misuse of ignition source representing 24.1 %, mechanical/ electrical failure representing 13.3% and vandalism representing 8.7% were the leading known causes for fires during this period. The cumulative percentage of fire causes that could not be determined represented 42% of the 1426 fires reported during this period. Cooking equipment represented the largest percentage of known ignition sources at 14.5 %. Additionally, 30.7% of all ignition sources were undetermined during this period. There were 24 reported injuries and no reported fatalities during this period, most of which occurred in Group C residential occupancies. The analysis of the past fire losses within the Municipality of Clarington further defines that Group C- Residential occupancies represent the highest level of risk within the community. Enhancing the first line of defence, including pro- active prevention and education programs, targeted at the areas identified within this Community Risk Profile, should be considered a priority within the Fire Master Plan. I3.3 Fuel Load Profile Fuel load typically refers to the amount and nature of combustible content and materials within a building. This can include combustible contents, interior finishes as well as structural materials. Combustible content tends to create the greatest potential fire loss risk. This can include industrial materials, commercial materials or typical office furnishings. Higher fuel loads results in increased fire loss risk due to increased opportunity for ignition and increased fire severity. Geography / Topography /Road Infrastructure Page — I -32 DI LLON ((1N1t'isnnc Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 In many communities large amounts of fuel load can be contained within a single occupancy such as a building supply business, or alternatively within a large multi- occupancy building such a historical downtown core. As presented previously within this report, age and construction of a building can also have an impact on fuel load given that older buildings likely have a larger volume of combustible construction such as wood framing rather than newer construction utilizing concrete and steel products. Our analysis of fuel load within the Municipality of Clarington indicates that there are a small number of buildings or occupancies where significant fuel loads are present that would be cause for any specific identification. Table I -16 outlines the various buildings in Clarington that contain significant fuel loads. Table I -16: Clarington Fuel Load Profile Building Name Address Concern Bowmanville Wood Products 261 Baseline Road Wood Pallets Bowmanville Tank Traders 40 Port Darlington Road Propane Bowmanville Goodyear 45 Raynes Avenue Rubber Bowmanville Millwork Truss 2021 Baseline Road Wood Bowmanville Trusses 17 Cigas Road Wood Courtice Paul Lizotte Fuels 422 Lake Road Flammable Liquids Bowmanville Dom's Auto Parts 1604 Baseline Road Auto Wreckers Courtice Newcastle Recycling 4349 Concession Road 4 Auto Wreckers Newtonville Abe Auto Wreckers 2532 Concession Auto Wreckers Bowmanville Walmart 2320 Highway 2 Size Bowmanville Home Depot 120 Clarington Boulevard Lumber Bowmanville Canadian Tire 2000 Green Road Size Bowmanville Home Hardware 246 King Street East Lumber Bowmanville Orono Co -op 5968 Co -op Road Fertilizer Orono Geography / Topography /Road Infrastructure Page — I -33 DILLON Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 Building Name Address Concern Energy From Waste 72 Osborne Road Waste Material Courtice Rona Hardware 275 Toronto Street Lumber Newcastle OPG 2151 South Service Road Warehouse Bowmanville New City Resources 250 Baseline Road Plastics Bowmanville Baseline Storage 211 Baseline Road East Unknown Storage Bowmanville Durham Self- Storage 2385 South Service Road Unknown Storage Bowmanville Storage Depot 1632 Baseline Drive Unknown Storage Courtice Newcastle Storage 400 Toronto Street Unknown Storage Newcastle The connected multi- occupancy structures within the downtown core present the highest amount of fuel load concentration. Regular fire prevention inspection cycles and strategies to enforce continued compliance with the OFC are considered as best practices to achieving the legislative responsibilities of the municipality and providing an effective fire protection program to address fuel load risks. 13.3.1 Fuel Load Profile Observations In comparison to the number of buildings within the Municipality of Clarington there are a small number of buildings identified as having a site specific fuel load concern. In addition to ensuring compliance to the requirements of the OBC and the OFC there are operational strategies that a fire department can implement to address fuel load concerns. For example pre - planning a building of this nature can provide an operational advantage in the event of fire. Geography / Topography /Road Infrastructure Page — I -34 DI LLON < � I\ 't I I 1 \l'. Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 I4.0 COMMUNITY GROWTH & DEVELOPMENT I4.1 Historic Growth The following table indicates the historic populations within the Municipality of Clarington, as provided by Statistics Canada, Census Profiles. Historic household population statistics are also included, where available. Table 1 -17: Historic Growth in Population and Households Year Clarington Population % Change in Population Clarington Households % Change in Households 1991 49,479 N/A N/A N/A 1996 60,615 22.5% 20,080 N/A 2001 69,834 15.2% 23,619 17.6% 2006 77,820 11.4% 27,753 17.5% 2011 84,548 8.6% 30,797 11.1% From 2006 to 2011 the population of Clarington grew by 8.6 %, approximately 1.7% per year. This is greater than the population growth of the province over the same time period, which was 5.7 %, closer to 1.14% per year. Households grew by 11.1% over the same period, approximately 2.2% per year. I4.2 Growth Projections Table I -18 summarizes the growth projections for the Municipality from 2011 to 2031. Table 1 -18: Population and Employment Growth Projections Year 2011 2016 2021 2026 2031 Population 84,548 97,100 109,800 123,900 140,400 Households 30,797 33,600 38,400 43,800 49,800 Employment 22,575 26,895 32,150 36,070 38,420 The population and employment estimates shown above predict that over the next 10 years (2011 -2021) the Municipality will experience an increase in population of 29.9 %, representing approximately 2.9% annual growth. However, over the next 20 years the Municipality of Clarington is anticipated to significantly grow by 66% between 2011 and 2031. Households are also predicted to significantly increase by approximately 61.7% over the next 20 years, or 3.1% per year. Similarly, employment is predicted to increase even more by 70.2% over the next 20 years, or 3.5% per year. Community Growth & Development Page — I -35 DILLON CONSUIXING Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 14.2.1 Growth Projections Profile Observations The population of the Municipality of Clarington is anticipated to grow at a rate of 3.3% over the coming 20 year period. This represents a 29.9% population increase over the next 10 years. This expected population increase over the next 20 years is anticipated to be accommodated primarily in the Municipality's urban communities, including Bowmanville, Courtice and Newcastle. In contrast, rural areas have seen a decrease in population growth and housing due to policies limiting residential growth on agricultural land (based on the Places to Grow Act) and focus on residential development in the urban areas. Ultimately, rural populations will continue to decline (Municipality of Clarington, 2011). Future transportation infrastructure within Clarington will contribute to the growth of the Municipality. Highway 407 is expected to expand to Highway 35/115 by 2020 and there is a proposed GO Transit expansion to Clarington (specifically in Bowmanville). These projects are expected to drive further demand for both residential and non - residential development (Municipality of Clarington, 2011). As well, there are additional large -scale infrastructure projects projected for the Municipality that will further increase the local economy and contribute to the growing employment numbers. Some of these projects include the Darlington Nuclear refurbishment project, expansion of the Darlington Nuclear Station, Durham Region's "Energy from Waste" facility and the Darlington Refurbishment Complex. As the majority of new growth will occur in existing population and employment are not expected to vary However, the Municipality's urban communities will growth. I4.3 Risk Profile Model settlements, the future geographic locations of significantly within the 10 year study horizon. see an increase in density due to the projected The OFM Fire Risk Sub -model defines risk "as a measure of the probability and consequence of an adverse effect to health, property, organization, environment, or community as a result of an event, activity or operation. For the purposes of the Fire Risk Sub - model, such an event refers to afire incident along with the effects of heat, smoke and toxicity threats generated from an incident". The OFM model develops an overall risk assessment "by assigning probability and consequence levels to potential adverse events or scenarios due to fire and combining the two to arrive at an overall risk level". The OFM Fire Risk Sub -model provides a matrix as one option in arriving at the level of risk for a range of scenarios. Alternatively the model provides the opportunity 'for analysis purposes, the community being assessed can be defined as the municipality in its entirety or as a particular segment of it that distinguishes it from other parts ". The model further provides that "it may be convenient to subdivide a municipality based on residential subdivision, downtown sections, industrial park, and a rural area ". For analytical purposes, the methodology within this study uses the OFM Fire Risk Sub -model major occupancy classifications as the basis for segmenting the community by primary building use. Each major occupancy classification is assigned a probability level based on the OFM Fire Risk Sub -model definitions. A consequence level also using the OFM Fire Risk Sub -model definition is then assigned for each major occupancy classification. The methodology within this report includes a further process of assigning `weighting factor' to each of the eight risk factor categories identified by the OFM Fire Risk Sub - model. Utilizing a range from I (lowest) to 3 (highest) each of the factors is assigned a weight factor, to calculated a weighted average. The weight factor assigns more or less priority to each of the given factors. For example, the demographic profile that identifies the number of vulnerable residents has been assigned the highest factor weight of 3. This process results in the most relevant categories having more impact on the risk priority level calculated. Community Growth & Development Page — 1-36 DI LLON < -11\ 't I I l NG Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 The level of risk (Priority Level) for each major occupancy classification is determined by multiplying "probability x consequence = risk level (priority)': This provides the ability to determine an overall risk level for each major occupancy classification within the community. This methodology then coordinates the assigned risk level for each major occupancy classification with the Council approved zoning by -law information and mapping. This process provides the opportunity to create a visual model (map) of the Community Risk Profile. This provides the opportunity to view both the current and projected level of risk within the community based on the Council approved Official Plan. Creating the Community Risk Profile Model provides the opportunity to evaluate the current level of fire protection services provided. The model can further identify where risk levels may increase or change based on growth and long -term planning of the community. 14.3.1 Probability Levels The probability of a fire occurring can in part be estimated based on historical experience of the community. The experience of other similar communities and that of the province as a whole can also provide valuable insight into the probability of a fire occurring. The experience of the evaluator and the local fire service staff in collaborating on determining probability is also a key factor. The OFM Fire Risk Sub -model categorizes the probability of an event occurring into five levels of likelihood. Table I -19 identifies the OFM Fire Risk Sub -model categories. Table 1 -19: OFM Fire Risk Sub -model Likelihood Levels (Probability) Description Level Specifics Rare 1 - may occur in exceptional circumstances - no incidents in the past 15 years Unlikely 2 - could occur at some time, especially if circumstances change - 5 to 15 years since last incident Possible 3 - right occur under current circumstances - 1 incident in the past 5 years Likely 4 - will probably occur at some time under current circumstances - multiple or reoccurring incidents in the past 5 years Almost Certain 5 - expected to occur in most circumstances unless circumstances change - multiple or reoccurring incidents in the past year 14.3.2 Consequence Levels The consequences as a result of a fire relate to the potential losses or negative outcomes associated should an incident occur. The Fire Risk Sub -model identifies four components that should be evaluated in terms of assessing consequence. These include: Life Safety: Injuries or loss of life due to occupant and firefighter exposure to life threatening fire or other situations. Property Loss: Monetary losses relating to private and public buildings, property content, irreplaceable assets, significant historic /symbolic landmarks and critical infrastructure due to fire. • Economic Impact. Monetary losses associated with property income, business closures, downturn in tourism, tax assessment value and employment layoffs due to fire. Community Growth & Development Page — I -3 7 DIL -ON covwi:nnc Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 Environmental Impact. Harm to human and non -human (i.e. wildlife, fish and vegetation) species of life and general decline in quality of life within the community due to air /water /soil contamination as a result of fire or fire suppression activities. The OFM Fire Risk Sub -model evaluates the consequences of an event based on five levels of severity. Table I -20 identifies the OFM Fire Risk Sub -model categories. Table 1 -20: OFM Fire Risk Sub -model Consequence Levels Description Level Specifics - no life safety issue Insignificant 1 - limited valued or no property loss - no impact to local economy and/or - no effect on general living conditions - potential risk to life safety of occupants Minor 2 - minor property loss - minimal disruption to business activity and/or - minimal impact on general living conditions - threat to life safety of occupants Moderate 3 - moderate property loss - poses threat to small local businesses and /or - could pose threat to quality of the environment - potential for a large loss of life - would result in significant property damage Major 4 - significant threat to businesses, local economy and tourism and/or - impact to the environment would result in a short term, partial evacuation of local residents and businesses - significant loss of life - multiple property damage to significant portion of the municipality Catastrophic 5 - long term disruption of businesses, local employment, and tourism and /or - environmental damage that would result in long -term evacuation of local residents and businesses 14.3.3 Risk Levels Once probability and consequence are determined for each major occupancy classification the level of risk is calculated by multiplying "probability x consequence = risk level (priority)': Table I -21 identifies the four levels of risk identified within the OFM Fire Risk Sub -model including the lower and upper range of each risk classification and the relative definition of each. Community Growth & Development Page — I -38 DILLON Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 Table 1 -21: OFM Fire Risk Sub -model Risk Levels 14.3.4 Ontario Fire Code Compliance A major determinate in assessing risk within a community and the major building classifications is compliance with the Ontario Fire Code. The Ontario Fire Code which was adopted in 1981 and the Ontario Building Code were developed to ensure uniform building construction and maintenance standards are applied for all new building construction. The codes also provide for specific fire safety measures depending on the use of the building. Examples of the fire safety issues that are addressed include: • occupancy • exits /means of egress including signs and lighting • fire alarm and detection equipment • fire department access • inspection, testing, and maintenance In 1983 the OFC was further expanded to include retrofit requirements for many of the building constructed prior to 1981. Retrofit requirements were established to ensure a minimum acceptable level of life safety is present. A number of occupancy types are included within the retrofit requirements including assembly, boarding, lodging and rooming houses, health care facilities, multi -unit residential, two -unit residential, and hotels. Determining the status of compliance or non - compliance including the status of retrofit requirements particularly for major building occupancies is an important component of developing the Community Risk Profile. This is particularly important within the major occupancies classifications where there is a documented history of property loss as a result of fire, and/or injuries and fatalities as a result of fire. Group A — Assembly and Group B — Institutional occupancies are the two primary occupancies types where more detailed analysis of compliance and non - compliance should be considered. Where compliance has been achieved and documented these occupancy classifications can be considered as part of the standard risk identification methodology within this report. Where compliance has not been achieved including retrofit requirements these occupancies should be evaluated independently adding a further assessment of OFC compliance. Community Growth & Development Page — I -39 DI LLON Priority Lower — Upper Risk Level Definition Level Range Low Risk L1 0 to 6.3 - manage by routine programs and procedures, maintain risk monitoring - requires specific allocation of management Moderate Risk L2 6.4 to 12.5 responsibility including monitoring and response procedures High Risk L3 12.6 to 18.7 - community threat, senior management attention needed Extreme Risk L4 18.8 to 25.0 - serious threat, detailed research and management planning required at senior levels 14.3.4 Ontario Fire Code Compliance A major determinate in assessing risk within a community and the major building classifications is compliance with the Ontario Fire Code. The Ontario Fire Code which was adopted in 1981 and the Ontario Building Code were developed to ensure uniform building construction and maintenance standards are applied for all new building construction. The codes also provide for specific fire safety measures depending on the use of the building. Examples of the fire safety issues that are addressed include: • occupancy • exits /means of egress including signs and lighting • fire alarm and detection equipment • fire department access • inspection, testing, and maintenance In 1983 the OFC was further expanded to include retrofit requirements for many of the building constructed prior to 1981. Retrofit requirements were established to ensure a minimum acceptable level of life safety is present. A number of occupancy types are included within the retrofit requirements including assembly, boarding, lodging and rooming houses, health care facilities, multi -unit residential, two -unit residential, and hotels. Determining the status of compliance or non - compliance including the status of retrofit requirements particularly for major building occupancies is an important component of developing the Community Risk Profile. This is particularly important within the major occupancies classifications where there is a documented history of property loss as a result of fire, and/or injuries and fatalities as a result of fire. Group A — Assembly and Group B — Institutional occupancies are the two primary occupancies types where more detailed analysis of compliance and non - compliance should be considered. Where compliance has been achieved and documented these occupancy classifications can be considered as part of the standard risk identification methodology within this report. Where compliance has not been achieved including retrofit requirements these occupancies should be evaluated independently adding a further assessment of OFC compliance. Community Growth & Development Page — I -39 DI LLON Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 Completing the independent evaluation provides the opportunity to assess these buildings on a case by case basis and as such does not impact the overall risk level for the occupancy classification. In the event an individual property is assigned a higher level of risk as a result of non - compliance this methodology provides the opportunity for re- evaluating the risk level for that specific property once compliance is achieved. Group A — Assembly Occupancies — Non - Compliant OFC Information provided by the Municipality indicates that approximately fifteen Group A - Assembly occupancies are currently not in compliance with the OFC. Group B — Institutional Occupancies — Non - Compliant OFC Information provided by the Municipality indicates that approximately one Group B — Institutional Occupancy is currently not in compliance with the OFC. The care and detention centers classified within this occupancy classification can present unique challenges in the event of a fire. Utilizing the "first line of defence" including pro- active fire prevention and public education programming in addition to a regular fire inspection program to sustain compliance with the OFC is an effective strategy in managing this risk. Group C — Residential Occupancies — Vulnerable Demographics Information provided by the Municipality indicates that approximately thirty Group C — Residential Occupancies are currently not in compliance with the OFC. Utilizing the "first line of defence" including pro- active fire prevention and public education programming in addition to a regular fire inspection program to sustain compliance with the OFC is an effective strategy in managing this risk. Group D — Commercial Occupancies — Fuel Load High Risk Information provided by the Municipality indicates that approximately ten Group D - Commercial Occupancies are currently not in compliance with the OFC. Group E — Mercantile Occupancies — Non - Compliant OFC Information provided by the Municipality indicates that approximately ten Group E - Mercantile Occupancies are currently not in compliance with the OFC. Group F — Industrial Occupancies — Non - Compliant OFC Information provided by the Municipality indicates that approximately ten Group F - Industrial Occupancies are currently not in compliance with the OFC. A fire in an industrial area would involve hazardous materials, with the potential for a release of anhydrous ammonia. For this reason, these properties should be considered high risk (RL -3). I4.4 Municipality of Clarington Risk Evaluation Table I -22 presents the completed risk evaluation for the Municipality of Clarington. The evaluation utilizes the methodology described above following the framework of the OFM Fire Risk Sub - model. Community Growth & Development Page — I -40 DI LLON \. „%c Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 The risk evaluation summary incorporates all community risk factors within the Municipality of Clarington for each major occupancy classification. The summary identifies that the Municipality has no extreme risk occupancies. Institutional occupancies were assigned high risk. This should be reflected in the department's fire prevention and public education program planning. Assembly and residential occupancies are identified as moderate level risks. If, however, any buildings under this occupancy are non - compliant, they may be considered high risk. This would apply specifically to higher density residential units or assembly occupancies. Another consideration would be residential buildings which specifically house higher risk age - groups (e.g. seniors or vulnerable persons), which should be given a higher priority for programming based on increased risk. Business and mercantile occupancies in Clarington represent a moderate risk. Community Growth & Development Page — I -41 DILLON Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 Table I -22: Risk Evaluation Summary Community Risk Profile Factors Property Stock Building eight Priority Level 0 to 6.2 = Low Building Exposures 1 i Geography Topography ' , i Fuel Load Prob. Level Cons. Level Priority Level Risk Level Weight Factor 1 2 3 — Moderate 3 1 3 1 3 2 4 — Major 18.8 to 25.0 = Extreme = OBC Major Occupancy Classification 5 — Almost Certain 5 - Catastrophic Risk Level Assessment Group A Assembly 3 2 3 2 4 2 1 2 2.4 3 7.2 RL -2 Group B Institutional 4 3 4 3 5 3 1 3 3.2 4 12.8 RL -3 Group C Residential 4 2 3 3 5 2 3 2 3.1 3 9.3 RL -2 Group D Business 3 3 3 4 2 2 2 3 2.6 3 7.8 RL -2 Group E Mercantile 3 3 3 4 2 2 2 3 2.6 3 7.8 RL -2 Group F I Industrial 3 2 2 2 2 2 2 4 2.3 3 6.9 RL -2 Mobile Homes & Trailers 1 2 3 3 5 2 3 2 2.9 3 8.8 RL -2 Probability: 1 — Rare Consequence Level: Priority Level 0 to 6.2 = Low = Risk Level RL -1 — Low Risk 1 — Insignificant 2 — Unlikely 2 — Minor 6.3 to 12.5 = Moderate = RL -2 — Moderate Risk 3 — Possible X 3 — Moderate = 12.6 to 18.7 = High = RL -3 — High Risk 4 — Likely 4 — Major 18.8 to 25.0 = Extreme = RL -4 — Extreme Risk 5 — Almost Certain 5 - Catastrophic Community Risk Profile Page — I -42 DILLON CONSULTING Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 14.4.1 Municipality of Clarington Risk Model 14.4.2 Methodology This section provides a brief outline of the scope and methodology used in order to provide insight into the modeling procedures adopted to assess Municipal risk. A Geographic Information Systems (GIS) model was developed to assess risk based on historic call locations, risk geography, land use and the department's existing and predicted emergency response travel times relate to these risks. The basis of the GIS risk model is the development geographical risk zones. These zones represent areas of low, moderate, high and extreme risk categories based on land use. The Municipality's existing zoning by -law was used to determine the boundaries and building occupancies associated with each zone. The associated building occupancies were used to determine the base risk category, which assumes that the buildings in the risk zone are in compliance. The base risk zones associated with each occupancy category are listed in Table I -23. Table 1 -23: Base Risk Zone Category by Occupancy Occupancy Occupancy Definition Base Risk Zone Category Classification Fire Risk Sub -model Assigned (OBC) (OF1V1) Group A — Assembly Assembly Assembly occupancies moderate Group B - Institutional Institutional Care or Detention occupancies high Group C - Residential Residential occupancies moderate Residential Group D - Business Business and Personal Services Occupancies moderate Group E - Mercantile Mercantile occupancies moderate Group F 1 - Industrial low Group F2 - Industrial moderate Industrial occupancies Group F3 - Industrial high Not classified within the Ontario Building Other occupancies Code (i.e. farm buildings) low Community Risk Profile Page — I -43 / DILLON CONSULTING Municipality of Clarington Fire Master Plan Appendix I — Community Risk Profile February 2014 14.4.3 Existing Risk and Response (Call Locations) The existing risk zones and existing emergency response are presented in Figure I -8. This figure depicts historic call data from 2008 - 2012 overlaid onto the existing risk zones represented in the model. Calculations were carried out to estimate the number of calls within each risk zone category and the travel time associated. From the calculations table, 59% of the moderate risk calls are responded to in four minutes or less of travel time. Ninety -one percent of moderate risk calls are responded to in eight minutes travel time or less and 95% of moderate risk calls are responded to in ten minutes of travel time or less. This also shows that 56% of the low risk calls are responded to in four minutes or less of travel time, 93% in eight minutes of travel time or less and 98% in ten minutes of travel time or less. This historical call data indicates that the department is able to respond in to the majority of the calls in a timely manner. 14.4.4 Existing Risk and Response (Geography) The GIS model was used to approximate existing geographic coverage of the existing risk zones within the urban and rural areas, shown in Figure I -9 and Figure I -10. Figure I -9 depicts the geographic coverage of risk within the existing urban area with regards to travel time. This coincides with NFPA 1710 response measures. As illustrated in the figure, 73% of high risk zones, 58% of moderate risk zones and 33% of low risk zones are covered within four minutes of travel time. The figure also demonstrates that the fire department is able to reach 100% of high risk areas, 99% of moderate risk areas and 91% of low risk areas within eight minutes of travel time. Figure I -10 depicts the geographic coverage of risk within the rural area of the municipality with regards to total response time (turnout and travel time). This coincides with NFPA 1720 response measures. Based on historical call data, a turnout time of five minutes was assumed for Station 1, 2 and 3; and a turnout time of four minutes was assumed for Station 4 and 5. As illustrated in the figure, the department is able to respond to 57% of high risk areas, 48% of moderate risk areas and 30% of low risk areas within a total response time of 14 minutes. 14.4.5 Future Risk and Response (Geography) The model was used to approximate geographic coverage of the future risk zone areas. Given the development that is predicted in the future, approved growth areas and secondary plans were incorporated into the risk model. The methodology for this scenario was the same as for the Existing Risk and Response discussed above. The results are shown in Figure I -11 and Figure I -12. Figure I -11 depicts the geographic coverage of risk within the future urban area with regards to travel time. This coincides with NFPA 1710 response measures. As illustrated in the figure, 75% of high risk zones, 59% of moderate risk zones and 34% of low risk zones are covered within four minutes of travel time. The figure also demonstrates that the fire department is able to reach 100% of high risk areas, 99% of moderate risk areas and 89% of low risk areas within eight minutes of travel time. Figure I -12 depicts the geographic coverage of future risk within the rural area of the municipality with regards to total response time (turnout and travel time). This coincides with NFPA 1720 response measures. Based on historical call data, a turnout time of five minutes was assumed for Station 1, 2 and 3; and a turnout time of four minutes was assumed for Station 4 and 5. As illustrated in the figure, the department is able to respond to 61% of high risk areas, 49% of moderate risk areas and 31 % of low risk areas within a total response time of 14 minutes. Community Risk Profile Page — I -44 / DILLON CONSULTING I r4 I � I I� I I I� I I I Taunton 9 MUNICIPALITY OF CLARINGTON FIRE MASTER PLAN Figure I -8. Existing Risk and Response Historical Fire Call Uwations • FIRE STATION t RAILWAY FREEWAY ARTERIAL COLLECTOR LOCAL WATERBODY MUNICIPAL BOUNDARY TRAVEL TIME TO FIRE CALLS (2008 -2012) . < =4min < =8min < =5min < =9min < =6min < =10 min • > 10 min RISK LOW RISK MODERATE RISK - HIGH RISK - EXTREME RISK N SCALE 1 :100,000 W� 0 0.5 1 2 3 km s s MAP DRAWING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON MAP CREATED BY: JJA MAP CHECKED BY: SLC MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I: \GIS \127214 - Clarington FMP \Mapping\ Existing Risk and Response - Historical Call Locations —d \ \ \ \ \ \ \ \ \ \ \ \ \ \n.000-0 000- r r LO� PROJECT: 12 -7214 DILN STATUS: DRAFT CONSULTING DATE: 06/06/13 MUNICIPALITY OF CLdRINGTON FIRE MASTER PLAN Figure I -y: Existing Urban Risk and Response (Geography) FIRE STATION t FL ILWAY HIGHWAY ARTERIAL COLLECTOR LOCAL WATER900Y I MUNICIPAL BOUNDARY C3 URSAN BOUNDARY TRAVEL TIMES 4 MINUTES {g NETWd:7RK SPEED 6 MINUTES Q NET M FIK SPEED DISK LOW RISK MODERATE DISK H 3H F4SK - EXTREME RISK h ® ox, 1 s 31k- MAP ❑RAW ING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTOH MAP CREATED 6Y- 56 MAP CHECKED Or 66 MAP PMWECTIO N: NAD 7993 UTM Zone 17N FILE L13 CATION: ^.01551272` 4 - Glarington FMS "A.^4appnp. Exk3tn0 Risk and Response - Oeopraphyrnxo ..�., yti5l4R DI L.LON CON PROJECT: 12 -7214 STATUS-DRAFT [SATE: 04110113 � I L` L a k e O n t a r i o MUNICIPALITY OF CLARINGTON FIRE MASTER PLAN Figure 1 -10: Existing Rural Risk and Response (Geography) • FIRE STATION RAILWAY HIGHWAY ARTERIAL COLLECTOR LOCAL WATERBODY MUNICIPAL BOUNDARY C3URBAN BOUNDARY TOTAL RESPONSE TIME O> 6 FIREFIGHTERS - 14 MINUTES @ NETWORK SPEED RISK LOW RISK - MODERATE RISK - HIGH RISK - EXTREME RISK N O 0.5 1 2 3 km � s MAP DRAWING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON MAP CREATED BY: SB MAP CHECKED BY: SS MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I: \GIS \127214 - Clarington FMP \Mapping\ Existing Risk and Response - Geogmphy.mxd DILLON CONSULTING PROJECT: 12 -7214 STATUS: DRAFT DATE: 04/10113 MUNICIPALITY OF CLARINGTON FIRE MASTER PLAN Figure I -11: Future Urban Disk and Response (Geography) • FIRE STATION RAILWAY ® HIGHWAY ARTERIAL COLLECTOR LOCAL WATERBODY MUNICIPAL BOUNDARY QURBAN BOUNDARY TRAVEL TIMES O4 MINUTES @ NETWORK SPEED ® 8 MINUTES @ NETWORK SPEED RISK LOW RISK L MODERATE RISK - HIGH RISK - EXTREME RISK N 0 0.5 1 2 3 km s s MAP DRAWING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON MAP CREATED BY: SIB MAP CHECKED BY: SS MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I: \GIS \127214 - Clarington FMP \Mapping\ Existing Risk and Response - Geogmphy.mxd DILLON CONSULTING PROJECT: 12 -7214 STATUS: DRAFT DATE: 07/10113 L a k e O n t a r i o MUNICIPALITY OF CLARINGTON FIRE MASTER PLAN Figure 1 -12: Future Rural Risk and response (Geography) • FIRE STATION RAILWAY HIGHWAY ARTERIAL COLLECTOR LOCAL WATERBODY MUNICIPAL BOUNDARY QURBAN BOUNDARY TOTAL RESPONSE TIME O> 6 FIREFIGHTERS - 14 MINUTES @ NETWORK SPEED RISK LOW RISK - MODERATE RISK - HIGH RISK - EXTREME RISK N O 0.5 1 2 3 km � s MAP DRAWING INFORMATION: DATA PROVIDED BY THE MINICIPALITY OF CLARINGTON MAP CREATED BY: SB MAP CHECKED BY: SS MAP PROJECTION: NAD 1983 UTM Zone 17N FILE LOCATION: I: \GIS \127214 - Clarington FMP \Mapping\ Existing Risk and Response - Geogmphy.mxd DILLON CONSULTING PROJECT: 12 -7214 STATUS: DRAFT DATE: 07/10113 APPENDIX j Definitions of OFM Response Types SUMMARY: REPORTING RESPONSE TYPE ON THE ONTARIO OFM STANDARD INCIDENT REPORT = WA S IT AN UNCONTROLLED RESPONSE TYPE CODES FIRE OR AN EXPLOSION? Response type codes: 1 or 2 If there is a fire and an explosion at an incident, report as an Explosion — code 2 OR NO LOSS OUTDOOR FIRE No loss: no fatality, injury and no $ loss. Outdoor: open land, trash container, etc. And not resulting in an exposure fire Response type code: 3 DID THE CALL OCCUR IN ANOTHER MUNICIPALITY AND THE LOCAL F.D. WAS PRESENT? Response type codes: 910 to 913 WAS IT A PRECONDITION TO AN UNCONTROLLED FIRE? (smoke, steam, fireworks, etc. no evidence of uncontrolled burning or fire damage) Response type codes: 21 to 29 WAS IT A CONTROLLED FIRE? The FD did not extinguish the fire. Response type codes: 23 or 36 DID THE CALL (non fire) OCCUR AT THE SITE OF AN ILLEGAL GROW OR DRUG OPERATION? Response type codes: 921 or 922 WAS IT A FALSE FIRE ALARM? Response type codes: 31 to 35 or 39 or FALSE CO alarm (NO carbon monoxide present)? Response type code: 37 Another type of FALSE ALARM? Response type codes: 58, 699, 899 WAS IT A CO CALL, and CO WAS PRESENT? Response type code: 53 NON FIRE SITUATIONS (use where none of situations noted above are applicable) What action did the fire department take? Rescue? Medical assistance? If no "action" codes are applicable: What was the type of emergency situation? (see shaded codes) DID ANOTHER AGENCY ALREADY ON THE SCENE REQUEST ASSISTANCE? Response type codes: 92 or 93 Property Fires /Explosions 1 Fire J2 _1Explosion (exc. Codes 3, 11 to 13) 3 No loss outdoor fire (excluding arson, vandalism, children playing, recycling or dump fires) Overpressure rupture /explosion (no fire) 11 10verpressure Rupture (no fire, e.g. steam boilers, hot water) ;12 :Munition Explosion - (no fire, e.g. bombs, 'dynamites) 13 Overpressure Rupture - gas pipe (no fire) Pre fire conditions /no fire i21 .Overheat (no fire, e.g. engines, mechanical :devices) fir e) re) Other Cookin,24 Ino g/toastin g- /sm- o- ke- / stea- m - ---------- fire) 25 (Lightning (no fire) 26 'Fireworks (no fire) 11 X29 Other pre fire conditions (no fire) Burning (controlled) 23 Open air buming/unauthorized controlled burning (no uncontrolled fire) 36 Authorized controlled burning - complaint False fire calls 31 °AlarmSystemEquipment - Malfunction ;32 Alarm System Equipment - Accidental ,activation (exc. code 35) 33 'Human - Malicious intent, prank 34 Human- Perceived Emergency i35 'Human - Accidental (alarm accidentally activated by person) 39 "Other False Fire Call CO False calls 137 CO false alarm - perceived emergency (no CO present) 38 CO false alarm - equipment malfunction (no CO present) :Public Hazard 53 ICO incident, CO present (NOT false alarm) 1 Gas Leak - Natural Gas 2 Gas Leak - Propane 43 JGas Leak - Refrigeration 44 Gas Leak - Miscellaneous 45 !;Spill - Gasoline or Fuel 46 ISpill - Toxic Chemical 47 ',Spill - Miscellaneous 48 'Radio- active Material Problem 149 ;Ruptured Water, Steam Pipe 50 _Power Lines Down, Arcing 51 JBomb, Explosive Removal, Standby IF NO CODES fit the emergency t54 ;Suspicious substance action or emergency incident use 157 'Public Hazard no action required Code 99 Other response. 58 Public Hazard call false alarm Do not file a report for non 59 10ther public hazard emergencv FD activities. THE INCIDENT LOCATION INVALID? Response type codes: 96 or 97 APPENDIX K Public and Stakeholder Online Survey Summary & Consultation Materials Municipality of Clarington Fire Master Plan Appendix K - Online Public and Stakeholder Survey Results Summary February 2014 Table of Contents Page K1.0 ONLINE SURVEY ........................................................................................ ..............................1 K2.0 METHODOLOGY ........................................................................................ ..............................1 K3.0 RESULTS FROM PUBLIC SURVEY COMPONENT .................................. ..............................1 K4.0 RESULTS FROM STAKEHOLDER / COMMUNITY GROUPS SURVEY .. ..............................5 List of Tables Table Kl : Resident Use of Clarington Emergency & Fire Services in the Past ........... ..............................1 Table K2: Alarmed for Life Program Visit in Previous 5 Years ................................. ..............................2 Table K3: Awareness of Clarington Emergency & Fire Services ............................... ..............................2 Table K4: Public Satisfaction of Level of Service .................................................... ............................... 3 Table K5: Working Smoke Alarm in Home ............................................................. ............................... 3 Table K6: Fire Safety Information Sources ............................................................... ..............................4 Table K7: Stakeholder Use of Clarington Emergency & Fire Services in the Past ..... ............................... 5 Table K8: Business / Community Assembly Inspection ........................................... ............................... 5 Table K9: Requested Inspection or Education Services ............................................ ............................... 6 Table K10: Stakeholder / Community Group Satisfaction of Level of Service .......... ............................... 6 Page K -i DILLON t])NSI] I NG Municipality of Clarington Fire Master Plan Appendix K - Online Public and Stakeholder Survey Results Summary February 2014 K1.0 ONLINE SURVEY An online survey was conducted to collect and understand the public and community stakeholder experiences with the current services provided by the CEFS. Public and community stakeholder input is essential to the successful preparation of the Fire Master Plan. The results of this survey help to guide suggestions and recommendations throughout this Fire Master Plan document. K2.0 METHODOLOGY The online survey was designed and administered using SurveyMonkey web - interface. The survey was advertised at the Fires Services Master Plan Public Open House on June 11, 2013 and through a link and discussion page on the Municipality of Clarington website. The survey was available online from June 17'', 2013 through September 5t'', 2013. Using skip logic, the survey guided respondents to complete the survey in two components: (1) a public survey comprising residents of the Municipality of Clarington; or (2) a stakeholder / community groups survey polling business owners and participants of community clubs in Clarington. Depending on the respondent's relationship with the Municipality, they may have selected to complete only the public survey, only the stakeholder / community group survey, or both of the surveys. The survey was divided into these two components to identify the experience with the Clarington Emergency & Fire Services from these two unique user groups. As soon as a respondent began entering responses to the survey their participation was recorded, however they were free to exit the survey whenever they chose so in some instances the survey was not completed or not all questions were answered. K3.0 RESULTS FROM PUBLIC SURVEY COMPONENT Fifty -seven respondents identified themselves as residents of the Municipality of Clarington out of sixty - five that completed the public survey. Their responses are summarized below. Table KI illustrates the most recent occurrence that the respondents have used the emergency response services of the CEFS. The majority of resident respondents (30 of 54) have never used the emergency response services. Table KI: Resident Use of Clarington Emergency & Fire Services in the Past Selected Response Frequency Never 30 Yes, within the past 6 months 6 Yes, within the past 1 year 4 Yes, within the past 5 years 9 Yes, within the past 10 years 4 Yes, within the past 25 years 1 Online Public and Stakeholder Survey Results Summary Page K -I / DILLON CONSULTING Municipality of Clarington Fire Master Plan Appendix K - Online Public and Stakeholder Survey Results Summary February 2014 Table K2 indicates that ten of fifty -four respondents had been visited by CEFS in the last five years for the Alarmed for Life Program. Table K2: Alarmed for Life Program Visit in Previous 5 Years Selected Response Frequency Yes 10 No 37 Unsure 7 Table K3 indicates the respondent awareness of different services provided by the CEFS. Most respondents were aware of all services. Respondents were least aware of land -based rescue. Table K3: Awareness of Clarington Emergency & Fire Services Service -t Aware I riot aware Fire suppression (i.e., putting out fires) 53 1 Response to medical emergencies 53 1 Response to hazardous materials 49 5 Response to other perceived emergencies (e.g. carbon monoxide alarms) 51 3 Land -based water rescues 47 7 Response to motor vehicle accidents 52 2 Fire investigations 53 1 Fire code inspections 50 4 Public education events and programs 50 3 Table K4 indicates the respondent satisfaction with the level of service provided by CEFS. Most respondents (37 of 53) are `very satisfied' or `satisfied' with the level of service currently provided. Online Public and Stakeholder Survey Results Summary Page K -2 DILLON CONSULTING Municipality of Clarington Fire Master Plan Appendix K - Online Public and Stakeholder Survey Results Summary February 2014 Table K4: Public Satisfaction of Level of Service Selected Response Frequency Very satisfied 19 Satisfied 18 Somewhat satisfied 11 Not satisfied 5 The Ontario Fire Code requires all single family, semi - detached and town homes in Ontario, whether owner - occupied or rented, have a working smoke alarm on every storey of the residence and outside all sleeping areas. Failure to comply with the Ontario Fire Code smoke alarm requirements could result in a ticket of $235 or a fine of up to $50,000 for individuals or $100,000 for corporations. The Ontario Fire Code specifies that "no person shall intentionally disable a smoke alarm so as to make it inoperable ". This includes, but is not limited to, removing the battery. A tenant, or any other person, who intentionally disables a smoke alarm is guilty of a provincial offence and may be subject to a fine. Table K5 indicates that almost all respondents have a working smoke alarm on all storeys of their homes. Four had a working alarm on at least one floor, one was unsure, and no one answered to not having a working smoke alarm. Table K5: Working Smoke Alarm in Home Selected Response Frequency Yes, on all storeys 48 At least one 4 Unsure 1 No 0 Respondents have received public safety information form the CEFS from the sources indicated in Table K6. The most frequent sources of information are from presence at community events and pamphlets or mail -outs. Online Public and Stakeholder Survey Results Summary Page K -3 DILLON CONSULTING Municipality of Clarington Fire Master Plan Appendix K - Online Public and Stakeholder Survey Results Summary February 2014 Table K6: Fire Safety Information Sources Information Source Frequency School programs 14 Radio announcements 4 Municipality / CEFS website 17 Television announcements 1 Presence at community events 25 Pamphlets or mail outs 21 Fire prevention week open houses at Fire Stations 12 Presentations by CEFS staff to public groups 10 Other (newspaper ads and/or articles) 5 NOTE: Frequency as selected by respondents. Each respondent could select multiple information sources. Comments on concerns or issues related to CEFS included: • Comments requesting additional full -time staff and/or additional fire halls, in particular at Newcastle; • One comment was that full time suppression staff are not required in Newcastle for a few years; • Ensuring there are enough firefighters to support a growing community; • Concern that staffmg of full -time apparatus is three per truck when the minimum should be four; • Concern that responding to medical calls is not an efficient use of resources. Suggested that smaller vehicles should be used and to monitor which vehicles respond to which types of calls. Comments on strengths of the CEFS included: • Excellent communications to Clarington residents and above average response time to emergencies; • Positive comments about attendance at community events, including interaction with youth and the junior firefighter program, open house, and being visible to the public; • Several positive comments about good response time. Online Public and Stakeholder Survey Results Summary Page K -4 DILLON CONSULTING Municipality of Clarington Fire Master Plan Appendix K - Online Public and Stakeholder Survey Results Summary February 2014 K4.0 RESULTS FROM STAKEHOLDER / COMMUNITY GROUPS SURVEY Seven out of fifty -nine respondents identified themselves as a business owner in the Municipality of Clarington. Twenty -seven out of fifty -two respondents identified that they work, study or participate in a club or organization in Clarington. Their responses are summarized below. Table K7 illustrates the most recent occurrence that the respondents have used the emergency response services of the CEFS. The majority of respondents (16 of 31 respondents) have never used the emergency response services. Table K7: Stakeholder Use of Clarington Emergency & Fire Services in the Past Selected Response Frequency Never 16 Yes, within the past 6 months 5 Yes, within the past 1 year 6 Yes, within the past 5 years 2 Yes, within the past 10 years 1 Yes, within the past 25 years 1 Table K8 indicates if the respondents' business / community assembly had been inspected by CEFS and if so, when the most recent inspection occurred. The majority of respondents (20 of 31) indicated an inspection had not occurred or were unsure. Table K8: Business / Community Assembly Inspection Selected Response t Frequency Yes, within the past year 5 Yes, within the past 2 years 4 Yes, within the past 5 years 2 Unsure 10 No 10 Online Public and Stakeholder Survey Results Summary Page K -5 DILLON CONSULTING Municipality of Clarington Fire Master Plan Appendix K - Online Public and Stakeholder Survey Results Summary February 2014 Table K9 indicates that two of 30 respondents have never requested inspection or education services from CEFS. Table K9: Requested Inspection or Education Services Selected Response Frequency Yes 2 No 28 Table K10 indicates the respondent satisfaction with the level of service provided by CEFS. The majority of respondents (14 of 29) are `satisfied' with the level of service currently provided. Table K10: Stakeholder / Community Group Satisfaction of Level of Service Selected Response Frequency Very satisfied 10 Satisfied 14 Somewhat satisfied 3 Not satisfied 2 Comments on concerns or issues related to the CEFS included: • Lack of staffing; • Response in Orono took a while; • Size of fire trucks used on calls when they are not required; and • We don't need any more full -time firefighters. Comments on strengths of the CEFS included: • Opening up door to teach young people about safety; • Education through the schools; and • Active in the community. Online Public and Stakeholder Survey Results Summary Page K -6 DILLON CONSULTING Clarington Fire Master Plan -;M! WELCOME Clarington Emergency and Fire Services welcomes you to this Community Information Open House. We would like to hear what you think about this Fire Master Plan study and invite you to ask us questions and provide us with your comments. Please fill in a comment sheet provided and place in the box on the table or fax/email your comments on or before Tuesday, June 25, 2013. The Municipality of Clarington has undertaken a Fire Master Plan study to review municipal fire protection services and develop a master plan to guide the emergency and fire service as Clarington continues to grow, develop and evolve. The study includes a review the following department components: • Administration • Fire Prevention • Public Education • Training • Staffing and Agreements • Station Locations • Emergency Response • Emergency Planning • Mechanical, Apparatus and Equipment Clarington Fire Master Plan ur CUE N ONTARIO FIRE SAFETY & PROTECTION MODEL: THREE LINES OF DEFENCE 1. Public Education and Prevention Smoke Alarm Program, school and seniors education, fire escape planning, risk management, etc. 2. Fire Safety Standards and Enforcement Inspections, occupancy inspections, licensing approval, violation enforcement, fire investigations, etc. 3. Emergency Response • Office of the Fire Marshal Ontario (OFM) Public Fire Safety Guidelines • National Fire Protection Association (NFPA) Standards • Ministry of Labour (Section 21 Guidance Notes) • Industry Best Practices RESPONSE STATISTICS o Call Volume by Year Call Volume by Type m ■■■S■ �� Clarington Fire Master Plan BACKGROUND INFORMATION / EXISTING CONDITIONS Mission Statement: "To ensure we deliver service excellence through public education, prevention, training and emergency response." Municipality of Clarington Population of approximately 85,000 Major communities include Bowmanville, Courtice, Newcastle and Orono Predominantly rural and agricultural surrounding community centres Experiencing residential infill development and growth as a result of location within the Greater Toronto Area. Experiencing sustained growth Clarington Emergency and Fire Services Staffing Fire Chief 1 Training 2 Deputy Chief 2 Maintenance 1 Admin Personnel 2 Suppression (full -time) 52 Fire Prevention 4 Suppression (volunteer) 125 �� Clarington Fire Master Plan COMMUNITY RISK PROFILE INTRODUCTION l DIL� The Office of the Fire Marshal, Ontario's (OFM) Fire Risk Sub -model introduces the importance of community risk in the following paragraph: `Assessing the fire risk within a communityis one of the seven components that comprise the Comprehensive Fire Safety Effectiveness Model. It is the process of examining and analyzing the relevant factors that characterize the communityand applying this information to identify potential fire risk scenarios that maybe encountered. The assessmentincludes an analysis of the likelihood of these scenarios occurring and their subsequent consequences.' Proactive risk management is an effective tool within the fire master planning process. Identifying and assessing these risks is key to determining the needs and circumstances of the community and should therefore be taken into consideration when planning the future programs and resources provided by the fire services. The risk profile is used to assess the current level of fire protection services provided, and identify where if any potential gaps exist. The Fire Master Plan recommends strategies to address these potential gaps. Clarin ton Fire Master Plan NEXT STEPS Public Input: • Are you satisfied with the level of service provided for the following? — residential, commercial and /or industrial areas (emergency response, etc.) — fire prevention initiatives (inspections, pre - planning, etc.) — public education events, programs and information — medical call responses • Do you have any specific concerns related to the emergency & fire service? • Do you have any ideas how service delivery could be improved? WE THANK YOU FOR YOUR PARTICIPATION Clarington Fire Master Plan Community Information Open House June 11, 2013 Presented by Steve Thurlow Dillon Consulting Outline ✓ Introduction to Fire Master Plans ,/Municipal Responsibilities ✓ Performance Measures ✓ Current Study Scope ✓ Department Background ✓ Next Steps ✓ Questions & Discussion .V CONSU-ING C DILLO V CONSULTING 1 What is a Fire Master Plan? DIN CONSU-ING • Comprehensive evaluation of all current services in relation to relevant legislated standards and best practices. • An opportunity to identify alternative - service delivery options based on evidence supported analyses. • Creation of a strategic, multi -year plan to deliver service based on the "needs and circumstances" of the community. Benefits of a Fire Master Plan ✓ Provide Council and staff with a strategic template for delivering emergency & fire services in response to community risks and needs over the next 5 - 10 years. ✓ Ensure Clarington is addressing legislated responsibilities / requirements ✓ Opportunity for public & stakeholders to participate in developing service level performance targets and measures. 2 Ontario Fire Safety & Protection Model Three Lines of Defence: 1. Public Education and Prevention i. Smoke Alarm Program, school and seniors education, risk management, etc. 2. Fire Safety Standards and Enforcement i. Inspections, Occupancy Inspections, Licensing Approval, Violation Enforcement, Fire Investigations, etc. 3. Emergency Response i. Ontario Fire Marshal's Office Guidance Notes ii. National Fire Protection Association Standards (NFPA) iii. Ministry of Labour (Section 21 Guidance Notes) iv. Industry Best Practices CONSU-ING Municipal Responsibilities DILLON CONSULTING Fire Protection and Prevention Act 1997 (FPPA) states that every municipality shall: (a) Establish a program for public education with respect to fire safety and certain components of fire prevention, and (b) Provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances. 3 (a) Establish a Program for P Education At a minimum this should include: - Simplified Risk Assessment — to identify the extent of other fire protection services. - A smoke alarm program. - Fire safety education activities distributed to residents /occupants. - Inspections upon complaint or when requested to assist with code compliance. CONSU-ING (b) Provide Other Fire Prote IDY Services Services should include: - Identifying the level of fire protection (suppression) services the municipality deems 4 necessary based on its own "needs and circumstances" - Determining this through evaluating factors such as. fire risk, liability, financial*' capabilities, resources, and community and council expectations. n Methodology ✓ Conduct high -level review of overall emergency and fire services department: • Industry best practices • Office of the Fire Marshal, Ontario (OFM) public fire safety guidelines • National Fire Protection Association (NFPA) standards ✓ Consideration of variety of options ✓ Short term (1 -5 year) & long term (5- 10year) recommendations / implementation plan ✓ Align with municipal plans & strategies ✓ Tailor study to meet local needs and circumstances Study Scope Comprehensive review of: ✓ Administration, governance, etc. ✓ Operating guidelines & policies ✓ Staffing and training requirements ✓ Fire prevention & public education ✓ Apparatus, equipment & maintenance ✓ Fire station locations & conditions ✓ Department succession planning ✓ Communications & technology ✓ Contract services ✓ Community emergency management DIL -0N CONSU-ING DILLON CONsdur NG 5 Emergency Response Measure Total Response Time: Is comprised of three primary components: • "Dispatch time ": Time to receive and dispatch the call. • "Turnout time ": Time required for firefighters to react and prepare to respond. • "Travel time ": Actual travel time from the fire station to the incident Emergency Response Measure First Response: The National Fire Protection Association (NFPA) Standard - 1710 refers to a first response as the "Initial Arriving Company" of four firefighters able to commence a limited rescue or fire suppression. o � — 1)1U-ON CONSU-ING f IDILJLON CONS°U L:[ING D Emergency Response Measur &s/ 1)1U-ON CONSU-ING Depth of Response: NFPA Standard 1710 refers to the depth of response as the "Initial Full Alarm Assignment" responding to a structure fire in a typical 2000 ft2 two storey single family dwelling with no basement and includes a minimum staffing of 14 firefighters, plus 1 additional firefighter if an aerial device is required. Emergency Response Measure DN Performance Measures Measure NFPA 1720 (Volunteer Departments) Urban Area Minimum Staff: 15 ( >1000 people/ Response Time: 9 minutes square mile) Meets Objective: 90% Suburban Area Minimum Staff: 10 (500 -1000 people / Response Time: 10 minutes square mile) Meets Objective: 80% Rural Area Minimum Staff: 6 ( <500 people / Response Time: 14 minutes square mile) Meets Objective: 80% Department Background - Static � DI[_IAN Historical Call wro �ssoo s �zooa �ISpa �ooa 0 Call Volume by Year 0 CVI.slL[ 1 \' V Station #1 Bow ville: 2430 Hwy 2 Statio #2 Newcastle: 247 King Avenue East (Relocation to 3333 Highway 2) Station #3 Orono: 5708 Main Street Station #4 Courtice: 2611 Trulls Road Station #5 Enniskillen: 2354 Concession Road 8 moo aaoo ■ aoos scoo - � zms mo — ■ 3010 S izooao — ■ 21 s io ■zma eW i 500 aw am - ■■�n p Fr, L)IIJA COI\'SO A Call Volume by Type Me i,.I oMn all Type 8 Community Risk Profile Analysis of eight key risk factors including- Property stock," ✓ Building height and area," ✓ Building age and construction,- ✓ Building exposures," ✓ Demographic profile ✓ Geography /topography /road network; ✓ Past fire loss statistics," and ✓ Fuel load. Existing Risk Mod Xmti Rr I)IU_ON CONSU-ING Ez::I , WMA Next Steps ✓ Review public and stakeholder input ✓ Present preliminary findings project team ✓ Complete divisional, station response and community risk analyses ✓ Present draft report to project team ✓ Present final report to Council for consideration & approval DI -ON CONSU-ING TI [�J 10 E r-3- TI [�J 10 Public Input IMU-0N CONSU-ING ✓ Are you satisfied with the level of service provided for the following? • residential and /or industrial areas (emergency response, etc.) • fire prevention initiatives (inspections, pre - planning, etc.) • public education events, programs and information • medical calls ✓ Do you have any specific concerns related to the emergency and fire services? ✓ Do you have any ideas how service delivery could be improved? Public Input jPMW DILLON Please provide feedback on the comment forms provided or by email at scharbonneau(&dillon.ca An online survey is also available at httl2://www.surveymonkey.com/ /8 N B6C9V z � � 11 Questions? 12 Clarington REPORT MUNICIPAL CLERK'S DEPARTMENT Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: March 17, 2014 Resolution#: By-law#: N/A Report#: CLD-007-14 File#: C12.EN C12.AG Subject: APPOINTMENTS TO ENERGY FROM WASTE —WASTE MANAGEMENT ADVISORY COMMITTEE AND AGRICULTURAL ADVISORY COMMITTEE OF CLARINGTON RECOMMENDATIONS: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report CLD-007-14 be received; 2. THAT the existing Clarington appointees be thanked for their contributions to"the Energy from Waste —Waste Management Advisory Committee; 3. THAT the following four people be appointed to the Energy From Waste —Waste Management Advisory Committee for a two-year term: 4. THAT Todd Taylor be appointed to the Agricultural Advisory Committee of Clarington for a term ending December 31, 2016; and 5. THAT all interested Mies listed in Report CLD-007-14 be advised of Council's decision. Submitted by: Reviewed by. �- �atttii arri , CMO Franklin Wu, nicipal-Clerk Chief Administrative Officer PLB/jeg CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379 13-1 REPORT NO.: CLD-007-14 PAGE 2 1. BACKGROUND 1.1 Energy from Waste —Waste Management Advisory Committee (EFW-WMAC) The EFW-WMAC was established in 2011. It acts in an advisory role to the Durham Works Committee on issues or concerns which arise with waste diversion, waste management, environmental performance and monitoring of the EFW Facility, including the construction and operational phases. The EFW-WMAC is comprised of nine residents from the Region of Durham; five residents appointed by Durham Regional Council and four residents appointed by Clarington Council, 1.2 Agricultural Advisory Committee of Clarington (AACC) The AACC was established in 2001. The purpose of AACC is to assist the Municipality of Clarington in its efforts to identify, review, discuss and make recommendations to Council on agricultural and related issues. The AACC provides Municipal Council and staff with an agricultural perspective, providing advice on many issues including municipal policy and by-laws. The AACC is comprised of 10 positions (1 of which is from the Durham Federation of Agriculture) + 1 Council Rep. The members are selected to provide an appropriate representation of various farming interests (dairy, beef, apple, greenhouse, cash crops, hog, poultry, etc.). 2. CURRENT SITUATION 2.1 EFW-WMAC - End of Term The following current four Clarington EFW-WMAC members were appointed in 2011, for a two year term: • Marven Whidden • Kathy Coupland • Michelle Speelman Viney • Sophia Wouters As per the terms of reference (Attachment 1), the Region of Durham has notified Clarington's Municipal Clerk, on February 14, 2014, that the re-appointment process has begun. 13-2 REPORT NO.: CLD-007-14 PAGE 3 Accordingly, an advertisement was placed in the Clarington This Week and Orono Weekly Times (on February 19th and 26th), on the Municipality of Clarington's website and social media, with a deadline of March 7, 2014. At the time of writing this report, a total of 10 applications were received as follows: • Louis Bertrand • Wendy Bracken • Kathy Coupland' • Joe Earle2 • Ron Hovianseian • Geoff James3 • Kerry Meydam4 • Victor Suppan5 • Jim Vinson6 • Trevor Winter? NOTES: 'Kathy Coupland is currently sitting on the EFW-WMAC. 2Joe Earle is currently sitting on the Clarington Heritage Committee. 3Geoff James is currently sitting on the Samuel Wilmot Management Advisory Committee. 4Kerry Meydam is currently sitting on the Sustainable Clarington Community Advisory Committee. VVictor Suppan is currently sitting on the Clarington Heritage Committee. 6Jim Vinson is currently sitting on the Committee of Adjustment. 'Trevor Winter's application was received after the deadline. Applications have been circulated under separate cover (Attachment 2) as they contain personal information. 2.2 AACC - Vacancy Gary Jeffery was last appointed to the AACC in 2011 for a term concurrent with Council. The Municipal Clerk's Department received correspondence from Faye Langmaid, Manager of Special Projects and staff representative on the AACC, on February 17, 2014, advising that Mr. Jeffery had passed away and requesting a new member. Following Council's appointments in 2011, all unsuccessful candidates were advised that their applications would remain on file for consideration should a vacancy occur on the AACC. Accordingly, the Municipal Clerk's Department contacted previous applicants to the AACC to determine whether they wish to put their name forward for consideration. 13-3 REPORT NO.: CLD-007-14 PAGE 4 At the time of writing of this report, only Todd Taylor' has confirmed with the Municipal Clerk's Department that he wishes to be considered for appointment to the AACC. Mr. Taylor's application has been circulated under separate cover (Attachment 1) as it contains personal information. NOTE: 'Todd Taylor currently sits on the Committee of Adjustment Mr. Jeffery was a "non-farm" rural member with agricultural experience who provided assistance with nutrient management plans and provided training of pesticide license courses. The AACC suggests that someone with similar experience would be desirable. 2.3 AACC —Term of Office The AACC terms of reference were approved by Council in 2001. On March 25, 2015, Council considered correspondence from the AACC advising Council that on March 14, 2013, the Agricultural Advisory Committee adopted the following resolution and requesting Council's endorsement: "WHEREAS the Agricultural Advisory Committee of Clarington was formed in 2001 and has provided valuable advice to Council and staff on numerous issues; and WHEREAS the terms of reference for the committee identify that the membership be drawn from the different agricultural sectors (dairy, beef, apple, greenhouse, cash crops, hog, poultry, etc.); and that members should also possess; relevant farm experience, technical training in an agriculture-based field, and/or currently involved in agricultural community activities; and WHEREAS the Agricultural Advisory Committee of Clarington has benefitted greatly from members that have been on the committee for a number of years such that the knowledge is transferred from one committee to the next; however, it is also recognized that there is the need of continual renewal within the membership and the fostering of younger members; and WHEREAS the Council Protocol for Advisory Committees sets out the term of Advisory Committees to be the same as that of Council; and WHEREAS the timing of the election in October combined with Council taking office in December effectively meant Committee appointments were delayed until March; 13-4 REPORT NO.: CLD-007-14 PAGE 5 NOW THEREFORE BE IT RESOLVED THAT the Agricultural Advisory Committee recommend Council stagger the terms of members, by appointing half of the membership every two years, for four year terms and that the work of the committee continue until the new members are appointed." Council passed the following Resolution #C-105-13: "THAT the resolution from the Clarington Agricultural Advisory Committee with respect to staggering terms of appointment be endorsed." The AACC is interested in starting the staggering of terms with this new appointment and request that the term end on December 31, 2016. 3. CONCURRENCE: Not Applicable 4. CONCLUSION In order to fulfill the requirements of the EFW-WMAC Terms of Reference, it is recommended that four of the following applicants be appointed to the EFW-WMAC for a two-year term: • Louis Bertrand • Wendy Bracken • Kathy Coupland • Joe Earle • Ron Hovianseian • Geoff James • Kerry Meydam • Victor Suppan • Jim Vinson • Trevor Winter In order to fulfill the requirements of the AACC Terms of Reference, it is recommended that Todd Taylor be appointed to the AACC for a term ending December 31, 2016. CONFORMITY WITH STRATEGIC PLAN — Not Applicable Staff Contact: Patti L. Barrie, Municipal Clerk 13-5 REPORT NO.: CLD-007-14 PAGE 6 Attachments: Attachment 1: EFW-WMAC Terms of Reference Attachment 2: EFW-WMAC Confidential Applications (Distributed Separately) Attachment 3: AACC Confidential Application (Distributed Separately) List of interested parties to be advised of Council's decision: Louis Bertrand Wendy Bracken Kathy Coupland Joe Earle Ron Hovianseian Geoff James Kerry Meydam Victor Suppan Todd Taylor Michelle Speelman Viney Jim Vinson Marven Whidden Trevor Winter Sophia Wouters Mirka Januszkiewicz, Director, Waste Management, Regional Municipality of Durham Melodee Smart, Administrative Assistant, Commissioner's Office, Works Department, Regional Municipality of Durham Ted Watson, Chair, Agricultural Advisory Committee of Clarington F. Langmaid, Manager of Special Projects 13-6 ATTACHMENT# TO REPORT# Energy from Waste-Waste Management Advisory Committee (EFW-WMAC) Terms of Reference 1. Purpose The Energy from Waste-Waste Management Advisory Committee (EFW WMAC) is established to provide a forum for public and other stakeholders to monitor, review and liaise with the Regional Municipality of Durham (Durham) on the EFW facility including how the waste is being sorted prior to arriving on-site. The success of the EFW facility will depend on the diversion measures and waste separation (waste management) that happens at the transfer stations and curb-side collection. The EFW-WMAC (Committee) is being established to satisfy the Host Community Agreement (HCA) with the Municipality of Clarington (Clarington) and the Commissioner & Medical Officer of Health's Report 2009- COW-01 obligations. 2. Mandate The EFW-WMAC will act in an advisory role to the Durham Works Committee on issues or concerns which arise with waste diversion, waste management, environmental performance and monitoring of the EFW facility, including the construction and operational phases. The EFW-WMAC will be comprised of volunteers from Durham appointed by Durham Regional Council and Clarington Council in accordance with these Terms of Reference. 3. Scope of Activities The scope of activities that the EFW-WMAC may undertake include, but are not limited to: a) Review, discuss and improve understanding of waste diversion and management that occurs before the waste arrives at the EFW facility. b) Review, discuss, summarize and/or provide opinions about available information, environmental surveillance programs,-independent environmental testing, public reporting of environmental surveillance data, environmental performance for the EFW facility (as outlined in the Commissioner& Medical Officer of Health's Report 2009-COW-01). c) Identify, assess and study specific issues/concerns which may be related to or associated with the EFW facility or feeder waste management EFW-WMAC Terms of Reference Page 1 of 7 (Revised December 7,2011 and March 28,2012) 13-7 system, including issues referred to the EFW WMAC by the public, local governments, health professionals, etc., or that otherwise come to the EFW-WMAC's attention and to relay findings to Durham's Works Committee. d) Advise on the development and implementation of community outreach activities which support the growth and environmental awareness and appreciation in Durham in co-operation with other organizations where appropriate. This may include public information sessions, educational workshops and participating in some community events. e) Review and discuss matters of public interest regarding the EFW facility and its processes, policies and operation. Advise on emerging issues that may be associated with environmental and human health. f) Facilitate communication between stakeholders. g) Provide a forum for the residents to bring their concerns/questions or suggestions pertaining to the EFW facility. 4. Composition The EFW WMAC will be comprised of volunteers selected at large from Durham in accordance with these Terms of Reference. The EFW-WMAC will be comprised of nine members. Members shall not hold an elected office (municipal, provincial or federal). All members are regarded as individuals and do not represent their respective employers or advocacy group in their capacity as an EFW-WMAC member. Members will be appointed for a two year term to a maximum of three consecutive terms. Appointments will be staggered to provide continuity for the committee. 5. Membership Membership shall consist of nine residents from Durham. Five residents will be appointed by Durham Regional Council. Four residents will be appointed by Clarington Council. The EFW WMAC will notify Durham's Works Committee or Clarington Council, as the case may be, of the need to seek replacement members. Members will be replaced in accordance with the membership selection process outlined in Sections 5 and 6 of these Terms of Reference. Members shall continue to serve until their replacements are appointed. EFW-WMAC Terms of Reference Page 2 of 7 (Revised December 7,201 land March 28,2012) 13-8 Non-attendance for three consecutive meetings will be considered grounds for replacement. Invitations to attend EFW-WMAC meetings will be provided to the following non-voting members: • Staff representative from Durham's Works Department. • Staff representative from Durham's Health Department. • Staff representative from The Regional Municipality of York. • Staff representative from Clarington. • Staff representative from the Ministry of,the Environment. • Senior staff representative of the facility's design, build, operate (DBO) contractor and operator. • Ward 1 Local and Regional members of Clarington Council. 6. Call for Membership Durham will advertise the opportunity to participate in the EFW-WMAC using local newspaper(s) within the boundary of Durham. Responses will be evaluated by Durham's Senior Waste Management staff and recommended for appointment by Durham's Works Committee and Durham Regional Council for five members. Clarington will advertise the opportunity to participate in the EFW-WMAC as a representative of Clarington, using Clarington's process for committee appointments for four members. 7. Eligibility Criteria/Evaluation Interested residents from Durham must provide a detailed resume with a covering letter outlining their interest and their qualifications in being appointed to this Committee. The submission of additional information on why they should be selected for membership, detailing their knowledge of the EFW facility and the Environmental Assessment process and project will be considered. Previous participation or experience with committees/working groups will be considered an asset. EFW-WMAC Terris of Reference Page 3 of 7 (Revised December 7,201 land March 28,2012) 13-9 Every potential appointee must disclose any obligation, commitment, relationship or interest that could conflict or may be perceived to conflict with his or her duties as part of the EFW WMAC. A conflict of interest could arise in relation to personal matters including: • Directorships or other employment. • Interests in business enterprises or professional practices. • Share ownership. • Existing professional or personal associations. • Professional associations or relationships with other organizations. • Personal associations with other groups or organizations, or family relationships. 8. Officers The Chair will be elected by the Committee and serve for a two year term. The Vice Chair will be elected by the Committee and serve for a two year term. If a vacancy of any of the key roles occurs, a replacement will be elected by the Committee. Chair • Shall manage and provide leadership to the committee. • Shall chair meetings, maintaining order, while allowing for discussion and input from committee members and staff representatives. • Shall establish and maintain a positive meeting environment. • Shall make presentations as requested, including at least one presentation annually to Clarington Council and Durham Works Committee/Regional Council. • Shall co-ordinate any exchange of information (advise, request for information, etc.) through the EFW WMAC to Durham's Works Committee. Vice Chair • Shall act on behalf of the Chair in his/her absence. EFW-WMAC Terms of Reference Page 4 of 7 (Revised December 7,201 land March 28,2012) 13-10 Durham Staff Liaison • Shall chair the inaugural meeting. • Shall prepare all meeting agendas and take minutes. • Shall keep a current and accurate statement of all expenses. • Shall update the website by posting minutes, annual reports and any other important meeting correspondence. • Shall advertise each meeting in Durham area newspapers. 9. Support Services The Waste Management division of Durham's Works Department will appoint a staff liaison to the EFW-WMAC to provide administrative, procedural and technical support to the EFW-WMAC. The Region will provide secretariat support. The staff liaison will co-ordinate all requests for advice from the EFW WMAC through meeting agendas. EFW-WMAC responses to such requests shall be co- ordinated by the Chair and the staff liaison to the Works Committee. Regional Council will provide an annual budget of up to but not limited to $20,000 to cover operational expenses of the EFW WMAC, and this budget will be administered by the Durham Works Department. Appointed'EFW-WMAC members will be reimbursed for mileage expenses for attendance at EFW-WMAC meetings upon submission of an expense sheet in accordance with Regional policy. Any other funding requests must be submitted, in advance to the Durham Works Department for consideration. Durham will provide space on its website to post information such as meeting minutes and other relevant information. Upon request, the representatives of the Regions, contractors and governmental/regulatory bodies shall ensure that all studies and other information relevant to the Committee's mandate are made available to the EFW WMAC. 10. Meetings/Resolutions The EFW-WMAC shall meet quarterly throughout the year at Regional Headquarters. Meeting dates must be determined such that they take into account business needs and the schedule of Regional Committees/Council. The meeting location may be subject to change once the EFW facility is operational EFW-WMAC Terms of Reference Page 5 of 7 (Revised December 7,201 land March 28,2012) 13-11 j and providing space is available. The EFW-WMAC will establish a meeting schedule at its inaugural meeting. The Committee may choose to adjust the schedule taking into account business needs and the schedule of Regional Committees/Council, however, must ensure that one meeting will be held per quarter. Special meetings may be held at the call of the EFW-WMAC Chair. All meetings will be posted on the Durham website, and any changes to the dates must be posted on the Durham website two weeks in advance of the proposed meeting. All meetings will be open to the public. Asa formal Advisory Committee to the Region, the EFW-WMAC is subject to Regional Council Rules of Procedure unless otherwise specified in these Terms of Reference. All decisions made by the EFW-WMAC will be based on a majority vote unless otherwise specified in these Terms of Reference or Regional Council Rules of Procedure. Quorum shall consist of a majority of the sitting members. 11. Delegations to Meetings Any person wishing to appear as a delegate to the EFW-WMAC must submit a written request no later than 9:30 a.m. on the Monday preceding the meeting to the EFW-WMAC staff liaison advising of the topic on which they wish to speak for inclusion in the agenda. The staff liaison will forward the written request to the EFW-WMAC Chair if the relevance of a delegation appears to be outside the mandate of the Committee, then the Chair will request that the Committee decide as to whether a delegation should be heard. Materials to be presented by a delegate shall be provided one week in advance of the meeting. Any person wishing to address the EFW-WMAC who has not previously arranged to do so may be granted permission to do so only by a two-thirds affirmative vote of the Committee. 12. Minutes and Agendas Agendas will be distributed two weeks in advance of upcoming meetings. The minutes of each EFW-WMAC meeting will be included on the subsequent meeting's agenda for approval. Following the meeting, the unapproved minutes will be circulated by e-mail to the Committee members upon completion. The unapproved minutes will be forwarded to Durham's Works Committee for information and posted on Durham's website. When the minutes are approved, any amendments will be forwarded to Durham's Works Committee. EFW-WMAC Terms of Reference Page 6 of 7 (Revised December 7,201 land March 28,2012) 13-12 13. Annual Reports An annual report summarizing the activities of the previous year shall be prepared by the EFW-WMAC and the staff liaison, and forwarded to Durham's Works Committee and Clarington Council. The report should include any suggested revisions to the Terms of Reference. The Chair of the EFW-WMAC will present their annual report, and any additional reports as requested to Durham's Works Committee/Regional Council and to Clarington Council. An annual review of the EFW-WMAC will be completed by Durham's Works Committee to determine the effectiveness of the EFW-WMAC and ensure continued improvement. Clarington Council will be consulted on any changes to the Terms of Reference. 14. EFW-WMAC Dissolution The Committee can be dissolved at any time by Durham Regional Council, in consultation with Clarington Council and the members, providing that the requirements of Durham Report 2009-COW-01 and Host Community Agreement have been fulfilled or upon the decommissioning of the facility. EFW-WMAC Terms of Reference Page 7 of 7 (Revised December 7,201 land March 28,2012) 13-13 Clarftwn REPORT MUNICIPAL CLERK'S DEPARTMENT Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: March 17, 2014 Resolution#: By-law#: Report#: CLD-008-14 File#: Subject: 2014 MUNICIPAL ELECTIONS - SPECIAL VOTING LOCATIONS RECOMMENDATIONS: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report CLD-008-14 be received; 2. THAT hours of voting in institutions and retirement homes on Voting Day be approved as follows: Special Voting Location Hours of Voting Whitecliffe Terrace Retirement Residence 9:30 AM - 12:00 NOON Glen Hill Marnwood 2:00 PM -4:00 PM Fosterbrooke Long-Term Care Facility 2:00 PM -4:00 PM Glen Hill Strathaven 2:00 PM -4:00 PM Kingsway Arms 10:00 AM - 12:00 NOON Lakeridge Health Bowmanville 10:00 AM - 12:00 NOON 3. THAT the draft by-law.attached to Report CLD-008-14 be approved by Council. o cciz, Submitted by: Reviewed by: Oa-0 rrie, CMO Franklin Wu, Muni(�ipal Clerk Chief Administrative Officer CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379 13-14 REPORT NO.: CLD-008-14 PAGE 2 1. BACKGROUND The Municipal Elections Act, 1996, as amended, (the "Act") requires that voting must be provided on the premises for institutions with 20 or more beds occupied by persons who are disabled, chronically ill or infirm and for retirement homes in which 50 or more beds are occupied. These locations are commonly referred to as "special voting locations". The Act dictates that voting places be open for electors between the hours of 10:00 AM and 8:00 PM but also provides that Council may pass a by-law for opening earlier than 10:00 AM on Voting Day, and provides that Council may pass a by-law to provide for reduced opening hours of special voting locations, provided the special voting location is only for the respective residents. Institutions in Clarington qualifying as special voting locations are: Whitecliffe Terrace Retirement Residence, Glenn Hill Marnwood, Fosterbrooke Long-Term Care Facility, Lakeridge Health Bowmanville, Kingsway Arms, and Glenn Hill Strathaven. Each of these voting locations will be only for the respective resident electors. Voting hours per location are based on the analysis of time required to process electors at each location, and have been established in co-operation with the Administration staff of each facility. Election Officials assigned to these special voting locations will conduct the vote during the specified hours. After the close of vote, the Election Officials working at the special voting locations will immediately proceed to the Municipal Clerk's Office, 2nd floor, 40 Temperance Street, Bowmanville where the ballot box and supplies will be securely stored until 8:00 PM, at which time the boxes will be unsealed by the Municipal Clerk who shall cause the votes to be tabulated. The recommended voting hours for Clarington's special voting locations are as follows: Special Voting Location Hours of Voting Whitecliffe Terrace Retirement Residence 9:30 AM — 12:00 NOON Glen Hill Marnwood 2:00 PM —4:00 PM Fosterbrooke Long-Term Care Facility 2:00 PM —4:00 PM Glen Hill Strathaven 2:00 PM —4:00 PM Kingsway Arms 10:00 AM — 12:00 NOON Lakeridge Health Bowmanville 10:00 AM — 12:00 NOON 13-15 REPORT NO.: CLD-008-14 PAGE 3 2. CONCURRENCE - Not applicable 3. CONCLUSION To best serve our electors residing in institutions within our community, it is recommended that voting be provided on site for the residents during the recommended hours. CONFORMITY WITH STRATEGIC PLAN — Not Applicable Staff Contact: Patti L. Barrie, Municipal Clerk Attachments —Attachment No. 1 — Draft By-law List of interested parties to be advised of Council's decision: Not Applicable 13-16 Attachment 1 to Report CLD-008-14 BY-LAW NO. 2014-xxx Being a By-law to provide for reduced hours of voting in institutions and retirement homes on Voting Day WHEREAS section 46(2) of the Municipal Elections Act, 1996, as amended, provides that a municipal council may pass a by-law with respect to opening specified voting places before 10:00 AM on Voting Day; and WHEREAS section 46(3) of the Municipal Elections Act, 1996, as amended, provides that a municipal council may pass a by-law with respect to reduced voting hours in voting places in retirement homes or those institutions as defined in Section 45(7) of the Act, where the voting place is only for the use of the residents; NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON HEREBY ENACTS AS FOLLOWS: 1. THAT the voting places listed below which shall be for the use of the residents of the respective voting place only, shall be open during the hours specified: Special Voting Location Hours of Voting Whitecliffe Terrace Retirement Residence 9:30 AM — 12:00 NOON Glen Hill Marnwood 2:00 PM —4:00 PM Fosterbrooke Long-Term Care Facility 2:00 PM —4:00 PM Glen Hill Strathaven 2:00 PM —4:00 PM Kingsway Arms 10:00 AM — 12:00 NOON Lakeridge Health Bowmanville 10:00 AM — 12:00 NOON BY-LAW read a first, second and third time and finally passed this day of March, 2014. Adrian Foster, Mayor Patti L. Barrie, Municipal Clerk 13-17 REPORT 0i' -Itian F-M- 9toll FINANCE DEPARTMENT Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: MARCH 17, 2014 Resolution#: By-law#: Report#: FND-003-14 File#: Subject: FINANCIAL UPDATE AS AT DECEMBER 31, 2013 RECOMMENDATIONS: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report FND-003-14 be received for information. i Submitted b i,G ���i,i``C�� ` Reviewed b y. � y. Nancy T y or, BBA, CPA, CA Franklin Wu, Director of Finance/ Treasurer Chief Administrative Officer NT/CC/hjl CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379 15-1 REPORT NO.: FND-003-14 PAGE 2 1.0 BACKGROUND AND COMMENT 1.1 The financial update report has been designed to focus on overall budget variance reporting. 2.0 FOURTH QUARTER OF 2013 RESULTS 2.1 Attachment "A", The Summary of Operating Expenditures and Revenue statement compares the Municipality's budget to actual posted expenditures as of December 31, 2013. The statement reflects the Municipality's operating budget only and excludes year to date expenditures for the consolidated hall/arena boards. Net year to date expenditures as of December 31, 2013 totaled $45,579,694, which represents 95.5% of the total 2013 budget. 2.2 Attachment "A" is intended to provide an indication of the status of the Municipality's operating accounts compared to the approved budget as at December 31, 2013. It is important to note that the figures presented in this report do not represent final year-end figures. Year-end accruals and adjustments necessary to ensure revenue and expenditures are charged to the appropriate fiscal year will continue to be done to finalize the 2013 year and prepare the Municipal Financial Statements in accordance with the Canadian generally accepted accounting principles. These are unaudited year-end figures as our audit will not be completed until the end of June 2013. 2.3 Overall, the operating budget is on target for the Mayor and Council as well as the CAD's office. The Mayor and Council expenditures are 91.3% of the 2013 budget. The CAO's office is at 99.2% of the 2013 budget. 2.4 As of December 31, the Legal net expenditures are 118.2% of the 2013 budget. Revenues are lower than budgeted however this is mitigated by higher than budgeted plan agreement fees. Expenditures are at 110% of the 2013 budget. This is can be attributed to the Council decision regarding a legal settlement. Without the legal settlement, Legal net expenditures are 98.2% of the 2013 budget. 2.5 Corporate Services are in line with the 2013 budget at 94.8%. As of December 31, revenues are higher than budgeted at 227.7%. This is due to the 2013 WSIB rebates of$125,164. Expenditures are within the 2013 budget at 97.7%. Some accounts such as advertising were over budget but this was offset by other accounts realizing some savings. 2.6 As of December 31, 2013, the Clerk's department net expenditures are at 90.2%. There was a decrease in wildlife damage compensation claims for livestock 15-2 REPORT NO.: FND-003-14 PAGE 3 which reduces both expenditures and revenues as this program is funded and regulated by the Province. Animal licences are below budget and decreased from 2012. However, cemetery plot sales have increased and are over the 2013 budgeted amount. 2.7 The Finance net expenditures are at 83.8% of the total 2013 budget. The Finance revenues are higher than the annual budget at 116.1% as of December 31, 2013. This is due to the higher than budget amount of the fines and penalties on taxes. The year to date figure of 2013 ($1,518,769) is higher than budgeted for the 2013 year ($1,300,000) but are lower than the 2012 interest and penalties ($1,736,246). This is a reflection of the continuing success of the collection of outstanding taxes. Finance is below budget on legal fees and printing. As noted in 2.2, not all year-end adjustments and accruals have been posted and these figures will change. 2.8 The Emergency Services net expenditures are on budget with the 2013 budget figures. As of December 31, 2013 year to date expenditures represents 97.6% of the total 2013 budget. Revenues are above budget due to revenues from OPG relating to training, annual fire inspection review and annual safety plan review as well monies received for SCBA gear. Also, revenue increased due to the event by Live Republic. 2.9 The Engineering Department net expenditures are 81.6% of the 2013 budget. This positive percentage can be attributed to the favourable building permit revenue. As of December 31, 2013, the building permit revenue at $1,935,556 exceeded the total 2013 budgeted amount of $1,500,000. As noted in the third quarter financial update, this increase in the fourth quarter of the building permits can be attributed to the change in the building code requirements (2012 Building Code) for enhanced energy efficiency that was effective January 1, 2014. Accordingly there will likely be a decline in building permits for the first quarter of 2014 as many would have applied for building permits in advance of the new requirements. If the transfer of the Engineering and Inspection Fees are excluded from the calculation as it is an ongoing transfer to the Reserve Fund, the net expenditure remain the same and the revenues and expenditures are 131% and 95.7% respectively. 2.10 The Operations Department net expenditures are 102.3% of the 2013 budgeted amount. The Fleet expenditures are currently below the budgeted amount. It is important to note that most adjustments to these accounts are made at year-end and have not been posted yet. Operating expenditures (not including debenture and fleet) have increased. Certainly, winter maintenance costs increased in the 15-3 REPORT NO.: FND-003-14 PAGE 4 fourth quarter with the severe winter storms. Also, cemetery maintenance costs increased as the Municipality took over the Hampton Union Cemetery in 2013. 2.11 Community Services net expenditures are on target with the budget overall at 98.4% of the 2013 budget. Revenues are at 100.21% and total expenditures are at 99.3% as of December 31, 2013. Overall, Community Services revenues are over budget in most areas such as day camps, aquatic programs, fitness programs and ice rentals and other rentals despite the loss of rental income from the closed daycare at CCC. As well, the total operating expenditures are in line with the 2013 budget at 99.1% even with the unexpected increase in electricity cost due to the uncontrollable Global Adjustment factor. 2.12 The Planning Department net expenditures as of December 31, 2013 are 93% of the 2013 budget. The expenditures are in line with the budget as of December 31, 2013 at 101.2%. The favorable net expenditures are due to the higher revenues in 2013 at 159.4%. Planning revenue is higher than budgeted in almost all sources of revenue. 2.13 The Board and Agencies include the Library, Museum and Visual Arts Centre. These expenditures are in line with the budget. During 2013, the Library received additional funds for capital projects approved in prior year budgets - a computer system update and library study. These funds had been set aside in previous years in the Library Computer Equipment Reserve Fund and Development Charges General Government Fund respectively. The entries are posted to the Library accounts and the offsetting transfer from the Reserve Fund is posted to the 05 Non-Department Accounts. 2.14 Attachment "B", Continuity of Taxes Receivable for the year ending December 31, 2013 provides the status of the taxes billed and collected by the Municipality of Clarington during the fourth quarter of 2013. A total of $3,080,554 in supplementary tax bills were issued to property owners in the Municipality during this period. At the end of December 2013, a total of $4,937,103 remains unpaid. The net balance is $2,705,979 lower than the prior year at this time, a decrease of 35.4%. In 2013, there was an increase in tax write offs due to ARB decisions on commercial properties, and settlement of a commercial tax sale property. This is evident from the significant decrease of 43% in the taxes receivable for prior years. Ongoing processes continue to hold the line in the balance of taxes outstanding as reflected in the decrease in current year taxes receivable of 6.5%. Also a factor is the increase in the pre-authorized payment (PAP) program resulting in an increase of 12.8% in pre-paid taxes. 15-4 REPORT NO.: FND-003-14 PAGE 5 2.15 Attachment "C", Investments Outstanding as of December 31, 2013 provides the status of the Municipality's general, capital and reserve fund investment holdings at the end of the 2013. The Municipality at December 31, 2013 holds $0 in general fund investments, $0 in capital fund investments, $8,900,404.93 in Development Charge reserve fund investments and $46,198,988.42 in reserve fund investments to fund future commitments. General fund investments are short term in nature and timed to mature when funds will be required. Investments held in the Municipality's portfolio are assessed on an ongoing basis to ensure they meet the requirements of Section 418 on the Ontario Municipal Act, Ontario Regulation 438/97 and the Municipality's investment policy. Currently, general fund investments are held in the Municipality's general bank account as the interest rate on the account is more favourable than money market instruments because of current economic conditions. This environment of low interest rates is anticipated to continue for the next few years. The short- term interest rates and the current cash flow needs are reviewed on a regular basis. 2.16 Attachment "D", Debenture Repayment Schedule provides the status of the Municipality's long-term obligations. The Municipality had $21,839,480.59 in outstanding debt as of January 1, 2013 and debt repayment obligations of $3,405,690.41. Factoring in a new debenture for the Green Road Grade Separation works (as approved in 2013) but not yet issued, the outstanding debt in 2014 will be $25,687,677.76. The 2014 budget amount of $3,895,375.22 reflects debt repayment amount adjusted for the accrual basis for interest and the estimate for the new debenture for Green Road. The annual principal and interest payments required to service these liabilities are well within the annual debt repayment limits prescribed by the Ministry of Municipal Affairs and Housing. 2.17 Attachment "E", Municipal Development Charges as of December 31, 2013 provides the total Municipal development charges collected of $6,339,144.16. In 2010 Development Charges Background Study, it was forecasted that the municipality would be collecting approximately 854 residential units total for 2013 or approximately 69 units per month. For the 2013 year there were 422 units.. For 2013 budget calculations, the figure of 525 units was used. 2.18 Analyzing the number of units issued in 2013, there was a decrease of 21% compared to 2012. Comparing the total dollars collected 2013 to 2012, there was a decrease of 26.3% in municipal development charges collected. 2.19 New building permits applied for after January 1, 2014 are required to comply with the 2012 Building Code including enhanced energy efficiency requirements. 15-5 REPORT NO.: FND-003-14 PAGE 6 Builders will choose to avoid the new requirements and the associated costs. As a result there was a substantial increase in building permits in December 2013. However, the corresponding increase in development charges for December 2013 has been delayed. This is a result of the grace period given to developers in the beginning of January due to the shutdown of the Municipal Administration Centre over the holidays. A similar situation occurred in December 2012; however the grace period was not in affect at this time. In January 2014 there is a significant increase in development charges collected. This will be included in the first quarter report for 2014. 3.0 CONCURRENCE — not applicable 4.0 CONCLUSION 4.1 The report is provided as information to Council. Ongoing reports will be provided quarterly. CONFORMITY WITH STRATEGIC PLAN — The recommendations contained in this report conform to the general intent of the following priorities of the Strategic Plan: Promoting economic development X Maintaining financial stability Connecting Clarington Promoting green initiatives Investing in infrastructure Showcasing our community Not in conformity with Strategic Plan Staff Contact: Nancy Taylor, B.B.A., C.A., Director of Finance/Treasurer Attachments: Attachment "A": Summary of Operating and Expenditure and Revenue Attachment "B": Continuity of Taxes Receivable Attachment "C": Investments Outstanding Attachment "D": Debenture Repayment Schedule Attachment "E": Municipal Development Charges 15-6 THE MUNICIPALITY OF CLARINGTON ATTACHMENT"A" SUMMARY OF OPERATING EXPENDITURES&REVENUES FOR 2013(Preliminary) 2013 2013 :; 2013 YTD s 2013 2012 2012 2012 YTD 2013 Qtr 4 - 2013 Qtr 4 Quarter 2013 2013 Budget YTD Actual YTD Unexpended % Budget YTD Actual YTD Unexpended YTD Budget YTD % Total Budget %ofAnnual OS NON-DEPT'L ACCTS , Budget Revenue/Recoveries (6,294000697)' (7,28033,183366), 589,129 108.5% (7,357,561) (13,487,462) 6,129,901 (2,139,807) (539,549)' 25.2% (6,894,007) 108.5% Ex endit ures .. .. .,. ... 870 99.6% 209,899 209,899 0 _ 0 0 210,769': 99.6% NetExpendrtures _,.._ (6,683,238): (7,273,237) 589,999: 108.8% (7,147,662) (13,277,563) 6,129,901 (2,139,807) (539,549) 25.2% (6,683,238) 108.8% 10MAYOR&COUNCIL .. .. _. _. ._.................... _... .. .... .._...... _. _. . .Net Expenditures 870,733: 794,724• 76,009: 91,3% 855,240 800,484 54,756 190,544 192,309-; l 0 0.9% 870,733 91.3% ..._ _... __._...... ,156 Net Expenditures 598,1>6I 593 5,020 99.2% 493,308. 529,789. (36,481) 145,616 158,263 108.69% 598,176 i 99.2% 14 LEGAL ADMIN ---- ................. Revenue/Recoveries 128 000. i4.6% - ""-- -"- -- ---- ( ) """ (108,236). (15 764) (176,000) (96,938) (79 062 58 012 _. ) ( ) (aa,o7s) iso/ (128 000 _sd.a% Expenditures 532,088'i 586,041 (53,953). 110.1% 544,592 "587,820 " ) 121.5/0 532,088 110.1% Net 1.Expenditures 404,0881 477,805: (73,717)' 118.2% 368,597 490,882 "(122,290) 191,633 137,799! 150.4% 404,0881 118.2% 16 CORPORATE SERVICES Revenue/Recoveries (96,500); (219,694)', 123,194' 227.7% .(100,200) (247,684) 147,484 (5,110) (132,121) 2,55.5% (96,500) _ 227.7%Ex enditures 4,366,498 1 4,267, 2 99,116 97.7 4,242,740 4,36,62 (73,912) 897,001 918,834 1 102.4% 4,366,498 97.7% et Expenditures 4,269,998' 4,047,688 222,3101 94.8% 4,142,540 4,068,968 73,572 891,891 786,713; 88.2% 4,269,998: 94.8% _ _.. _... _..... Revenue/Recoveries (738,600): (638,056 (10Q,544j: 864% (655,40 O).. (748,226 92,826 136,595_)....._.. (159,907): 117.1% (7_3..8.,.6 00.),. .__....._ ...... 86.4% Expenditures 2,859,1951 2,551,583 307,612' 89.2% "2,471,628 2,549,599 (77,971) 666,404 505,662! 75.5%Ne_t..,Ex enditures _......._... 2,120,595 , , , . 2859195 .82% " ,86,228 1,801,373 14,855 529,809 345,755 65.3% 2,120,595 90.2% 21 FINANCE&UNCLASS ADMIN Revenue/Recoveries )] (1 819,301) 252,301 116 1% (1,455,000) (2,102,349) 647 349 (402,012) (455,539) 113 3/ (1,567,000) 116.1 .... .. _.1,567000 ... _ _....... _ UnclassifiedAdmin&Board of Trade 2,217200 " '0_.._. - _...._.. ..._.._ ...__... .__..__...... 2082,343 ,.134857 93.9% 4,039,706 6,862,03'1 " .(4,822,325) 352,200 146,500 41.6/, 2,217,200. 93.9% Expenditures P 2,201,993: 2,128,070: 73,923 96.6% 2,029,410 2,071,344 (41,934) 493,871 544,022: 110.2% 2,201,993: 96.6% Total Expenditures 4,419,193: 4,210,413 208,780 95.3% "4,069,116 8,933,375 (4,864,259) 846,071 690,522 1 81.6% 4,419,193 95.3% Net Ex enditures .. 461,081: 83.6% 2,614,116 6,831,026 (4,216,910) 444,059 234,983 f 52.9% 2,852,193: 83.8% P 2,852,193; 2,391,112 28 EMERGENCY SERVICES FIRE* _ .. ._... ... ..___......_ _.__ _ Revenue/Recoveries 49 0-00 -- - -- ( ) ( ... 144) 253 144 616 6% (38,800) (92,836) 54,0 36 (21 822) (94,691) 433 9/ (49 000) 616.6% Expenditures 10,364,679: 10,373,926" (9,247) 100.1%, '"9,713,809 9,859,474: "(145,665) 2,389,919 2,767,216 11-5.8%1 10,364,679 100.1% Net Expenditures 10,315,679 10,071,782 243,897 97.6% :"9,675,009 :. .9,766,638 (91,629) 2,368,097 2,672,525 112.51/. 10,315,679: 97.6 Cal v FND-003-14 1 of 2 Attachment"A" Cn 00 THE MUNICIPALITY OF CLARINGTON ATTACHMENT"A" SUMMARY OF OPERATING EXPENDITURES&REVENUES FOR 2013(Preliminary) 2013 ! 2013 ? 2013 YTD .i 2013 2012 2012 2012 YTD 2013 Qtr 4 j 2013 Qtr 4 Quarter 2013 2013 Budget YTD Actual YTD ;Unexpended % Budget YTD Actual YTD Unexpended YTD Budget YTD % Total Budget :%of Annual 32 ENGINEERING SERVICES `s _ Budget .... .. _........ .......... ..): (2,846,777)'. ._1,2871 727 ; Revenue/Recoveries (1,559,050; 182.6% .(1,359,050) (2;121,909): 762,859 (304,197) (1,342,175): 441.2% (1,559,050). 182.6% .. .. ..__.......... .. .. ._ .. .. _.... . . Expenditures 5,475,757 6,041,558. (565,801)', 110.3% 5,498,407 5,376,673 121,734 820,602 1,286,874 156.8% 5,475,757 110.3% _ ( )' ( ) Net Expenditures 3,916,707 3,194,781 ' 721,926; 81.6% 4,139,357 3,254,764 884,593 516,405' 55,301 10.7% 3,916,707 81.6% 36 OPERATIONS Reve nue/Recovenes (543 665 1 _ -�- - - -- - -- __... _.) (506,841) (36824)._....._._932% .(437,700) '..(713,647), 275947 (98,532.. . (153,513). -155.8% (543,665), 93.2% Fleet&DebenturetPymts 935,055 14'044,094 -(706,349) 105.3% 12,728,51 B 13,308,947 (580,429) 3,513,301' 4,187,375 119.2/ 13,337,745. 105.3% Operating P 13,337,745 ,.._ 505,300. 429,755;.._ 54.0°0 / 832,968 1,103,991 (271,023) 149 875 87,105 56.1% 935,055: 54.0 Total Expenditures 14,272,800, 14,549,394 (276,594)1 101.9% 13,561,486 .14,412,938. (851,452) 3,663,1761 4,274,480 116.7% 14,272,800 101.9 Net Expenditures 13,729,135 1 14,042,553 f (313,418): 102.3% 13,123,786 13,699,291 (575,505) 3,564,6441 4,120,967; 115.6% 13,729,135 102.3% 42COMMMUNITYSERVICES .. ............ ... ..t..... ._...__-.. E ........._........ _..___..__ .___....� ..__..._.__.... Revenue/Recovenes (4,555 570) (4 599 272) 43 702 101 0/ (4,440,865) (4,444,604 3,739 1 268,459 .. ..._.. --- -.. ..... ._ . .... ... ._.. .. ) ( ) (1,181,553): 93.1% (4,555,570):.. .101.0% ._. Operatmg Expenditures 9,471,148: 9,382,454 88,694 46.'1% .9,317,422 9,594,484: (277,062) 2,31 7 562 2 725 350 117.6% 9,474,148 '99.1% Annual Grants&Debenture Pymts 3,329,010: 3,326,362 2,648� 99.9% � ' � '�..- _ :3,400,972 � 3,442,690 (41,718) 293,150: 3,329,010: 99.9% Total Expenditures 12,800,158 i 12,708,816': 91,342; 99.3% .12,718,394 .:13,037,174 (318,780) 2,317,562 3,018,500 j 130.2% 12,800,158 99.3% _Net Expenditures 8,244,588; 8,109,544 135,044. 98.4% 8,277,529. 8,592,570 (315,041) 1,049,103 1,836,947 175.1% 8,244,588 98.4% ...__._._.._.___.__._._.__._...._...__.........._........._.._._..._._.._......._ ....._ ._ .. .... ......_.._... ... ._..._. ........__ i ...... ...... .. . . ... 50 PLANNING SERVICES .... _.... Revenue/Recoveries (467,500); (745,070) 277570' 1594% (432,000); , (763,563) 331,563 (156,073)' (325,121) 208.3/ (467,500) 159.4% Expenditures 3,797,152 3,842,702 1 (45,550): 101.2% 3,747,707. 4,026,565 (278,858) 715,411 837,398! 117.1% 3,797,152: 101.2% Net Expenditures 3,329,652: 3,097,632 232,020:' 93.0% 3,315,707 3,263,002 .52,705 559,338 512,277 91.6% 3,329,652 93.0% i y j , BOARDS&AGENCIES Net Board&External Agencies 3,749,4901 4,118,627;. (369,137).' 109.8% 3,614,005 3,696,881 . (82,876) 2,749 2,8921 105.2% 3,749,490. 109.8 ..............—_..__..__............_ --........... .. . . TOTAL OPERATING Revenue/Recoveries _.(16,598 892) (19 268 527) _ 2 669 635 116.1% (16,452,576) (24,819,218) 8,366,642 4,590,619 4,428,248). 96 5/ (16 598 892) 1161 Expenditures 64,316 688 64,848,221 531,533. 100.8% 61,740,331 68,337,323 6,596,992 12,804,700 14,834,828 115.9/ 64,316,688. 100.8 Net Operating Expenditures 47,717,796; 45,579,694' 2,138,102 95.5% 45,287,755 43,518,105 1,769,650 8,214,081 10,406,580 126.7% 47,717,796 1 95.5% FND-003-14 2 of 2 Attachment"A" ATTACHMENT"B" CORPORATION OF THE MUNICIPALITY OF CLARINGTON Continuity of Taxes Receivable for the Fourth Quarter"of the Year 2013 Sep 30,2013 DECEMBER DECEMBER BEG.BALANCE INTEREST TAXES PAYMENTS/ 2013 2012 RECEIVABLE ADDED BILLED BALANCE ADJUST.*** PREPAID TAXES Note 1 3,727,090 3,305,389 CURRENT YEAR TAXES 14,785,819 2,587,421 17,373,240 (11,386,597) 5,986,643 6,394,895 PENALTY AND INTEREST 183,086 315,159 498,246 257,957 240,289 265,801 FIRST PRIOR YEAR TAXES 2,434,052 439,756 2,873,809 (1,081,696) 1,792,113 2,668,341 PENALTY AND INTEREST 202,095 79,734 281,830 131,195 150,635 245,339 SECOND PRIOR YEAR TAXES 590,434 - 53,376 643,810 (366,044) 277,766 604,075 PENALTY AND INTEREST 73,688 18,546 92,234 44,869 47,365 115,853 THIRD&PRIOR YEARS TAXES 127,746 - 127,746 (16,194) 111,552 508,302 PENALTY AND INTEREST 57,595 4,433 62,028 4,197 57,830 145,865 TOTAL 18,454,516 1 417,872 3,080,554 21,952,942 13,288,750 4,937,103 7,643,082 *** Includes refunds,write-offs,357's,etc. NOTE 1: Prepaid taxes include property tax preauthorized payment program(PAP). 15-9 CORPORATION OF MUNICIPALITY OF CLARINGTON ATTACHMENT"C" INVESTMENTS OUTSTANDING As at December 31,2013 ORIGINAL ISSUER OF TYPE OF PURCHASE COST OF INTEREST MATURITY MATURITY INVESTMENT INVESTMENT DATE INVESTMENT RATE DATE AMOUNT GENERAL FUND TOTAL GENERAL FUND - f CAPITAL FUND TOTAL CAPITAL FUND NON DEV.CHARGE MONIES(including STATEGIC CAPITAL) TD GIC 21-Jan-08 35,497.64 8.00% 21-Jan-14 38,337.45 BMO GIC 07-Mar-11 1,000,000.00 2.75% 09-Mar-14 1,084,790.00 RBC GIC 15-Mar-11 1,672,368.00 2.65% 17-Mar-14 1,808,875.64 (B) Laurentian GIC 02-May-12 1,000,000.00 2.150% 02-May-14 1,043,462.25 BINS GIC 17-Aug-09 1,600,000.00 3.20% 17-Aug-14 1,893,626.00 (B) BMO GIC 12-Sep-11 983,080.00 1.80% 12-Sep-14 1,037,127.61 Manulife Bank IGIC 20-Sep-11 742,599.00 2.05% 22-Sep-14 1 789,211.47 Prov Ontario STRIP BOND 05-Aug-09 999,807.77 1 3.35% 02-Dec-14 1 1,191,382.00 BMO GIC 07-Dec-10 1,000,000.00 2.60% 08-Dec-14 1,013,000.00 (A) BINS IGIC 01-Jun-12 1 1,500,632.00 2.35%. 01-Jun-15 1,608,632.21 (B) BMO IGIC 26-Sep-11 1 624,188.00 1 2.00% 28-Sep-15 675,641.17 BMO IGIC 15-Oct-13 1 598,890.00 1.90% 15-Oct-15 621,864.02 RBC IGIC 07-Dec-11 1 1,922,733.00 2.35% 07-Dec-15 2,109,941.00 RBC GIC 07-Dec-11 1,976,951.00 2.35% 07-Dec-15 2,169,438.00 BMO coupons 15-Mar-12 176,636.37 2.54% 2$-Mar-16 195,351.00 ING GIC 02-May-13 1,001,980.00 1.90% 02-May-16 1,060,184.88 Manulife Bank GIC 20-Sep-11 2,000,000.00 2.60% 20-Sep-16 2,273,876.11 BMO coupons 15-Mar-12 213,067.68 2.61% 28-Sep-16 239,375.00 ING(b/b Scotia) GIC 01-Oct-12 1,819,048.00 2.35% 03-Oct-16 1,996,160.91 Manulife Bank GIC 02-Dec-11 2,000,000.00 2.71% 02-Dec-16 2,286,091.67 Manulife Bank GIC 19-Mar-12 1,693,000.00 2.88% 19-Mar-17 1,951,224.70 BMO coupons 15-Mar-12 159,396.18 2.860/. 28-Mar-17 183,615.00 RBC GIC 01-May-13 1,000,000.00 2.10% 01-May-17 1,086,683.24 BMO coupons 15-Mar-12 196,287.25 2.92% 28-Sep-17 230,141.00 CWB GIC 01-Oct-12 3,500,000.00 2.55% 01-Oct-17 3,969,596.54 BNS GIC 30-Oct-12 1,884,365.00 2.50% 30-Oct-17 2,131,986.04 HSBC GIC 21-Dec-12 1,121,354.00 2.40% 21-Dec-17 1,262,352.30 National Bank GIC 08-Jan-13 1,900,503.00 2.40% 08-Jan-18 2,139,776.15 National Bank GIC 12-Feb-13 1,927,464.00 2.45% 12-Feb-18 2,175,434.89 National Bank GIC 04-Mar-13 741,320.00 2.45% 05-Mar-18 836,748.00 ING GIC 25-Mar-13 1,254,427.00 2.40% 26-Mar-18 1,412,449.93 HSBC GIC 13-May-13 321,079.00 2.25% 14-May-18 358,862.84 BNS GIC 03-Jun-13 1,499,069.00 2.30% 03-Jun-18 1,679,576.51 RBC GIC 30-Jul-13 2,341,277.00 2.60% 30-Jul-18 2,661,886.92 BMO IGIC 30-Sep-13 1,174,214.00 2.905/o 01-Oct-18 1,354,748.00 RBC coupons 27-Jun-13 248,068.78 2.59% 03-Dec-18 285,071.00 Prov BC Bond 11-Dec-13 2,369,685.75 2.70% 18-Dec-22 2,425,000.00 (C) NON D/C Total: 46,198,988.42 51,281,521.45 DEV.CHARGE FUNDS ONE FUND lBond 08-Aug-00 3,634,513.93 3,634,513.93 (D) ONE FUND Equity 31-Jan-07 500,000.00 500,000.00 (D) BNS GIC" 20-Dec-13 1,062,541.00 2.03% 20-Dec-16 1,128,572.22 National Bank GIC 20-Dec-13 1,300,000.00 2.75% 20-Dec-18 1,488,855.35 Prov Ontario Bond 19-Dec-13 2,403,350.00 2.85% 02-Jun-23 2,500,000.00 (C) DC Total: 8,900,404.93 9,251,941.50 TOTAL INVESTMENTS $ 55,099,393.35 $ 60,533,462.95 Note that interest is annual compounding with the.exception of the following: (A) GIC Interest is paid semi-annually (B) GIC Interest is paid annually (C) Bond interest is paid semi-annually (D) Pooled Investment Fund This GIC was transferred from Hampton Union Cemetery when the Muncipality took over the operation and maintenance of this cemetery. It was a 5 year step-up GIC originally purchased in 2008 by the Hampton Union Cemetery. The fifth year interest rate was 8%. $35,497.64 is the value of the term as of January 21,2013. 15-10 ATTACHMENT"D" Debenture Repayment Schedule As of January 1,2014 Year South Courtice Indoor Soccer/ RRC Green Road Newcastle Newcastle Total Arena Lacrosse CCD Space Grade Separation Library Aquatic 2014 1,081,988.50 251,407.50 107,074.68 640,000.00 103,480.98 1,783,101.25 3,967,052.91 2015 1,083,940.50 205,900.00 107,074.68 640,000.00 103,677.48 1,784,674.00 3,925,266.66 2016 1,083,562.50 205,900.00 107,074.68 640,000.00 103,575.48 1,785,231.50 3,925,344.16 2017 1,080,782.50 205,900.00 107,074.68 640,000.00 104,194.48 1,785,285.25 3,923,236.91 2018 205,900.00 107,074.68 640,000.00 556,507.98 1,784,635.50 3,294,118.16 2019 205,900.00 107,074.68 640,000.00 1,784,054.75 2,737,029.43 2020 205,900.00 107,074.68 640,000.00 1,629,375.00 2,582,349.68 2021 205,900.00 53,537.34 640,000.00 1,071,000.00 1,970,437.34 2022 205,900.00 640,000.00 1,023,750.00 2023+ 205,900.00 3,840,000.00 4,330,274.00 2,104,507.50 803,060.10 9,600,000.00 971,436.40 14,431,107.25 32,240,385.25 Principal at Jan 1/2013 5,105,000.00 1,902,000.00 764,480.59 - 861,000.00 13,207,000.00 21,839,480.59 Principal at Jan1/2014 4,120,000.00 1,670,000.00 695,677.76 6,400,000.00 800,000.00 12,002,000.00 25,687,677.76 Interest Rates 1.55%to 2.30% 4.0% 5.12% 3.5% 3.9%to 5.2% 4,3%to 4.75%' NOTE: 2014 changed to accrual basis for interest. Total budget is$3,967,052.91+225,818.39-297,496.08=$3,895,375.22 NOTE: 2014 and 2018 each require renewal of debentures for a further 5 year period unless funding is available from other sources. Partial funding at those times would reduce debenture burden for following 5 year period. S 15-11 Attachment "E" MUNICIPAL DEVELOPMENT CHARGES MONTH OF D.EC*- 2013 201.2 MUNICIPAL NUMBER MUNICIPAL NUMBER %CHANGE OF UNIT TYPE DEV. CHARGES PAID OF UNITS DEV.CHARGES PAID OF UNITS DEV.CHGS 2013-2012 Single/Semi- Detached -New construction $ 589,684.00 38 $ 213,416.00 14 -Additions $ - 0 $ - . 0 Townhouse $ 527,163.00 39 _ $ 358,506.00 27 Apartment $ - 0 $ - 0 Commercial $ - 1 $ - 0 Agricultural $ - 0 $ - .0 Government $ - 0 $ - 0 Institutional- $ - 0 $ - 0 Industrial $ 32,740.13 1 $ - TOTAL $ 1,149,587.13 79 $ 571,922.00 101.0% MUNICIPAL DEVELOPMENT CHARGES JANUARY TO DEC-YEAR TO DATE 2013 2012 MUNICIPAL NUMBER MUNICIPAL NUMBER %CHANGE OF UNITTYPE DEV. CHARGES PAID OF UNITS DEV.CHARGES PAID OF UNITS DEV.CHG52013-2012 Single/Semi- Detached -New construction $ 4,414,714.54 287 $ 6,051,868.00 400 -Additions $ - 0 $ - 0 Townhouse $ 1,620,039.00 120 $ 1,434,024.00 108 Apartment $ - 1 $ - 0 Commercial $ 230,808.28 11 $ 762,425.62 19 Agricultural $ - 0 $ - 0 Government $' - 0 $ - 0 Institutional $ - 0 $ - 1 Industrial I $ 73,582.34 3 1 $ 356,011.37 6 TOTALI $ 6,339,144.16 422 $ 8,604,328.99 534 -26.3% 15-12 R/ �IIe'bl7,llldi nllCr7l'l0� REPORT FINANCE DEPARTMENT Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: March 17, 2014 Resolution #: Report #: FND-004-14 File #: By-law #: Subject: BUILDING PERMIT FEES ANNUAL REPORT FOR 2013 Recommendations: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report FND-004-14 be received for information. 1 ` Submitted by: �` %% `� Reviewed by: Nancy Ta (or, �, PEA, CA Franklin Wu, Director o Finance/ Treasurer Chief Administrative Officer A.S. Cannella, C.E.T. Director of Engineering Services NT/LG CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T (905)623-3379 15-13 REPORT NO.: FND-004-14 PAGE 2 BACKGROUND AND COMMENT: 1.0 Under the Building Code Act, 1992 and the passing of subsequent amendments and Ontario Regulation 350/06, municipalities are required to prepare an annual report that records the amount of building permit fees collected and the costs incurred during the process. Division C Part 1 Section 1.9 of the Building Code specifies what is to be included in the annual report,as follows: (1) The report referred to in Subsection 7 (4) of the Act shall contain the following information in respect of fees authorized under Clause 7 (1) (c) of the Act: (a) total fees collected in the 12-month period ending no earlier than three months before the release of the report, (b) the direct and indirect costs of delivering services related to the administration and enforcement of the Act in the area of jurisdiction of the principal authority in the 12-month period referred to in Clause (a), (c) a break-down of the costs described in Clause (b) into at least the following categories: (i) direct costs of administration and enforcement of the Act, including the review of applications for permits and inspection of buildings, and (ii) indirect costs of administration and enforcement of the Act, including support and overhead costs, and (d) if a reserve fund has been established for any purpose relating to the administration or enforcement of the Act, the amount of the fund at the end of the 12-month period referred to in Clause (a). (2) The principal authority shall give notice of the preparation of a report under Subsection 7 (4) of the Act to every person and organization that has requested that the principal authority provide the person or organization with such notice and has provided an address for the notice. 1.1 The requirement to issue an annual report on building permit fees came into effect for the 2006 year which means the first report was required by March 31, 2007. It is unclear in the regulations as to how the annual report is to be reported; i.e. via Council meeting, newspaper advertising, municipal website, etc. 1.2 In accordance with the Building Code Act as amended, staff have prepared this report to Council on an informational basis and Attachment "A" will be posted on the municipality's website in March 2014. 1.3 On Attachment "A" for the summary of the 2013 Annual Report for Building Permit Fees, the total building permit fees revenue is lower than the total of the direct and indirect costs by $70 which is insignificant for an adjustment. 15-14 REPORT NO.: FND-004-14 PAGE 3 1.4 As the Building Division reserve fund was drained during the 2008 to 2010 period as a result of the poor economic conditions, an additional transfer of$200,000 was made in 2013 to try to put this reserve fund back on a more sound footing for coming years. The fact that, for 2013, the revenue is lower than the costs by $70 is not of significant concern for an adjustment to be done. 1.5 In December 2011, the building permits increased significantly due to the effect of the building code change effective January 1, 2012. 1.6 During the 2013 year, the Engineering Department advised Council through the monthly building permit activity report that the building permits issued in 2013 were going to be lower in comparison to the 2012 year. 1.7 The total number of all types of building permits issued in 2013 was 959 compared to 1,058 in 2012 which translates into 9% decrease in 2013. 1.8 The total number of new residential building permits issued in 2013 was 439 compared to 536 in 2012 which translates into 18.1% decrease in 2013. 1.9 The below graph illustrates the number of permits for all types and new residential for the last 8 years. The 2010 figures are more in line with the pre 2007 figures. The 2011 figure is unusually high due to the effect of the building code change effective January 1, 2012. Building Permits 1400 ;---- --- - - - --- 1188 1200 `--- -- i1045 1073 1042 1056 1000 - ----950 -----— 959 -61-- --- 63 800 - — 55— 93 643 -- 93 - -- ---- - a 36— ____ 9 All Types of Permits 600 J 39 400 -- -- -- -- 74 - -- — I 200 -- — -- — -- -- I { l © 2006 2007 2008 2009 2010 2011 2012 2013 Year 15-15 REPORT NO.: FND-004-14 PAGE 4 CONCLUSION: 2.0 Attachment "A" is a summary of the 2013 building permit fees revenue and related expenditures with the expenses broken down into direct and indirect costs along with the balance of the building division reserve fund. It also reflects that the total amount of the permit fees is lower than the costs to administer and enforce the Building Code Act. This small deficit is immaterial for an adjustment from the Building Division reserve fund. 2.1 It is not necessary to adjust the building fees as the Building Fees By-Law #2011-036 contains a clause to increase building fees by three (3) percent annually effective January 1St each year. 3.0 CONCURRENCE – not applicable CONFORMITY WITH STRATEGIC PLAN – The recommendations contained in this report conform to the general intent of the following priorities of the Strategic Plan: _ Promoting economic development X Maintaining financial stability Connecting Clarington Promoting green initiatives — Investing in infrastructure _ Showcasing our community Not in conformity with Strategic Plan Staff Contact: Nancy Taylor, BBA, CPA, CA, Director of Finance/Treasurer Attachments: Attachment "A": Summary of 2013 Building Permit Fees Revenue & Expenditures 15-16 ATTACHMENT A REPORT FND-004-14 MUNICIPALITY OF CLARINGTON Building Permit Fee Annual Report for 2013 REVENUES Total Building Permit fees collected during 2013 year under the Municipality of Clarington's Bylaw Number 2011-036, as amended is $1,983.556. TOTAL REVENUES: $1,983,556. EXPENSES Direct Costs: Direct costs are deemed to include the costs of the Building Division of the Engineering Department for the processing of building permit applications, the review of building plans conducting inspections and building-related enforcement duties. Total Direct Costs: $1,315,007. Indirect Costs: Indirect costs are deemed to include the costs for support and overhead services to the Building Division. Total Indirect Costs: $468,619. Transfer to Reserve Fund: $200,000. TOTAL EXPENSES: $1,983,626. Deficit as of December 31,2013: $70. STATEMENT OF RESERVE FUND: Building Division Reserve Fund balance as of December 31, 2013 is $849,832. NOTE: Unaudited Figures. 15-17 Ciadtwn REPORT FINANCE DEPARTMENT Meeting: GENERAL PURPOSE AND ADMINISTRATION Date: March 17, 2014 Resolution#: By-law#: Report#: FND-005-14 File#: Subject: MAYOR AND COUNCILLOR'S REMUNERATION AND EXPENSES FOR 2013 RECOMMENDATIONS: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report FND-005-14 be received for information. Submitted by: (') )_u 1 41^— Reviewed by: Nancy Taylor, BBA,CPA,CA Franklin Wu, J,(M ' Director of Finance/ Chief Administrative Officer Treasurer NT/RB/AY/hjl CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T (905)623-3379 15-18 REPORT NO.: FND-005-14 PAGE 2 1.0 BACKGROUND AND COMMENT: 1.1 Appended hereto, please find a schedule detailing the compensation paid to each Member of Council during 2013 as required by the Municipal Act, S.O. 2001, c.25, Section 283. Also attached is a schedule detailing compensation paid to Clarington's representatives on the Veridian Board of Directors. 1.2 As per Resolution # GPA-445-95, passed by Council on July 15, 1995, attached is the Regional Municipality of Durham Report # 2014-F-17 detailing the remuneration and expenses of the Members of Council and Regional Council appointees to local boards. 2.0 CONCURRENCE: not applicable CONFORMITY WITH STRATEGIC PLAN — not applicable Staff Contact: Nancy Taylor, B.B.A., C.P.A., C.A., Director of Finance/Treasurer Attachments: Attachment #1 : Remuneration & Expenses for Mayor & Councillors — January 1 to December 31, 2013 Attachment#2: Remuneration & Expenses for Members of Veridian Corporation — January 1 to December 31, 2013 Attachment#3: Regional Report No. 2014-F-17 15-19 MAYOR & COUNCILLORS' REMUNERATION & EXPENSES December 1 to December 31, 2013 Name Basic Pay 1/3 Tax Free OMERS Municipal Gross Pay Travel Allowance Conferences Other Allowance Equivalent Severance (per By-law 2008 -020) (Note 1) (Note 2) F97,342.15 Mayor A. Foster Councillor R. Hooper P Councillor J. Neal Councillor M. Novak * *+ Councillor W. Partner Councillor C. Traill Councillor W. Woo ** $ 53,565.25 19,943.99 22,488.67 22,488.67 22,488.67 21,167.78 22,488.67 * * * $ 28,111.00 11,244.33 11,244.33 11,244.33 11,244.33 11,244.33 11,244.33 $ 2,108.33 843.33 843.33 843.33 843.33 843.33 843.33 $ - - - - - - $ 83,784.58 $ 32,031.65 $ 34,576.33 $ 34,576.33 $ 34,576.33 $ 33,255.44 $ 34,576.33 $ 10,836.09 '* 7,194.35 10,498.40 7,194.35 7,194.35 7,194.35 $ 1,834.73 910.75 - 2,136.38 2,534.25 1,193.40 3,129.31 $ 886.75 24.44 - 999.78 1,088.31 754.05 1,216.99 ,. 41,770.68 48,210.89 45,393.24 42,397.24 46,116.98 Total $ 184,631.70 $ 95,576.98 $ 7,168.31 $ - $ 287,376.99 $ 50,111.89 $ 11,738.82 $ 4,970.32 $ 354,198.02 * Net of donation to the Municipality ** Donation to the Municipality * ** Regional Councillor + Deputy Mayor- January 1 to December 31, 2013 Notes: Conferences Include payment made by the Municipality for registration fee and /or accommodation, as well as direct reimbursement of expenses. Other Includes parking, meals, airfare, external kilometer reimbursement and miscellaneous charges. Expenses includes net HST z rt t7 W CS7 O n N I N O — Gi rt Attachment 2 FN D-005-14 REMUNERATION & EXPENSES OF CLARINGTON DIRECTORS OF VERIDIAN CORPORATION January 1 to December 31, 2013 Name Salary Miscellaneous Total Expenses A. Foster- $ 16,970.96 $ 15,179.19 $ 32,150.15 J. Neal $ 16,440.96 $ - $ 16,440.96 M. Novak $ 16,970.96 $ 152.00 $ 17,122.96 F. Stapleton $ 19,623.96 $ 4,704.28 $ 24,328.24 Total $70,006.841 $20,035.471 $90,042.31 Notes: Miscellaneous includes payments made by Veridian for registration fee and/or Expenses accommodation, as well as direct reimbursement of expenses I 15-21 Attachment 3 FND-005-14 If this information is required in an accessible format, please contact 1-800-372-1102 ext. 2305 The Regional Municipality'of Durham Report to: The Finance and Administration Committee From: R.J. Clapp, Commissioner of Finance Report#: 2014-F-17 Z Eel Z Date: FebrUary 25,2014 SUBJECT: The Remuneration and Expenses in 2013 of Members of Regional Council and Regional Council Appointees to Local Boards, as Required by Section 284 (1) of the Municipal Act, 2001, S.O. 2001, c25 RECOMMENDATION: The Finance and Administration Committee recommends that this report be received for information and forwarded to Regional Council. REPORT: As required by Section 284 (1) of the Municipal Act"2001, 1 have prepared a statement of the remuneration and expenses that.were paid in 2013 to Regional Councillors and Regional Council Appointees. (See attached Schedules 1 to 3 respectively). The information concerning Regional Council appointees was obtained directly from the . Local Boards, with the exception of the Brock Township Landfill Public Liaison Committee, Development Charges Complaint Committee, Durham Accessibility Advisory Committee, Durham Advisory Committee on Homelessness, Durham Agricultural Advisory Committee, Durham Environmental Advisory Committee, Durham Regional Local Housing Corporation, Durham Region Child & Youth Advocate, Durham Region Police Services Board, Durham Region Roundtable on Climate Change, Durham Region Transit Commission, Durham Trail Coordinating Committee, Energy from Waste—Waste Management Advisory Committee, Land Division Committee, Local Diversity and Immigration Partnership Council, Transit Advisory Committee, and the 9-1-1 Management Board, whose accounting records are maintained by the, Regional Finance Department. R.J. Clapp, CPA, CA Commissioner of Finance Attach. 29 15-22 SCHEDULEI REGIONAL COUNCIL MEMBERS 2013 REMUNERATION AND EXPENSES CONFERENCES, REGIONAL-COUNCIL CONVENTIONS MEMBERS REMUNERATION MILEAGE &MEETINGS TOTAL Aker,J. 51,329.34 374.33 - 51,703.67 Ballinger,J. (5) 51,329.34 1,486.40 1,654.57 54,470.31 Bath, D. 51,329.34 2,615.99 - 53,945.33 Chapman, R. 51,329.34• 475.90 2,627.21 54,432.45 Clayton, T. 51,329.34 2,501.88 3,391.24 57,222.46 Coe, L. (5)(6) 57,308.62 - 1,484 32 58,792.94 Collier,S. 51,329.34 463.80 - 51,793.14 Diamond, N. 51,329.34 182.81 181.63 •.51,693.78 Drew, R. 51,329.34 789.78 2,624.73 54,743.85 Drumm,J. (5) 51,329.34 - 953.13 .52,282.47 England,A. 51,329.34 165.40 • 2,445.57 53,940.31 Foster,A.(5) 51,329.34 916.03 2,816.46 55,061.83 Henry, J. 51,329.34 - - 51,329:34 Jordan, C. 51,329.34 350.67 2,947.36 54,627.37 Marimpietri,T. 51,329.34_ 191.52 4,557.05 56,077.91 McLean,W. 51,329.34 596.49 2,497.30 54,423.13 Mercier, C. 51,329.34 968.13 1,568.14 53,865.61 Mitchell, D.(5)(6) 57,308.62 - 2,764.42 60,073.04 Neal,J. 51,329.34 278.58 5,680.28 57,288.20 Novak, M. (5) 51,329.34 1,140.25 - 52,469.59 O'Connell,J. 51,329.34 577.86 . 2,583.14 54,490.34 O'Connor, G.L. (5) (6) 57,308.62 1,962.40 5,371.23 64,642.25 Parish,.S. 51,329.$4 237.55 3,422.03 54,988.92, Perkins, P.(5) 51,329.34 - 31127.75 54,457.09 Pidwerbecki, N. (6) 57,308.62 322.10 3,811.05 61,441.77 Rodrigues, P. 51,329.34 498.11 - - .51,827.45 Ryan, D. 51,329.34 615.13 671.28 52,615.75 Woo,W.(5) 51,329.34 1,105.56 - 52,434.90 1,461,138.64 18,816.67 57,179.89 1,537,135.20 - 30 15-23 Page 1 of 2 SCHEDULE1 (continued) REGIONAL COUNCIL MEMBERS 2013 REMUNERATION AND EXPENSES CONFERENCES, MEETINGS REGIONAL CHAIR REMUNERATION MILEAGE &OTHER TOTAL- Anderson, R. 193,895.66 6,435.39 41,117.40 241,448.45 BUSINESS MISSIONS fxl REMUNERATION MILEAGE TRAVEL COSTS TOTAL $ $ $ $ Anderson, R. - - 8,955.24 8,955.24 Clayton, T. - - 6,597.51 6,597.51 Novak, M. - - 3,631.06 3,631.06 19,183.81 19,183.81 NOTES TO SCHEDULE OFREGIONAL COUNCIL MEMBERS 2013 REMUNERATION AND EXPENSES (1) Remuneration to the Regional Chair and Councillors is authorized under by-laws#16-2007, #01-2005,#08-2004,#09-2004,#10-2004,#50-95 and#61-93. (2) The Regional Chair is provided with an automobile and is reimbursed for actual expenses incurred. (3) Regional Councillors are reimbursed as follows: Mileage-based on a rate per kilometre. Conferences, Meetings, etc. - Meals& Incidentals-a rate of$75/day without receipts; however, if the daily rate is is insufficient, actual expenses with receipts are reimbursed. Accommodation, registration, etc. -reimbursed based on actual receipts. Term Limit maximum of$10,000 for conferences (4) Expenses relating to Regional Council study and training sessions are not included in this statement. (5) Remuneration.paid to Regional Councillor by Area Municipality and the Region reimburses the Area Municipality. (6) Denotes Regional Standing Committee Chair. (7) Expenses relating to the Business Mission to China. 31 Page 2 of X15-24 SCHEDULE 2 REGIONAL COUNCIL MEMBERS 2013 COMPENSATION PAID IN LIEU OF PENSION PLAN REGIONAL COUNCIL IN LIEU OF PENSION MEMBERS $ Aker,J.(3) 8,803.51 Bath, D. 4,171.03 Chapman, R., 4,171.03 Clayton,T. (3) 6,091.81 Collier, S. 4,171.03 Diamond,N. 4,171.03 Drew, R. 4,171.03 Drumm,J. 4,171.03 England,A. 4,171.03 Henry,J. 4,936.39 Jordan,C. 4,171.03 Marimpietri,T. 4,171.03 McLean,W. 4,936.39 Mercier, C. 4,171.03 Neal,J. 4,171.03 O'Connell,J 4,171.03 Parish,S. 4,171.03 Pidwerbecki, N. 4,936.39 Rodrigues, P. .4,171.03 Ryan, D. 4,171.03 Total 92,269.94 NOTES TO SCHEDULE OF REGIONAL COUNCIL MEMBERS 2013 COMPENSATION PAID IN LIEU OF PENSION PLAN (1) Pursuant to by-law#08-2004, members of.Regional Council,including the Chair,who are not enrolled.in OMERS,are entitled to compensation in lieu of a pension plan. Payment is made in the current year based on prior year's earnings. (2) Pursuant to by-law#16-2007,the Regional Chair Is enrolled in OMERS (3) Payment covers service for two years. 32 15-25 Page I of 1 SCHEDULE 3 -REGIONAL COUNCIL APPOINTEES TO LOCAL BOARDS 2013 REMUNERATION AND EXPENSES CONFERENCES, REGIONAL COUNCIL CONVENTIONS APPOINTEES REMUNERATION MILEAGE &MEETINGS TOTAL Central Lake Ontario Conservation Authority Chapman,B. 400.00 77.58 477.58 Coe,L. 350.00 105.28 455.28 Collier, S. 250.00 96.84 - 346.84 Corrigan, L. 400.00 249.40 - 649.40 Drumm,J. 450.00 96.80 546.80 England,A. 300.00 8.37 308.37 Hooper,R. 400.00 124.70 - 524.70 Marimpietri,T. 300.00 61.18 - 361.18 Mitchell,D. 450.00 179.08 - 629.08 Neal,J. 350.00 150.40 - 500.40 Novak, M. 400.00 111.80 - 511.80 Perkins,P. 2,900.00 120.40 - 3,020.40 Rodrigues,P. 450.00 295.24 - 745.24 Traill,O. 300.00 93.67 393.67 7,700.00 1,770.74 - 9,470.74 Ganaraska Region Conservation Authority Partner,W. 605.00 672.46 550.00 1,827.46 Woo,W. 495.00 74.58 - 569.58 1,100.00 747.04 550.00 2,397.04 Kawartha Region Conservation Authority Hancock,J.. 720.00 200.00 - 920.00 Hooper,R. 660.00 319.50 - 979.50 Mercier,C. 600.00 472.00 - 1,072.00 Smith,T. 660.00 395.00 1,055.00 2,640.00 1,386.50 - 4,026.50 Lake Simcoe Region Conservation Authority Ballinger,J. 1,200.00 481.68 - 1,681.68 Bath,A. 7,266.67 1,309.48• - 8,576.15 Drew,R. 2,000.00 872.80 - 2,872.80 10,466.67 2,663.96 - 13,130.63 Toronto&Region Conservation Authority Jordan,C. 1,342.61 564.00 - 1,906.61 O'Connor, G.L. 4;504.24 1,599.00 - 6,063.24 Ryan, D. - 495.00 495.00 5,846.85 2,618.00 - 8,464.65 33 Page 1 off 5-2 6 SCHEDULE 3 (continued) REGIONAL COUNCIL APPOINTEES TO LOCAL BOARDS 2013 REMUNERATION AND EXPENSES CONFERENCES, REGIONAL COUNCIL CONVENTIONS APPOINTEES REMUNERATION MILEAGE &MEETINGS TOTAL CTC Source Protection Committee Presta,J. 54.10 181.36 235.46 54.10 18136 235.46 Durham Accessibility Advisory Committee Angus,A. - - - Atkinson,R. 36.20 375.88 412.08 Barrie,S. - 50.88 50.88 Bremner,S. 375.88 375.88 Cordahi,M. 375.88 375.88 Drumm,J. - 375.88 375.88 McAllister,D. 325.00 325.00 Roche, M. - - 375.88 375.88 Rundle, P. - 375.88 375.88 Sones,S. - 375.88 375.88 Sutherland,M. 17.00 375.88 392.88 Thain,J. - 50.88 50.88 53.20 3,433.80 3,487.00 Durham Agricultural Advisory Committee Bacon, I. 203.47 - 203.47 Bath,D. - Bowman, E. 71.28 - 71.28 Cohoon,Z. 129.60 129.60 Cox, R. Gray,B. - - - Howsam, B. - 49.68 - 49.68 Kemp,K. 387.72 387.72 Kennedy, K. 162.00 - 162.00 O'Connor, G.L. - - - Pistritto,P. 151.20 - 151.20 Puterbough,F. - 105,30 - 105.30 Risebrough,D. 544.10 65.00 609.10 Schillings, H. 76.03 - 76.03 Smith, D. - 279.72 - 279.72 Watpool,T. 516.67- - 516.67 Winter, D. - - 2,676.77 65.00 2,741.77 Durham Region Non-Profit Housing Corporation Anderson,R. - - Clayton,T. 6,000.00 1,450.65 7,450.65 Coe,L. - 1,249.26 1,249.26 . England,A. - - - - O'Connor,G.L. - Mitchell,D. - - Pidwerbecki,N. - - - 6,000,00 - 2,699.91 8,699.91 15-27 34 - Page 2 of 5 SCHEDULE 3 (continued) REGIONAL COUNCIL APPOINTEES TO LOCAL BOARDS 2013 REMUNERATION AND EXPENSES CONFERENCES, REGIONAL COUNCIL CONVENTIONS APPOINTEES REMUNERATION MILEAGE &MEETINGS TOTAL Durham Environmental Advisory Committee Aker,J. - - - - Barrington,A. - 49.25 . - 49.25 Burt,L - - Buttigieg,B. - - - - Carpentier,G. - 156.60 - 156.60 Clearwater,S. - 90.72 - 90.72 Davis,C. - - - - Dschankilic,C.. -• - ' Ezra,K. - - - - Fromberger,M. - - - Henry,J.' - Kamey,B. - - Layton,G. - 131.87 - 131.87 Manns, H. - 448.20 448.20 McDonald,K. - - McRae,E. 20.09 20.09 Middleton,D. - - - Murray,K. -- - - Powlesland,C. - - - Rae,J. - - - - Sellers,K. - 124.74 - 124.74 Swift,B. - - Virgoe, K. - - - 1,021.47 - • 1,021.47 Durham Trail Coordinating Committee Ballinger,J. - - Borisko,K. - - Clayton,T. - - Collier,S. - - Cooke, R. 29.16 - 29.16 Emm,M. - - - - England,A. - - - Farquhar,S. - 92.02 92.02 Goodyear,M. - - Kenny, B.A. - - Jones, K. - - - Novak, M. - O'Connell,J. - Semeniuk,M. - - - Slaughter,C. - Tucker,M. - - Wotten,W. - - - 121.18 121.18 35 Page 3 of 5 15-28 SCHEDULE3 (continued) REGIONAL COUNCIL APPOINTEES TO LOCAL BOARDS 2013 REMUNERATION AND EXPENSES CONFERENCES, REGIONAL COUNCIL CONVENTIONS APPOINTEES REMUNERATION MILEAGE &MEETINGS TOTAL Energy From Waste-Waste Management Advisory Committee Baker,T. 953.10 14.90 968.00 Burnett, N. - 59.18 21.00 80.18 Clayton, M. - 119.34 18.76 138.10 Coupland, K. 206,61 - 206.61 Fernando, C. - 68.04 15.81 83.85 Porteous,A. - - - Speelman-Viney,M. - 137.70 - 137.70 Whidden,M. - - - - Wouters,S. - - 1,543.97 70.47 1,614.44 Local Diversity and Immigration Partnership Council Coe,L. - - - - Drouin, H. 5.80 23.14 28.94 5.80 23.14 28.94 Housing Services Corporation Urbanski,A. 6,000.00 - 6,000.00 6,000.00 - 6,000.00 Land Division Committee Armstrong,R. 1,733.58 261.65 72.07 2,057.30 Dolstra,J. 2,118.82 - - 2;118.82 Hamilton,P. 1,733.58 142.34 1,875.92 Hurst,J. 2,707.15 - - 2,707.15 Komamicki,J.M. 3,295,71 227.72 47.77 3,571.20 Marquis,D. 2,311.44 495.76 - 2,807.20 Reinhardt, K. 2,118.82 481,99 70.29 2,671,10 Taylor,W. 2,118.82 370.73 73.57 2,563.12 18,137.92 1,980.19 263.70 20,381.81 36 Page 4 of 5 15-29 SCHEDULE (continued) REGIONAL COUNCIL APPOINTEES TO LOCAL BOARDS 2013 REMUNERATION AND EXPENSES CONFERENCES, REGIONAL COUNCIL CONVENTIONS APPOINTEES REMUNERATION MILEAGE &MEETINGS TOTAL $ $ $ $ Transit Advisory Committee Antram,C. Atkinson; R. - Chinweuba, P. - Clayton,T. - Dickison, S. - 8.95 8.95 Doyle,T. - - Howes,B. Jones, P. - - Killens,N. - Lambert,.A. - - Larose, P.A. - - Povolotski,A. - - Przybylo, P. - Stadnitzky-Kolendo,T. - Sutherland,M. - 8.95 - 8955- Durham Region Police Services Board Anderson, R. 10,979:34 - 4,519.87 15,499.21 Fraser,R. 9,826.44 3,108.35 12,934.79 Henry,J. 5,979.28 - 5,979.28 McLean,W. 5,979.28 4,340.64 10,319.92 32,764.34 11,96$.86 44,733.20 NOTE TO SCHEDULE OF REGIONAL COUNCIL APPOINTEES TO LOCAL BOARDS 2013 REMUNERATION AND EXPENSES 1.No remuneration or expenses were-paid to Regional Council Appointees to the: -9-1-1 Management Board -Association of Local Public Health Agencies -Association of Municipalities of Ontario -Brock Lands Master Plan Public Advisory Committee -Brock Township Landfill Public Liaison Committee -Business Advisory Centre Durham -Canadian National Exhibition Association -Development Charges Complaint Committee -Durham Advisory Committee on Homelessness -Durham Region Child and Youth Advocate -Durham Region Roundtable on Climate Change -Durham Region Transit Commission -Durham Regional Local Housing Corporation -East Duffins Headwaters Committee -GTA Agricultural Action Committee -Greater Toronto Airport Authority Consultative Committee -Greater Toronto Marketing Alliance -TRCA Trail Guidelines Advisory Committee -Trent Conservation Coalition Source Protection Committee 37 Page 5 of 5 15-30 Clartwn REPORT LEGAL DEPARTMENT Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: March 17, 2014 Resolution#: By-law#: Report#: LGL-004-14 File#: L1000-12 Subject: NUISANCE BY-LAW 2011-099 RECOMMENDATION: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report LGL-004-14 be received; 2. THAT the Amending By-law attached to Report LGL-004-14 be passed; and 3. THAT Inspector Kluem of the Durham Regional Police Service be advised of Council's decision. Submitted by: Reviewed by: Andr w C. Allison, B. Comm., LL.B. Franklin Wu, MAOM Municipal Solicitor Chief Administrative Officer CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379 16-1 REPORT NO.: LGL-004-14 PAGE 2 1.0 BACKGROUND 1.1 On December 19, 2011, Council passed the Nuisance By-law (Attachment 1). 1.2 Through inadvertence, the by-law mistakenly omitted references to defecating, urinating and vomiting in the definition of"nuisance" even though the by-law defined those terms. 2.0 RECOMMENDATION 2.1 It is recommended that Council pass the amending by-law attached to this Report (Attachment 2) in order to correct the oversight. 3.0 CONCURRANCE 3.1 The Municipal Clerk has reviewed this report and concurs with the recommendation. Attachments: Attachment 1: Nuisance By-law 2011-099 Attachment 2: Proposed Amendment to Nuisance By-law 2011-099 16-2 ATTACHMENT NO. 1 LGL-04-2014 MUNICIPALITY OF CLARINGTON BY-LAW 2011-099 A By-law to regulate and prohibit public nuisances WHEREAS Section 128 of the Municipal Act, 2001 provides that a municipality may prohibit and regulate with respect to public nuisances including matters that, in the opinion of Council, are or could become or cause public nuisances; NOW THEREFORE the Council of The Corporation of the Municipality of Clarington enacts as follows: Part 1 -INTERPRETATION Definitions 1. In this by-law, "defecate"means to discharge excrement from the human body; "highway" has the same meaning as in the Highway Traffic Act, R.S.O. 1990 c. H. 8; "Municipality"means The Corporation of the Municipality of Clarington or the geographic area of Clarington,as the context requires; "nuisance"includes, (a) soliciting; (b) fighting, screaming, yelling or using profane or abusive language or gestures; (c) defacing, damaging or vandalizing public or private property; (d) expectorating in a public place; (e) anything which is injurious to the health, or indecent, or offensive to the senses, or an obstruction to the free use of property so as to interfere with the comfortable enjoyment of life or property; and (f) any other activity or conduct that is disorderly, annoying, unpleasant or obnoxious; "officer"means any employee, officer or agent of the Municipality whose duties include the enforcement of this by-law and any police officer as defined in section 2 of the Police Services Act, R.S.O. 1990, c. P.15; "person"includes an individual, association,firm, partnership, corporation,trust, organization,trustee, or agent, and their heirs, executors, or legal representatives; "public place"includes a highway and any place to which the public has access as of right or invitation, express or implied, and private property that is exposed to public view,whether or not the property is owned by the person contravening the by-law; "solicit"means to request, in person,the immediate provision of money or another thing of value, regardless of whether consideration is offered or provided in return, using spoken,written or printed word, a gesture or other means; 16-3 Nuisance By-law 2011-099 Page 2 "urinate"means to discharge urine from the human body; and "vomit"means to throw up the contents of the stomach. References 2. In this by-law, reference to any Act is reference to that Act as it is amended or re- enacted from time to time. 3. Unless otherwise specified, references in this by-law to sections and subsections are references to sections and subsections in this by-law. Word Usage 4. This by-law shall be read with all changes in gender or number as the context may require. 5. A grammatical variation of a word or expression defined has a corresponding meaning. Application 6. This by-law applies to all land within the Municipality unless specifically exempted by this By-law. Part 2-PROHIBITED ACTIVITIES 7. (a) No person shall cause, create or permit a nuisance in any public place without reasonable excuse. (b) For the purposes of this section, "reasonable excuse" means, (i) the contravention of this by-law must be inevitable, unavoidable and afford no reasonable opportunity for an alternative course of action that does not contravene this by-law; and (ii) where the contravention of this by-law is the consequence of illness, the person did not contemplate or,,acting reasonably ought not to have contemplated,that the person's actions would likely cause the illness or give rise to the contravention of this by-law. 8. No person shall knock over, attempt to knock over, deface, attempt to deface, remove or attempt to remove a Canada Post mailbox,relay box, newspaper box, Blue Box, garbage container,traffic or street sign, utility pole or any other public or private property. Order to Discontinue Activity 9. (1) Where an officer is satisfied that a person has contravened this by-law, the officer may make an order requiring the person who contravened the by- law or who caused or permitted the contravention or the owner or occupier of the land on which the contravention occurred to discontinue the contravening activity. (2) An order under this section shall set out, (a) reasonable particulars of the contravention adequate to identify the contravention and the location of the land on which the contravention occurred; and (b) the date by which there must be compliance with the order. 16-4 Nuisance By-law 2011-099 Page 3 10. No person shall fail to comply with an order issued under this by-law. Obstruction 11. No person shall hinder or obstruct,or attempt to hinder or obstruct, an officer who is exercising a power or performing a duty under this by-law. Offence and Penalty 12• Every person who contravenes any provision of this by-law guilty of an offence upon conviction is liable to a fine pursuant to the provisions of the Provincial Offences Act, R.S.O. 1990,c. P.33. Part 3-GENERAL PROVISIONS Conflict 13. If there is a conflict between a provision of this by-law and a provision of any other Municipal by-law, the provision that establishes the higher standard to protect the health and safety of the public and to maintain clean and tidy condition on land shall apply. Short Title 14. The short title of this by-law is the"Nuisance By-law". Effective Date 15. This by-law shall be effective on the date of its passing. By-law approved this 19th day of December, 2011. NkWdAdria Foster d'/ e6�reentree, D:eputy Clerk 16-5 ATTACHMENT NO. 2 LG L-04-2014 THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON BY-LAW 2014 - Being a by-law to amend Nuisance By-law 2011-099 WHEREAS on December 19, 2011, the Municipality enacted Nuisance By-law No. 2011-099; and WHEREAS Council wishes to amend Nuisance By-law No. 2011-099. NOW THEREFORE BE IT RESOLVED THAT the Council of the Corporation of the Municipality of Clarington enacts as follows: 1. Clause (d) in the definition of"nuisance" in section 1 of Nuisance By-law No. 2011-099 is amended to read as follows: "(d) expectorating, defecating, vomiting or urinating;" 2. This by-law shall be effective on the date that it is passed. By-law passed this 24th day of March, 2014. Adrian Foster, Mayor Patti L. Barrie, Municipal Clerk 16-6 clarmoo'n MEMO Leading the Way CLERK'S DEPARTMENT To: Mayor Foster and Members of Council From: Anne Greentree, Deputy Clerk Date: March 14, 2014 Subject: GENERAL PURPOSE & ADMINISTRATION COMMITTEE MEETING AGENDA— MARCH 17, 2014— UPDATE File: C05.GENERAL PURPOSE AND ADMINISTRATION Please be advised of the following amendments to the GPA agenda for the meeting to be held on Monday, March 17, 2014: 6. DELEGATIONS See attached Final List. (Attachment#1) 13. (a) Report CLD-007-14 Confidential applications (Attachment#2) to the Energy From Waste —Waste Management Advisory Committee were received, after the application deadline, from: • Suzanne Barnes • Kathy Coupland (updated application) • Jeff Cowan (received by Region of Durham on March 2, 2014, forwarded to Municipality of Clarington on March 14, 2014) • Brian Mountford r` Anne t reentre , b4uty Clerk AG/jeg cc: F. Wu, Chief Administrative Officer Department Heads CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379 F 905-623-6506 Attachment #1 of Update Memo FINAL LIST OF DELEGATIONS GPA Meeting: March 17, 2014 (a) Martin Vroegh, Director, Environmental Affairs, Votorantim Cement North America, St. Marys Cement,' Regarding St. Marys Cement's Application for an Environmental Compliance Approval to Substitute Alternative Fuel (Low Carbon) for Conventional Fuel (Petroleum Cake). (b) Sheila Hall, Executive Director, Clarington Board Of Trade, Regarding An Economic Update r Municipality of Clarington Low Carbon Fuels and The Path to Sustainability March 2014 May 5, 2009 |2 Cement/Concrete Sector in Canada EMPLOYS OVER 26,000 CANADIANS May 5, 2009 |3 Cement/Concrete Sector in Canada CONTRIBUTED $3.8 BILLION IN 2012 TO THE CANADIAN ECONOMY May 5, 2009 |4 Cement/Concrete Products GREEN LEEDBUILDINGS EFFICIENT HIGHWAYS AND RBC CENTRE –TORONTO -GOLD PAVEMENTS ENERGY EFFICIENT HOMES May 5, 2009 |5 Largest Cement Plant in Canada Environmental Awards PCA Environmental Award 2007/2008 PCA Energy Conservation 2007 2007 CIPEC Energy Leadership Award (NRCan) PCA Chairman’s Performance Safety Award 2008 2008 “10 Companies that are Making a Difference” 2009 Energy Certification: 360 Energy Inc. 2011 First Plant in North America to obtain ISO 50001 Certification in Energy Management St Marys Cement BOWMANVILLE PLANT May 5, 2009 |6 Best Available Control Technologies (BACT) SMCBowmanvillePlanthasimplementedBestAvailable Technologiestoreduceitsemissions: Limeinjection -systemtoreduceSOemissions 2 SNCR -SelectiveNonCatalyticReduction()toreduceNOx emissions 100dustcollectors -Overtoreducedustemissions ThefirstCanadianCementplanttohaveaSelectiveNon-Catalytic Reduction(SNCR)andlimeinjectionsystem. 7 Further Reduction of Emissions In2013StMarysCementBowmanville installedalimehydratorsystemtoreduce SOemissionsandGHGEmissionsfrom 2 TransportationofLime(onetruckaday reductionof145kmeachway) ThisisaResearchandDevelopment project Firstofitskind • Currentcostover$5Million • Theprojectwasdevelopedinpartnership withFLSaWorldLeadingEngineering Company 8 GREENHOUSE GAS STRATEGY Canada's GHG Emissions -2012 Waste and others Agriculture Transportation 7.0% 9.7% 24.2% Cement 1.4% Emissions- Intensive Oil and Gas Industries 23.2% 9.7% Buildings 12.0% Electricity 12.8% Source: Environment Canada Source: Environment Canada May 5, 2009 |9 Reduction of GHG –Low Carbon Fuels The low-carbon woody biomass fuel consists mainly of wood chips, with some fragments of plastic, shingles and other materials. Testing indicates that this material has: •Calorific value around 30% -40% that of conventional fuel •Lower sulphurcontent than conventional fuel •Some trace metals March 5Open House –Advertised in Clarington This Week th and 4000 direct mailings to neighbouring homes 26 attendees • Good questions • Plenty of Information • This will replace 3% to 7% of the coal used (moisture dependent) 10 Reduction of GHG –Low Carbon Fuels Estimated GHG Emissions Reduction (at 7% Substitution) •Direct GHG Emission Reduction –from substitution for fossil fuel of over 40,000 tonnesCOe per year 2 •Avoided Landfill Emissions –around 71,000 tonnesCOe per year 2 •Reduction in Transportation Emissions –over 2,500 tonnesCOe per 2 year •Avoided Emissions from Fossil Fuel Production –over 52,000 tonnes COe per year 2 Overall potential –reduced emissions of around 167,000 tonnesCOe per 2 year, equivalent to taking 34,000 passenger vehicles off the road for a year. 11 May 5, 2009 |12 ALGAE PROJECT CBC –“The National” –Dec. 4, 2012 May 5, 2009 |13 Algae Project Coming to Bowmanville Pond Biofuels is Leading the Industrial Evolution Innovation –Research and Development into Next Generation BACT (Best Available Control Technology) Bowmanville Cement Plant Algae Project Site $20M Initial Investment Commercial Scale Pilot –Late 2014 (target) • Complete Engineering Full Scale Commercial Plant –End of 2014 (target) • Commercial Scale to reduce Greenhouse Gas and other Emissions by • 10% Project is currently underway • THANK YOU May 5, 2009 |15 Ron Robinson Clarington Board of Trade President First Quarter Report to Clarington Council Adrienne Windsor March 17, 2014 Vice-President Secretary Economic Development Lead Update Ron Collis 15 New Leads Past President 4 Commercial/Retail Leslie Ray 0 Food Processing Treasurer 0 Energy 4 Manufacturing Barb Malone 2 Pharma Director at Large 0 Recreation Barb Yezik 3 Investment Director at Large 2 Other Dale Gibbons 10 Active follow up on previous leads Director at Large 29 No recent activity Del Dykstra 2 Closed files Director at Large Jennifer Knox Tradeshows and conferences attended Director at Large 1 Energy 1 Food and Agri-business Laura Sciore Director at Large Lake Road Project: A pre-screening application has been submitted on behalf of the Lawson Gay owners of 45 acres at the end of Lake Road for the Ministry of Economic Development, Director at Large Trade and Employment Site Certification Program. Confirmation will be send to us by Katie Hennessy end of March. The biggest benefit to this is the province will actively market certified Newcastle Chamber properties on their investment website and in their travels. In addition there is provincial Greg Lewis funding to support completion of missing study requirements. This site would not qualify Newcastle BIA without the investment and efforts of the Lake Road Extension Project. We are also working on a submission for the second round of intakes with the property Justin Barry owners directly east of this property. Once approved and completed this will give us Bowmanville BIA approximately 75 contiguous acres of “SHOVEL READY” land with direct 401 access. Lisa Roy Orono BIA Clarington Agriculture Summit: Lindsay Coolidge Following the success of our Annual Energy Summit to showcase Clarington as an energy Post Secondary Advisor business leader tomorrow we will be holding our first Clarington Agricultural Summit. Don Rickard We are thrilled with the response for this, with over 50 attending and speakers Agriculture Advisor addressing topics including the future of our farm (IE: business and succession planning), value chain networking and alternative opportunities in agri-business. Thanks to the Curry Clifford Clarington Agriculture Advisory Committee for their support, collaboration and Municipal Advisor involvement on this project. www.cbot.ca • info@cbot.ca • (905) 623-3106 Canadian Nuclear Conference 6 th year attending this conference and our relationship development has proven to be successful. Again this year we hosted an event in partnership with Pickering, Durham Region and Port Hope, we had over 60 decision makers attend. In addition we had private meetings with 5 companies to further discussions regarding their plans and timing. Moved in….. Welcome to CIMA Engineering into the Bowmanville Downtown Core. We were thrilled to be able to help them with rental of our boardroom for training while they continued to have renovations done in their location. Atlantic Nuclear Services Inc. have now moved into 1100 Bennett Road with 25 employees and already anticipate expansion. Quote: Manager of Operations and Maintenance Projects “This close proximity to Darlington Nuclear Station and Darlington Energy Complex, as well as the support of the Clarington Board of Trade and local politicians made locating to Bowmanville an easy choice.” Membership Survey Every few years we conduct a membership survey to ensure our programming is on track for meeting our members/business needs. Although the survey is not closed yet we have some preliminary messages. As of March 14, 2014 our response rate is approximately 33%, we have been able to identify that this is a representative of our total membership from a diversity perspective (size, sector…) 1.95% say we are meeting or exceeding their expectations 2.The top 2 reasons for participating is for promotion/partnership and to stay informed and in touch. 3.Close to half of our members have been with us for over ½ our existence. 4.The second largest sector group is industrial, construction, manufacturing, this is a big change from previous surveys and is a reflection of a concerted effort to target and support this sector through Economic Development initiatives. The largest sector is business to public. Upcoming Events: March 19, 2014 – DRPS, Crime Prevention Seminar March 25 th, 2014 – Real Estate Breakfast April 24 th, 2014 – Annual General Meeting and Awards Ceremony www.cbot.ca • info@cbot.ca • (905) 623-3106 Presentation of Final Report to Council March 17, 2014 Fire Master Plan Final Report 2 Purpose of Fire Master Plan • Benefits of Fire Master Plan • Study process & consultation • Strategic priorities of plan • Key themes • Questions & Discussion • Fire Master Plan Final Report 3 To provide a strategic framework to assist Council in making decisions regarding the provision of fire protection services based on the Municipality’s local needs and circumstancesover a 10 year horizon. Fire Master Plan Final Report 4 Part of comprehensive community planning process • Guides delivery of fire protection services over the next 10 years • Ensures quality, cost-effective, efficient services provided to the community • Reviews all operations of Clarington Fire & Emergency Services (CFES) • consistent with Office of the Fire Marshal and Emergency Management (OFMEM) fire master planning process Determine existing and future requirements for CFES according to industry • best practices, guidelines and relevant standards Fire Master Plan Final Report 5 Comprehensive review of: Administration, records management, governance, legislation, etc. Standard operating guidelines, directives & policies Staffing and staff training requirements Fire prevention and public education activities & programs Fire apparatus & equipment –condition, replacement, capability, etc. Fire station locations & conditions Department succession planning Communications & technology Contract services (supplied by / entered into) Community emergency management initiatives, activities & capabilities Presentation Title Here 6 2003 Fire Master Plan Recommendations:2003 Fire Master Plan Implemented •• (2004-2008): Identified need to increase rapid & ensured – response by full-time crews Hired 13 firefighters – Add crew of 2 full-time to Station 1 (2005) – Relocated Station 4 – Relocate Station 4 (2005) – Purchased Aerial & SCAT apparatus – Add crew of 2 full-time to Station 4 (2007) – Relocate Station 2 & add 5 full-time positions – (2013) Add 6Station and add 5 full-time positions th – (2022) Presentation Title Here 7 2008 Update Recommendations: • 2008 Update Implemented: • Hire 4 firefighters per year (2009-2012) to staff – Hired 4 firefighters (2011) – career pumper at Station 2 4 dispatch positions absorbed to – Hire 4 firefighters per year (2013-2018) to staff – suppression (2013) career aerial in Station 4 and career rescue in Station 2. Station 6 built and staffed (2019 and beyond) – Station Location Implemented: • 2009 Station Location Recommendations: • Station 2 construction completed – late January 2014 Site selection for new Station 2 facility – Fire Master Plan Final Report 8 Project Team Meetings & Conference Calls • Interviews with Department Staff • Stakeholder Sessions with Firefighters Association • Executive Stakeholder Sessions with Volunteer Firefighters • Council Workshop Education and Training Session • Online Public / Stakeholder Survey • Community Information Open House • Fire Master Plan Final Report 9 “Three Lines of Defence” 1.PUBLIC EDUCATION & PREVENTION 2.FIRE SAFETY STANDARDS & CODE ENFORCEMENT 3.EMERGENCY RESPONSE Fire Master Plan Final Report 10 Optimization of the first two lines of defence to provide • comprehensive fire protection programs based on the needs and circumstances of the community Utilization of Community Risk Profile to determine existing and • projected fire safety risks as the basis for assessing fire protection services Emphasis on strategies that support the sustainability of fire • protection services -the most cost-effective and efficient levels of services and the best value for the community Fire Master Plan Final Report 11 Fire Master Plan Final Report 12 Fire Master Plan Final Report 13 Enhance the first two lines of defence to mitigate call volume • and increase overall fire protection Target prevention and education programs according to • Community Risk Profile with focus on vulnerable demographics Consider additional full-time resources for prevention & • education Strategies to utilize on-duty suppression crews for • prevention & education activities Fire Master Plan Final Report 14 Continue to support successful composite suppression • model: Initial response by full-time staff (urban areas); – Initial response by volunteer staff (rural areas);and – Depth of response achieved with full-time and volunteer staff (all – areas). Respond to growth in Newcastle through staged implementation • starting in 2014 of full-time suppression staff for initial response Support sustainability of volunteer model by increasing • complement from 25 to 30 per station Fire Master Plan Final Report 15 Fire Master Plan Final Report 16 Fire Master Plan Final Report 17 Fire Master Plan Final Report 18 Fire Master Plan Final Report 19 Balance roles and responsibilities of Administration team • Continue, support, and enhance agreements & • partnerships with neighbouringmunicipal fire services and agencies Additional Training Officer position to respond to • department growth and changes to provincial standards Enhance department succession planning • Fire Master Plan Final Report 20 Conduct a facility review & space-needs • assessment Council consider performance targets for fire • protection services Fire prevention inspection cycles – Initial response staffing – Depth of response staffing – Improve use of technology for communication, • training, records management, efficiencies, etc. Fire Master Plan Final Report 21 Municipality of Clarington Emergency Plan EMERGENCY PLAN Rev. January 2014 Municipality of Clarington Emergency Plan TABLE OF CONTENTS EMERGENCY PLAN STRUCTURE Clarington Emergency Plan 6 FORWARD i General 7 ii Emergency Plan 7 PLAN INTRODUCTION Chapter 1 1.1 Aim / Purpose Of The Plan 8 1.2 Scope 8 1.3 Legal Basis For The Plan 8 1.4 Legal Powers & Liability 8 1.5 Declaration Of An Emergency 9 1.6 Termination Of An Emergency 9 1.7 Plan Maintenance 10 1.8 Plan Availability 10 SITUATION, PLANNING PRINCIPLES AND ASSUMPTION Chapter 2 General 11 2.1 Situation 11 2.2 Planning Principles 12 2.3 Planning Assumptions 13 2.4 HAZARD ANALYSIS Chapter 3 Municipal Vulnerability 15 3.1 Information Sheets, Community Risk Profile Critical Infrastructure 16 3.2 Existing Hazards 17 3.3 Evolving Hazards 18 3.4 Hazard Analysis Summary 18 3.5 Special Facilities / Populations 20 3.6 EMERGENCY PLANNING STRUCTURE AND RESPONSE ORGANIZATION Chapter 4 Community Emergency Management Coordinator 22 4.1 Community Emergency Management Program Committee 23 4.2 Sub-Committees & Working Groups 23 4.3 Emergency Operations Centre 24 4.4 Regional Emergency Operations Centre 24 4.5 Provincial Emergency Operations Centre 24 4.6 2 of 57 Municipality of Clarington Emergency Plan Emergency Site Management 24 4.7 Emergency Information & Inquiry Centre 24 4.8 Media Centre 25 4.9 First Responders 25 4.10 Municipal Control Group 25 4.11 NOTIFICATION AND RESPONSE Chapter 5 5.1 General 27 Municipal Notification Procedure 27 5.2 Nuclear Notification Procedure 28 5.3 Nuclear Notification Categories Table 28 5.3.1 Nuclear Response Actions 28 5.4 Response Actions Nuclear Events Table 29 5.4.1 Containment Hold-Up Time Estimates 30 5.5 Evacuation 30 5.6 Evacuation Time Estimates 31 5.7 Thyroid Blocking 32 5.8 CONCEPT OF OPERATIONS Chapter 6 6.1 General 33 6.2 Incident Management System 33 6.3 Figure 2 Incident Management System 34 6.4 Incident Management System Function Details 34 6.5 Nuclear Emergency 35 6.6 Command & Control 36 6.7 Precautionary Management 36 RECOVERY PLANNING Chapter 7 7.1 General 37 EMERGENCY INFORMATION AND PUBLIC DIRECTION Chapter 8 8.1 General 38 8.2 Communications Hierarchy 38 8.3 Media Centre 39 8.4 Media Coverage 39 8.5 Spokesperson(s) 39 8.6 Figure 3 Emergency Media Centre Organization Chart 40 8.7 Nuclear Events 40 8.8 Figure 4 Nuclear Events Organization 40 8.9 Nuclear Events Responsibilities 41 8.10 The Emergency Information Section 42 8.11 Public Direction 42 3 of 57 Municipality of Clarington Emergency Plan 8.12 Public Information & Inquiry Centre 43 8.13 Figure 5 Interaction Between Public Inquiry Service And Control Group 43 FINANCIAL MANAGEMENT & ASSISTANCE Chapter 9 9.1 General 44 9.2 Financial Management 44 9.3 Expenditure of Municipal Funds 45 9.4 Funding Assistance 45 9.5 Federal Disaster Financial Assistance 47 MUTUAL AID & ASSISTANCE AGREEMENTS Chapter 10 10.1 Purpose & Provisions 48 TRAINING Chapter 11 11.1 General 49 EXERCISES Chapter 12 12.1 Testing the Plan 50 PUBLIC EDUCATION & AWARENESS Chapter 13 13.1 General 51 13.2 Responsibilities 51 13.3 Public Awareness Delivery Methods 51 13.4 Public Education 52 Figures Figure 1 Emergency Planning Structure & Response Organization 22 Figure 2 Incident Management System 34 Figure 3 Emergency Media Centre Organization Chart 40 Figure 4 Nuclear Events Organization 40 Figure 5 Interaction between Public Inquiry Service And Control Group 43 4 of 57 Municipality of Clarington Emergency Plan Tables Table 1 Nuclear Notification Categories Table 28 Table 2 Response Actions Nuclear Events Table 29 Annexes Annex A Definitions & Acronyms 53 5 of 57 Municipality of Clarington Emergency Plan EMERGENCY PLAN STRUCTURE CLARINGTON EMERGENCY PLAN i.i The Emergency Plan is a comprehensive plan that includes the Nuclear Plan and Emergency Operational Centre Procedures. i.ii The Emergency Plan prescribes the planning and operational procedures for the Emergency Response Organization. The structure and responsibilities of this organization are explained in Chapter 4 i.iii The Emergency Plan is supported by common procedures relating to Notification, Operations Centres, Public Inquiry / Communications and Critical Infrastructure Listing. As with the Emergency Plan, these documents support the Emergency Management Program 6 of 57 Municipality of Clarington Emergency Plan FORWARD GENERAL i. i.i The Emergency Management & Civil Protection Act, R.S.O., 1990, requires municipalities, ministers of the Crown and designated agencies, boards, commissions and other branches of government to develop and implement emergency management programs consisting of emergency plans, training programs and exercises, public education and any other elements prescribed by Regulation. i.ii The Emergency Plan prescribes the emergency organization and the response management to be implemented within Clarington. The Emergency Plan establishes a framework document for responding to any type of emergency and outlines the following: i.ii.i Policy for emergency management; i.ii.ii Emergency plans structure; i.ii.iii Response strategies; i.ii.iv Concept of operations; and i.ii.v Roles and responsibilities. i.iii The Emergency Plan will be reviewed annually and updated from time to time as deemed necessary. EMERGENCY PLAN ii. ii.i The Emergency Plan was developed by the Community Emergency Management Coordinator under the authority of Municipal By-law 99-161 and pursuant to the Emergency Management & Civil Protection Act R.S.O., 1990. ii.ii This Emergency Plan was developed as a risk specific plan addressing emergencies the Municipality of Clarington may be vulnerable too. It was designed to ensure the timely and efficient delivery of emergency response services and recovery operations within Clarington. ii.iii Municipal Departments and local agency stakeholders were consulted to assist in the development of this Plan. 7 of 57 Municipality of Clarington Emergency Plan CHAPTER 1 PLAN INTRODUCTION AIM / PURPOSE OF THE PLAN 1.1 The aim of the Emergency Plan is to prescribe the planning and operational 1.1.1 requirements for the strategic management of an emergency directly or indirectly affecting the municipality. SCOPE 1.2 The scope of this plan includes the actions to be taken by Municipal Control 1.2.1 Group in response to emergency situations that endanger public health, welfare and safety, the environment and property within the Municipality of Clarington and that require more than the routine response capability of the local emergency services. The Emergency Plan may also be activated to support other Municipalities and 1.2.2 the Province. LEGAL BASIS FOR THE PLAN 1.3 The Emergency Management & Civil Protection Act R.S.O. 1990 and the 1.3.1 Emergency Measures ByLaw no. 99-161 provides for the legal bases for the Emergency Plan. The Emergency Plan conforms to Durham Region Master Emergency Plan. 1.3.2 Pursuant to Section 8 of the EMCPA, the Lieutenant Governor In Council (LGIC) 1.3.3 shall formulate an emergency plan for nuclear facility emergencies. The Province is primarily responsible for the off-site effects and response to a nuclear emergency. In a nuclear emergency, therefore, the Province will take the leading role in managing off-site response. The Province, through the Provincial Emergency Operations Centre (PEOC), may issue operational directives or emergency orders. LEGAL POWERS AND LIABILITY 1.4 The Mayor as head of council or designated alternate may declare that an 1.4.1 emergency exists within Clarington or in any part thereof and may take such action and make such orders as he or she considers necessary and are not contrary to law, to implement the Emergency Plan and to protect property, the health, safety and welfare of the inhabitants of the emergency area. The Mayor as head of council or the council may at any time declare that an 1.4.2 emergency has terminated. All employees of Clarington are hereby authorized to take action to implement 1.4.3 this Plan or departmental support plans where such action is considered necessary even though an emergency has not yet been formally declared. 8 of 57 Municipality of Clarington Emergency Plan The Chief Administrative Officer or Community Emergency Management 1.4.4 Coordinator may activate the Municipal Control Group where such action is considered necessary and before the official declaration of the emergency by the Mayor. The Emergency Management & Civil Protection Act R.S.O. 1990 Subsection (11) 1.4.5 provides that no action or other proceeding for damages lies, or shall be instituted against a member of council or an employee of a Municipality of Clarington for doing any act or neglecting to do any act in good faith in the implementation or intended implementation of an emergency plan or in connection with an emergency. DECLARATION OF AN EMERGENCY 1.5 The decision to declare an emergency will be made by the Mayor after 1.5.1 consultation with the Chief Administrative Officer and the Community Emergency Management Coordinator, or more likely, once assembled at the Municipal Emergency Operations Centre and upon recommendation by the Municipal Control Group. The time of the declaration will be recorded and communicated along with the 1.5.2 emergency declaration statement. The emergency declaration statement will be communicated (verbal and hardcopy - fax) to Emergency Management Ontario, Durham Emergency Management Office, Clarington departments and to the media. Once a provincial declaration of emergency has been made, the LGIC has the 1.5.3 power to make emergency orders and may delegate these powers to a Minister or to the Commissioner of Emergency Management. TERMINATION OF AN EMERGENCY 1.6 The Head of Council or the Council of a municipality may terminate an 1.6.1 emergency at any time on recommendation of the Municipal Control Group or the Regional Emergency Operations Centre. The Premier of Ontario may at any time declare that a municipal emergency has 1.6.2 terminated. Upon terminating an emergency, the Mayor shall immediately inform the 1.6.3 Emergency Management Ontario, Durham Emergency Management Office and Regional Municipal Emergency Operations Centre and all parties notified of the declaration of an emergency. PLAN MAINTENANCE 1.7 The Community Emergency Management Coordinator is responsible for the 1.7.1 implementation and administration of the Emergency Plan. 9 of 57 Municipality of Clarington Emergency Plan Each department tasked with responsibilities under this Plan will be responsible 1.7.2 for developing their individual plans and standard operating procedures for their staff to address those assigned tasks. All Departmental plans shall conform to the Emergency Plan and be reviewed 1.7.3 annually. All comments or suggestions relating to this plan shall be addressed to: 1.7.4 Community Emergency Management Coordinator Clarington Emergency & Fire Services 2430 Highway 2 Bowmanville, On L1C 3K7 The Emergency Plan will be reviewed annually, revised and updated if required 1.7.5 in coordination and consultation with those parties having responsibilities under this Plan, in accordance with generally accepted municipal emergency management practices/procedures. PLAN AVAILABILITY 1.8 Copies of the Emergency Plan will be issued in accordance with the distribution 1.8.1 list. Amendments will be issued by the Community Emergency Management 1.8.2 Coordinator to copy holders listed in distribution list. Emergency Plan copyholders on the distribution list shall be responsible for 1.8.3 inserting any new amendments and providing safekeeping of their copies. Copies of the Master Plan will be distributed to the main branches of municipal 1.8.4 libraries within Clarington for the information of the general public. A copy of this Plan is also available for reading or copying during normal business hours at Clarington Emergency & Fire Services Headquarters. For security reasons, sections of this plan, in part or in whole, may be excluded 1.8.5 from public availability. 10 of 57 Municipality of Clarington Emergency Plan Chapter 2 SITUATION, PLANNING PRINCIPLES AND ASSUMPTION GENERAL 2.1 This area of the Region has been subjected to blizzards, floods, major fires, 2.1.1 hurricanes, tornados and hazardous material spills etc., over the last 50 years. Many have caused varying degrees of economic losses and property damage. 2.1.2 The Emergency Plan, and any applicable risk specific and support plans may be 2.1.3 activated for an emergency at the municipal level. This includes nuclear emergencies that have the potential for requiring resources beyond the normal level of the Municipality experiencing the emergency. The success of implementing this Emergency Plan is dependent on the 2.1.4 availability and the coordination of municipal, including personnel and their ability to procure additional resources at that particular time. SITUATION 2.2 This section of the Emergency Plan characterizes the realistic planning 2.2.1 environment and that information is to be treated as fact rather than assumptions. The Municipality has primary responsibility for response in emergency/disaster 2.2.2 situations within the community. All available resources will be committed to save lives and minimize injury to persons, damage to property and infrastructure. Emergency operations are initiated wherever most appropriate for a rapid response to the situation. The Community Emergency Management Coordinator is responsible and 2.2.3 accountable for the development, implementation and maintenance of the local municipal emergency management program as prescribed in the Emergency Management & Civil Protection Act, RSO, 1990. The Community Emergency Management Coordinator reports to the Municipal 2.2.4 Emergency Operations Centre during an emergency to provide advice and guidance to the Municipal Control Group respecting all facets of the emergency management program. The Community Emergency Management Coordinator will delegate his Fire Chief responsibilities to another Senior Officer. The Municipality emergency management structure includes a management 2.2.5 group called the Municipal Control Group. The Municipal Control Group manages emergencies from a Municipal Emergency Operations Centre facility. The emergency management structure is dependant of the Municipal structure. Refer to Page 22, Chart 4.1. Elected officials of the Municipality are aware of the possible occurrence of 2.2.6 emergencies/disasters. The Municipal Chief Administrative Officer will ensure that elected officials are aware of their responsibilities under this Emergency Plan and will fulfill their duties as required. 11 of 57 Municipality of Clarington Emergency Plan The Municipal Emergency Operations Centre is the Primary location from which 2.2.7 Municipal emergency management operations are conducted under the overall direction of the Chief Administrative Officer. The Municipal Emergency Operations Centre is located at the Operations Department 2320 Taunton Rd. Hampton. The alternate Municipal Emergency Operations Centre is located at Fire Station 2.2.8 1, 2430 Highway 2 Bowmanville. Emergency and Fire Services is responsible for the initial notification of the 2.2.9 Municipal Control Group and supporting agencies. Operational readiness of the Municipal Emergency Operations Centre is the 2.2.10 responsibility of Community Emergency Management Coordinator. Staff briefings will be conducted during Municipal Emergency Operations Centre 2.2.11 operations as often as required, based on the operational requirements and at the discretion of the Chief Administration Officer. As appropriate, and through prearranged mutual assistance agreements, local 2.2.12 and Regional municipalities, plus adjacent jurisdictions, provide assistance in emergency response and recovery capabilities if called upon. The Municipality may exercise direction and control of their own resources, those 2.2.13 outside resources assigned to them by the Regional Municipal Control Group, or resources secured through existing Mutual Aid / Automatic Aid Agreements with other municipalities, cities or regions. Provincial or federal aid will be coordinated through the Regional Control Group if 2.2.14 required. The Mayor has an executive authority in Clarington for natural or human-caused 2.2.15 disasters. Emergency operations and coordination at all levels of government will be carried 2.2.16 out according to standard operational policies, guidelines and industry best practices. PLANNING PRINCIPLES 2.3 During any real emergency, the emergency event will be handled using best 2.3.1 practices and solid emergency planning principles. Emergency planning principles include: Applying systematic notification procedures for recalling all required 2.3.1.1 emergency response personnel with responsibilities under the Emergency Plan; Developing emergency plans based on clearly assigned responsibilities 2.3.1.2 and accountabilities for specific components and procedures; 12 of 57 Municipality of Clarington Emergency Plan Developing clearly laid out emergency checklists for emergency 2.3.1.3 response personnel to effectively implement the Emergency Plan or implementing procedures; Applying systematic procedures by which to initiate and undertake 2.3.1.4 resident evacuations in an organized and effective manner, independent of time of day or time of year; Developing an emergency plan that incorporates the coordination of 2.3.1.5 general response capabilities, dealing with community health effects and community recovery efforts; Developing an emergency plan that incorporates coordination with the 2.3.1.6 local media to maintain an information flow to the general public and stakeholders; Developing municipal or agency plans that incorporates regular testing 2.3.1.7 to provide reasonable assurance that the emergency procedures contained in the plan are effective and in good working order; Developing municipal or agency plans that takes into account staff and 2.3.1.8 general populations with special needs or disabilities including methods of transportation, personal accompaniment and medication if required; Developing municipal or agency plans, which, for reasons of risk 2.3.1.9 management, includes a degree of built in redundancy (i.e. designated alternates for key staff, alternate operations centres etc.,); Developing municipal or agency plans that incorporate a provision for 2.3.1.10 accommodation and care through the provision of basic necessities to displaced persons, a plan to assist persons with family reunification/information and a plan to assist residents with their return home; and Developing municipal or agency plans that incorporate a provision for 2.3.1.11 personal monitoring for hazardous materials/radiation contamination. PLANNING ASSUMPTIONS 2.4 For the purpose of this Emergency Plan, the following assumptions were made: 2.4.1 The Municipality will respond to and will be in charge of emergencies 2.4.1.1 (excluding nuclear) within the boundaries of Clarington and may request support from Durham Region. If the Municipality is overwhelmed by the emergency, upon consultation 2.4.1.2 with the Regional Chair, a Regional emergency may be declared. The Municipality will commit all available resources to save lives and 2.4.1.3 minimize injury and damage to property and infrastructure. Emergency operations are initiated whenever most appropriate for a rapid response to the situation. 13 of 57 Municipality of Clarington Emergency Plan Many emergencies/disasters can occur with little or no warning allowing little time 2.4.2 for preparedness management. The Community Emergency Management Coordinator will execute his/her 2.4.3 assigned responsibilities under this Plan and the Emergency Management & Civil Protection Act, R.S.O., 1990. All Municipal and agency emergency preparedness planning and coordination 2.4.4 will be compatible with the policies and procedures of Regional plans, The Emergency Management & Civil Protection Act, R.S.O., 1990. In support of this Emergency Plan, the primary and supporting agencies of each 2.4.5 emergency support function have developed emergency operating procedures for their own staff. Local emergency response personnel could experience damage or loss to their 2.4.6 homes and personal property and could themselves be the victims of a disaster. Citizens and response organizations from other cities and provinces may send 2.4.7 available resources in response to the disaster if requested and as conditions allow. Existing Municipal plans that provide additional resources, prearranged 2.4.8 agreements or additional procedures, may be activated to support the emergency response effort. While the probability of a nuclear emergency is very low, the consequences on 2.4.9 the residents of Durham Region could be severe. Therefore, extensive detailed, planning must be undertaken at all levels. The Region of Durham if required will support the Municipality of Clarington on 2.4.10 such issues as emergency declarations or terminations, situation reports, media releases and the provision of public information during an emergency. Durham Region By-Law 04-2004 established the Durham Region Emergency Management Coordinating Committee (DEMCC) to provide the Region with a higher level coordinating body to facilitate inter-departmental and municipal level cooperation regarding emergency management policy. The DEMCC is chaired by the Regional C.A.O. The PNERP requires that each designated municipality under the plan form a Nuclear Emergency Management Coordinating Committee. The DEMCC will consider nuclear emergency planning and preparedness as part of its mandate and thus will meet the obligations of the Provincial plan. 14 of 57 Municipality of Clarington Emergency Plan Chapter 3 HAZARD ANALYSIS MUNICIPAL VULNERABILITY 3.1 Clarington is a collection of communities covering an area of approximately 232 3.1.1 square miles with a current population of just over 88,000 residents with a projected population of approximately 100,000 over the next 5 years (2014). The majority of residents are located in the southern portion of the Municipality along Lake Ontario in the communities of Bowmanville, Courtice and Newcastle along with the major rail, road transportation, pipeline corridors and Darlington Nuclear Generation Station. Hazard Identification Risk Assessment imply hazards that have a potential in 3.1.2 Clarington can be summarized as follows: Weather emergencies; 3.1.2.1 Hazardous materials leaks or spills; and 3.1.2.2 Mass Casualty emergencies 3.1.2.3 A structured emergency management program is required and necessary as 3.1.3 Clarington is vulnerable to hazards in each of the following categories: Natural Emergencies: those related to naturally occurring elements and 3.1.3.1 conditions including but not limited to forest fires, floods, severe weather, ice and snow storms; Human-Caused Emergencies: those that are accidental and include 3.1.3.2 chemical spills, explosions or leaks, train derailments, plane crashes, public transit crashes, multi-car pileups and power outages. Technological emergencies are also human caused and can affect critical infrastructure, computer technology, telecommunications and other IT issues. Also included are those related to acts of human based disorder intended to disrupt community. The Emergency Plan along with its supporting plans was developed as a risk 3.1.4 specific plan for Clarington and is based on a Hazard Identification Risk Assessment report. The Darlington Nuclear Generation Station is covered under the Provincial 3.1.5 Nuclear Emergency Response Plan and is supported by the Durham Region Nuclear Emergency Plan. The Darlington Nuclear Generation Station is assessed to have a low probability 3.1.6 for accident but should a severe accident occur the potential consequences could be high. 15 of 57 Municipality of Clarington Emergency Plan CRITICAL INFRASTRUCTURE 3.2 Critical infrastructure defined: 3.2.1 interactive, interconnected networks of institutions, services, systems, and processes that meet vital human needs, sustain the economy, protect public safety and security and maintain continuity of and conf In other words, critical infrastructure is the basic structural foundation of a society 3.2.2 or an enterprise. It is the assets or systems that, if disrupted or destroyed, could have a critical impact on health, safety, security, and the economic well-being of citizens or could adversely affect the functioning of government. Emergency Management Ontario requires that every community identify its 3.2.3 Critical Infrastructure to meet the Essential Level Standard of the Community Emergency Management Program under the Emergency Management Act RSO, 1990, Section 2.1 (1). The identification of critical and essential facilities, equipment and systems is a 3.2.4 key step toward the protection and preservation of public health and safety, the local economy and the continuity of government at all levels. Eight broad sectors of critical infrastructure are identified by Emergency 3.2.5 Management Ontario to help define the type of infrastructure. With some government services being provided by the Region, Clarington may not have critical infrastructure in all categories. The eight sectors identified are as follows: 3.2.6 Sector 1: Food and Water; 3.2.6.1 Sector 2: Electricity; 3.2.6.2 Sector 3: Telecommunications; 3.2.6.3 Sector 4: Financial Institutions; 3.2.6.4 Sector 5: Gas and Oil; 3.2.6.5 Sector 6: Transportation; 3.2.6.6 Sector 7: Continuity of Government Services; and 3.2.6.7 Sector 8: Public Safety and Security. 3.2.6.8 Each of the broad sectors of the critical infrastructures identified above must be 3.2.7 prioritized in Clarington progressing from Level 1 (the most critical) to Level 3 (being the least critical). It is the responsibility of the Municipality of Clarington to designate the public and 3.2.8 private infrastructure that is critical to maintaining the operations within Clarington. 16 of 57 Municipality of Clarington Emergency Plan The Community Emergency Management Coordinator has developed a list of 3.2.9 critical infrastructures for Clarington that is deemed confidential and will not be published for security reasons. The information will be shared with Emergency Management Ontario and other emergency planners on a need to know basis. Critical infrastructure within Clarington includes: Municipal government buildings; 3.2.9.1 Works operations facilities; 3.2.9.2 Emergency services facilities and operations; 3.2.9.3 Emergency management facilities; 3.2.9.4 Hydro facilities; 3.2.9.5 Communications facilities; 3.2.9.6 Roadways; and 3.2.9.7 Other. 3.2.9.8 See Annex F for the Critical Infrastructure List 3.2.10 EXISTING HAZARDS 3.3 Clarington is vulnerable to a wide range of emergency situations. Normally the 3.3.1 frequency of a particular hazard is inversely proportional to its magnitude. As a result, large-scale devastating emergencies occur very rarely. Clarington has a significant number of situations that present hazards to residents on a daily basis. All hazards have been identified relative to risk. These existing hazards include but are not limited to: Road Transportation high volumes of traffic carrying significant 3.3.1.1 volumes of dangerous goods through Durham Region on a daily basis; Rail Transportation carrying large volumes of hazardous 3.3.1.2 materials/dangerous goods through Durham Region on a daily basis; Commodity Pipelines transverse the Region carrying large volumes of 3.3.1.3 gas and oil products; Major Heavy Industry use, handle, store and transport large quantities 3.3.1.4 of dangerous goods; Nuclear Generating Station pose potential risks of accidental radiation 3.3.1.5 release from equipment failure or emergencies resulting from terrorist activities; Flood Prone Areas flood plains, flood damage centres pose potential 3.3.1.6 risks; 17 of 57 Municipality of Clarington Emergency Plan Air Transportation daily commercial and business flights from and to 3.3.1.7 Oshawa Airport. Clarington is on the flight path to Pearson Airport. Marine Transportation 3.3.1.8 Darlington and Port of Newcastle provide for a high volume of marine traffic into Clarington; and Weather Weather is always unpredictable and can create an 3.3.1.9 emergency at any time. EVOLVING HAZARDS 3.4 Clarington must also plan for and prepare for hazards that will increase in risk 3.4.1 due to a number of reasons. Evolving hazards in Clarington include but are not limited to: Heavy industry expansion; 3.4.1.1 Highway 407 extension (increased transportation of dangerous goods); 3.4.1.2 Terrorist threats at nuclear stations, major industry, key government 3.4.1.3 facilities or infrastructure; Global warming increases risks for weather extremes; 3.4.1.4 Influenza pandemic; 3.4.1.5 Bio-terrorism; 3.4.1.6 Computer viruses; 3.4.1.7 Power outages; and 3.4.1.8 Potable water contamination. 3.4.1.9 HAZARD ANALYSIS SUMMARY 3.5 The people, infrastructure, and the environment of Clarington are vulnerable to a 3.5.1 variety of natural and human-caused hazards based on historical records. A recent hazard identification undertaken in Durham Region (Hazard Analysis 3.5.2 and Risk Assessment, Stevenato & Associates, July 2002) lists the top 10 potential hazards to residents, businesses, environment and property ranked by the Region, these include the following: Blizzards; 3.5.2.1 Fire: building and major fires; 3.5.2.2 Train derailment; 3.5.2.3 18 of 57 Municipality of Clarington Emergency Plan Hazardous materials spills (on route); 3.5.2.4 Hazardous materials spills (on site); 3.5.2.5 Cold weather extremes; 3.5.2.6 Flash flooding; 3.5.2.7 Toxic gas release (off site); 3.5.2.8 High winds (70+ miles per hour); and 3.5.2.9 Heat wave/hot weather extremes. 3.5.2.10 This risk assessment study is one of the tools used in Clarington in assessing 3.5.3 risk hazards and in developing an effective emergency management program. It is not, however, the definitive listing as to where all the hazards lie. As an example, nuclear emergencies are not on the top ten lists. Although nuclear emergencies are extremely low in probability, the potential 3.5.4 effects on the residents of Clarington would be severe. Hence, Clarington places a large emphasis on the planning for nuclear emergencies, making it an extremely high priority item. The occurrence of a hazard can have vastly different impacts from those events 3.5.5 that go unnoticed to those highly visible events reported in the media. The magnitude of the impact is dependent on a variety of factors and is H With respect to hazard mitigation, survey respondents in Durham Region were 3.5.6 asked to identify mitigative management tools considered most effective in addressing potential hazards. Respondents suggested that the five most effective mitigative management tools, in descending order of importance, are as follows: Coordination of emergency response; 3.5.6.1 Crisis communication capacity; 3.5.6.2 Emergency exercises and training; 3.5.6.3 Emergency planning; and 3.5.6.4 Emergency responder training. 3.5.6.5 The Hazard Analysis and Risk Assessment recommended that the focus of 3.5.7 Clarington emergency planning be on the Municipal hazards noted and that these hazard issues be addressed when conducting the following operations: Designing emergency planning exercises (involve one or more 3.5.7.1 hazards); 19 of 57 Municipality of Clarington Emergency Plan Staff training (train for weather extremes, toxic spills, train derailments 3.5.7.2 etc.,); Developing expertise with external agencies respecting arson, bomb 3.5.7.3 threats etc.; Purchasing/arranging specialty equipment and supplies (sandbags, spill 3.5.7.4 control equipment etc.,); Defining and equipping evacuee centres; 3.5.7.5 Upgrading communications and ensuring that backup communications 3.5.7.6 are in place (ideally compatible with member municipalities); Purchasing/arranging for back-up generators; 3.5.7.7 Providing public education programs (what to do in weather extremes 3.5.7.8 or power outages); Media and public communications; 3.5.7.9 Letters of agreement and/or coordination with external agencies such 3.5.7.10 as CN/CP rail and/or large manufacturers or companies that warehouse large quantities of dangerous goods; Developing business continuity plans for critical regional services; and 3.5.7.11 Coordinating GIS and other data collection systems so that the Region, 3.5.7.12 agencies (e.g. Conservation Authorities) and local municipalities collect similar data in the same format. 3.5.8 Emergency Management Program and will continue to be addressed on a priority basis. SPECIAL FACILITIES / POPULATIONS 3.6 Durham Region is home to a number of special facilities / populations that need 3.6.1 to be considered during any type of emergency event. Special facilities are those that would be, in effect, more vulnerable to the effects of given hazards than general facilities or the general population. These facilities include: 3.6.2 Hospitals; 3.6.2.1 Childcare centres; 3.6.2.2 Homes for the aged; 3.6.2.3 Nursing homes; 3.6.2.4 20 of 57 Municipality of Clarington Emergency Plan Public and secondary schools; 3.6.2.5 Residential schools; and 3.6.2.6 May require a significant amount of specialized transportation 3.6.2.7 assistance in the event of an emergency, dependent on the time of day or time of year. Special facilities and populations without transportation will be assisted with their 3.6.3 transportation needs through the Durham Region Evacuation and Sheltering Plan Special populations could include both non ambulatory or disabled persons 3.6.4 within Durham Region. 21 of 57 Municipality of Clarington Emergency Plan Chapter 4 EMERGENCY PLANNING STRUCTURE AND RESPONSE ORGANIZATION FIGURE 1 EMERGENCY PLANNING STRUCTURE AND RESPONSE ORGANIZATION COUNCIL CHIEF ADMINISTRATIVE OFFICER COMMUNITY EMERGENCY PROVINCIAL EMERGENCY MANAGEMENT OPERATIONS CENTRE 4.7 COORDINATOR 4.2 REGIONAL EMERGENCY COMMUNITY EMERGENCY EMERGENCY OPERATIONS OPERATIONS CENTRE 4.6 MANAGEMENT PROGRAM CENTRE 4.5 COMMITTEE 4.3 SUB-COMMITTEES & EMERGENCY SITE EMERGENCY INFORMATION WORKING GROUPS 4.4 & INQUIRY / MEDIA CENTRE MANAGAMENT 4.8 4.9 FIRST RESPONDERS 4.10 COMMUNITY EMERGENCY MANAGEMENT COORDINATOR 4.1 The Community Emergency Management Coordinator is responsible for the 4.1.1 development and implementation of the emergency management program consisting of emergency plans, training programs, exercises for Municipal employees and partner agencies, public education on risks to public safety and public preparedness for emergencies, and any other elements required as prescribed in the Emergency Management & Civil Protection Act, R.S.O., 1990, Chapter E.9. The Community Emergency Management Coordinator reports to the Chief Administrative Officer. The Community Emergency Management Coordinator is also responsible on a 4.1.2 day-to-day basis for the coordination of plans and procedures for Municipal departments. 22 of 57 Municipality of Clarington Emergency Plan COMMUNITY EMERGENCY MANAGEMENT PROGRAM COMMITTEE 4.2 The Community Emergency Management Program Committee is the 4.2.1 management team that oversees the development, implementation and maintenance of a community's emergency management program. The Community Emergency Management Program Committee may be made up of but is not limited to the following stakeholders: Clarington Emergency & Fire Service; 4.2.1.1 Durham Regional Police Service; 4.2.1.2 Durham Health Service, including Emergency Medical Services; 4.2.1.3 Clarington Public Works, Operations; 4.2.1.4 Local business and industry leadership (particularly those associated 4.2.1.5 with hazardous facilities); Transportation public agencies and private corporations; 4.2.1.6 Clarington community land use planners; 4.2.1.7 Clarington economic development coordinator; 4.2.1.8 Natural resources agencies; 4.2.1.9 Education system, (all levels) public, separate, and private as 4.2.1.10 appropriate; Social services with responsibilities in evacuations and receiving 4.2.1.11 centres; Volunteer agencies; 4.2.1.12 Elected official(s); and 4.2.1.13 Others as required 4.2.1.14 SUB-COMMITTEES & WORKING GROUPS 4.3 To develop specific aspects of the Essential Level and other standards as 4.3.1 outlined in the Framework for Community Emergency Management Programs 23 of 57 Municipality of Clarington Emergency Plan EMERGENCY OPERATIONS CENTRE 4.4 The Emergency Operations Centre is situated at the Operations Department, 4.4.1 2320 Taunton Road, and is appropriately equipped to support emergencies. When the Emergency Plan is activated, the Municipal Control Group will be 4.4.2 brought together to the Emergency Operations Centre. The Operations Officer will be responsible for coordinating, planning, 4.4.3 administering, and managing operations related to the Municipal Control Group. REGIONAL EMERGENCY OPERATIONS CENTRE 4.5 The Regional Operations Centre is situated at the Durham Region Headquarters, 4.5.1 605 Rossland Rd. east in Whitby. Personnel in the Regional Emergency Operations Centre coordinate Regional and Provincial response efforts to emergencies and support municipalities. PROVINCIAL EMERGENCY OPERATIONS CENTRE 4.6 Emergency Management Ontario staffs the Provincial Emergency Operations 4.6.1 Centre on a 24/7 basis and routinely monitors public safety in Ontario. The Provincial Emergency Operations Centre is maintained in a state of operational readiness for immediate activation when required. The Provincial Emergency Operations Centre is the focal point for managing a provincial response to a community emergency. The Provincial Emergency Operations Centre staff interacts with staff from Ministry Action Groups, Municipal and Regional Control Groups, Federal departments and nuclear facilities, among others. The role of the Provincial Emergency Operations Centre is to support both 4.6.2 Durham Region and the Municipal Control Groups. Depending on the nature of the emergency, its duration and magnitude, 4.6.3 employees from a number of Provincial ministries and federal departments may be required to staff the Provincial Emergency Operations Centre to support a provincial response. EMERGENCY SITE MANAGEMENT 4.7 The Municipal Control Group will assign the Fire Chief or designate as the 4.7.1 Emergency site Manager. EMERGENCY INFORMATION & INQUIRY CENTRE 4.8 The Emergency Information and Inquiry Centre is located at Darlington Sports 4.8.1 Centre 2276 Taunton Rd. Hampton. The Emergency Information and Inquiry Centre offer telephone and/or walk-in service and provide a location where citizens of Clarington, and any other interested persons, may obtain information about the emergency situation or response. 24 of 57 Municipality of Clarington Emergency Plan MEDIA CENTRE 4.9 The Media Centre is co-located with the Municipal Emergency Operations 4.9.1 Centre. All Clarington-sponsored media conferences and interviews will be conducted at this site or another site as determined by the Chief Administrative Officer or the Community Emergency Management Coordinator and relative to the emergency. FIRST RESPONDERS 4.10 Police, Fire, Ambulance personnel first to respond to an emergency. 4.10.1 MUNICIPAL CONTROL GROUP 4.11 The Municipal Control Group is comprised of: 4.11.1 Mayor; 4.11.1.1 Chief Administrative Officer; 4.11.1.2 Director of Fire Emergency Services/CEMC; 4.11.1.3 Director of Corporate Services 4.11.1.4 Director of Finance 4.11.1.5 Director of Operations 4.11.1.6 Director of Community Services 4.11.1.7 Director of Planning 4.11.1.8 Director of Engineering 4.11.1.9 Fire Services representative; 4.11.1.10 Durham Regional Police Service representative; and 4.11.1.11 Others as required 4.11.1.12 The Municipal Control Group has the authority to make decisions on behalf of the 4.11.2 Municipality. The overall responsibilities of the Municipal Control Group are as follows: Coordinating emergency actions; 4.11.2.1 Set priorities; 4.11.2.2 Providing resources to the emergency site(s); 4.11.2.3 25 of 57 Municipality of Clarington Emergency Plan Providing essential services to the areas of the Municipality not affected 4.11.2.4 by the emergency; and Coordinate recovery. 4.11.2.5 Specific responsibilities of the Municipal Control Group are: 4.11.3 Assess the short, medium, and long-term emergency operating requirements for 4.11.4 Clarington; Recommend declaring, extending, and terminating of a state of emergency; 4.11.5 Make policy decisions; 4.11.6 Set operational priorities, assign resources, and issue instructions to 4.11.6.1 departments; Resolve inter-departmental or inter-organizational disputes; and 4.11.6.2 Ensure communications with all other levels of government, external 4.11.6.3 agencies, and the public is coordinated. Municipal Control Group members also have individual responsibilities. 4.11.7 26 of 57 Municipality of Clarington Emergency Plan Chapter 5 NOTIFICATION AND RESPONSE GENERAL 5.1 The Municipal Notification Procedure lays out a process to notify the Municipal 5.1.1 Control Group that an emergency response is necessary or has the potential to require their assistance. They are also advised of the current situation and any initial response actions taken or to be taken. 6.6.1 The Municipal Control Group will take the lead role and can request assistance from the Regional Emergency Operations Centre. Appropriate Municipal staff will be notified either to report or be available if required. 6.6.2 The Emergency Site Manager is designated by the Municipal Control Group. The Emergency Site Manager is supported by a department or first response agency Commander from the Municipal Control Group. 6.6.3 Assistance with this emergency may require the activation of mutual aid, mutual assistance agreements, etc., with other first response agencies, neighboring Municipalities. The Province or federal government will provide additional support if necessary or provide full direction from the Provincial Emergency Operations Centre in the event of a nuclear emergency. MUNICIPAL NOTIFICATION PROCEDURE 5.2 The Fire Chief will be notified by Fire Dispatch of a major incident. 5.2.1 After consultation with the Chief Administrative Officer the Fire Chief will request 5.2.2 Fire Dispatch notify the Municipal Control Group by calling the designated person listed in each group of the Activation List. In the event that the designated person of each group is not reached the 5.2.3 Dispatcher will attempt to call the alternate person. Once notified of the emergency, designates/alternates will be responsible for 5.2.4 contacting support staff identified within their individual departmental plans. Upon completion of notification of designates and/or alternates on the activation 5.2.5 list, the Fire Chief will be informed of designates/alternates contacted. The following message will be utilized when contacting designates/alternates: 5.2.6 5.2.6.1 The Municipality is convening the Municipal Control Group as a result of the following situation ________________. 5.2.6.2 You or your Alternate is requested to report to the Municipal Emergency Operations Centre located at the Operations Centre, Hampton. 27 of 57 Municipality of Clarington Emergency Plan 5.2.6.3 Will you please confirm with Emergency & Fire Services Dispatch your availability to attend at once? The Fire Chief will contact Durham Emergency Management Office Duty Officer 5.2.7 and Durham Regional Police to confirm full activation of the Municipal Control Group. NUCLEAR NOTIFICATION PROCEDURE 5.3 Durham Region is a designated Municipality under Provincial Nuclear 5.3.1 Emergency Response Plan is responsible for off-site response. Durham Region Nuclear Notification Procedures For nuclear emergencies, the 5.3.2 Durham Emergency Management Office duty contact is the initial contact (24/7) for Durham Regional Police Service to initiate a regional, offsite response. The Durham Emergency Management Office duty contact person is advised by 5.3.3 Emergency Management Ontario of the offsite response requirements and then requests Durham Regional Police Service to notify the appropriate municipality of tho- Emergency Management Office duty contact initiates all offsite response requirements ordered by the Provincial Emergency Operations Centre. The four Nuclear Notification Categories are defined by the Province in the 5.3.4 Provincial Nuclear Emergency Response Plan and are listed with their definitions. TABLE 1 NUCLEAR NOTIFICATION CATEGORIES TABLE 5.3.5 CLASSIFICATION DEFINITION An event affecting the nuclear installation that would be of Reportable Event concern to offsite authorities responsible for public safety. An abnormal occurrence at the station that may have a Abnormal Incident significant cause and/or may lead to more serious consequences. A serious system malfunction that results in a significant Onsite Emergency atmospheric emission of radioactive material or is likely to result in an emission at a later time. An ongoing major atmospheric emission of radioactive General Emergency material or is likely within the next 12 hours. 5.4 NUCLEAR RESPONSE ACTIONS For nuclear events, Durham Region uses the standardized types of offsite 5.4.1 response for each nuclear emergency classification set by the Province under the Provincial Nuclear Emergency Response Plan. Response to a liquid emission event will be dealt with under the Regional Liquid Emission Response 28 of 57 Municipality of Clarington Emergency Plan Plan and not the Provincial Nuclear Emergency Response Plan, unless it is combined with reactor-core damage. TABLE 2 RESPONSE ACTIONS NUCLEAR EVENTS TABLE 5.4.2 CLASSIFICATIONS REGIONAL RESPONSE LEVELS Routine Monitoring Durham Emergency Management Office monitors situation from home or office and confirms communications Reportable Event arrangements with Provincial Emergency Operations Centre Duty Manager. Community Emergency Management Coordinator notified and kept updated. Enhanced Monitoring Durham Emergency Management Office staff and situation from the Regional Emergency Operations Centre / Emergency Operations Centres. Durham Emergency Management Office to update the Emergency Operations Centres, and other Primary Zone municipalities. Abnormal Incident Durham Emergency Management Office to confirm communications arrangements with Provincial Emergency Operations Centre and Emergency Operation Centres and review emergency preparedness arrangements. Activation (Partial) Regional response notification to Durham Regional Police Service Communications, Central Ambulance Communications and all municipalities in both Primary Zones. Emergency plan activated and Emergency Operations Centre set- Onsite Emergency up. (No Emission Regional Emergency Operations Centre and affected Emergency Occurring) Operations Centre s partially staffed. Regional Emergency Operations Centre / Emergency Operations Centres monitor media until Joint Information Centre/Provincial Emergency Operations Centre is operational. Activation (Full) Regional response notification to entire Regional Emergency Response Organization. Onsite Emergency Activate Public Alerting Plan for Primary Zones. (Emission Set up and fully staff the Emergency Operations Centre, reception, Occurring) evacuee, and emergency worker centres on a 24-hour basis. Activate the Regional Evacuation and Sheltering Plan. Declare a Municipal Emergency. Activation (Full) As noted above. General Emergency In nuclear events, the Province determines the offsite response. Regional 5.4.3 nuclear responses are outlined above. More specific actions will be contained in detailed regional, departmental, or agency standard operating procedures. The Fire Chief will be notified by Fire Dispatch of any reported nuclear 5.4.4 notification categories. 29 of 57 Municipality of Clarington Emergency Plan After consultation with the Chief Administrative Officer and the Mayor the Fire 5.4.5 Chief may request Fire Dispatch notify the Municipal Control Group by calling the designated person listed in each group of the Activation List. In the event that the designated person of each group is not reached the 5.4.6 Dispatcher will attempt to call the alternate person. Once notified of the emergency, designates/alternates will be responsible for 5.4.7 contacting support staff identified within their individual departmental plans. Upon completion of notification of designates and/or alternates on the activation 5.4.8 list, the Fire Chief will be informed of designates/alternates contacted. The following message will be utilized when contacting designates/alternates: 5.4.9 5.4.9.1 The Municipality is convening the Municipal Control Group as a result of the following situation ________________. 5.4.9.2 You or your Alternate is requested to report to the Municipal Emergency Operations Centre located at the Operations Centre, Hampton. 5.4.9.3 Will you please confirm with Emergency & Fire Services Dispatch your availability to attend at once? 5.5 CONTAINMENT HOLD-UP TIME ESTIMATES The timing of any release of radioactivity following an accident at a nuclear 5.5.1 station depends on the characteristics of the accident as well as the containment system. The containment design for Darlington and Pickering NGS involves the use of a vacuum building to control any release of radioactive contaminants. Over time, the vacuum will become depleted which will require a controlled, 5.5.2 filtered discharge to the atmosphere. The normal procedure would be to vent through the filtered air discharge system shortly before the vacuum building reaches atmospheric pressure. For planning purposes the hold-up times for containment at the nuclear stations is as follows: Darlington NGS: 7 days Pickering NGS: 2 days 5.6 EVACUATION TIME ESTIMATES Ontario Power Generation commissioned a U.S. company to conduct an 5.6.1 evacuation time estimate for the Primary Zones around the Darlington and Pickering stations. The study took into account the mobilization time required by evacuees to make preparations prior to departing, the amount of voluntary evacuations of people when not ordered to do so, as well as so called shadow evacuations of people who live beyond the 10 km zones. Weather was also factored in. 30 of 57 Municipality of Clarington Emergency Plan The evacuation time estimates for planning purposes are shown (in hours and 5.6.2 minutes) below using 2006 census data: Darlington NGS Best CaseWorst Case 3 km zone3:254:40 10 km Zone4:356:25 Pickering NGS Best CaseWorst Case 3 km zone3:505:00 10 km zone4:506:30 The times shown above are estimates for the last vehicle to leave a zone and not an estimate of the travel time for all individuals. Additional details of the evacuation time study can be found in Annex B: Nuclear Emergency Evacuation and Sheltering Information. 5.7 EVACUATION All routes will be utilized to evacuate the Primary Zone. There are no designated routes out. Zone and therefore contribute to road congestion. Shadow evacuation is when people living outside the area at risk choose to leave which may impede evacuees from an area that is at risk. Families will want to reunite and evacuate together, if possible. The ability for families to unite will depend on the entry control measures put in place due to the severity of the accident and the timing of an emission. It is assessed that the majority of evacuees will make their own arrangements for accommodation. Host municipalities will be designated to assist Durham Region with the reception and care of evacuees. Durham Region must have a plan for the pickup of people without vehicles and their transportation out of the PZ. Emergency plans of school boards with schools in the PZ will detail the arrangements for the transportation of students and staff to pre-arranged required to go first to a monitoring and decontamination unit. Evacuated students are the responsibility of their respective Board until collected from the holding school by their parents/guardians. Emergency plans for hospitals, long term care facilities and other institutions will include provisions for the transfer of patients/residents to appropriate facilities outside the PZ. 31 of 57 Municipality of Clarington Emergency Plan It is expected that the majority of evacuees will make their own arrangements for food and lodging. Designated host communities will make arrangements for evacuees without resources. 5.8 THYROID BLOCKING In the event of a serious accident at a nuclear station, radioactive material may escape, including radioactive iodine. If radioiodines are inhaled, they are absorbed by the thyroid gland. Thyroid blocking is the prevention or reduction of radioiodine absorption by the thyroid gland through the ingestion of a stable iodine compound, potassium iodide (KI) pills. OPG is required to procure adequate quantities of Potassium Iodide (KI) pills for the 10 km zone populations around the Darlington and Pickering NGS. Durham Region must have a plan to facilitate the availability of KI for Primary Zone institutions (e.g. schools, child care centres, Health care facilities), for emergency centres as well as for members of the public who may wish to possess a supply in advance of an accident. The decision to administer KI will be taken by the Chief Medical Officer of Health for the Province. Procedures in Durham Region for the administration of KI and the approved dose are contained in Annex D to the DRNERP: Potassium Iodide (KI) Distribution Procedures Regional Traffic Control Centre (RTCC). The RTCC will be set up by DRPS and supported by the Regional Works Department to implement traffic control measures required by the JTCC. The RTCC maintains direct contact with the JTCC but is under command of the Chief of Police at the REOC. RTCC procedures are set out in Annex A to Part III, Durham Region Evacuation & Sheltering Plan. 32 of 57 Municipality of Clarington Emergency Plan Chapter 6 CONCEPT OF OPERATIONS GENERAL 6.1 Operations will normally be carried out in two phases for natural or 6.1.1 human-caused hazards. These phases are called the response phase and the recovery phase. Response Phase Response includes the actions taken once an emergency has 6.1.2 occurred to deal with the immediate effects and can include mitigation efforts expended at all locations and sites supporting the emergency effort. Such actions by the Municipal Control Group or lead departments will be mainly based on prearranged plans, procedures, and preparations. Response operations for major emergencies will be handled from the Municipal 6.1.3 Emergency Operations Centre. Recovery Phase Recovery or restoration includes all the efforts necessary to 6.1.4 restore a municipality to normal after a natural or human-caused emergency has occurred. This includes the actions required to assess and deal with the short and longer-term effects after the impact has passed. It is expected that certain departments will take a lead or a partnership role in any 6.1.5 emergency relating to their direct field of expertise. The recovery phase begins once the immediate effects of the emergency have 6.1.6 passed. At this point, the recovery plan will be activated to deal with the personal, infrastructure, and financial issues. Recovery operations for major emergencies will not likely be handled from the 6.1.7 Emergency Operations Centre but will be dealt with through formation of a number of committees to deal with the personal, infrastructure, and financial issues. INCIDENT MANAGEMENT SYSTEM 6.2 Incident Management System is utilized by Clarington for Community Emergency 6.2.1 Management Programs. The Incident Management System provides a command structure that is 6.2.2 common to all emergency operations centres including the Provincial, Regional, department, and Municipal Emergency Operations Centre. It is a simple model that allows the organizational flexibility to upscale or downscale supporting resources as needed. It is expected that all emergency sites and each community organization 6.2.3 deployed will utilize Incident Management System. All groups utilize all the same functions and management structure at all emergency operations centres and all emergency sites as required. Each group maintains contact with its counterpart in the Municipal/Regional Operations Centre(s) or respective organization centres. 33 of 57 Municipality of Clarington Emergency Plan The standardized Incident Management System is modeled after the North 6.2.4 American emergency management standards and recommended best practices that draw substantially from the National Fire Protection Association (NFPA) 1561 and the National Incident Management System. FIGURE 2 INCIDENT MANAGEMENT SYSTEM 6.3 COMMAND SAFETY (OPERATIONS OFFICER) LIAISON EMERGENCY INFORMATION OPERATIONS PLANNING LOGISTICS ADMINISTRATION / SECTION SECTION SECTION FINANCE SECTION INCIDENT MANAGEMENT SYSTEM FUNCTION DETAILS 6.4 Command (Operations Officer) Has the authority to give formal orders, 6.4.1 instructions, or directives. The three functions that support Command are: Safety Ensure safety of all site personnel, and pass on information 6.4.1.1 received from Command Emergency Operations Centre indirectly impacting the overall safety of the emergency management efforts; Liaison Staff located in the Emergency Operations Centre that act as 6.4.1.2 a link between Command Emergency Operations Centre and their organizations/group of organizations involved in the management of the situation; and Emergency Information Development and timely disseminate 6.4.1.3 approved emergency information messages and bulletins to the media. The Operations Section Staff is responsible for coordinating the operational 6.4.2 requirements (resources and equipment) of the site as required to fulfill the emergency management requirements. Staff action decisions made by the Emergency Site Manager/Command and share information between all elements as required. The Planning Section Staff is responsible for the development, dissemination, 6.4.3 and evaluation of emergency management and response plans. These response plans are incident specific and may make modifications should they be required. Staff action decisions made by the Emergency Site Manager and share information between all elements as required. The Logistics Section Staff is responsible for coordinating all material, 6.4.4 services, equipment, and the resources required to manage and resolve the 34 of 57 Municipality of Clarington Emergency Plan emergency. Staff act on decisions made by the Emergency Site Manager and share information between all elements as required. The Finance and Administration Section Staff perform administrative, 6.4.5 financial, and staffing duties specific to the emergency. This includes capturing incident-related costs, maintenance and scheduling of support personnel, records, and administrating contracts. It must be recognized that there is an overlap of the above four groups within the 6.4.6 Municipal Emergency Operations Centre. The Municipal Control Group will perform some or all functions depending upon the nature of the emergency. Emergency Operations will be carried out in such a manner as to permit the 6.4.7 departments, Municipal Emergency Operations Centre, external organizations, institutions, and industry to operate cohesively. The Incident Management System will be used to define the basic command structure, roles, and responsibilities required for the effective management of an emergency situation. The Emergency Site Manager also uses this structure and reports to the 6.4.8 equivalent command in the Municipal Emergency Operations Centre. Once a Site Manager is designated, he/she reports to the Operations Officer in the Emergency Operations Centre. NUCLEAR EMERGENCY 6.5 Under the Emergency Management & Civil Protection Act, R.S.O., 1990, Chapter 6.5.1 E.9, the emergency powers conferred upon the Premier of Ontario may be delegated to a minister of the Crown. In the case of a nuclear emergency, that minister will be the Minster of Community Safety and Correctional Services. Overall Direction. Response organizations for a nuclear emergency are the 6.5.2 same as for any emergency. However, in a nuclear emergency, the Premier of Ontario will provide overall direction to the management of the response. Overall coordination will be provided through the Provincial Emergency Operations Centre (PEOC). During nuclear emergencies, the Province is in control of offsite emergency 6.5.3 operations from the beginning of a nuclear emergency at either the Pickering or Darlington Nuclear Station. All other agencies and organizations including the Municipality of Clarington shall conform to the directives in the Provincial Nuclear Emergency Response Plan. During nuclear emergencies, the Province will direct offsite response activities of 6.5.4 the designated municipalities. Durham Region directs and coordinates the offsite response activities of local municipalities through the Municipal Control Group from the Regional Emergency Operations Centre. Using a consultative process, Durham Region will assist the local municipalities 6.5.5 with the implementation of protective actions and precautionary management in their community as directed by the Provincial Emergency Operations Centre under the Provincial Nuclear Emergency Response Plan. 35 of 57 Municipality of Clarington Emergency Plan COMMAND AND CONTROL 6.6 The Municipal Control Group is responsible for the emergency coordination and 6.6.1 the implementation of any protective actions required with the Municipality. Support from Durham Region may be requested at any time. In order to ensure that emergency site operations are conducted in an organized 6.6.2 and coordinated manner, an Emergency Site Manager will be appointed for the emergency site by the Municipal Control Group. The Emergency Site Manager will be responsible for the coordination of all emergency site team activities and reporting through the appropriate command at the Municipal Emergency Operations Centre. The Emergency Site Manager will: 6.6.3 Provide regular information updates to the Municipal Emergency 6.6.3.1 Operations Centre; Evaluate the need for and provide requests for resources; and 6.6.3.2 Maintain contact with the Municipal Emergency Operations Centre. 6.6.3.3 Information will be provided from the emergency site and requests for resources 6.6.4 will be forwarded from the Emergency Site Manager to their respective command in the Municipal Emergency Operations Centre. The Municipal Emergency Operations Centre will then provide existing or requested additional resources to assist the site. The Emergency Site Manager is designated by the Municipal Emergency 6.6.5 Operations Centre based on the particular emergency and could be chosen from any operating department or from the first responder groups. For non-nuclear emergencies, the Regional Emergency Operations Centre will 6.6.6 provide additional resources and assistance to any local municipality upon request. If a municipality becomes overpowered, the Regional Chair may declare a regional emergency. The Regional Emergency Operations Centre may also be asked to assume full responsibility of an emergency for a municipality. PRECAUTIONARY MANAGEMENT 6.7 Precautionary management is the measures taken in the early stages of an 6.7.1 emergency to minimize the impact on the general public. These would include operations like school and park closures, the closing of workplaces in the private and public sectors, etc. 36 of 57 Municipality of Clarington Emergency Plan CHAPTER 7 RECOVERY PLANNING GENERAL 7.1 Recovery planning is a process of returning a community back to normal or 7.1.1 near normal once the immediate threat to life and property has passed. The process starts when directed by the Municipal Control Group, and the timing will be determined by the nature of the emergency. In some emergencies, response and recovery actions could be happening 7.1.2 simultaneously. In a nuclear emergency, the Provincial Emergency Operations Centre will 7.1.3 advise Durham Region when the immediate emergency has passed and the recovery process will begin. This information would then be communicated to the Municipal Emergency Operations Centre of the affected municipalities. Normally, recovery planning will commence when the immediate response to 7.1.4 an emergency has been completed and the situation has been stabilized. To begin the recovery process, a series of committees may need to be formed to deal with various aspects of the community assistance. These might include the following areas of need: 7.1.4.1 Financial assistance; 7.1.4.2 Infrastructure repair/rebuilding; and 7.1.4.3 Personal assistance. 37 of 57 Municipality of Clarington Emergency Plan Chapter 8 EMERGENCY INFORMATION AND PUBLIC DIRECTION GENERAL 8.1 In the event of an emergency, emergency information procedures assist with: 8.1.1 Providing emergency information to the media and general public; and 8.1.1.1 Providing emergency information to Municipal, Regional and 8.1.1.2 Provincial staff. COMMUNICATIONS HIERARCHY 8.2 Emergency information will be coordinated by the Emergency Information Officer. 8.2.1 It is important that media releases begin immediately after the emergency begins to provide the current status and then be provided at regular intervals thereafter. The Emergency Information Officer will: 8.2.2 Gather, verify, coordinate, and approve all information released to the 8.2.2.1 media in consultation with the Mayor and Operations Officer; Produce information products for dissemination to the media; 8.2.2.2 Disseminate information to the media and public on a regular basis as 8.2.2.3 important new information becomes available; Process information requests; 8.2.2.4 Arrange for Municipal Control Group member or experts to meet with 8.2.2.5 the media to respond to inquiries on a specific topic as required; Establish communication links and regular liaison with the Municipal 8.2.2.6 Control Group and Emergency Site Manager to determine what information to release to the media and public and will attend all operations meetings; Establish communication links and regular liaison with the other media 8.2.2.7 coordinators within the region or province to coordinate the release of authorized information; Set up and coordinate a media centre, and ensure that there is 8.2.2.8 adequate administrative support, office or area space, and telephone facilities to support live interviews from local media; Inform appropriate agencies of the location/phone number of the 8.2.2.9 media centre; Prepare for press conferences and briefings with the media; 8.2.2.10 Prepare, distribute, and file hard copies of media releases; 8.2.2.11 Set up and manage a media monitoring and rumor control centre; and 8.2.2.12 38 of 57 Municipality of Clarington Emergency Plan 8.2.2.13 Operations Centre if requested. The Municipality of Clarington may request assistance at any time and be 8.2.3 supported by the Durham Region Corporate Communications staff or the provincial emergency information resources if needed. In the event of a water infrastructure or health emergency, the lead role will be 8.2.4 taken by either Durham Region Works or Health Departments. The respective department involved will issue releases and updates to inform the Province, Regional, and Municipal staff; the media; and the general public on a regular and as-required basis. Nuclear Emergencies (Pickering or Darlington Generating Stations) Nuclear 8.2.5 emergencies are controlled by Emergency Management Ontario who directs the offsite response actions to the designated municipality. (Durham Region is a designated municipality for the Pickering and Darlington Nuclear Generating Stations.) The Province through the Provincial Emergency Operations Centre will 8.2.6 coordinate the media emergency information and media releases for any type of offsite response due to a nuclear emergency. Local municipalities may issue media releases dealing with local issues such as road closures. MEDIA CENTRE 8.3 The Media Centre is co-located at the Municipal Emergency Operations Centre 8.3.1 and press conferences will be held at this location and / or at the emergency site upon the decision of the Control Group. At no time will the press or public be allowed near the Municipal Emergency 8.3.2 Operations Centre or be allowed within the building unattended. The Public Information Officer shall be responsible for policing the movements of the public and press. The Public Information Officer shall direct the Mayor and other media 8.3.3 spokespersons into the media centre and ensure appropriate tables and chairs are in place. MEDIA COVERAGE 8.4 In the event of an emergency, the general public should monitor local radio and 8.4.1 television stations for ongoing updates and regular status reports as well as the Municipal website. (www.clarington.net) SPOKESPERSON(S) 8.5 The Emergency Information Officer will assist the Mayor (designated 8.5.1 spokesperson) with the preparation and dissemination of public information. The 39 of 57 Municipality of Clarington Emergency Plan Emergency Information Officer will prepare statements of public information for the Mayor (designated spokesperson) based on information collected at the Emergency Operations Centre business cycle meetings. FIGURE 3 EMERGENCY MEDIA CENTRE ORGANIZATION CHART 8.6 OPERATIONS EMERGENCY SITE OFFICER MANAGER DURHAM REGION EMERGNCY SITE INFORMATION EMERGENCY INFORMATION OFFICER OFFICER INFORMATION OFFICER NUCLEAR EVENTS 8.7 FIGURE 4 NUCLEAR EVENTS ORGANIZATION 8.8 PROVINCIAL EMERGENCY OPERATION CENTRE PROVINCIAL CONTROL EMERGENCY REGIONAL CONTROL GROUP INFORMATION SECTION GROUP MEDIA RELEASES RELEASE NUCLEAR MEDIA RELEASES (PROVINCIAL ISSUES) INFORMATION TO ALL (LOCAL ISSUES) MEDIA MUNICIPALITIES In nuclear events, initial emergency information flows directly from the Provincial 8.8.1 Emergency Operations Centre to the Emergency Information Section. Information is formatted to the Regional Emergency Operations Centre and forwarded on to affected municipal stakeholders. It is important that stakeholders are an integral part of the regional emergency 8.8.2 information distribution and that they be kept informed and updated of changing emergency conditions. These include but are not limited to: The general public and vulnerable populations in the affected area 8.8.2.1 (schools, hospitals); Regional Emergency Operations Centre; 8.8.2.2 Local municipalities within Durham Region; 8.8.2.3 40 of 57 Municipality of Clarington Emergency Plan Provincial Emergency Information Section; and 8.8.2.4 Other involved stakeholders. 8.8.2.5 The Emergency Information Section will be set up in Toronto to relay emergency 8.8.3 information to the Regional Emergency Operations Centre and to provide media monitoring and other relative media services. Local municipalities may issue local information relating to road closures, etc., or 8.8.4 other non-technical activities within their jurisdiction. NUCLEAR EVENTS RESPONSIBILITIES 8.9 Province In the event of a nuclear emergency, the Emergency Information 8.9.1 Section is set up by Provincial staff from Emergency Management Ontario in Toronto. The overall operational responsibilities are as follows: 8.9.2 Emergency Management Ontario is fully responsible for the setup and 8.9.2.1 operation of the Emergency Information Section in Toronto. This includes maintaining the Provincial Nuclear Emergency Response Plan and the Emergency Information Section Procedures. The Emergency Information Section Procedures are annually reviewed and updated as required by Emergency Management Ontario ; Emergency Management Ontario will be responsible for writing and 8.9.2.2 also providing the prescript Emergency Bulletins for release to the general public during an event at either the Darlington or Pickering Nuclear Generating Station; The Province, Emergency Management Ontario is fully responsible for 8.9.2.3 the staffing and operation of the Emergency Information Section; and Media releases relating to technical related station activities must be 8.9.2.4 validated by Emergency Management Ontario and the Emergency Information Section prior to release to the general public. Durham Region The Lower Level Media and Conference Centre are used for 8.9.3 media conferences. Durham Regional staff will forward all public (nuclear) inquiry calls to the Emergency Information Section. Durham Emergency Management Office maintains local nuclear emergency 8.9.4 plans and provides a liaison between Emergency Management Ontario and Durham Region with respect to the Emergency Information Section through the Regional Emergency Operations Centre. Durham Emergency Management Office is responsible for setting up and 8.9.5 manning the Regional Emergency Operations Centre to ensure communication is managed during nuclear emergencies if required. 41 of 57 Municipality of Clarington Emergency Plan Durham Emergency Management Office staff will assist the Municipal Control 8.9.6 Group at the Municipal Emergency Operations Centre. Durham Emergency Management Office may send a representative to Clarington 8.9.7 Emergency Operations Centre during emergencies. THE EMERGENCY INFORMATION SECTION 8.10 Provincial Emergency Information Section (PEIS). The Provincial Emergency 8.10.1 Information Section will be activated for a nuclear emergency. On behalf of the Province, the PEIS will issue news releases and other information products, reaction to the situation, and provide key messages and information to activated call centres. The PEIS will coordinate the development and release of ensure consistent messaging at all levels. The will act as the main 8.10.2 source of emergency information on behalf of these agencies during the emergency. During nuclear emergencies the Emergency Information Centre provides timely information to the general public on the current status of the emergency situation at either the Darlington or Pickering Nuclear Station. The Emergency Information Section is operated by Emergency Management 8.10.3 Ontario and has information linkages and operational relationships between the following centres: Provincial Emergency Operations Centre (directs overall nuclear 8.10.3.1 response); Regional Emergency Operations Centre overseeing the local 8.10.3.2 emergency response functions; Affected organization/facility (e.g. Ontario Power Generations nuclear 8.10.3.3 stations); and The federal government (the federal government provides 8.10.3.4 spokespersons and assistant spokespersons representing Health Canada, as the lead agency, and the Canadian Nuclear Safety Commission). The Emergency Information Section operates under the Emergency 8.10.3.5 Information Centre Procedures Manual prepared by the Ministry of Community Safety and Correctional Services. PUBLIC DIRECTION 8.11 The general public will take direction and implement subsequent protective 8.11.1 actions from the information provided through local media. The Public Alerting 42 of 57 Municipality of Clarington Emergency Plan System will initiate the offsite response (nuclear) or other actions required by notifying the general public. Details of the situation in progress will be verified for the public through local 8.11.2 television or radio. First responders may assist in the public notification process. EMERGENCY INFORMATION & INQUIRY CENTRE 8.12 The Emergency Information & Inquiry Centre located at Darlington Sports Centre 8.12.1 2276 Taunton Rd. Hampton, provides a credible outlet for the general public to obtain current and accurate information relating to the emergency in progress. The Emergency Information & Inquiry Centre managed by the Emergency 8.12.2 Information Officer works independently from the Emergency Operations Centre but maintains close contact with them. The Emergency Information Officer liaises with the Operations Officer at the Emergency Operations Centre to identify what information can be released to the public and media. FIGURE 5 INTERACTION BETWEEN PUBLIC INQUIRY SERVICE AND CONTROL 8.13 GROUP CONTROL GROUP EMERGENCY SITE INFORMATION INFORMATION OFFICER OFFICER PUBLIC INFORMATION & INQUIRY CENTRE 43 of 57 Municipality of Clarington Emergency Plan Chapter 9 FINANCIAL MANAGEMENT/ASSISTANCE GENERAL 9.1 During an emergency, it is imperative to have financial control and proper 9.1.1 documentation in place to oversee any required emergency expenditures. 9.1.2 financial management process prior to the emergency, monitoring expenditures during an emergency, and assisting with expenditure reconciliation after an emergency, whereby emergency funding may be obtained if required. The Director of Finance will report to the Municipal Emergency Operations 9.1.3 Centre. Once an emergency situation has come through the recovery phase, it is 9.1.4 imperative to attempt to recover lost revenues for emergency expenditures through normal insurance policies or disaster relief agencies. FINANCIAL MANAGEMENT 9.2 It is the intent of this Plan to: 9.2.1 9.2.1.1 Provide guidelines for basic financial management to all departments responding under the provisions of this Plan; 9.2.1.2 Ensure that any Council resolutions are provided expeditiously for expenses incurred during an emergency; 9.2.1.3 Ensure that financial operations are conducted in accordance with the accepted accounting policies, best practices, and standards set within the Municipality of Clarington; and 9.2.1.4 Provide guidance for basic assumptions so that lost revenues are recovered through insurance policies, Ontario Disaster Relief Assistance Program, or Disaster Financial Assistance Arrangements where possible. Accepted emergency purchasing procedures will be developed by the 9.2.2 Purchasing Manager and followed for all purchases made during the emergency with the following assumptions: 9.2.2.1 The Purchasing Manager shall maintain a list of emergency purchase orders for use during an emergency; 9.2.2.2 Due to the nature of most emergency situations, finance operations will be carried out with compressed time frames and other pressures, from time to time, necessitating the use of non-routine procedures. This in no way lessens the requirement for sound financial management and accountability; 44 of 57 Municipality of Clarington Emergency Plan 9.2.2.3 Each agency or organization involved in the emergency will have their own designated person responsible for financial management in accordance with their own approved process already in place; 9.2.2.4 It is expected that at least partial reimbursement will come from the provincial or federal governments for services and resources, but it is recognized that at least the initial payments will be borne by the Municipality of Clarington; and 9.2.2.5 The Purchasing Manager shall maintain a list of available suppliers/contractors with 24-hour availability. This list shall be updated as required. Critical suppliers should be encouraged to have contingencies plans for continuity of business operations to ensure that they can supply the required product or service during an emergency. EXPENDITURE OF MUNICIPAL FUNDS 9.3 Extreme care and attention to detail must be taken throughout the emergency 9.3.1 response effort and recovery period to maintain logs, formal records, and file copies of all expenditures including personal timesheets in order to provide clear and reasonable accountability and justification for future reimbursement requests. All expenditures shall be recorded. Reimbursement is not automatic even when proper procedures are used and 9.3.2 accountability is maintained. Reimbursement is also subject to the terms and conditions of insurance policies or disaster relief programs. All records relating to the allocation and disbursement of municipal funds 9.3.3 pertaining to the elements and activities covered in this Plan must be maintained as applicable in compliance with standard policies and accounting procedures. The Municipality of Clarington, as well as any agency or organization involved in 9.3.4 the emergency response effort, is responsible for the allocation and disbursement of its own funds as well as individual record keeping. FUNDING ASSISTANCE 9.4 There are programs in place for municipalities to attempt to obtain 9.4.1 reimbursement of funds after a major emergency or disaster has occurred. The Municipality of Clarington will first exhaust existing insurance policies before seeking compensation from additional programs. Programs available include the Ontario Disaster Relief Assistance Program and 9.4.2 the (Federal) Disaster Financial Assistance. Ontario Disaster Relief Assistance Program requires some fundraising to obtain financial assistance for private costs as outlined in their documentation. Disaster Financial Assistance Arrangements provides financial assistance to the Province above a pre- determined level (funding formula) of expenditure. The Ontario Disaster Relief Assistance Program is intended to alleviate the 9.4.3 hardship suffered by private homeowners, farmers, small business enterprises, 45 of 57 Municipality of Clarington Emergency Plan and non-profit organizations (such as municipalities) whose essential property has been damaged in a sudden and unexpected natural disaster. Ontario Disaster Relief Assistance Program will provide funding for those who 9.4.4 have suffered heavy losses for essential items such as shelter and the necessities of life. When damages are so extensive that they exceed the financial resources of the affected individuals, the municipality and community at large are expected to assist and provide support. Individuals are, however, expected to bear the initial responsibilities for their losses. Ontario Disaster Relief Assistance Program does not provide full cost recovery 9.4.5 for all damages resulting from a disaster but helps eligible recipients restore essential furnishings and property only to pre-disaster condition according to the funding formula. Ontario Disaster Relief Assistance Program does not cover damages to 9.4.6 privately-owned, non-essential property nor to essential property where private insurance is normally available. If the Municipality of Clarington experiences extraordinary damage to public 9.4.7 infrastructure due to a natural disaster, the local Municipal Services Office of the Ministry of Municipal Affairs and Housing will be contacted to determine eligibility for assistance. 9.4.8 asking for assistance must adopt a Council resolution outlining the following issues: 9.4.8.1 9.4.8.2 Whether all or part of the municipality is to be declared a disaster area. Under Ontario Disaster Relief Assistance Program, the request for a disaster 9.4.9 declaration must be submitted within 14 working days of the date of the disaster. Council resolutions should be very clear about the definition of the disaster area as only damages within the declared area are eligible for Ontario Disaster Relief Assistance Program funding. The Council resolution must be accompanied by information supporting the 9.4.10 request for assistance. This information includes: 9.4.10.1 The number of private properties, farms, small businesses, and non-profit organizations that have incurred damages as a result of the disaster; 9.4.10.2 The number of residents, small businesses, or farms affected; 9.4.10.3 The extent and the preliminary cost estimates of damages suffered; 9.4.10.4 Newspaper clippings, photographs, and other documentary evidence where available; and 9.4.10.5 Other information that Council feels is pertinent to add. 46 of 57 Municipality of Clarington Emergency Plan Durham Region may adopt a resolution in support of the Municipality of 9.4.11 to adopt a disaster relief committee. FEDERAL DISASTER FINANCIAL ASSISTANCE 9.5 In the event of a large scale disaster in Canada, the federal government can 9.5.1 provide financial assistance to provincial and territorial governments through the Disaster Financial Assistance to help them meet the basic costs of response and recovery when such expenditures exceed what an individual province or territory could reasonably be expected to bear on its own. The provincial government designs, develops, and delivers financial assistance 9.5.2 to the victims of emergencies and disasters, deciding on the amounts and types of assistance that may be provided. The federal government may then be requested by a provincial government to help pay the costs it incurred in responding to an emergency or disaster under the terms of the Disaster Financial Assistance. The Disaster Financial Assistance has been in place since 1970 and is 9.5.3 administered with the assistance of predetermined guidelines whose sole purpose is to ensure that federal financial assistance is provided in a fair and equitable way across Canada. Federal assistance is paid to the province/territory under Disaster Financial 9.5.4 Assistance and not directly to individuals or communities. It is important to note that there is no fixed budget for disaster financial assistance because there is no way of predicting the amount that may be required in any given year. 47 of 57 Municipality of Clarington Emergency Plan Chapter 10 MUTUAL AID/ASSISTANCE AGREEMENTS PURPOSE & PROVISIONS 10.1 As outlined by Emergency Management Ontario, all communities should attempt 10.1.1 to create regional mutual aid and mutual assistance agreements. Such -scale emergencies. Mutual aid or assistance agreements are in place to supply additional resources 10.1.2 when Municipal resources have been depleted to deal with extraordinary emergency situations. The Municipality of Clarington may receive assistance through the Durham 10.1.3 Region Fire Mutual Aid Plan. The objective of the Mutual Aid Plan is to provide a means whereby the fire 10.1.4 departments in Durham Region may initiate the necessary action to save and/or protect lives, property, and/or the environment during a major fire or emergency. The Mutual Aid Plan is organized and operational on a reciprocal, or no charge 10.1.5 basis, among the participating fire departments. The Emergency Management & Civil Protection Act, R.S.O., 1990, suggests that 10.1.6 municipalities may be directed by the Premier to provide assistance to other municipalities. Pre-arranged agreements will simplify the process of providing personnel, services, equipment, and material during an emergency. As directed under the enhanced level requirements for municipal emergency 10.1.7 plans, the Municipality of Clarington will enter into mutual assistance agreements with neighboring municipalities and other agencies/organizations as needed. Nothing in these agreements requires or obligates either party to provide 10.1.8 assistance, and no liability arises against the assisting municipality if it fails to respond to a request for assistance. The municipality may, at its discretion, determine the type and scope, nature, and 10.1.9 amount of assistance to be provided. 48 of 57 Municipality of Clarington Emergency Plan Chapter 11 TRAINING GENERAL 11.1 The Emergency Management & Civil Protection Act, R.S.O., 1990, Chapter E.9, 11.1 3 (5), requires that every Municipality conduct Municipal Control Group training programs annually to ensure the readiness of employees of the municipality and other persons to act under the Emergency Plan. The Community Emergency Management Coordinator is responsible for 11.2 coordinating training programs and exercises to ensure the readiness of Municipal staff to act under the Plan. The Community Emergency Management Coordinator will maintain a database of staff training. Staff training may be achieved through any or all of the following activities: 11.3 11.3.1 Staff attending internal or external general training sessions; 11.3.2 Staff attending refresher and/or upgrading sessions, as required; 11.3.3 New staff, or staff transferred to different positions, attending training; and/or 11.3.4 Departmental distribution of related material or information newsletters to staff with responsibilities under the Plan. Professional development opportunities for staff may be provided, including 11.4 attending appropriate emergency response courses, such as Red Cross Training, Emergency Preparedness Canada, etc. Durham Emergency Management Office will offer training programs to local 11.5 municipalities from time to time as the need arises. Assistance or information about available training programs or conferences may 11.6 be obtained through the Community Emergency Management Coordinator. Each department is responsible for ensuring that its staff is trained to carry out 11.7 their assigned duties under this Plan. 49 of 57 Municipality of Clarington Emergency Plan Chapter 12 EXERCISES TESTING THE PLAN 12.1 The Emergency Management & Civil Protection Act, R.S.O., 1990, Chapter E.9, 12.1.1 3 (5), requires that every municipality conduct exercises annually to ensure the readiness of employees of the municipality and other persons to act under the Emergency Plan. The Community Emergency Management Coordinator, under direction and 12.1.2 approval of the Chief Administrative Officer, is responsible for organizing annual testing of the Plan and conducting exercises. Conducting exercises is a municipal responsibility but from time to time will be done in coordination with Durham Emergency Management Office. Each component of the Plan can be tested in isolation as well as in coordination 12.1.3 with one another. It is vital that all major elements of the Plan are tested annually. The type of exercises/drills tested will vary from year to year, be derived from the 12.1.4 HIRA, include a natural progression becoming increasingly complex, and be appropriate to community needs. Immediately following an exercise, a debriefing will be conducted with 12.1.5 departments, agencies, and key personnel to review and evaluate the exercise and make recommendations. 50 of 57 Municipality of Clarington Emergency Plan Chapter 13 PUBLIC EDUCATION & AWARENESS GENERAL 13.1 The development and implementation of a Community Emergency Management 13.1.1 Public Education and Awareness Program is a requirement of the Emergency Management & Civil Protection Act, R.S.O., 1990. Public awareness is an important component of the Emergency Management 13.1.2 Program put in place so that the general public will know what to expect before, during, and after an emergency event. Public awareness is general information provided to the broader public to 13.1.3 increase awareness about emergency management. Public education is specific information provided to educate the target audience 13.1.4 in high risk areas about protective actions to reduce the risk of life and property damage in the event of an emergency. The Municipality of Clarington developed a Public Awareness Strategy to ensure 13.1.5 that these needs are met. This strategy will be reviewed and revised annually to ensure compliance with the program requirements under the Emergency Management & Civil Protection Act, R.S.O., 1990. RESPONSIBILITIES 13.2 The Community Emergency Management Coordinator is responsible for the 13.2.1 development and implementation of public education and public awareness programs. These programs will be coordinated with Durham Region and neighboring 13.2.2 municipalities, as well as the Durham Regional Police Service and other appropriate agencies. PUBLIC AWARENESS DELIVERY METHODS 13.3 The public awareness information program provided might include: 13.3.1 12.3.1.1 Brochures; 12.3.1.2 Media releases; 12.3.1.3 Municipality of Clarington web site, www.clarington.net; 12.3.1.4 Community displays; or 12.3.1.5 Other media as deemed appropriate. 51 of 57 Municipality of Clarington Emergency Plan PUBLIC EDUCATION 13.4 Public education might include: 13.4.1 12.4.1.1 Programs/presentations for students, service clubs, industries, institutions, etc.; 12.4.1.2 Hazardous material education and training in the high school curriculum; and 12.4.1.3 Providing specialized instructions, such as information regarding sheltering-in- Municipality. Questions regarding emergency preparedness are referred to the Fire Chief/ 13.4.2 Community Emergency Management Coordinator for follow up. 52 of 57 Municipality of Clarington Emergency Plan ANNEX A DEFINITIONS & ACRONYMS Alternate Municipal Emergency Operations Centre: Also known as the AMEOC, the alternate site where the Regional Control Group meets to exercise direction and control (manage the emergency) during an emergency. Canadian Transportation Emergency Centre: Also known as CANUTEC, an information service offered by Transport Canada for response person el involved in dangerous goods incidents. CANUTEC provides technical information and communication assistance. CANUTEC: CEMC: Community Emergency Management Coordinator (CEMC): The designated municipal emergency management person (in accordance with the Regulations under the Emergency Management & Civil Protection Act, R.S.O. 1990, when filed by the Province) who is responsible and accountable for the development, implementation and maintenance of the Emergency Management Program. Control Group: Critical Incident Stress: is any situation faced by emergency service personnel or others that causes them to experience unusually strong emotional reactions that have the potential to interfere with their ability to function at the emergency scene or later. Critical Infrastructure: Interdependent, interactive, interconnected networks of institutions, services, systems, and processes that meet vital human needs, sustain the economy (protect public safety and security), and maintain continuity of and confidence in government. Declaration of Emergency: A signed declaration made in writing by the Head of Council in accordance with Chapter E 9, Section 4 (1) the Emergency Management & Civil Protection Act, R.S.O. 1990. This declaration is usually based on a situation or an impending situation that threatens public safety, public health, the environment, critical infrastructure, property, and /or economic stability and exceeds the scope of routine economic activity. Declaration of Termination of Emergency: A signed declaration made in writing by the Head of Council of a municipality may, in accordance with Chapter E 9, Section 4 (2) the Emergency Management & Civil Protection Act, R.S.O. 1990. The declaration concludes that the emergency in the municipality has been terminated. DEMCC DEMO: Disaster: A widespread or severe emergency that seriously incapacitates a community and strains community resources. Durham Emergency Management Coordinating Committee Also known as DEMCC, the Durham Emergency Management Coordinating Committee provides assistance to the Director 53 of 57 Municipality of Clarington Emergency Plan of Emergency Management with the preparation and coordination of emergency plans and implementing procedures within the Region of Durham. Durham Emergency Management Office: Also known as DEMO, the Emergency Management coordinating agency and Regional contact for nuclear and non-nuclear emergencies within the Regional Municipality of Durham. DEMO staff initiates the Regional notification for initial response. Emergency: A situation or impending situation caused by forces of nature, accident or intentional act that constitutes a danger of major proportions to life and property. Emergency Information & Inquiry Centre (EIIC): offers telephone and/or walk-in service and provide a location where citizens of Clarington, and any other interested persons, may obtain information about the emergency situation or response. EIO: Emergency Information Officer Emergency Management: A planned, organized and comprehensive program of activities taken by municipalities to prepare for and deal with actual or potential emergencies or disasters. These activities include mitigation/prevention of, preparedness for, response to and recovery from emergencies or disasters. A state of readiness with respect to responding to emergencies that is dependent on both the pre-planning and response capability of the organization. Emergency Management & Civil Protection Act, R.S.O. 1990: New Legislation issued by the Province of Ontario that updates the Emergency Plans Act, 1983 and requires municipalities to have an emergency management program that includes plans and procedures, training programs and exercises, a public education program on the risks to public safety and public preparedness and Emergency Management Coordinator: The staff person responsible in an organization for reviewing, revising, updating and testing of the emergency plan, implementing procedures and Emergency Management Ontario: Also known as EMO, an office of the Ministry of Community Safety and Correctional Services responsible for assisting municipalities with emergency training, developing emergency plans and assisting or advising with the setting up emergency preparedness programs. EMO takes the lead management role in nuclear emergencies and Provincial nuclear exercises in Ontario and is responsible for the administration of the Provincial Nuclear Emergency Response Plan (PNERP). Emergency Management Organization: All of the support organizations, DEMO, Regional Departments and volunteer agencies who may be required to respond in support of any emergency within Durham Region. Emergency Plan: Documentation of the designation of authority, general operational concepts and policies that form the basis for a coordinated approach to emergency response. Emergency Planning: A process whereby the designation of authority, agreements regarding the use of equipment and personnel, general operational concepts and emergency policies that form the basis for a coordinated approach to emergency response are identified and developed. Emergency Planning Committee: A committee of municipal officials who meet on an as required basis to provide comments and suggestions on how to modify and improve emergency 54 of 57 Municipality of Clarington Emergency Plan plans or any aspect of the emergency planning process. (See Municipal Emergency Management Coordinating Committee) Emergency Response: Those activities and programs designed to address the immediate and short-term effects of the emergency or disaster. Response activities include warning the public, evacuation, sheltering, search and rescue, and other similar activities. Restoration of facilities and utilities, emergency repairs to roads and bridges, removal of debris, are all part of the final stages of response. EMO: ESM: Emergency Site Manager Evacuation Routes: A transportation route designed to direct evacuees away from the area while providing access for emergency response vehicles into the area. Evacuee Centre: A facility that has been set up to provide shelter, food and clothing for evacuees for a relatively short or an extended period of time. Evacuees: All persons deprived of food shelter and clothing during an emergency. This term includes those persons who were required to leave their homes as well as those who were not at home at the time of the emergency and were not permitted to return to their homes. Exercises/Drills: Scheduled events that provide a realistic setting for practicing emergency notification and response to evaluate emergency plans, implementing procedures and resources. Fan-Out Notification System: An internal telephone system made in an order of hierarchy, where on the activation of the emergency plan, first responders and members of the Community or Regional Control Groups are telephoned immediately and instructed to report to their respective Municipal Emergency Operations Centre or Regional Emergency Operations Centre to manage the emergency. Flood: A flood is defined as a situation where water levels in a watercourse exceed the channel banks with the potential for property or environmental damage and the loss of life. Hazard: Any situation with the potential for human injury or death, damage to property, damage to the environment or some combination of these. Hazard Analysis: A historical analysis used to evaluate the hazards within a specific area and to prioritize them for the purposes of emergency planning and developing mitigation measures. Hazardous Materials: Substances that, if released from their protective containers, may result in serious harm to life, property or to the environment. This term may be interchanged with dangerous goods and usually describes both dangerous commodities and specialized dangerous commodities. IC: Incident Command MAA: Media Spokesperson: A person in the Region or in a Municipality designated through the respective operations centre to establish contact and maintain ongoing communications with the media during an emergency. 55 of 57 Municipality of Clarington Emergency Plan Memorandum of Understanding: A more informal agreement developed between two or more parties to render emergency assistance to parties of the agreement. Mitigation/Prevention Plan: Based on the community risk assessment, each community should implement a strategy to eliminate hazards or mitigate the effects of hazards that cannot be eliminated. A mitigation plan should contain details on activities planned to eliminate or reduce the degree of risk to life property, and environment from identified hazards. Municipal Control Group: A group comprised of key municipal officials and support agencies that are responsible for decision-making and the provision of essential services needed to minimize the effects of an emergency on a municipality. Municipal Emergencies: All emergencies excluding nuclear emergencies at Pickering or Darlington Nuclear Generating Stations, in or affecting specific communities within Durham Region. Municipal Emergency Management Coordinating Committee: Also known as MEMCC, the Municipal Emergency Management Coordinating Committee provides assistance to the CEMC with the preparation and coordination of emergency plans and implementing procedures within the Clarington. Municipal Emergency Operations Centre (MEOC): The site in each municipality where local governments exercise direction and control (manage the emergency) during an emergency. Mutual Assistance Agreement: Also known as an MAA, is a formalized agreement developed between two or more municipal jurisdictions to render emergency assistance to parties of the agreement. Notification: The transmission of a message to emergency management personnel informing them of an emergency situation and if required, directing them to report for emergency duty at an assigned facility at a designated time. PEOC: Provincial Emergency Operations Centre: Also known as the PEOC, the Provincial site at the Office of Emergency Management Ontario where Provincial ministries assemble to provide assistance to Ontario municipalities when requested with the management of emergencies in their community. In the event of a nuclear emergency, the PEOC takes full control of the emergency from the onset. Public Alerting: A system put in place to alert the general public in the event of an emergency or the threat of a potential or imminent emergency. PIO: Public Information Officer RCG: Recovery Plan: A risk-based emergency plan that is developed and maintained to recover from the effects of an emergency or a disaster and will assist with returning the community back to normal as soon as possible while maintaining critical resident services. Regional Control Group: Also known as RCG, a group of trained individuals that convene to manage a Regional emergency or provide support to local municipalities who request assistance. The Regional Control Group is comprised of Regional department staff, staff from 56 of 57 Municipality of Clarington Emergency Plan first response organizations, District School Boards, and liaison personnel from Emergency Management Ontario, Ontario Power Generation or any other support organizations directly or indirectly involved in the emergency. Support organizations are invited at the discretion of the CAO and may include Conservation Authorities, Railways or industrial partners. Regional Emergency Operations Centre: Also known as the REOC, the site at Regional Headquarters where the Regional Control Group meets to exercise direction and control (manage the emergency) during an emergency. Responders: Persons providing response actions during an emergency including those working at the emergency site/facility and locations supporting the emergency site (REOC, CEOC, Evacuee Centres, Emergency Worker Centres and Reception Centres). Response: actions taken during an emergency to mitigate the effects of the emergency including those taken at the emergency site/facility or any other locations supporting the emergency. REOC: Shelter-in-Place: To stay indoors during an emergency when toxic fumes or radiation hazards may exist in the immediate area. Shelter-in-place precautions may include turning off air conditioners and ventilation systems, closing and sealing all windows and doors. Volunteer Organizations: Agencies that Durham Region may use for the provisions of emergency services during an emergency. These may include but are not limited to organizations such as the Canadian Red Cross and St. John Ambulance. 57 of 57 EMERGENCY PLAN 1 BLACKOUT 2003 OF A14, 2003 UGUST 2 BLACKOUT 2003 OF A14, 2003 UGUST 3 CPE ALEDONROPANEXPLOSION N9, 2004 OVEMBER 4 BDF OWMANVILLEOWNTOWNIRE A29, 2008 DF-A2008 PRIL OWNTOWNIREPRIL 5 H401 C IGHWAYLOSURE J2013 ANUARY 6 MAF–O CSPHALTIRESHAWA J19, 2013 ANUARY 7 8 EMA MERGENCYANAGEMENTCT In April 2003, the Emergency Management and Civil Protection Act, R.S.O., 1990was proclaimed by the Province. It requires every municipality in Ontario to develop and implement an emergency management program consisting of: An emergency plan. Training programs. Exercises to train staff and test plans. Public education on risks and public preparedness. 9 EP MERGENCYLAN By-law 2004-170 provided the establishment and adoption of the Emergency Management Program for the Municipality CEP was developed as a risk specific plan using Hazard Identification Risk Assessment (HIRA) as the basis to addressing emergencies the Municipality of Clarington may be vulnerable too. CEP prescribes the planning and operational 10 procedures for the Emergency Response Organization EP MERGENCYLAN CEP is supported by common procedures relating to Notification, Operations Centre's, Public Inquiry / Communications and Critical Infrastructure Listing. CEP was designed to ensure the timely and efficient delivery of emergency response services and recovery operations within Clarington. Municipal & Regional Departments along with local Agency stakeholders were consulted to 11 assist in the development of this Plan. EP MERGENCYLAN The Emergency Plan is reviewed annually and updated as deemed necessary Hazard Identification Risk Assessment (HIRA) is reviewed annually and updated as deemed necessary 12 EPC MERGENCYLANONTENTS 13 Chapters Plan Introduction 1. Situation, Planning Principles and Assumptions 2. Hazard Analysis 3. Emergency Planning Structure and Response Organization 4. Notification and Response 5. Concept of Operations 6. Recovery Planning 7. Emergency Information and Public Direction 8. Financial Management & Assistance 9. Mutual Aid & Assistance Agreements 10. Training 11. Exercises 12. 13 Public Education & Awareness 13. TP RAININGROGRAMS Annual Control Group training ( Mandatory) Participate in annual DEMO training/exercises Participate in OPG exercises ( Annually) Control Group fan-out training ( Annually) Annual Exercise ( Mandatory) 14 PE UBLICDUCATION Clarington Family Safety Day 15 EMP MERGENCYANAGEMENTROGRAM An emergency plan Training programs Exercises to train staff and test plans Public education on risks and public preparedness 16 DEMO The Durham Emergency Management Office (DEMO) is tasked with the responsibility of co- ordinating an effective response to natural and human-caused disasters to ensure the safety of the residents of Durham Region. DEMO works closely with municipalities, as well as Regional departments and volunteer agencies, to a provide planned and co-ordinated response to any emergency or disaster. 17 DR URHAMEGION Durham Region By-Law No. 04-2004 (PDF), the Emergency Management By-Law: Establishes a formal emergency management structure. Requires the development and implementation of a Regional emergency management program. Outlines the conditions under which the Regional Chair may declare that an emergency exists. 18 NP–N OTIFICATIONROTOCOLSUCLEAR OR EMO DUTY OFFICER DRPS COMMS/911 DEMO DUTY OFFICER MUNICIPALITIES SCHOOL REGIONAL BOARDSDEPTS. REGIONAL FIRE COORDINATOR REGIONAL st 1round of calls CACC STAFF nd 2round of calls POLICE rd 3round of calls NC UCLEARLASSIFICATIONS NP– OTIFICATIONROTOCOLS N-N ONUCLEAR Municipal EOC Regional SCHOOL BOARDS EOC Departmental EOC Other EOCs REGIONAL DEMO DUTY DEPTS. OFFICER DRPS COMMS/911 MUNICIPAL CEMC OTHER SOURCE Emergency Responders on Site N-NC ONUCLEARLASSIFICATIONS ISO2013 CETORMF Communication through Social Media started by Jennifer Cooke December 22, 2013 Residents are asked to STAY INDOORS today as roads are treacherous due to the ice storm. Clarington Emergency & Fire Services have been working with Clarington Operations Department throughout the night responding to calls and working to clear trees and ice. 23 CE–IS HRONOLOGICALVENTSCETORM Prior to December 21, 2013 receiving and monitoring weather alerts and updates Freezing rain begins Saturday December 21in st the evening Early Sunday morning receive a call for a structure fire on Baseline Road, west of Courtice Road. . 24 1648 BRF ASELINEOADIRE 25 CE–IS HRONOLOGICALVENTSCETORM December 22 it was evident that conditions were getting worse. Roads were very slippery Ice on trees and power lines continues to build Calls for wires down were starting to come increase 26 CE–IS HRONOLOGICALVENTSCETORM December 23 early Sunday morning I called the Acting CAO regarding the conditions and advised that with increasing power outages I believe we should do a partial activation of the Emergency Operations Centre At 08:52 started the activation process 27 28 CE–IS HRONOLOGICALVENTSCETORM Once control group members arrived we had a meeting to discuss a strategy Notified DEMO of our Activation Contacted Local Utilities to determine the magnitude of the power outages. Both Veridian and Hydro One as hydro outages seemed to be the main concern 29 CE–IS HRONOLOGICALVENTSCETORM Control Group decides to open Rickard as a warming center Salvation Army, Red Cross, Social Services are contacted Control group stands down at 02:05 To reconvene at 0830 next day, regular updates to be sent out over night 30 CE–IS HRONOLOGICALVENTSCETORM Power outage forces us to relocate the warming center in Newcastle District Recreational Complex Control Group continues to liaise with Hydro One and Veridian Emails, blogs, media releases continue to be sent out. Newspapers and Radio were advised as well 31 32 CE–IS HRONOLOGICALVENTSCETORM EOC stands down at 02:45 Emails and updates to continue Dec 24, EOC open again at 0830 Both Shelters remain open Continue to Facebook, Tweet, blog messaging out to residents EOC stands down at 02:37 33 Operations staff continue to assist with storm clean up Conclusions Control Group continued to dialogue with email and phone calls Operations staff continue working on temporary tree/brush removal Fire Services continues to respond to calls 34 Over the next day or so almost all power outages were restored Operations have a handle on conditions, most roads etc are open, most debris is moved In total we participated in 3 provincial teleconferences Communications / safety messages/ updates were communicated throughout the storm 35 36 37 PD–OP OLICEUTIESNTARIOOLICE SA ERVICESCT Duties of police officer (1)The duties of a police officer include, 42. (a) preserving the peace; (b) preventing crimes and other offences and providing assistance and encouragement to other persons in their prevention; (c) assisting victims of crime; (d) apprehending criminals and other offenders and others who may lawfully be taken into custody; (e) laying charges and participating in prosecutions; (f) executing warrants that are to be executed by police officers and performing related duties; (g) performing the lawful duties that the chief of police assigns; (h) in the case of a municipal police force and in the case of an agreement under section 10 (agreement for provision of police services by O.P.P.), enforcing municipal by-laws; (i) completing the prescribed training. R.S.O. 1990, c. P.15, s. 42 (1); 1997, c. 8, s. 28. DRPCD20 URHAMEGIONALOLICEALLSBETWEENECEMBERTO D23, 2013 –ICE STORM PEAK –WD24/7. A ECEMBEREAREONUTY DIP24/7 SENIOROFFICERUTYNSPECTORISONATROL InjustClaringtonaloneduringthatfourdayperiodClaringtonofficers generated305occurrencesforcompletedcallsforservice.EastDivisionalso extendsnorthintoalargeswathoflandtotheeastsideofScugogTownshipthatweare responsiblefor. Theseoccurrencesincludedtrafficcontrolfordownedhydrowiresandblown transformers,downedtrees,assistfireandpublicworks,assistambulanceformedical callsforpeopleindistress.Trafficaccidentsrequiredanofficertoattend. Reviewoffiledcompletedcallsdisclosedthatothercorepoliceservicessuchas respondingtoviolentcrime,domesticdisputes,suddendeaths,compassionate notifications,thefts,alarmcallsduetotheinterruptionofpowerallcontributedtothe rangeofactivityrequiredofthepoliceondutyinClaringtonduringthattime. EastDivisionhasuptotenofficersavailableonanyindividualshiftandaSergeantto superviseOshawaalsodeploysthreeofficerstotheCourticeareaeveryshiftfrom Oshawa. WecandrawresourcesfromotherareasoftheDurhamRegionalPoliceifrequiredin anemergency.CallsforServiceareprioritizedcentrallybyourcommunication branchbasedonrisktothelifeorsecurityofanyDurhamRegioncitizen. CD-E ARELESSRIVINGVERYONEMUST & DRIVEREASONABLYACCORDINGTOTHE CONDITIONS 130.Everypersonisguiltyoftheoffenceofdriving carelesslywhodrivesavehicleorstreetcaronahighway withoutduecareandattentionorwithoutreasonable considerationforotherpersonsusingthehighwayandon convictionisliabletoafineofnotlessthan$400andnot morethan$2,000ortoimprisonmentforatermofnot morethansixmonths,ortoboth,andinadditionhisor herlicenceorpermitmaybesuspendedforaperiodofnot morethantwoyears.2009,c.5,s.41. Operatorsofmotorizedvehiclesarepersonally responsiblebothundercivillawandundercriminallaw aswellasallprovincialstatuteswhenexercisingtheir licensedrighttodriveinOntario. OHTAR NTARIOIGHWAYRAFFICCTESPONSIBILITYFOR I“” “” DRIVERSWHENANNTERSECTIONISORBECOMES –ID.R.P.S UNCONTROLLEDNEXTREMECIRCUMSTANCES URGESPEOPLETOSTAYOFFTHEROADS Right of way at uncontrolled intersections 135.(1)This section applies where an intersection is not controlled by a stop or yield sign or a traffic control signal system. R.S.O. 1990, c. H.8, s. 135 (1). Right of way (2)Every driver approaching an intersection shall yield the right of way to any vehicle in the intersection that has entered it from an intersecting highway. R.S.O. 1990, c. H.8, s. 135 (2). Idem (3)When two vehicles enter an intersection from intersecting highways at approximately the same time, the driver on the left shall yield the right of way to the vehicle on the right. R.S.O. 1990, c. H.8, s. 135 (3). Definitions (4)In this section, “driver” includes street car operator and “vehicle” includes street car. R.S.O. 1990, c. H.8, s. 135 (4). TA-DC RAFFICCTUEAREBEFOREMAKING TURNINGMOVEMENT Turningatintersections 141.-Turnnotinsafetyoffence Leftturn,acrosspathofapproachingvehicle (5)Nodriveroroperatorofavehicleinanintersectionshallturnleftacrossthepathof avehicleapproachingfromtheoppositedirectionunlessheorshehasaffordeda reasonableopportunitytothedriveroroperatoroftheapproachingvehicletoavoida collision.R.S.O.1990,c.H.8,s.141(5). TheMinistryofTransportationdrivertraininghandbookcontainsadvicefordrivers togocautiouslyatanuncontrolledintersectionandtotreatitasa“fourwaystop signintersection”yieldtotrafficintheintersection. TherearemanymoreintersectionsineveryMunicipalityinOntariothan therearepoliceofficersworkingonanygivendayinOntario.Policedonot havethecapacitytobethemechanismtoreplacetrafficcontrolsthatbecome inoperableduetopoweroutagesalthoughwewillmakeeveryeffortwithin ourcapacitytorespondtoanypublicsafetyconcernbroughttoourattention inaprioritizedresponsemodel. OD PERATIONSEPARTMENT Emergency Response Plan February 2014 Effective Date –June 24, 2008 Reviewed Annually By Supervisors DEPARTMENT’S EMERGENCY PLAN I NDEX Introduction • Location Of Key Personnel • Response Procedure • Resource List • Specialized Skills Contacts External Contacts Community Building Contacts Department’s Organizational Chart • Persons/Agencies to be notified in event of • emergency Conservation Authority Equipment Registry On Call Lists BUILDING DIVISION Check for electrical supply to buildings Status and function of fire alarm panel Status and function of emergency lighting Inspection of sprinkler rooms Sump pumps for levels in pits Function of generators, status of fuel supply Manually switch off large draw equipment to ensure proper start up when power returns Building check for security and infiltration which may lead to freeze ups or excessive heat loss Inspection of heating system and plants to ensure systems shut down properly Emergency exits clear and accessible Upon return of electrical supply to the building, a re- inspection was performed to ensure the following: Heating systems came back on line property and are • functioning No overloads, breakers or fuses tripped • No equipment damaged from surges at return of grid • electrical supply Inspection of the FAPand Life Safety Equipment • Flow of domestic water at all fixture points to ensure no • freeze ups Start up of large draw equipment • OPERATIONS DEPARTMENT Year round On Call Lead Hand • On Call Supervisor • On Call Heavy Equipment and Light Equipment • Operators On Call Fleet Technician • WINTER OPERATIONS Winter Patrol commences in October Monitors weather reports and weather conditions Reviews road Weather Information System Patrol all areas, checks on road conditions Records of weather conditions, temperatures, operations Same on call procedures as above 2013 ICESTORM Prior To December 21, 2013 Fuel was delivered Salt/sand materials Tow truck contractor advised Weather information shared with all contractors Forestry contractors notified Supervisors met and reviewed nature of storm Planned approach L ESSONSLEARNED Stand by generator at Yard 42 Relocate courtesy sand bins Snow removal in BIA’s Special Thank you for Suppliers who assisted during the ice storm Valley Blades Coco Paving –sand supply Frew Petroleum Winslow Gerolomy Motors Peterborough Pallman Trucks Oshawa Jim’s Towing Aline Asplundh THANK YOU Any Questions? 51