THE CORPORATION OF THE TOWN OF GREATER NAPANEE

BY-LAW NO. 201 3-0063

Being a By-law to Adopt a Fire Master Plan Update

WHEREAS Section 8 of the MunicipalAct, S.O. 2001, (hereinafter referred to as the “Municipal Act”) provides that the powers of a municipality under the Municipal Act or any other Act shall be interpreted broadly so as to confer broad authority on the municipality to enable the municipality to govern its affairs as it considers appropriate and to enhance the municipality’s ability to respond to municipal issues;

AND WHEREAS Section 9 of the Municipal Act provides that a municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under the Municipal Act or any other Act;

AND WHEREAS fire protection and prevention is mandated, and a municipal responsibility under Section 2(1)(b) of the Fire Protection and Prevention Act, 1997 S.O. 1997, c4 (hereinafter referred to as “FPPA”);

AND WHEREAS in order for the Town to be compliance with the FPPA, it must provide specific fire prevention and protection services as well as additional services, as is determined by Council, to meet the needs and circumstances of the Town;

AND WHEREAS the Council of the Corporation of the Town of Greater Napanee deems it expedient to adopt a Fire Master Plan Update;

NOW THEREFORE, the Council of the Corporation of the Town of Greater Napanee enacts as follows: 1. That the Fire Master Plan Update dated December 2013 be hereby adopted.

2. That the Fire Master Plan Update referenced in Clause 1 is attached hereto and marked as Schedule “A”to this by-law, and shall form part of this by-law.

3. That any other by-laws or provisions conflicting with this by-law are hereby repealed.

By-law No. 2013-0063 - To Adopt a Fire Master Plan Update.

December 17, 2013 Page 1 of 3 4. That this by-law shall take effect upon the date of final passage by the Council of the Town of Greater Napanee.

Read a first and second time and finally passed this 17th1 day of December, 2013.

ie, Deputy Mayor

Susan Beckel, Clefk /

By-law No. 2013-0063 - To Adopt a Fire Master Plan Update. December 17, 2013 Page 2 of 3 SCHEDULE “A” TO BY-LAW NO. 201 3-0063

By-law No. 2013-0063 - To Adopt a Fire Master Plan Update. December 17, 2013 Page 3 of 3

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Communications Contents Page 11 27 25 16 18 26 14 27 25 14 14 12 10 28 26 15 14 14 11 28 24 21 17 15 28 25 18 15 4 5 8 7 7 6 9 8 6 2 2 9. Water Supply .29 Municipal Water Supply (Hydrant Protected) 29 Rural Water Supply (Non-hydrant areas) 29 RECOMMENDATION 29

10. Fire Apparatus Fleet 30 Apparatus Inspection, Testing, and Maintenance 30 RECOMMENDATIONS 31

11. Fire Prevention and Public Education 32 Public Education and Community Events 32 Inspections 32 Code Enforcement 33 Plans Review 33 Fire Investigations 33

12. Simplified Risk Assessment 33 Demographic Profile 34 Population Analyses 34 Public Education Challenges 34 Vulnerable Residents Analysis 34 Demographic Profile Analysis 35 BuildingStockProfile 36 Priority Setting for Compliance 39 RECOMMENDATIONS 40

13 Emergency Management 42 RECOMMENDATION 42

14 Corporate Services 43

15 Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis 44

16 Recommendations Summary 45

17 Appendices 48 2005 Master Fire Plan Recommendations Update 48

18 Fire Insurance Rating 49 Public Fire Protection Classification System (PFPC) 49 DwellingProtection Grades (DPG) 50

19 Performance Measures 51

20 Fire Apparatus Fleet Replacement Schedule 53

21 Legislation Affecting the Ontario Fire Service 54

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by of 4 2. Overview of the Town of Greater Napanee

The Town of Greater Napanee is part of Lennox and Addington County and is approximately 40 kilometres (25 mi) west of Kingston. It is located on the eastern end of the Bay of Quinte. The present municipality known as Greater Napanee was created by amalgamating the old Town of Napanee with the townships of Adolphustown, North and South Fredericksburgh, and Richmond in 1999. The Township of Tyendinaga is to the west, with Loyalist and Stone MillsTownships on the east. Lake Ontario forms the southern boundary.

The area was originally settled by Loyalists in 1784 and was first incorporated in 1854. The first Loyalists settlers arrived at Adolphustown on June 15, 1784. The original hamlet of Napanee was located at the site of a waterfall on the Napanee River, and was first known as Cfarksville after Robert Clark, who built a grist millthere.

In 2011, Greater Napanee (Town) had a population of 15,511, representing a percentage change of 0.7% from 2006. There were 6,325 private households in Greater Napanee in 2011, a change of 3.4% from 2006. Of these, 23.3% of households were comprised of couples with children aged 24 and under at home, a change of -11.7% compared with five years earlier.

Land area is 461.31 square kilometres with a population density of 33.6 persons per square kilometre. The rural area includes a significant amount of agricultural farm lands in the south and increasingly more woodland areas in the northwest of the town.

The old Town of Napanee continues to be the largest population center and is the location for the majority of residential, commercial, industrial, and government activities. The downtown core contains some important historical buildings and is a destination for tourist.

Dundas Street is the main street in the Town of Greater Napanee and is an important commercial area with many historical buildings.

Greater Napanee Fire Service Fire Master Plan Update Page 5 Greater Napanee — Structural Types of Dwellings

In Greater Napanee, 74.5% of private households were in single-detached houses and 16.2% lived in apartments in buildings of less than five storeys. The rest lived in other types of dwelling structures.

. Greater Napanee[ Structural type of dwelling % rNumberll I Total - Structural type of dwelling [6,325 100.0

[Single-detached house [[4,715 174.5 [Semi-detached house [230 Row house [[260 [4.1 Apartment, building that has five or more storeys [c IApartment, building that has fewerthan five storeys[[1,025 16.2 [Apartment, duplex [65 1.0 [9er single-attached houselO [[15 0.2 j Movable dwellingll [15 [c. Data from 2011 Census

Commercial, Industrial, and Institutional

The largest private sector employer is the Goodyear Tire and Rubber Company plant with 685 employees. The Lennox Power Generation Station has a staff of 160, and a large expansion project is scheduled to increase power generation with the addition a new 900 megawatt gas- fired power plant being built by TransCanada.

In the Public Sector there are a number of large employers including:

Name of Employer Type of Employment No. of Employees County of Lennox & Addington Public Administration 415 Limestone District School Board Education 260 L&A County General Hospital Health Services 215 John M. Parrott Centre Long-term Care Facility 187 Quinte Regional Detention Centre Correctional Services 167 Town of Greater Napanee Public Administration 159 Algonquin & Lakeshore Catholic District Education 126 School Board Ontario Provincial Police Law Enforcement 97

Greater Napanee Fire Service Fire Master Plan Update Page 6 Transportation Infrastructure

The Town is served by a network of provincial, county, and municipal roads connecting various communities within, and outside, the town. Highway 401 is a busy east — west transportation corridor with large volumes of traffic passing just north of downtown Napanee.

The Napanee River and Lake Ontario, including the Bay of Quinte, create barriers that hinder easy access to some parts of the Town in the south and west sections.

The main railway lines between Montreal and Toronto, for both the Canadian National Railway and Canadian Pacific Railway, pass through the Town with high volumes of freight traffic.

Via Rail operates intercity passenger service on the CN Rail main line and has a high volume of passenger train operations.

Growth and Development

The population of Greater Napanee has remained stable for some time with growth of 0.7% between 2006 and 2011. The current population is 15,511, with the majority of residents living in the old town of Napanee area. The population is not expected to have any significant increase in the foreseeable future. Residential development is reflected in the level of population change, with limited numbers of new dwellings being added in recent years.

In recent years Greater Napanee experienced considerable commercial development along the corridor of County Road 41, south of Highway 401, and to the west along Jim Kimmett Blvd.

The construction of a 900 megawatt gas-fired generating plant is planned on lands adjacent to the Lennox Generating Station, and a warehouse expansion is also planned on the Goodyear plant site.

Construction of government and institutional facilities has resulted in a number of new or renovated I enlarged buildings, as well as the Downtown Core area has had a significant facelift from 2010-2012, with many new businesses opening.

Greater Napanee Fire Service Fire Master Plan Update Page 7 was Greater education Station department. overall. to with together Hanmore in Chief, tanker neighboring representation had as staff send In neighbouring municipalities. station one each A In During housed Fredericksburgh as bought protection. Greater

For 3. the fire 2001 share 1978-79 three the many little the of apparatus and out

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Fire Service a end departments the Fire pump market municipalities. service cost only He from and Chief amalgamation Service hamlet each gallon 1970’s of Townships work had Fredericksburgh grew, was from municipalities, began of to Fire the to with equipment impact each Fire $15,000, square the review Tom provide municipality its Fire established on of new tanker nearby Service of Roblin, 5 and Station. the own the residences a to Master municipality. firefighters a Dorland, Kimmett new on municipality new provide purchased commercial of Because was respective process equipment better which the Richmond of municipalities. issues, Plan Napanee, (a station History Fire fire At conducted the village fire in and in Update was this recognized better fire was the was of from the Master five of of service but Automatic Adolphustown that in a pumper time established protection amalgamating and the county and that 1800’s housed in built which under pumper the (5) to Napanee,. fire Richmond), community, pro-active to the Plan. all better industrial was southern In as municipalities a protection look the had was major fire would one to 1968 needs it in aid for all to had provide Among serve need Carl hail at to its administration home marked fire these agreements No both never equipment the respond provide activity approach the own already for portion assembled in but Richmonds suppression. other service for the viability the the three protection to the Richmond areas. to fire into had a separately. residents 6 village future. increased. better add resources fire of recommendations been to pieces department, the municipal their for taken the was fight were of Although protection resources run a the Town Garage. system, establishing operating municipality, of to committee and own housed In Both of that by of by established Roblin the residents 2005, fire left If the a the North fire of fire fire. there these Town they Fire or apparatus, Greater Napanee. and Using not for three Napanee in service services to Chief as purchased Napanee and a Board the still only was house a in public and vehicles of one and four new with Township this Napanee department they operated George Napanee to a those and in bay with into call Fire this station plan and deal 2008 would put fire were fire Page to one of 8 Greater Napanee Fire Service Today

The Greater Napanee Fire Services provides fire protection and other emergency services to the Town of Greater Napanee. The department operates under the authority of the Establishing and Regulating By-law By-law No. 2011 - 38. This by-law identifies the services that the department is authorized to provide as well as the general organization, authority, and responsibilities of members.

The Greater Napanee Fire Service provides a variety of emergency services as authorized under the Establishing and Regulating By-law. The services are provided in accordance with the level of training and resources available. These services are:

• Fire Suppression • Motor Vehicle Accident I Extrication Response • Ice and Water Rescue — Shore Based • Medical Assist Response • Other emergency &non-emergency services

A review of the Establishing and Regulating By-law 20 11-38 identified a number of areas where changes should be considered to update and clarify various sections of the by-law.

The department operates from three (3) fire stations — Fire Station 1, which is the Headquarters, is located at 66 Advance Aye, Fire Station No. 2 is located in the village of Robin in the northeast of the town, and Fire Station No. 3 in located in Dorland and serves the southern portion of the municipality. Allstations receive back-up support from other stations as needed.

The department administration includes the (1) General Manager! Fire Chief, (1) Deputy Fire Chief and (1) Assistant Chief, and they are supported by an (1) Administrative Assistant. The other full time staff include one (1) Fire Prevention! Public Education Officer, one (1) Training Officer, 1 Firefighter/Public Educator, and three (3) Firefighters. Co-located at the fire station is the Manager of Safety Compliance &Accessibility who provides services for all Town departments and is supervised by the General Manager/Fire Chief.

The department is considered a “composite fire department” which consists of having both full- time and volunteer members. The department attempts to maintain a force of approximately seventy-two (72) volunteer firefighters assigned as follows:

Station 1 — Napanee Station 2 — Robin Station 3 - Dorland 4 Captains 2 Captains 3 Captains 28 Firefighters 14 Firefighters 21 Firefighters

As with most fire departments that rely heavily on volunteers, the issues of recruitment, training, and retention, are significant concerns that can impact service delivery. These issues are discussed at greater detail in following sections of this report.

The department is authorized to participate in the Frontenac!Lennox &Addington Fire Mutual Aid Plan and other mutual aid plans. Mutual Aid is provided at no cost, on a reciprocal basis, for those occasional large fires that require additional resources and are beyond the ability of the department to contain without outside help. The department also participates in a “Tiered Medical Response” program with Lennox &Addington County Paramedic Services.

Greater Napanee Fire Service Fire Master Plan Update Page 9 The Town has a the large rural area which consists of many large homes, as well as extensive farming and industrial properties, and a considerable amount of forested areas that present a significant risk for wildfires. The department operates equipment and conducts training for rural operations. The primary equipment for rural fires is tankers to transport water to areas without hydrant protection.

RECOMMENDATION

It is recommended that the Establishing and Regulating By-law be revised and updated to more accurately reflect the direction of Council, identify department responsibilities and authority at emergencies, and clarify the types and levels of services provided by the department.

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Greater Napanee Fire Service Fire Master Plan Update Page 12 The staff make every effort to ensure all emergency calls are answered and dispatched as quickly and efficiently as possible, however with changes in personnel and limited or no back-up available to assist the single dispatcher on duty, it is not possible to provide a service standard guarantee. The following sections of “NFPA 1221 Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems” illustrate the demanding level of call handling required from a dispatch centre. National Fire Protection Association Standard 1221 Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems

This standard sets the minimum requirements for the installation, performance, operation, and maintenance of public emergency services communications systems and facilities. NFPA 1221 characterizes a communications system as a vehicle that receives emergency signals (i.e. alarms) from the public and then forwards the appropriate information to emergency response facilities. Specifically, the standard addresses the functions, components, operations, testing and record keeping requirements of a communications system.

7•44* Where alarms are transferred from the primary public safety answering point (PSAP) to a secondary answering point, the transfer procedure shall not exceed 30 seconds for 95 percent of all alarms processed.

7.4.1* Ninety-five percent of alarms received on emergency lines shall be answered within 15 seconds, and 99 percent of alarms shall be answered within 40 seconds.

7.4.2* Ninety-percent of emergency call processing and dispatching shall be completed within 60 seconds, and 99 percent of call processing and dispatching shall be completed within 90 seconds.

Greater Napanee Fire Service Fire Master Plan Update Page 13 Dispatch Equipment Requirements

Console and Radio Equipment

The current radio system has served the municipality well for over 20 years however, as with any technology, it eventually becomes outdated. Obtaining parts and repairing the radio consoles have become an issue as the system we currently have is now obsolete and the majority of the parts that might be required are hard to obtain. The paging of the suppression staff for an emergency must be done on a manual basis, which significantly slows the call process time. Ifthe department is to continue providing dispatch services, there has to be a significant investment in upgrading the radio and paging system. Costs for replacing the system would be $50,000 to $70,000.

Computer Aid Dispatch (CAD)

Once the caller has provided the location of the emergency, the dispatcher must then enter the call into the CAD. The CAD then determines the appropriate station and level of response. The CAD also is used to keep track of the status of vehicles, response times, and provides mapping. The current version of the CAD has been in place since 2007, but was built on a platform from the 1990’s with very little upgrading. New CADs are more efficient, more accurate, and easier for the dispatcher to process and assist in the mitigation of an emergency. Cost of replacing the current CADwould be between $35,000 and $65,000. Record Management System (RMS)

In 2012, the department purchased the new RMS. This new system has many features that assist with the operation of the department as well as manage staff, equipment, and statistics. One of the modules that were purchased was the Incident Module that assists the department with recording statistics for emergency response. The Office of the Fire Marshal requires all fire departments to report statistical information on emergency responses through a Standard Incident Report Form in an electronic format. The new RMS system has created efficiencies for this process as well as the additional benefits that assist the Management Team in running a cost effective service. CAD/RMS/Radio Interface

Currently there is no interface with the CAD, the RMS, and the Radio and paging system. Every step of the process has to be done manually. The call is received manually, then it is entered into the CAD manually, then the call is put out over the radio and paging system manually, and when the call is finished it is then manually put into the RMS. This system leaves room for errors, and adds time to the call handling procedures. Although was an accepted standard 10-15 years ago, it is not now. New standards for dispatching, and increased liabilityon service providers, has made it necessary to have systems that interface with each other to reduce call processing time and better record keeping.

Greater Napanee Fire Service Fire Master Plan Update Page 14 Costs vs. Risks

At the direction of council in 2011, the cost for providing dispatch services to the client fire departments was increased by 65%. In 2012, the total revenue that is received from the providing the dispatch service was $65,000. This large increase ran the risk of losing potential clients but due to the hard work of Acting Fire Chief Shetler, he was able to retain the current number of departments that are dispatched. In 2011, Fire Chief Gervais took a report to council on the risks of further increasing dispatch fees for the term of the contract, and further reported that the department could not fulfillthe mandate of council to recover the entire costs of dispatching the other fire departments.

An analysis was made to see ifthere was a potential of increasing the number of departments that could be dispatched and itwas determined that due to three other dispatch centers within 30 miles of the municipality there were no departments that were interested in moving to the center.

There is significant liabilityfor a municipality, no matter what service they provide, and this includes dispatch. The potential for legal action against the municipality due to an error in the present system is a definite possibility and any successful lawsuit could far exceed any revenue generated. The NFPA 1221 Standard is difficultto meet with the limited resources but it would be the standard against which we would be measured in court. Despite having dedicated full-timefirefighters who are trying to meet these standards it is currently not practical or feasible. Options Considered

Given the costs to replace the equipment ($100,000 plus), the liabilityon the municipality, the inabilityto meet the recognized standard, and not being able to increase the service fees that are required to make the dispatch service cost effective, the Management Team, with Council’s approval, should review all the options for providing this critical service.

Some of the options that should be reviewed are:

• Do Nothing — status quo; • Upgrade Dispatch Equipment and staffing to be able to meet NFPA 1221 standard; • Contract Dispatching to another fire department that can meet the NFPA 1221 standard and re-deploy staff to benefit Greater Napanee taxpayers.

RECOMMENDATION

It is recommended that a study be conducted on the options for providing an NFPA 1221 Standard compliant dispatch service for the residents of the Town of Greater Napanee. Included in the study would be the cost and benefits associated with any change in operating practices and service delivery is identified.

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of I Napanee uses The it responses = fire on arrives fire 6 “Response mm. for the on “Time scene stations of times of apparatus rural of deployment, prompt “10 be five Town to on Fire arrive I and in 10 are the in areas. scene. (5) and 10 — district, 10” Public Time”. for 20 at Page road the 16 While Greater Napanee Fire Service is meeting a reasonably good level of Response Time, itis not meeting a recommended level of on-scene staffing of 10 firefighters.

To help resolve this deficiency the re-deployment of full-timefire fighters that makes them available for emergency response would improve the level of emergency service delivery.

RECOMMENDATION

It is recommended that in 2014 the Greater Napanee Fire Service conduct an analysis of all emergency calls for the years 2011 —2013 and separate calls into (1) the urban district and (2) the rural districts. Calls are further separated into “All Calls” and “Structural Fire Calls” with average number of firefighters attending at each classification. Using this data the department will report to Council, and provide the outcomes for each subsequent year. This reporting will identify if there are significant changes in this performance measure and help determine the need to change or modify service delivery.

It is recommended that an appropriate service standard for emergency response in both the urban and rural areas of the Town of Greater Napanee be identified using call data and given the capacity of the fire service with existing resources.

Greater Napanee Fire Service Fire Master Plan Update Page 17 6. Fire Service Staffing

Greater Napanee Fire Service is a “composite” fire service which means it has a combination of fulltime and volunteer staff. This type of fire service is primary used in smaller municipalities like the Town1of Greater Napanee because it provides a cost effective service by using mainly volunteer firefighters supported by full-time staff. Staffing for emergency response, or fire suppression, is the largest component of any fire service. The abilityof the department to deploy sufficient numbers of firefighters in a timely manner is a key indicator of the abilityto provide emergency services to the public.

The Town has had full-timefirefighters since the early 1950’s and over the years the number of full-time staff increased in increments until the 1980’s when the total complement of full-time suppression staff was 8 FTE’s including the Fire Chief. At that time there were approximately 36 volunteer firefighters. There have been significant changes in the department since 1989. This includes an amalgamation which added two municipalities requiring fire protection, a third fire station was opened, and the fire fleet increased from 8 vehicles to 15 vehicles. The number of volunteer firefighters has increased about 40%, while full-time staffing has only increased by one half of a FTE position. Other more recent changes in staffing include:

• In 2006 a fulltime Deputy Chief was added to replace the retired volunteer Deputy;

• In 2007 the new Dorland Fire Station was opened which increased the volunteer complement from 46 to the current number of 72;

• In 2010 one firefighter position was re-allocated to a newly created Assistant Chief’s position. This position was assigned % a FTE for fire and % FTE for Corporate Fleet, Health and Safety, and Training. This position was identified as a requirement under the Health and Safety Act to ensure there was a competent supervisor available on a 24/7 basis. Learning from the tragedy in 2010, it was determined that to provide this coverage on a 24/7/365 basis it was not practical with just two chief officers. Additionally, managing a staff of eighty (80) is not practical with just two (2) managers. Volunteer Recruitment and Retention

Recruitment and retention are a significant problem for many volunteer departments and an annual loss of 10% - 20% of volunteers from a department is not unknown. This means that within 5 — 10 years there may have been a complete turn-over of volunteer members. This causes fire departments to spend significant time and money recruiting and training new volunteers. The result is that many new volunteer firefighters have limited experience and skills. Because of this turn-over there are fewer experienced members to take on the role of Captain to lead the firefighter teams. Specialized or advanced training suffers because so much time and effort must be spent on basic recruit training.

A review of department volunteer recruitment shows that 24 new recruits have been hired since 2009, (or 34% of the volunteers), resulting in an annual turnover of approximately 7% per year. Some fire stations are frequently short of the full complement of volunteers. There are presently 35 volunteers or 50% of the department with more than five (5) years of service.

Greater Napanee Fire Service Fire Master Plan Update Page 18 Note I - ‘Volunteer firefighter”

The term “volunteer” firefighter in this report is based on that found in the Fire Protection and Prevention Act.

“volunteer firefightef’ means a firefighter who provides fire protection services either voluntarily or for a nominal consideration, honorarium, traThingor activity allowance. 1997’,c. 4, s. 1 (1); 2001, c. 25, s. 475 (1).

Greater Napanee and most, “volunteer” fire departments in Ontario compensate volunteers for their time in the form of an ‘honorarium”. The honorariums are based on various systems including a “points system” or an hourly rate. These members may also be considered as ‘paid on-caTI”firefighters.

The challenge of recruiting and retaining the volunteer firefighter is documented in many articles however one particular article titled “Where are they Going”, authored by Deputy Chief Ian Shetler for the Association of Municipal Managers, Clerks and Treasurers of Ontario (AMCTO) and clearly outlines why we have the challenges that we do with this type of department. One section provided an informative chart with some of the reasons volunteers gave for leaving the fire department.

Greater Napanee Fire Service Fire Master Plan Update Page 19 Volunteer Retention and Recruitment Root Causes

Source of Problem Contributing Factors . The two-income family and working multiple jobs Time Demands . Increased training time demands . Higher emergency call volume . Additional demands within department (administrative, fund-raising, etc.) . Higher training standards and new government requirements . More time demands Training Requirements • Greater public expectation of capabilities (broader range of services) • Additional training to meet broader range of services • Recertification demands • Fire department assuming wider response . roles (EMS hazmat technical rescue) Increasing Call Volume • Increasing emergency medical call volume • Increasing number of automatic alarms . ,, • Abuse of emergency services by the public Change in the Nature of the Business” • Less of an emphasis on social aspects of volunteering • Transience • Loss of community feeling Changes in Sociological Conditions • Loss of community pride (In Urban and Suburban Areas) • Less of an interest or time for volunteering • Two-income families • Me”generation • Employers less willingto allow response to Changes in Sociological Conditions calls (In Rural Areas) • Time demands • “Me”generation • Poor leadership and lack of coordination Leadership Problems • Authoritative management style • Failure to manage change

The Greater Napanee Fire Service is continuing to attempt to maintain sufficient numbers of well trained volunteers, however there continues to be a shortage of volunteers in some stations and it is unlikely that this problem willever be fully resolved unless the demographics and population base changes. Career Staffing

One important advantage the Greater Napanee Fire Service has is the availability of full-time firefighters to provide improved service response. Unfortunately, with the present requirement for dispatching services this resource is not being utilized to the best advantage. The majority of the career firefighters time is dedicated to maintaining a 24/7 operation of dispatch. The department has four (4) full—timefirefighters that work a schedule of alternating shifts of 42 hours per week, plus a Training Officer who works straight days for half of the year and for the other half works shifts to cover for vacancies due to vacations. A Fire Prevention Officer works straight days all year conducting fire prevention duties.

The current work schedule of the full-time staff restricts the department from providing an adequate level of service in the three primary areas of responsibility for the fire service which are Public Education, Code Enforcement, and Fire Suppression:

1. Public Education which is a mandatory requirement of the FPPA, is only carried out on a part-time basis in the department. This program is coordinated by one of the full-time firefighters on shift and a committee of a volunteer representative of each of the fire stations. Other than during Fire Prevention Week the program is not on a proactive basis due to time restraints on both full-time and volunteer staff.

2. Fire Code Enforcement is also a mandatory requirement of the FPPA. Due to the volume and complexity of enforcement activities resulting from complaints of fire code violations the Fire Prevention Officer is unable to spend sufficient time conducting inspections of many other properties that should be part of an annual inspection program. The other full-timefire fighters assist with doing weekly inspections but only on a very limited basis due to the requirement to maintain dispatch service.

3. Fire Suppression is of critical importance to public safety and this review has identified deficiencies in staffing at emergency scenes. Full-time staff can only assist with response during business hours ifthe Administrative Assistant is in station. On night shifts and on weekends they cannot leave the building for a response. This seriously limitsthe ability of the department to make use of its most experienced and best qualified firefighters when they are most needed at an emergency.

The department has sufficient human resources available to meet its obligations under the Fire Prevention and Protection Act and provide a good level of service to the community, only if those resources can be more effectively deployed to work on the services identified above. Continuing to use these valuable firefighters for providing dispatch services is not in the best interest of the Town of Greater Napanee.

There are two different approaches that could solve some of these issues while maintaining and enhancing the level of service required to provide to the municipality. Those options are:

• Hire more full-time staff for emergency response and other duties, while maintaining the volunteer complement as it is, or • Redeploy the current full-time staff and significantly improve service to the community.

The most cost effective way would be not to add addition staff but use the resources that Council has provided. The main challenge to this approach is the current requirement for providing dispatch services.

Greater Napanee Fire Service Fire Master Plan Update Page 21

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be to 22 Average Number of Firefighters On-Scene by Time of Day 2007 - 2011 10 9 i--I i I I I I I- 8 ‘‘III’’’’ 7 I’ll’’’’’ 6 5 Average 4 3 uOFM Minimum10 i••••••• recommended 2 ————.... L — — 1 — .____ oc cc’ cc’ o ,...o o . cc’ o i ç0c.

This chart shows that the average number of personnel on scene drops during the hours of 6am to 6pm to 6.25 from the 6.5 responding during the hours of 6pm to 6am. It also shows the gap between the minimum recommendation of 10 firefighters.

Average Response time in minutes by day of the Week 9.2 9 8.8 8.6 8.4 8.2 8 7.8 7.6 7.4 7.2 I

The chart above illustrates that during the week the average response time is better because full-time firefighters are frequently available to respond with the volunteer firefighters

Response times increase on weekends when the full-time firefighter on-duty cannot respond due to having to remain answering the phones. Ifthe full-time firefighters were available seven days a week for day time responses, times could be reduced significantly during the hours of 6am to 6pm and slightly reduced from the hours of 6pm to 10pm on weekdays.

Greater Napanee Fire Service Fire Master Plan Update Page 23 These charts clearly show that the majority of calls for service happen during the hours of 6am to 6pm and while having even limited full-time staffing during the day can reduce response time there are less average number of people on scene do to the lack of availability of the volunteer firefighters during that time. By re-allocating full-time resources during the day time hours it means that there would be a guaranteed response to not only the Napanee Station area but the Roblin and Dorland Stations as well were daytime resources are even more hampered because of lack of business in the area to draw on for volunteers.

RECOMMENDATION

It is recommended that full-time suppression staff be re-deployed to improve emergency response times and on-scene staffing with a focus on weekdays from 6 am to 6 pm, when volunteer availability is limited. This recommendation is subject to development of an alternative source of fire dispatch services.

Greater Napanee Fire Service Fire Master Plan Update Page 24 7. Training and Education

Training and education are critical to the safe and effective delivery of fire services. As standards have changed and different types of emergency services are provided, the training of firefighters has become much more demanding and time consuming. Long gone are the days when volunteers were given a bunker coat and helmet and told to show up when the siren sounds or pager goes off to help out and learn on-the-job.

Occupational health and safety legislation, potential law suits from insurance companies, and higher expectations from the public, require that fire departments conduct comprehensive training programs and document that training. Recruit Training

Greater Napanee Fire Service has partnered with the other fire departments in Lennox and Addington to conduct joint recruit training for all new volunteers. This program was piloted in 2012 and has proven very effective for sharing of resources and instructors. Using the OFM Curriculum and the “Essentials of Firefighting”textbook the new recruits are provided with some 56 hours of theory and practical training before taking a final exam. Only upon successful completion of the training can a new volunteer begin responding to calls. This approach has reduced the costs for instructors and made better use of training equipment in the different locations. In-Service Training

The recruit training is only the beginning of an on-going program to train firefighters in the many aspects of fire and emergency operations. Programs include driver training, pump and aerial operation, ice and water rescue, vehicle extrication, hazardous materials awareness, etc. The time and resources required to maintain an effective training program are significant. While the Training Officer is the lead in these programs each department officer must be actively involved in weekly training for station crews. As volunteer officers are finding more demanded of them there is a need to provide additional training support from the existing full-timefirefighters to assist in delivery of training to department members.

All80 members of the department must be trained to the same standard. The following list shows the hours of training completed yearly from 2010—2013

Year Training Hours 2010 3000 2011 3475 2012 3900 2013 (to Sept.) 3900

Greater Napa flee Fire Service Fire Master Plan Update Page 25

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Water supply for fire protection is classified in two categories:

1) Municipalwater Supply - hydrant protected 2) Rural Water Supply non-hydrant areas. Municipal Water Supply (Hydrant Protected)

Water supply for fire protection in the urban area of Napanee is provided by municipal water supply and distribution systems. The municipality is responsible for the supply of potable water with sufficient flows to meet firefighting requirements and for the local distribution system including fire hydrants. Hydrant protected properties usually have lower insurance premium costs than non-hydrant protected properties.

In urban development areas, all new subdivisions are required to provide water supplies and hydrants to meet the fire flow established by the Fire Underwriters Survey. The Infrastructure Service’s Utilities department flow test and mark hydrants with flow capacity by colour coding in accordance with “NFPA 291: RECOMMENDED PRACTICE FOR FIRE FLOW TESTING AND MARKINGOF HYDRANTS”and an annual hydrant maintenance program is carried out to provide reliable hydrant operation under any weather conditions. Rural Water Supply (Non-hydrant areas)

Water supply for fire protection in rural areas (non-hydrant protected) presents significant challenges for fire departments. Unlike urban departments who depend on fire hydrants almost exclusively, this department must have additional fire apparatus (tankers) and personnel that are trained on tanker shuttle procedures. Two programs are being developed to address water supply for fire protection in rural areas:

1. The first program is the “Superior Tanker Shuttle Accreditation”. This program will provide improved capacity to maintain adequate water supply for effective fire fighting for distances of up to 8 km from a fire station with a minimum of 900 liters! mm. (200 gallons) for a two hour duration. As a result of this program many rural residents could see significant reductions in fire insurance premiums.

2. Secondly the fire department has installed “DryHydrants” in several locations as well as some underground storage tanks. Dry hydrants are designed to allow fire apparatus to draft water from rivers, lakes, ponds or storage tanks and are “non-pressurized’.

RECOMMENDATION

It is recommended that the department develop the capacity to meet the Fire Underwriters Survey requirements for “Superior Tanker Shuttle Accreditation” including having sufficient pumpers, tankers water supply refill sites and other necessary equipment and procedures.

Greater Napanee Fire Service Fire Master Plan Update Page 29 Greater and water checking Apparatus operate gal/mm.) The Shuttle on firefighters... Fire pumpers years MTO key Another Anti-lock and purposes. apparatus changes improving standards Underwriters Fire and Fire forecast Some of The result the “Water • • • •

component 10. annual apparatus budgeting department Safety Apparatus Service review inspections, Napanee for old. of Fleet of the change. residents. one Remain 9 Certification” Ensure Move Management Establish anytime factor the the firefighting the in and Brake years, and steering that Supply” do (15 fire Act, safety inspections, Inspection, In vehicle of Rationalization support potential apparatus Fire guiding Survey tankers fleet adjusting not smaller the years to in must service

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over Fleet Roll quickly has to for fleet a area Maintenance a and purchasing — of previous high Replacement reduce occurs. Association at longer level Automotive will Stability the the These found apparatus to and and to 15 and current oil and this in reduce only now filled level years work upcoming of materials, areas. years, changes, February should Replacement changes life make the therefore that certification This fire factors Chief’s In mandated. Control recognize of and for apparatus. toward to span testing and amount addition the suppression that the Standard Fire availability and requires As provide recommendations council be adopted to years. there emphasize to risk recommendations. etc., 2012 and fleet for discussed is replaced replaced dump Fighting (RSC) it achieving the on acceptable must vehicles. of apparatus to is to operating program the Among for is maximum are this ladders a mileage municipality They having the 1901 routine by modern large to robust that budget apparatus operate service increasingly will council Apparatus. municipality is ensure at in the — include the the help 20 the quantities allow to more and adequate Standard maintenance, that for that practices, system importance and efficiency “Superior years. to purposes. assist impact for most tankers in minimize they insurance aerial in council is is Fire detail must With the February rural up an no being Continuing more important the of will and to of Ontario of for numbers Service’s effort devices. more the older have daily, to residents. in to date Tanker water the as Fire start Automotive of accidents its Small put demanding supply the protect grading such acceptance needs 2013 planning to Fire than fire annual as weekly, on section and Health (1000 are ensure of to Fleet the as Page any 20 are: A both the by 30 Also as noted above, standards have become more demanding and complex with the introduction of new safety systems, pollution control, and engine and driveline systems using computer interfaces. In the past, many components on fire apparatus could be repaired or maintained by mechanically skilled firefighters or a local garage. Some of this work may now require mechanics with specialized training and computer analysis of system faults.

As a result of both the routine maintenance, and the complexity of today’s fire apparatus, this means that each vehicle may be out of service for longer periods of time while maintenance and/or repairs are being carried out.

There are two key impacts of vehicle maintenance and testing that we need to consider, which are:

Having firefighters trained and available to conduct inspections and testing as required at the frequency needed (daily, weekly, etc.). These firefighters would also be capable of conducting as much in-house service and repair as possible to return the apparatus to service as quickly as possible.

Having an adequate number of reliable reserve apparatus to maintain coverage to replace out of service vehicles.

Fire Services Heavy Fire Apparatus Classifications &Assignments

Type Totals HQS Stn 2 Stn 3 Assignment Growth Pumper 3 2 1 First Response for Emergencies Pumper/Tanker 1 1 First Response for Emergencies Tanker 3 1 1 1 Provide Water Supply in Non- Hydrant Areas Ladder 1 1 Rescue and Suppression in Multi Story Buildings and Core Area Rescue 1 1 Automobile Accidents, Specialized Rescues, Lighting, Emergency Power, Rehab Brush Squad 1 1 Wildland Fires, Support Vehicle UTV 1 1 Wildland Fires, Off-Road Patient Transport UTVTrailer 1 1 Trailer for UTVand Equipment

RECOMMENDATIONS

It is recommended that all new tankers should be 2500 gal capacity and have pumps capable of pumping 1000 gal/mm.

It is recommended that the fire apparatus fleet be replaced or renewed based on a 20 year life cycle for major apparatus and nine (9) years for light vehicles as recommended in the Fleet Rationalization Plan

Greater Napanee Fire Service Fire Master Plan Update Page 31 Approximately Annual Greater Smoke program concentration completed all Day municipality Inspections Suppression installed man Public Public seasonal • • • • •

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Over the last two (2) years the Fire Prevention Officer has issued eight (8) tickets for Part 1 Offences under the FPPA as well as eight (8) under Part 3. Each of Part 3 offences requires approximately 8 to 10 hours of work, which includes court time, preparation of court brief and case study, and swearing of information. Plans Review

Annually the Fire Chief and the Fire Prevention Officer review approximately 10 plans for various developments within the municipality ranging from interior renovations to new developments.

Fire Investigations

Under the FPPA it is the responsibility of the Fire Service to investigate all fire withinthe municipality. On average the Fire Prevention Officer completes 20 investigations a year that includes taking photos, conducting interviews and completing reports. Each investigation takes from 3 hours to 10 hours to complete depending on complexity and required information. 12. Simplified Risk Assessment

Although Greater Napanee is similar to many other communities in population size it is significantly different in both its Demographics and Building Stock. These differences make effective fire protection more challenging and require greater emphasis on fire prevention I public education programs as well as on fire suppression capabilities. To ensure that the fire service is meeting the community needs and the requirements of the Fire Protection and Prevention Act (FPPA), a Simplified Risk Assessment (SRA) is conducted to assess risks and establish priorities.

A SRA is made up of the following components:

• Demographic Profile • Building Stock • Local and Provincial Fire Loss Profile • Information Analysis and Evaluation • Priority Setting for Compliance • Implementing Solutions

In addition the FPPA requires each municipality to complete the following assessments and have programs based on the assessment.

• Simplified Risk Assessment • Smoke Alarm Program • Distribution of Fire Safety Materials • Inspections upon complaint or request • Demographic Profile

Greater Napanee Fire Service Fire Master Plan Update Page 33 Demographic Profile

To analyze our community’s Demographic Profile we must look at our population based on age groupings, our vulnerable occupancies and residents, and any other considerable specifics to the community. Population Analyses

Population 2011 15,111 Population Projected 2021 15,554 Population 2006 15,400 Population Change 2006 - 201 1 0.7%

Age of Population Number % of Total Population 0-14 2305 14.8 15-44 5045 32.6 44-64 4961 32.0 65 and over 3200 20.6 Total Population 15,511 100 Median Age of the Population 46.7

Public Education Challenges

To be effective, Public Education Programs must reach as many residents as possible. There is a segment of the population that is more vulnerable due to their economic and social circumstances. The Fire Service is looking at ways to reach these people to help them better understand and practice fire and life safety. This willinclude working with the Social Services, County housing, the hoarding collation, and other community groups that interact with these residents on a frequent basis, and providing improved communications on fire safety. Part of the partnerships that have to be formed with these groups willbe to have a fire safety training program established for the front line workers on how to recognize potential problems fire hazards in occupancies they visit. Vulnerable Residents Analysis

Vulnerable People/Occupancies

Occupancy Type No. of Facilities No. of Residents Nursing Homes 3 294 Retirement Homes 3 300 Seniors Apartments 12 350 Group Homes 7 35 Detention Centers 1 205 Mobile Homes 38 76 Downtown Apartments 140 350

Greater Napanee Fire Service Fire Master Plan Update Page 34 Demographic Profile Analysis

The Town of Greater Napanee’s population has been very consistent over the last 8 years and the profile indicates that 64.7% of the population is between 15-64 years of age. This profile also shows that 35.3% is either youth or seniors and considered part of the vulnerable sector.

The following are some local considerations based on the analysis of the community that assist with determining how to plan to provide fire protection that includes public education, code enforcement, and fire suppression to meet our mandate of the FPPA.

1. The Town of Greater Napanee has many older residential homes constructed before the Building Code was enacted. These older homes, builtpre-building code, pose a greater risk due to the age of the structure, lack of fire resistive construction, and the different times of the day the population resides in them.

2. The Town of Greater Napanee has an old Downtown Core that has a mixed of firstt level businesses and apartments above on multiple floors. These centuiy old buildings built before building codes pose a high risk to both businesses and residents from the apartments.

3. The Town of Greater Napanee has several Senior Complexes, Low-rise apartments and group homes. These types of occupancies are a challenge due to residents being part of our vulnerable sector as well as a large number of people livingon several floors in one building.

4. The Town of Greater Napanee has several large older Victorian type homes that have been converted to multi-unitdwellings. These type of occupancies are a great risk due to renovations, possible lack of detections systems and fire separations, and being converted without the building or emergency seivice being aware or approving of them.

5. The Town of Greater Napanee has several light and heavy Industrial buildings. These types of occupancies are a challenge due to the size and complexity of the buildings. Large Industiy like Ontario Power Generation and Goodyear challenge our resources due to the size and magnitude of the buildings.

6. The Town of Greater Napanee has a large agricultural area. Many large farming operations are subject to faster fire spread as they do not include fire resistance or other fire protection systems in the building design and are located in a non-hydrant area. This is a risk for having large fires in buildings with no protection and limited water supply.

7. The Town of Greater Napanee has several cottage areas and trailer parks. Trailerparks and much of the cottage areas have limited water supply as well as private roads that are not assumed by the municipality.

Greater Napanee Fire Service Fire Master Plan Update Page 35 9. The Town of Greater Napanee has one provincial Correctional Facility. This type of occupancy has a challenge due to the large number of people in one building that are detained and locked in cells. There is also a challenge because of the number of people who are detained changes from day to day.

10. The Town of Greater Napanee has many by-laws that provide standards for the community. Enforcement of the by-laws is usually prompted by a complaint and the challenge is to by to become more pro-active in the enforcement of the by-laws that address fire and life safety issues.

Building Stock Profile

The Building Stock Profile is an important consideration in making informed decisions on the types of fire risks that potentially can occur in the municipality and how to mitigate them. As indicated previously, other municipalities with similarly sized populations are not necessarily faced with the fire protection challenges found in Greater Napanee due in large part to the difference in the building stock.

Some of the primary concerns are:

• Old downtown core, effective fire separations questionable, and poor spatial separation of buildings • Mixed use buildings with residential above commercial • Numerous buildings subject of OFC retrofit requirements • Cottages and Trailer parks with possible lack of smoke alarms, as well as possible fire extension between trailers, and limited access for fire apparatus • Rural properties without hydrant protection

Occupancies are assigned Classifications as per the Ontario Building Code. Similar occupancies are grouped together and these groups are used to enforce both the Ontario Fire Code and the Ontario Building Code.

Occupancy Classifications # of Occupancies Group A Assembly - 54 Group B Detention Occupancies 2 Care and Treatment/Care 8 Group C Single Family Dwellings 4000 Multi-UnitResidential 2000 Hotel/Motel 8 Mobile Homes/Trailer 400 Group D & E Business & Personal Service/Mercantile 49 Group F Industrial 35 Other Occupancies not Classified such as Aqricultural 100

Total 6656

Greater Napanee Fire Service Fire Master Plan Update Page 36 ______

Municipal Property Dollar Loss Occupancy 2007 2008 2009 2010 2011 %of Total Type $Loss Group A 1 10K 2 30K 2 3.5K 2 2.1K 1 30k 2% Assembly GroupB 0 0 0 0 0 0 0 0 0 0 0 Care & Detention Group C 14 641k 10 190k 19 936k 22 994K 10 209k 76% Residential GroupD 1 5K 1 6K 0 0 0 0 0 0 .3% Business Group E 0 0 0 0 1 8.5K 1 5K 1 .2K .5% Mercantile Group F 1 1K 0 0 0 0 1 5K 0 0 .2% Industrial Structures 1 1K 0 0 2 1.1K 3 3.5K 2 8.5K .4% Property Not Classified Agricultural 1 5K 1 1K 1 1K 4 2.2K 1 .3K .3% Other- 3 .72SK 0 0 2 2.2K 6 2.3K 1 .1K .3% Outdoor Other- 16 49.5K 11 2S.1K 8 74K 12 607K 10 105K 20% Vehicle Total Dollar 713K 252K 1,026K 1,621K 356K Loss

Greater Napariee Fire Service Fire Master Plan Update Page 37 3!z4 L., —

A little history lost last night - The heritage building that houses The New York Cafe had a fire from a second floor apartment early last night. “Five minutes later and you would have been looking for a new Chinese Restaurant” a firefighter told us. (Apparently buildings this old are insulated with horse hair and newspaper) The residents were left out in the cold last night looking for alternative accommodation but thankful to the quick and diligent work of local firefighters (who literally rushed from another fire) everyone was safe and the building still stands - though the extent of damage is not yet known to me. panorania by: Napanee Design Studio - Downtown

Municipal Fire Deaths and Injuries Occupancy 2007 2007 2008 2008 2009 2009 2010 2010 2011 2011 Type Deaths Injuries Deaths Injuries Deaths Injuries Death5 Injuries Deaths Injuries Group A Assembly

Group B Care & Detention GroupC 1 3 Residential Group D Business

Group E Mercantile Group F Industrial Totalby 1 3 Year

Greater Napanee Fire Service Fire Master Plan Update Page 38 Priority Setting for Compliance

Priority setting for compliance is compiled from reviewing information from the Simplified Risk Assessment. (Demographic, BuildingStock, Municipal Fire Loss)

Priority Setting Worksheet Priority Current Status Future Goals and List Objectives Fire Prevention Public Code Fire Public Code Education Enforcement Prevention Education Enforcement Residential Smoke Alarm Fire Zero Tolerance Inspections on Town Fires Program Prevention Smoke Alarm Multi-Unit Quarterly (including Week Program Buildings Brochures multi-unit) Inspection upon Request/Complaint School Tours Smoke Alarm Monthly Program in Staff Community Rural Newsletter Events Residential Community Events Downtown Annual Inspection Zero Tolerance Review Fire Safety Issue Orders for Core for Smoke Retrofit Information non-compliance Inspection upon Alarm Program for Residents Request/Complaint Fire Safety Plans

Vulnerable Inspection upon Zero Tolerance Mock Fire Safety Issue Orders for Groups Request/Complaint for Smoke Evacuation Information non-compliance (including Alarm Program for Owners Senior Annual Licensing Retrofit 9.7 OFC9.7 homes Group Smoke Alarm NFPA101 homes) Program Fire Safety Plans Residential Inspection upon Zero Tolerance Program to Fire Safety Retrofit Home Request/Complaint for Smoke record all of Information converted Alarm Program these types of for Residents to Multi- Smoke Alarm occupancies dwelling Program Fire Safety Information for Owners Industrial Inspection upon Fire Inspections Employee Issue Orders for Fires request/Complaint Extinguisher Fire Safety non-compliance Demos Annual Pre- Training Building Pre- Planning Planning Fire Drills Building Permits

GreaterNapanee FireServiceFireMasterPlan Update Page 39 Agricultural Inspection upon Annual Pie- Fire Safety Zero Tolerance Farms request/Complaint Planning Information for Smoke for Owners Alarm Program Smoke Alarm Program Tanker Shuttle Accreditation

Correctiona Inspections upon Annual Fire

I Facility request Inspection Extinguisher Demos Pie-Planning

Joint Training By-laws Open Air Burning Quarterly Private Lane Open air- Charges under Brochures by-law burning by-laws Fire Works pamphlet

Fees for Service Open air- burning Fireworks Education Campaign Fire Route Fire Route Public Education Campaign

RECOMMENDATIONS

Residential Occupancies With the majority of our deaths, injuries, and dollar losses coming from fires in residential occupancies, continue to enhance public education, code enforcement, and fire suppression programs to protect residents. Continue zero tolerance approach to smoke alarms, as well as having the suppression staff visit more residential occupancies and checking for smoke alarms and providing public education. Better co-ordination of public education programs and code enforcement is required to direct suppression staff as to where the priorities are.

Downtown Core Buildings The Downtown Core area poses a great risk to both businesses and the residents who live in the apartments above. Additional time must be spent ensuring that annually these occupancies are inspected as well as that they are compliant with Retrofit.

Vulnerable People and Occupancies Group homes, seniors’ apartments, nursing and special care facilities, multi-unitdwellings and apartments in the downtown core need to have a higher priorityfor code enforcement and public education. New legislation in January 2014 for group homes willtax the Fire Prevention Division. There also needs to be more time spent providing public education for the staff that looks after them.

Greater Napanee FireServiceFireMasterPlan Update Page 40 Residential Homes converted to Multi-dwelling Develop a program working with other municipal departments I agencies to identify large old Victorian homes that have been converted to multi-residential use and begin an inspection program to bring them into compliance with the Retrofit sections of the Fire Code.

Light and Heavy Industrial A more proactive approach to inspecting and pre-planning must be done on these types of occupancies utilizingthe suppression staff coordinated by the Fire Prevention Division. Fires in these occupancies can have a large impact on the municipality due to the loss ofjobs or even worst the re-location of the business.

Agricultural Areas The Ontario Building Code and the Ontario Fire Code limits code enforcement on agricultural properties. This makes Public Education Programs more important on these properties to assist in reducing the impact a fire has on buildings in the farming community. Enforcement of the open-air burning bylaw willalso work to reduce the number of fires in the agricultural areas. The development of a “Superior Tanker Shuttle” program to improve the capacity of the department to suppress fires in the rural area willprovide a higher level of protection to rural residents

Cottages and Trailer Parks The department needs to continue the smoke alarm program with the cottages and trailer parks as well as providing more public education. There also needs to be a by-law developed for private lanes that willallow fire service vehicle to access the buildings on these properties.

Correctional Facility The Correctional Facility has a potential risk for injury or death due to the type of occupancy. Further suppression staff training and pre-planning must be carried out to ensure staff is aware of how to deal with a fire in this facility.

By-Laws Current by-laws such as the Open Air Burning, Fire Routes, and Fire Works are adequate, however the challenge is to enforce them on a regular and consistent basis instead of just on a complaint. There needs to be a greater emphasis on the enforcement of the by-laws and we need to explore ways to create further partnerships with the By-Law enforcement branch.

Smoke Alarm Program While the Smoke Alarm Program is quite aggressive there needs to be an expansion to the program where rural residents with a large distance from the Fire Stations are visited each year. In addition, the smoke alarm zero tolerance programs must remain in place as well as develop a program to recover some of the cost incurred when giving out smoke alarms.

Greater Napanee Fire Service Fire Master Plan Update Page 41 Greater secondary function the There It Currently The emergency. redundancy RECOMMENDATION communications five infrastructure. Emergency the The addition storm, the Logistical designed the hours events lost With been Services this complete responsibility Coordinator Municipalities

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The Fire Service is one part of the corporate structure of the Municipalityof Greater Napanee and together with other municipal departments they deliver services to the residents and businesses in the municipality, as directed by Council. The Chief Administrative Officer and members of the Senior Management Team (SMT) oversee the coordination of municipal service delivery, evaluate changing demands and circumstances and make recommendations to Council for their consideration on a wide variety of subjects.

With the organizational change in 2012, the General Manager/Fire Chief of Emergency Services has had his responsibilities increased from managing the fire service to include corporate health and safety, accessibility, fleet, training, and emergency management. In conjunction with the Chief Administrative Officer, and the other General Managers, this position contributes to the development of the strategic vision for the Corporation.

With the General Manager’s new responsibilities some of his former responsibilities were shifted to the recently established Assistant Chief. The Assistant Chief position has allowed the municipality to provide for management of the Corporate Fleet, Health and Safety, and the coordination of staff training. These three areas are now coordinated by one person for the Corporation thus providing a consistent approach to these three important areas that benefit all municipal departments. This position has already shown its value with many polices including a comprehensive fleet rationalization policy that identifies the current and future needs of the fleet and areas of where savings could be found by the sharing of fleet resources. Standards have been developed for the purchasing of fleet vehicles that complies with the Town’s purchasing policies and obtaining the best price possible. Another change has been the creation of the position of “Manager of Safety Compliance &Accessibility”, which was added to Emergency Services and reports to the Assistant Chief.

Greater Napanee Fire Service Fire Master Plan Update Page 43

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to a 44 16 Recommendations Summary

1. It is recommended that the Establishing and Regulating By-law be revised and updated to more accurately reflect the direction of Council, identify department responsibilities and authority at emergencies, and clarify the types and level of services provided by the department.

2. It is recommended that a study be conducted on the options for providing an NFPA 1221 Standard compliant dispatch service for the residents of the Town of Greater Napanee. Included in the study would be the cost and benefits associated with any change in operating practices and service delivery is identified.

3. It is recommended that in 2014 the Greater Napanee Fire Service conduct an analysis of all emergency calls for the years 2011 —2013 and separate calls into (1) the urban district and (2) the rural districts. Calls are further separated into “All Calls” and “Structural Fire Calls” with average number of firefighters attending at each classification. Using this data the department, in its annual report to Council, can provide the outcomes for each subsequent year. This reporting will identify if there are significant changes in this performance measure and help determine the need to change or modify service delivery.

4. It is recommended that an appropriate service standard for emergency response in both the urban and rural areas of the Town of Greater Napanee be identified using call data and given the capacity of the fire service with existing resources.

5. It is recommended that full-time suppression staff be re-deployed to improve emergency response times and on-scene staffing, with a focus on weekdays from 6 am to 6 pm, when volunteer availability is limited. This recommendation is subject to development of an alternative source of fire dispatch services.

6. It is recommended that the Training Officer be assigned to a flexible day shift position to provide the time and availability required to support the training activities to ensure firefighters are trained to safely and efficiently carry out their duties.

7. It is recommended that facilities and equipment be replaced or renewed based on the proposed “Facilities and Equipment Capital Replacement Plan”

8. It is recommended that the department develop the capacity to meet the Fire Underwriters Survey requirements for “Superior Tanker Shuttle Accreditation” including having sufficient pumpers, tankers, water supply refill sites and other necessary equipment and procedures.

9. It is recommended that all new tankers should be 2500 gal capacity and have pumps capable of pumping 1000 gallmin.

10. It is recommended that the fire apparatus fleet be replaced, or renewed, based on a 20 year life cycle for major apparatus and five (9) years for light vehicles as recommended in the Fleet Rationalization Plan.

Greater Napanee Fire Service Fire Master Plan Update Page 45 11. Fire Prevention and Public Education Recommendations (From the Simplified Risk Assessment) Residential Occupancies With the majority of our deaths, injuries, and dollar losses coming from fires in residential occupancies, continue to enhance public education, code enforcement, and fire suppression programs to protect residents. Continue zero tolerance approach to smoke alarms, as well as having the suppression staff visit more residential occupancies and checking for smoke alarms and providing public education. Better co-ordination of public education programs and code enforcement is required to direct suppression staff as to where the priorities are. Downtown Core Buildings The Downtown Core area poses a great risk to both businesses and the residents who live in the apartments above. Additional time must be spent ensuring that annually these occupancies are inspected as well as that they are compliant with Retrofit.

Vulnerable People and Occupancies Group homes, senior’s apartments, nursing and special care facilities, multi-unit dwellings and apartments in the downtown core need to have a higher priority for code enforcement and public education. New legislation in January 2014 for group homes will tax the Fire Prevention Division. There also needs to be more time providing public education for the staff that looks after them.

Residential Homes converted to Multi-dwelling Develop a program working with other municipal departments I agencies to identify large old Victorian homes that have been converted to multi-residential use and begin an inspection program to bring them into compliance with the Retrofit sections of the Fire Code.

Light and Heavy Industrial A more proactive approach to inspecting and pre-planning must be done on these types of occupancies utilizing the suppression staff coordinated by the Fire Prevention Division. Fires in these occupancies can have a large impact on the municipality due to the loss of jobs or even worst the re-location of the business. Agricultural Areas The Ontario Building Code and the Ontario Fire Code limits code enforcement on agricultural properties. This makes Public Education Programs more important on these properties to assist in reducing the impact a fire has on buildings in the farming community. Enforcement of the open-air burning bylaw will also work to reduce the number of fires in the agricultural areas. The development of a “Superior Tanker Shuttle” program to improve the capacity of the department to suppress fires in the rural area will provide a higher level of protection to rural residents Cottages and Trailer Parks The department needs to continue the smoke alarm program with the cottages and trailer parks as well as providing more public education. There also needs to be a by law developed for private lanes that will allow fire service vehicle to access the buildings on these properties.

Greater Napanee Fire Service Fire Master Plan Update Page 46 Correctional Facility The Correctional Facility has a potential risk for injury or death due to the type of occupancy. Further suppression staff training and pre-planning must be carried out to ensure staff is aware of how to deal with a fire in this facility.

By-Laws Current by-laws such as the Open Air Burning, Fire Routes, and Fire Works are adequate, however, the challenge is to enforce them on a regular and consistent basis instead of just on a complaint. There needs to be a greater emphasis on the enforcement of the by-laws and we need to explore ways to create further partnerships with the By-Law enforcement branch.

Smoke Alarm Program While the Smoke Alarm Program is quite aggressive there needs to be an expansion to the program where rural residents with a large distance from the Fire Stations are visited each year. In addition, the smoke alarm zero tolerance programs must remain in place as well as develop a program to recover some of the cost incurred when giving out smoke alarms.

12. It is recommended that a review be conducted as to the best location for the primary and secondary EOC and that the primary and secondary EOC be set up identical for redundancy in case the emergency does not allow the primary EOC to be functional.

Greater Napanee Fire Service Fire Master Plan Update Page 47

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Fire Insurance classifications for municipalities are set by the Fire Underwriters Survey as a guide to participating insurance companies in setting premium costs. The insurance business is competitive, rates willvary between companies even ifthey are using the same classification grading, however residents and businesses can benefit financially if overall the premiums are lower because of a better classification. The following information has been provided by the Fire Underwriters Survey from a 2010 evaluation of the Town. Public Fire Protection Classification System (PFPC)

Also known as the “Commercial Classification”, the PFPC system is used for all properties that are not single-family dwellings or duplexes. This 10-class system categorizes communities according to a variety of criteria applied to the local fire protection service area fire risk, and fire protection facilities. Class 1 represents the ultimate degree of protection, while Class 10 indicates little or no public fire protection. Properties within a municipality (or fire protection service area) with a better PFPC generally benefit from reduced fire insurance rates.

Fire Underwriters Survey (FUS) follows a comprehensive process to arrive at its conclusions, using a standardized methodology. The following areas of fire protection are reviewed and have the following weights within the FUS Grading system: Fire Department Operations 40% Water Supplies and Distribution System 30% Fire Safety Control within the Community 20% Fire Service Communications 10%

After careful analysis of all the relevant information, documentation and records obtained, Fire Underwriters Survey (FUS) has determined the following Public Fire Protection Classification (PFPC) grades for the Town of Greater Napanee:

Commercial Grades Previous 2010 Comments (PFPC) Fire District PFPC PFPC Napanee Attributedto commercial property located within5 5 5 km’sby road of the responding fire station, and Fire Station No.1 within150m of a recognized fire hydrant. Selby Attributedto commercial property located within5 Hydrant Protected 7 7 km’sby road ofthe responding firestation, and Area within150m of a recognized fire hydrant. Attributedto commercial property located within5 Roblin 9 9 km’sby road of the responding fire station, but Fire Station No.2 further than 150m of a recognized fire hydrant. Attributedto commercial property located within5 Dorland N/A 9 km’sby road of the responding firestation, but Fire Station No.3 further than 150m of a recognized fire hydrant. Attributedto commercial property located further Rest 9 10 than 5 km’s by road of the responding fire station.

Greater Napanee Fire Service Fire Master Plan update Page 49 Dwelling Protection Grades (DPG)

The DPG is a 5-class system, similar to the one used in the PFPC system. One (1) is the highest grading possible and five (5) indicates little or no public fire protection. This grading reflects the ability of a community to deal with fires in small buildings (e.g. single family dwellings). In order to provide further details about the DPG system, additional information can be found once again on our website.

After careful analysis of all the relevant information, documentation ,and records obtained, Fire Underwriters Survey (FUS) has determined the following Dwelling Protection Grades (DPG) for the Town of Greater Napanee:

Fire District Protection Details Previous DPG 2010 DPG Napanee Hydrant Protected Area 2 2 Fire Hall Protected Area Fire Station No.1 3B 3B All Other Areas 5 5 Hydrant Protected Area N/A N/A Robi in Fire Hall Protected Area Fire Station No.2 N/A 3B All Other Areas 5 5 Hydrant Protected Dorland Area N/A N/A Fire Hall Protected Fire Station No.3 Area N/A 3B All Other Areas N/A 5

Refer to the table below for the basic requirements under each of the 5 categories.

Minimum Dwelling Protection Grade (DPG) Requirements CRITERIA -j— Water supply system equipped with standard hydrants capable of X X X - - - delivering a minimum of 200 IGPMfor a 2-hour duration or 400 IGPMfor a 1-hour minimum duration in addition to maximum consumption. Response from within5 miles of a fullyequipped standard triple X X X - - - combination pumper. Response from within5 miles of fullyequipped standard triple combination - - - X - - pumper plus a tanker. Combined tank capacity must be at least 1500 Imperial Gallons and there must be a transfer system capable of supplying the pumper (dump valve, portable tank, portable pump etc.) — — — Response from within 5 miles of a fullyequipped standard triple - - - - X - combination pumper or tanker with minimum 800 Imperial Gallon tank and 200 IGPMpump (e.g. PTO) Adequate drafting sources. Locations to be clearly indicated on a map. - - - X X - Minimumof 3 career fire fighters on duty (24-hours/day) with apparatus. X - - - - - Minimumof 1 on-duty career fire fighter (24-hours/day) backed by 15 - X - - - - volunteers per station. Minimumof 15 volunteer fire fighters per station. - - X X - - Minimurn of 10 volunteer fire fighters per station. - - - - X - Means of alarm receipt and dispatch (pagers, siren, group phones, etc.) X X X X X -

Heated and well-maintained fire hall. X X X X X - Regular training of all fire department members (weekly in case of X X X X X - volunteers) Clearly defined fire protected area with boundaries clearly indicated on X X X X X - map.

Greater Napanee Fire Service Fire Master Plan update Page 50 19 Performance Measures

ITEM 2007 2008 2009 2010 2011 Population 15,400 15,400* 15,400* 15,400* 15,511 Call Volume 446 416 468 432 470 Dollar Loss — structure fires $663,400 $227,600 $940,200 $1,212,150 $221,400 Fatalities — fire related 1 0 0 0 0

Injuries—fire related 3 1 1 0 0 Ave ResponseTime_minutes** 10.4 13.0 8.4 8.6 8.7

* Note — exact population numbers not available, but from 2006 to 2011 the population increased by 0.7% ** Note — the OEMchanged the method of Response time calculationin 2009

Greater Napanee Fire Service Call Types for 2011 Fires Fires Explosions No Explosions with Loss Loss Rescue 2°! Burning Public Hazards 10% 6% (controlled) 6% Pre fire 1. conditions/no CO False Calls fire 3% 40/ False Fire Calls 1018°!

Other I Response 15%

Medical Calls 32%

Greater Napanee Fire Service Fire Master Plan update Page 51 Greater Napanee Fire Service Total Calls by Year 2007 - 2011 500 450 400 350 300 250 200 150 100 50 0 2007 2008 2009 2010 2011

Greater Napanee Fire Service Call Types 2007 - 2011 160

140

120 I

100

80 .2007 .2008 60 2009 40 II .2010 r2011 20 1ilLIlriii 0 00sns False Fire

2007 38 fsc1i55 27 0 96 75 — 56 12 28 59 T 2008 26 22 — 26 0 105 94 62 15 19 47 2009 34 25 24 20 80 132 55 22 18 58 2010 51 10 25 16 71 106 84 12 13 44 2011 26 10 18 15 85 149 73 21 27 46

Greater Napanee Fire Service Fire Master Plan Update Page 52 20 Fire Apparatus Fleet Replacement Schedule

Chassie Year Year Cost Year Cost of Pool No. Vehicle No. Year Type of Vehicle Manufacturer Type Received Refurbished Refurbished Disposted Replacement

Heavy Fleet

91-57 Pump 1A 1991 Custom Pumper Almonte Spartan 1991 2008 $50,000 2016 $350,000

95-58 Pump 3 1996 Commercial Pumper Fort Gerry Feightliner 1996 2011 $50,000 2016 $350,000

99-59 Tanker 1 1999 Commercial Tanker Almonte GMC 1999 2014 $10,000 2019 $250,000

99-60 Tanker 2 1999 Commercial Tanker Almonte GMC 1999 2014 $10,000 2019 $250,000

3-61 Ladder 1 2003 100’ Ladder Seagrave Seagrave 2003 2018 $50,000 2023 $1,000,000

5-62 Rescue 1 2006 Commercial Rescue Dependable Feightliner 2006 2013 $20,000 2016 $250,000

7-63 Tanker 3 2007 Commercial Tanker Eastway GMC 2009 2024 $10,000 2029 $250,000

9-64 Pump 1 2009 Custom Pumper Eastway Spartan 2009 2024 $50,000 2029 $350,000

12-67 Pump 2 2012 Commercial Pumper/Tanker Eastway Kenworth 2013 2028 $50,000 2033 $350,000

Light_Fleet Chevy Silverado 9-51 Squad 3 2009 Red 3/4 Ton 4 Door Pick-up 2500HD 2009 2021 $35,000

9-52 Prevention 1 2009 White 4 Door Sedan Chevy Impala LS 2009 2018 $30,000

10-53 Utility 1 2010 Red 1/2 Ton Pick-up GMC Sierra 1500 2010 2019 $30,000

11-54 Car 3 2011 Red 1/2 Ton 4 Door Pick-up GMC Sierra 2011 2020 $30,000

11-55 Car 2 2011 Red 1/2 Ton 4 Door Pick-up GMC Sierra 2011 2020 $30,000

11-56 Carl 2011 Red 4 Door Sedan Ford Taurus SeIAWD 2012 2021 $30,000

Greater Napanee Fire Service Fire Master Plan Update Page 53 21 Legislation Affecting the Ontario Fire Service

LEGISLATION AREAS OF SCOPE I CONCERN

Fire Protection and Mandates and authorizes both the OFM and municipalities. Part IXis Prevention Act, 1997 and generally the responsibility of the Ministryof Labour, except where terms Ontario Fire Code and conditions in collective agreements may adversely affect the provision of fire protection. Provincial Offences Act Assistants to the Fire Marshal are provincial offences officers under the act for the purpose of smoke alarm related offences. MunicipalAct, 2001 Authorizes the passing of bylaws necessary for the provision of fire protection

Occupational Health and Human resources Occupational health &safety Safety Act and regulations Ontario Regulation 21 1/01 Requires propane operators to obtain fire department approval for Risk Propane Storage and and Safety Management Plans. The fire department approves fire safety, Handling, 0. Reg. 440/08 fire protection and emergency preparedness elements of the RSMPs.

Environmental Protection Requires fire department personnel to report spills to MOE Act Dangerous Goods Governs the transportation of dangerous goods Transportation Act Emergency Management Requires municipalities to have an emergency plan and a trained and CivilProtection Act community emergency management coordinator and to conduct exercises Building Code Act, 1992 Provides authority for municipalities to appoint certain fire personnel as building inspectors Highway Traffic Act Governs operation of fire vehicles during emergency response. Governs the response of firefighters on roads that have been closed by police, the use of flashing green lights on firefighters’ personal vehicles, and controlling traffic at accident scenes. Contains regulated requirement to log hours of service for operation of commercial motor vehicles. Forest Fire Prevention Act Applies only to “Fire Regions” as defined in the act. Controls outdoor fires in “Restricted Fire Zones”. It requires municipalities to extinguish grass, brush or forest fires within their limits. Provides authority for appointment of ‘Wardens” and “Officer”by the Minister. Also Regulation 207/96 controls outdoor fires outside of restricted fire zones Development Charges Act Provides the authority for portions of development charges to be allocated to fire services Coroners Act Regulates the control of bodies. Authorizes/regulates coroner’s inquests and coroner’s inquest recommendations Day Nurseries Act Defines the approvals from the fire chief that are required to operate a daycare facility

Greater Napanee Fire Service Fire Master Plan Update Page 54 Employment Standards Act Human resources Human Rights Code Defines how boards of inquiry, complaints, discrimination and enforcement are to be handled Labour Relations Act Human Resources Municipal Freedom of To provide access to information held by institutions and to protect the Information and Protection privacy of individuals with respect to personal information about of Privacy Act themselves held by institutions Pesticides Act Makes mandatory the reporting of wholesale and retail pesticides to the fire department Workplace Safety and Legislated requirement to report accidents and provide and document Insurance Act training Presumptive legislation

Greater Napanee Fire Service Fire Master Plan update Page 55