TOWN OF GREATER NAPANEE REGULAR SESSION OF COUNCIL
A G E N D A
17 Dec 2013 at 7:00 p.m. Council Chambers, Town Hall - 124 John St., Napanee
Page
1. CALL TO ORDER
2. ADOPTION OF AGENDA
3. DISCLOSURE OF PECUNIARY INTEREST & THE GENERAL NATURE THEREOF
4. PRESENTATIONS
5. PUBLIC MEETING UNDER THE PLANNING ACT
5.1 Resolution to Convene Public Meeting That the Public Meeting under the Planning Act is hereby convened.
4 - 46 5.2 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, Geographic Township of Richmond
5.3 Resolution to Adjourn Public Meeting That the Public Meeting under the Planning Act is hereby adjourned.
6. ADOPTION OF MINUTES
47 - 52 6.1 Regular Session of Council - November 26, 2013
7. DEPUTATIONS
8. CORRESPONDENCE
8.1. Correspondence for Information
53 - 54 8.1.1 Correspondence for Information items dated December 17, 2013
8.2. Correspondence for Action
55 - 57 8.2.1 Jazz Miigwetch III LP - Request for Resolution of Support for Rooftop Solar Project at 2060 South Shore Road Staff Recommendation: That Council authorize a resolution of support for Jazz Miigwetch III LP for a rooftop solar project at 2060 South Shore Road.
58 - 60 8.2.2 Township of Stone Mills - Durling Road Closing Request Staff Recommendation: That the Council of the Town of Greater Napanee receive for information the correspondence from the
Page 1 of 236 REGULAR SESSION COUNCIL - December 17, 2013 Agenda
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Township of Stone Mills regarding a road closing request; And further that Council authorize staff to commence the process of closing a portion of the joint road allowance with the Township of Stone Mills, described as the road allowance between the former Townships of Richmond and Camden East boundaries, adjacent to the Durling property on the west side of County Road 41 and south side of Westplain Road, as per the Town's Road Closing policy.
9. UNFINISHED BUSINESS
10. COMMITTEE REPORTS
61 - 68 10.1 BIA Meeting Minutes - October 9 and 30, 2013
69 - 72 10.2 Heritage/Street Smarts Committee Minutes - November 7, 2013
11. STAFF REPORTS
73 - 81 11.1 CAO - Service Area Update
82 - 83 11.2 CAO/Financial Services - Tax Write Offs of Town Owned Properties
84 - 85 11.3 Emergency Services - Fire Master Plan
86 - 114 11.4 Infrastructure Services - Indoor Pool Site Location Analysis
115 - 123 11.5 Infrastructure Services - Gerow Road Speed Limit
124 - 162 11.6 Community & Corporate Services - Street Smarts Applications
12. NEW BUSINESS
13. NOTICE OF MOTION
14. STATEMENTS BY MEMBERS
15. BY-LAWS
163 - 164 15.1 By-law No. 2013-0061 - Appoint Members of Council to Committee of Adjustment 2014
165 - 174 15.2 By-law No. 2013-0062 - To Authorize the execution of Lease Agreement with 2344035 Ontario Ltd.
175 - 232 15.3 By-law No. 2013-0063 - To Adopt a Fire Master Plan Update
233 - 235 15.4 By-law No. 2013-0064 - To Amend Zoning - Nibourg - Part Lot 22, Concession 4, Geographic Township of Richmond
16. CLOSED SESSION
16.1 Adjourn to closed session pursuant to Section 239 of the Municipal Act in order to discuss: 1. the prospective acquisition or disposition of land; and a matter regarding current or pending litigation.
Page 2 of 236 REGULAR SESSION COUNCIL - December 17, 2013 Agenda
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16.2 Rise and report from closed session
17. CONFIRM PROCEEDINGS
236 17.1 A By-law to Confirm the Proceedings of the Council of the Corporation of the Town of Greater Napanee
18. ADJOURNMENT
18.1 adjourn meeting
Page 3 of 236 TOWN OF GREATER NAPANEE
NOTICE OF PUBLIC MEETING
ZONING BY-LAW AMENDMENT
The Council of the Corporation of the Town of Greater Napanee intends to consider a Zoning By-law to amend Zoning By-law 02-22. Pursuant to Section 34(12) of the Planning Act (R.S.O. 1990), Council will hold a public meeting on December 17, 2013, to outline the content and effect of the By-law, as well as showing the lands affected. All those interested are hereby invited to attend the public meeting and express their view on the amending By-law.
PURPOSE OF THE BY-LAW
An application was received from 1622273 Ontario Inc. to rezone lands located on the east side of Pleasant Drive and east of County Road 41. The land is also the subject of a concurrent severance application (PL CON 2013 034).
The subject lands are designated Rural. The parcel is zoned Hamlet Commercial Exception One (C1-1) and Rural (RU). A concurrent lot addition will add four (4) hectares (9.9 acres) to the existing parcel containing the sales barn. The resulting parcel of land being rezoned is approximately 5.93 hectares (14.7 acres).
The purpose of the zoning amendment is to change the uses on the site in order to permit such uses as: • Feed mill • Grain storage • Seed cleaning and sales • Sale of grains and related products • Liquid fertilizer storage and sales • Sale of agricultural equipment • Auction/sales barn
The application seeks to place the site in a site specific Rural Industrial Zone (M3) zone category.
EFFECT OF THE BY-LAW REQUEST
The requested zone amendment will change the uses permitted on the subject site in order to implement the request.
LOCATION OF PROPERTY
The subject site is located as shown on the attached key map. The property is located in lot 22, Concession 4 in the geographic Township of Richmond. The site is described as Part 1 on Plan of Survey 29R-3866 and is part of part 1 on plan of survey 29R-8537.
PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 4 of 236
OTHER APPLICATONS
The lands are the subject of a concurrent application for consent. The application (lot addition file No. PL CON 2013 034) will sever approximately 4 hectares (9.9 acres) of land from the surrounding lot for addition to the 1.924 hectare (4.8 acre) lot resulting in a combined parcel of 5.93 hectares (14.7 acres).
NOTICE OF APPEAL
If a person or public body does not make oral submissions at a public meeting or make written submissions to the Town of Greater Napanee before the by-law is passed, the person or public body is not entitled to appeal the decision of the Council for the Town of Greater Napanee to the Ontario Municipal Board concerning the by-law amendment.
If a person or public body does not make oral submissions at a public meeting, or make written submissions to the Town of Greater Napanee before the by-law amendment is passed, the person or public body may not be added as a party to the hearing of an appeal before the Ontario Municipal Board unless, in the opinion of the Board, there are reasonable grounds to do so.
PUBLIC MEETING PLACE
The public meeting will be held at the Council Chamber of the Town Hall, Greater Napanee, December 17, 2014 at 7:00 p.m.
For further information contact:
Charles McDonald Director of Development Services Town of Greater Napanee 45 Commercial Court Napanee, Ontario K7R 4A2
or phone (613) 354-5931 Extension 117 during regular business hours.
Susan Beckel (Clerk)
PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 5 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 6 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 7 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 8 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 9 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 10 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 11 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 12 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 13 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 14 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 15 of 236 P L E A KEYMAP S
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Drawn by: A.T.C. LEGEND: 650 Dalton Avenue Scale: 1:10000 Kingston, Ontario Project: 35399 LAND SUBJECT TO ZONE CHANGE Canada K7M 8N7 Date: November 2013 tel 613 531 4440 LANDS SUBJECT TO LOT ADDITION & ZONE CHANGE fax 613 531 7789
J:\35399_TOGN\5.9 Drawings\59urban\layouts\35399-Keymap.mxd
PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 16 of 236
Q UI N T E C ONSERVATION PL A N N I N G A C T R E VI E W
File: Rezoning PLZAC-2013-33 (Concurrent application for Consent PLCON-2013-034) Lot/Con: Part Lot 22, Concession 4 Geographic Township: Richmond Municipality: Greater Napanee Owner/Agent: 1622273 Ontario Inc./Bert Nibourg Feature: N/A
Comments for above note application:
As per the application provided to this office, it is our understanding that the proposal will rezone the
subject lands to a site specific Rural Industrial Zone (M3) to permit such uses as a feed mill, grain storage,
seed cleaning and sales, sale of grains and related products, liquid fertilizer storage and sales, sale of
agricultural equipment, and an auction/sales barn. It is understood that the lands are also subject to a
concurrent consent file for lot addition.
Staff have reviewed the application along with all pertinent information relating to the subject property,
and reviewed the application with respect to the applicability of Ontario Regulation #319/09 (Regulation of
Development, Interference with Wetlands and Alterations to Shorelines and Watercourses), Quinte Conservation policies, and the natural hazard policy of the Provincial Policy Statement. Based on our review, we do not object to the approval of this application as presented.
Ontario Regulation #319/09 (Quinte Conservation Authority: Regulation of Development, Interference with Wetlands and Alterations to Shorelines and Watercourses)
The subject lands do not lie within an area that is regulated by Quinte Conservation. The owners will not
require a permit prior to development (construction / filling/ excavation/ site grading).
Groundwater Consideration Please note that, this site has been mapped as being located within a highly vulnerable aquifer area. This is due to the shallow soil conditions over fractured limestone bedrock. In consideration of this, we would recommend that suitable methods and best management practices be implemented for the handling and storage of liquid chemicals and/or fertilizers to prevent potential spills and protect the underlying groundwater.
c.c. 1622273 Ontario Inc. Bert Nibourg
December 12, 2013 Sam Carney Date Technical Administrative Assistant
PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 17 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 18 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 19 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 20 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 21 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 22 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 23 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 24 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 25 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 26 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 27 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 28 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 29 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 30 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 31 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 32 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 33 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 34 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 35 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 36 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 37 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 38 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 39 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 40 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 41 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 42 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 43 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 44 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 45 of 236 PLZAC2013033 - 1622273 Ontario Inc. - Lot 22, Concession 4, ... Page 46 of 236 TOWN OF GREATER NAPANEE REGULAR SESSION OF COUNCIL Minutes of Meeting Held November 26, 2013 at 7:00 PM Council Chambers, Town Hall - 124 John St., Napanee PRESENT: Mayor Gordon Schermerhorn in the Chair, Deputy Mayor Roger Cole, Councillor Ward 1 Michael Schenk, Councillor Ward 3 Marg Isbester, Councillor Ward 4 Bill Pierson, Councillor Ward 5 Shaune Lucas
ABSENT: Councillor Ward 2 Shane Grant
CALL TO ORDER Mayor Schermerhorn called the meeting to order at 7:00 p.m. ADOPTION OF AGENDA RESOLUTION #442/13: Schenk & Pierson That the Agenda of the Regular Session of Council dated November 26, 2013 be adopted as presented. CARRIED. DISCLOSURE OF PECUNIARY INTEREST & THE GENERAL NATURE THEREOF There were no disclosures of pecuniary interest. ADOPTION OF MINUTES Regular Session of Council - November 12, 2013 and Special Session Council - November 21, 2013 RESOLUTION #443/13: Isbester & Pierson That the minutes of the Regular Session of Council dated November 12, 2013 and Special Session of Council dated November 21, 2013 be adopted as presented. CARRIED. CORRESPONDENCE FOR INFORMATION RESOLUTION #444/13: Cole & Schenk That the Correspondence for Information items dated November 26, 2013 be received. CARRIED. CORRESPONDENCE FOR ACTION Napanee B.I.A. - Re: Improve & Upgrade Lighting in Downtown Napanee RESOLUTION #445/13: Pierson & Isbester That Council receive for information the correspondence from the Napanee BIA regarding improved lighting in the downtown core; And further that the request be referred to the 2014 budget deliberations. CARRIED.
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Regular Session of Council - November 26, 2013 Page 47 of 236 REGULAR SESSION OF COUNCIL - November 26, 2013 Minutes
1518076 Ontario Ltd. - Request for Support Resolution for Roof Top Solar Project at 212 Camden Road RESOLUTION #446/13: Schenk & Lucas WHEREAS Capitalized terms not defined herein have the meaning ascribed to them in the FIT Rules, Version 3.0; AND WHEREAS 1518076 Ontario Ltd. (the "Applicant") proposes to construct and operate a 48KW Roof-Top Solar Project (the "Project") on 212 Camden Road (the "Lands") in Napanee Ontario under the Province's FIT Program; AND WHEREAS the Applicant has requested that Council of the Town of Greater Napanee indicate by resolution Council's support for the construction and operation of the Project on the Property; AND WHEREAS, pursuant to the FIT Rules, Version 3.0, Applications whose Projects receive the formal support of Local municipalities will be awarded Priority Points, which may result in the Applicant being offered a FIT Contract prior to other Persons applying for FIT Contracts; NOW THEREFORE BE IT RESOLVED THAT: Council of the Town of Greater Napanee supports the construction and operation of the Project on the Lands. This resolution's sole purpose is to enable the Applicant to receive Priority Points under the FIT Program and may not be used for the purpose of any other form of municipal approval in relation to the Application or Project or any other purpose. CARRIED. Citizens Against Melrose Quarry RESOLUTION #447/13: Pierson & Isbester That Council receive for information the correspondence from Citizens Against Melrose Quarry. CARRIED. COMMITTEE REPORTS Core Area Advisory Committee - October 10, 2013 & October 22, 2013 RESOLUTION #448/13: Cole & Pierson That Council receive and approve the Core Area Advisory Committee meeting minutes dated October 10, 2013 and October 22, 2013. CARRIED. STAFF REPORTS CAO - Service Area Update RESOLUTION #449/13: Schenk & Pierson That Council receive for information the CAO - Service Area Update report. CARRIED. CAO - Ministerial Meetings at 2014 ROMA Conference RESOLUTION #450/13: Pierson & Cole That Council authorize staff to submit the following requests for Ministerial meetings at the 2014 ROMA Conference: . Ministry of Finance Re: Changes to the Ontario Municipal Partnership Fund (OMPF) related to PIL Assessment Reductions . Ministry of Labour Re: Labour Fund Grant Application Issues
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Regular Session of Council - November 26, 2013 Page 48 of 236 REGULAR SESSION OF COUNCIL - November 26, 2013 Minutes
. Ministry of Energy Re: TransCanada Approval Process CARRIED. CAO - TransCanada Site Plan RESOLUTION #451/13: Cole & Pierson That Council receive for information the CAO - TransCanada Site Plan report; And further that Council authorize a Public Open House for the review and comment on the TransCanada Site Plan to be held on Tuesday, December 10, 2013 from 2:00 p.m. to 4:00 p.m. and 6:00 p.m. to 8:00 p.m. in the Council Chambers; And further that the Public Open House be advertised in the Town's column and on the Town's web site. CARRIED. Emergency Services - Fleet Operational Policies RESOLUTION #452/13: Pierson & Cole That Council receive for information the Emergency Services - Fleet Policies report; And further that Council adopt the Vehicle Usage and Vehicle Pool policies. CARRIED. Emergency Services - Fire Prevention Week RESOLUTION #453/13: Schenk & Pierson That Council receive for information the Emergency Services - Fire Prevention Week report; And further that a letter be sent to the Fire Department commending staff, specifically Randy Cook as the lead, on the effective program held during Fire Prevention Week to educate the public on the importance of preventing kitchen fires and for Mr. Cook's detailed report to Council on the week's activities. CARRIED. Infrastructure Services - Cost Estimate for Source Protection Plan Implementation: Napanee Backup Water Supply RESOLUTION #454/13: Cole & Isbester That Council receive for information the Infrastructure Services - Source Water Protection report; And further that Council authorize the appointment of the Quinte Conservation as both Risk Management Officials and Inspectors for The Town of Greater Napanee under Part IV of the Clean Water Act; And further that Council authorize the Mayor and Clerk to execute the required agreement with Quinte Conservation. CARRIED. Infrastructure Services - Ministry of the Environment Drive Clean Program RESOLUTION #455/13: Lucas & Cole That Council receive for information the Infrastructure Services – Ministry of the Environment (MOE) Drive Clean Program report and the correspondence from the MOE dated November 7, 2013; And further that a reply letter be sent to the MOE and copied to the MPP, Lanark- Frontenac-Lennox & Addington requesting the following additional information: (i) whether persons living north of Highway No. 7 and farmers are exempt from the requirements of obtaining emission tests (e-tests) for vehicles; and
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Regular Session of Council - November 26, 2013 Page 49 of 236 REGULAR SESSION OF COUNCIL - November 26, 2013 Minutes
(ii) whether e-tests no longer check for clean emissions, but rather only check vehicle sensors. CARRIED. Infrastructure Services - FIT 3.0 Ground Mounted Solar Project RESOLUTION #456/13: Pierson & Schenk That Council receive for information the Infrastructure Services - FIT 3 Ground Mount Solar Energy Project report; And further that Council supports the Town-owned Selby Barns property ground mounted solar energy application to the Ontario Power Authority (OPA) and Infrastructure Ontario financing program. CARRIED.
RESOLUTION #457/13: Pierson & Schenk WHEREAS Capitalized terms not defined herein have the meaning ascribed to them in the FIT Rules, Version 3.0; AND WHEREAS the Province’s FIT Program encourages the construction and operation of ground mount solar PV generation projects (the “Projects”); AND WHEREAS one or more Projects may be constructed and operated in the Town of Greater Napanee; AND WHEREAS, pursuant to the FIT Rules, Version 3.0, Applications whose Projects receive the formal support of Local Municipalities will be awarded Priority Points, which may result in these Applicants being offered a FIT Contract prior to other Persons applying for FIT Contracts; NOW THEREFORE BE IT RESOLVED THAT Council of the Town of Greater Napanee supports the construction and operation of the Projects in the Town of Greater Napanee, with the exception of projects on prime agricultural or residential lands as per Sections 2.3(c) and (e) of FIT 3.0 Rules. This resolution’s sole purpose is to enable the participants in the FIT Program to receive Priority Points under the FIT Program and may not be used for the purpose of any other form of municipal approval in relation to the Application or Projects or any other purpose. This resolution shall expire twelve (12) months after its adoption by Council. CARRIED. Community & Corporate Services - Proposed Amendment to Town of Napanee By-law No. 627-86 - Designation of 138 Robinson Street RESOLUTION #458/13: Isbester & Schenk That Council receive for information the Community & Corporate Services - Town of Napanee By-law No. 627-86 - Designation of 138 Robinson Street under the Ontario Heritage Act and the Effect on 130 Robinson Street; And further that Council instruct staff to bring forward a by-law amendment for Town of of Napanee By-law No. 627-86, to exclude 130 Robinson Street, being Part 1 on Plan 29R9455 from the designation under the Ontario Heritage Act, upon receipt of sign back letters of agreement from the property owners at 138 Robinson Street and 130 Robinson Street. CARRIED.
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Regular Session of Council - November 26, 2013 Page 50 of 236 REGULAR SESSION OF COUNCIL - November 26, 2013 Minutes
Community & Corporate Services - Addendum to Closed Meeting Investigator Agreement RESOLUTION #459/13: Schenk & Isbester That Council receive for information the Community & Corporate Services - Addendum to Closed Meeting Investigator Agreement report; And further that the Mayor and Clerk be authorized to execute the Addendum to the Closed Meeting Investigator Services Agreement with Local Authority Services Ltd. (LAS) to acknowledge the following fees for the two year term of 2014-2015: (i) retainer fees shall be $660 plus HST; and (ii) investigation fee shall be $225. per hour plus HST. CARRIED. NEW BUSINESS There was no New Business
NOTICE OF MOTION There were no Notices of Motion. STATEMENTS BY MEMBERS Councillor Isbester acknowledged the Town staff involved with the organization of the hockey tournament and with the Talents of Town Indoor Market held at the Strathcona Paper Centre on November 23, 2013. Councillor Isbester advised that both events went well and staff should be commended for their hard work.
Councillor Lucas congratulated James Timlin, General Manager-Community & Corporate Services and the Town staff and volunteers who worked on making the lighting ceremony of The Big Bright Light Show such a success. Councillor Lucas advised that the event brings many people to the downtown during the season.
Mayor Schermerhorn advised that Don McCabe, a former Reeve of the Township of North Fredericksburgh, had passed away. BY-LAWS By-law 2013-0058 - To Adopt Vehicle Usage and Vehicle Pool Policies RESOLUTION #460/13: Cole & Schenk That By-law No. 2013-0058, being a by-law to adopt vehicle usage and vehicle pool policies, be read a first time and brought to the floor for discussion. CARRIED. RESOLUTION #461/13: Cole & Schenk That By-law No. 2013-0058 be read a second time and finally passed and that the Mayor and Clerk sign the same and affix thereto the seal of the corporation. CARRIED. Mayor Schermerhorn called a recess of the meeting at 8:15 p.m.
Mayor Schermerhorn reconvened the meeting at 8:25 p.m.
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Regular Session of Council - November 26, 2013 Page 51 of 236 REGULAR SESSION OF COUNCIL - November 26, 2013 Minutes
CLOSED SESSION RESOLUTION #462/13: Pierson & Isbester That Council resolve itself into closed session in order to discuss prospective acquisitions and a prospective disposition of land; current litigation; and personnel matters. CARRIED.
Rise and report from closed session RESOLUTION #463/13: Pierson & Isbester That Council rise and report from closed session; and further that all recommendations made within closed session be hereby adopted, namely that: 1. That the position of Director of Operational Audits be created effective January 1, 2014. 2. That the position not be posted, rather the Director of Development Services be seconded into the new position. 3. That the Director of Development Services position not be filled during 2014, rather the duties be reassigned by the CAO to existing positions on an acting basis. CARRIED. CONFIRM PROCEEDINGS RESOLUTION #464/13: Schenk & Isbester That By-law No. 2013-0059 being a By-law to Confirm the Proceedings of Council at its Regular Session held November 26, 2013 be read a first and second time and finally passed and that the Mayor and the Clerk sign the same and affix thereto the seal of the Corporation. CARRIED. ADJOURNMENT RESOLUTION #465/13: Pierson & Isbester That the meeting does hereby adjourn at 8:48 p.m. CARRIED.
Gordon Schermerhorn, Mayor Susan Beckel, Clerk
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Regular Session of Council - November 26, 2013 Page 52 of 236
Summary of Correspondence for Information Items December 17, 2013
This summary contains correspondence that was received by the municipality from outside organizations, which were broadcast to all municipalities, or which were addressed generally to the Town. This includes requests for support for resolutions.
All correspondence addressed to an individual member of council or to the whole council from a resident are placed in the appropriate council mailbox. These items of correspondence are not added to the agenda unless requested by a member of council.
Correspondence for Action items are pieces of correspondence that were received by Town staff that require further council attention or action. Members of Council may request items be added to the agenda for consideration.
1. Ministry of Finance – Re: Release of the redesigned Ontario Municipal Partnership Fund (OMPF) and program allocations for 2014.
2. County of Lennox & Addington – Re: Minutes of Working Session dated November 13, 2013.
3. Association of Municipalities of Ontario – Re:
Highlights of November Board Meeting. Watch File – December 12, 2013
4. Ontario Good Roads Association – Re: Address Key Issues at Queen’s Park.
5. TransCanada – Re: Napanee Generating Station Community Newsletter
6. Union Gas – Re: Application 2014 rate increase
7. Ministry of Environment – Re: Lennox Generating Station PCB Storage Site #40188A254- Decommissioning.
8. Ministry of Citizenship & Immigration – Re: Nominations for Ontario Medal for Young Volunteers.
9. Autism Ontario – Re: World Autism Day April 2, 2014.
10. Bay of Quinte Remedial Action Plan – Re: E-Newsletter Nov. 2013
11. Eastern Loggerhead Shrike – Re: Fall/Winter 2013
Correspondence for Information items dated December 17, 2013 Page 53 of 236
12. West Lincoln – Re: Blanket Support Motion for Municipalities that are Not Willing Hosts.
13. Federation of Canadian Municipalities – Re: FCM News – Week of November 18, 2013 President’s Corner Update
Correspondence for Information items dated December 17, 2013 Page 54 of 236 120AdeLaideStreet West, Suite 1600 Toronto, Ontario M5H1T1 o IrARIo T 416-967-7474 POWER AUTHORITY F 416-967-1947 www.powerauthorityon.ca
INSTRUCTIONS:MUNICIPALCOUNCILSUPPORT RESOLUTION (Section5.1(g)(i)of the FITRules,Version 3.0)
Capitalized terms not defined herein have the meanings ascribed to them in the FITRules, Version 3.0.
INSTRUCTIONSAPPLICABLETO ALLRESOLUTIONS
1. The instruction page is not required to be submitted with the hard copy Application materials.
2. The first page of the resolution must be marked, by the Applicant, with the FITreference number associated with the Application.
3. Where the resolution has multiple pages, the resolution should be stapled.
4. Information provided in the resolution must be consistent with the information provided in the electronic Application Form in order for the Application to be awarded Priority Points.
5. Apart from the completion of any blanks in the template resolution, no amendments, other than those outlined in paragraph 6 below, may be made to the wording of this form.
6. Words in between square brackets (i.e. “[“ and “1”)are immaterial to the intent of the template resolution and may be modified to follow standard procedure of the issuing body. Wording not contained within square brackets must not be changed in order for the Application to be awarded Priority Points.
7. The entirety of the resolution (all blanks) must be completed in order for the Application to be awarded Priority Points.
INSTRUCTIONSSPECIFICTO THE RESOLUTION
8. Local Municipal councils have the option of drafting the Template: Municipal Council Support Resolution on the Council or equivalent governing body letterhead. The language of the Template: Municipal Council Support Resolution must be the same as shown in the template in order for the Applicant to obtain Priority Points. The OPAdoes not award Priority Points if the resolution includes additional conditions or delegation of authority to staff for additional approvals.
9. The separate Prescribed Form: Municipal Council Support Resolution Confirmation may be completed and provided to the OPAby an Applicant that had received a FITRules, Version 2.1 Template: Municipal Council Support Resolution (that was not a blanket support resolution) that was issued by the Local Municipality prior to October 9, 2013 in relation to the Applicant and the Project. The Prescribed Form: Municipal Council Support Resolution Confirmation may not be used as a substitute for a Municipal Council Support Resolution where no Municipal Council Support Resolution was issued for the Project previously.
10. Where no resolution number exists, insert “N/N’ into the appropriate field.
Oct2013 Page iof
Jazz Miigwetch III LP - Request for Resolution of Support fo... Page 55 of 236 THISPAGEHASBEENINTENTIONALLYLEFTBLANK
Jazz Miigwetch III LP - Request for Resolution of Support fo... Page 56 of 236 ______
120AdeLaideStreet West, Suite 1600 Toronto, Ontario M5H1T1 ONI”ARIO T 416-967-7474 POWER AUTHORITY F 416-967-1947 www.powerauthority.on.ca TEMPLATE:MUNICIPALCOUNCILSUPPORT RESOLUTION
(Section 5.1(g)(i) of the FITRules, Version 3.0) OPARP/f-FIT-012r2
Resolution NO: Date:
[WHEREAS]capitalized terms not defined herein have the meanings ascribed to them in the FITRules, Version 3.0.
LANDWHEREAS] JAZZMIIGWETCHIIILP (the ‘Applicant’) proposes to construct and operate a
rooftop solar PVproject
(the “Project) on 2060 South Shore Road, Napanee, ON, K7R3K7 (the “Lands”)in
Town of Greater Napanee under the Province’s FITProgram;
[ANDWHEREAS]the Applicant has requested that Council of Town of Greater Napanee
indicate by resolution Council’ssupport for the construction and operation of the Project on the Property;
[ANDWHEREAS],pursuant to the FITRules, Version 3.0, Applications whose Projects receive the formal support of Local Municipalities will be awarded Priority Points, which may result in the Applicant being offered a FITContract prior to other Persons applying for FITContracts;
[NOWTHEREFOREBEIT RESOLVEDTHAT]:
Council of the Town of Greater Napanee supports the construction and operation of the Project on the Lands.
This resolution’s sole purpose is to enable the Applicant to receive Priority Points under the FITProgram and may not be used for the purpose of any other form of municipal approval in relation to the Application or Project or any other purpose.
Title:
Title:
(signature linesfor elected representatives.)
FITreference number:
IThereference number must be inserted by the Applicant in order for the resolution
to comply with the FITrules, even where LocalMunicipal letterhead is used. Thisis not to be inserted by the LocalMunicipality.)
Oct 2013 Page 1 of 1
Jazz Miigwetch III LP - Request for Resolution of Support fo... Page 57 of 236 Township of Stone Mills - Durling Road Closing Request Page 58 of 236 Township of Stone Mills - Durling Road Closing Request Page 59 of 236 Township of Stone Mills - Durling Road Closing Request Page 60 of 236
Napanee BIA
Board Meeting
October 9, 2013
Attendance: Brad Way (Chair), Ashley Arnold, Peter Veltheer, Michelle Edgar, Shaune Lucas, Doris Lucas
Regrets: Bill Pierson, Julia Dicks
1. Call Meeting to order: 6:15pm
2. Disclosure of pecuniary interest:
3. Motion for Approval of Agenda: MOVED BY ASHLEY ARNOLD, SECONDED BY MICHELLE EDGAR: CARRIED
4. Motion for Approval of the previous meeting minutes: August 21, 2013: MOVED BY PETER VELTHEER, SECONDED BY MICHELLE EDGAR
5. Committee Reports: A) Beautification
Doris inquired to the Board about an update on when the hanging baskets will be taken down. Tom was not 100% certain when that would happen and notified the Board that he will look into it, and report back
Discussion began on the winter Christmas tree campaign, and the Board asked Tom to provide a report back on the Christmas trees and will report back to the Board in November
ACTION: Tom will report back to the Board of Directors in November to update the Board on the status of the summer hanging baskets and the Christmas Trees
B) Marketing and Communications
Michelle provided a report to the Board regarding the Marketing and Communications Team. The Committee has begun brainstorming ideas with both the County of Lennox and Addington and the Town of Greater Napanee on a 2014 Events Calendar. The brainstorming session was held, and the Board all agreed that it was a great first step in creating a comprehensive event calendar for all of Greater Napanee. Tom informed the Board that the Marketing and Communications Committee will put together a draft calendar, and then work together to identify gaps. The end goal is to present the event calendar to the Board for Approval in January 2014.
Michelle informed the Board that the Committee wants to work with the Town of Greater Napanee on expanding the WinterChill fest to include the Downtown. The Board of Directors all agreed that an expanded WinterChill would be a benefit to Downtown Napanee, and welcomed this change.
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C) Awards Committee
Brad informed the Board that tickets are on sale for the event. The cost is $25.00 each. Tom is working with Kathy Medd at the Chamber of Commerce on creating an awards slideshow. This slideshow highlights business achievements throughout Greater Napanee.
6. Business Arising from Previous Meeting Minutes:
A) Examine the Structure of Beautification
Shaune stated that he is worried about the autonomy of Committees. Doris commented on the cedar pots and how two of the cedars are dead. In fact, they weren't even properly planted. Brad commented to the Board that the Municipality is taking a re-newed interest in beautification. Peter highlighted a trend currently going on throughout the province that is seeing the traditional responsibilities of a BIA changing. Most municipalities are beginning to take over beautification.
Doris felt that beautification always needs to be budgeted. Michelle commented the importance of having a Board Director on all BIA Committees. Peter agreed that the Committee structure becomes more efficient if a Director is in charge of each individual committee.
MOTION TO THE BIA BOARD OF DIRECTORS TO MEET AGAIN AND DISCUSS THE FUTURE OF BEAUTIFICATION WITH TOWN STAFF BEFORE NOVEMBER 30TH: Moved by Shaune and seconded by Doris: CARRIED
Shaune commented that it would be a nice change to have meetings offsite of the Office which would create a more informal setting perfect for a Committee
B) Street Lighting Letter to Council
The Board reviewed the draft letter to Council, and the Board felt that more detail regarding "Project Illumination" should be included. This "project illumination" is a combination of the Big Bright Light Show, Illumination Inventory, and overall a lack of lighting. The BIA wants to take a pro-active approach to a light program, and the Board wants to work with merchants to improve lighting. Peter recommends that once the letter is finalized, that it be sent out to the Board for final approval and then immediately onto council.
ACTION: FINALIZE THE LETTER TO COUNCIL AND SEND OUT A FINAL DRAFT COPY TO THE BOARD OF DIRECTORS
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7. Reports:
A) Chairperson's Report
Brad felt that there is a new excitement level in the Downtown. He commented that Hawley's furniture store is open to the Downtown, and knows that the Municipality is happy that the BIA is alive and well.
B) Council Report
In Bill's absence, Shaune provided an update on the happenings at Town Council. Shaune stated that the budget process has been fast tracked. A service delivery review is ongoing.
C) Treasurer's Report: Payment of Accounts September and October 2013
Peter discovered that the BIA has incurred various tax write off's of almost $6000.00. This includes a tax write-off of $3,800.00. He is unsure as to why this is being written off, but has pledge to the Board that he will follow up.
ACTION ITEM: Peter will follow up with the Town regarding these tax write offs
Peter highlighted some additional budget items. The BIA did not receive $8,000 in sponsorship dollars this year, but due to budgeting money for Waste Receptacles of $7,500, that was paid for last year, the books will ultimately be balanced. The Scarecrow Festival had a great financial year bringing in $3,200.00 in revenue, and incurring $4,200 in expenses. The net $1,200 cost of the Scarecrow is well under its budget.
Under the payment of accounts, the Board discussed the invoices from Shelin Pools. The Board would like to revisit the $5,000 cost that the BIA incurs yearly for Downtown snowploughing.
ACTION: The BIA would like to revisit the yearly cost of snowploughing with the Town of Greater Napanee
MOTION TO RECEIVE AND APPROVE TREASURER'S REPORT AND PAYMENT OF ACCOUNTS FROM SEPTEMBER AND OCTOBER 2013: By Michelle Edgar, and seconded by Peter Veltheer- CARRIED
D) Chamber of Commerce Report
Brad informed the Board that the Chamber held the latest Business After Hours last week at MacPherson House. Mayor Schermerhorn came to the event and stated that he was glad to see that the parking meters
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are gone and that they will never come back. Brad continued his report by saying that the Chamber is looking for feedback from its members. They have began looking at member's surveys.
E) Core Area Advisory Committee
Brad informed the Board is that the CAAC is looking to invoke a stimulus involving food businesses within Greater Napanee. The CAAC is working on an Ambassador Program while they are out throughout Ontario, members can be Ambassadors of Napanee. Shaune stated that this summer saw Napanee have an explosion along the waterfront of new found interest. He hinted that a project for the CAAC would be to improve the infrastructure of the waterfront. Mayor Schermerhorn was impressed with the rise in popularity of the riverfront.
Ashley commented that the St. Lawrence II is interested in coming up to the dock next summer. Michelle commented on the importance of signage for the boaters as a way for them to gain information on Napanee.
F) Communities in Bloom
None
G) Office Manager Report
Tom began his report by highlighting the BIA's website traffic. For the month of September, the BIA had 502 views of downtownnapanee.com. Overall for 2013, the BIA is averaging 700 views. As of this evening, the website has already had 237 views and Tom has pledged to continually to update the Board on site traffic. He also explained that views are unique, meaning that the average 700 views for 2013, are in fact 700 different people logging onto downtownnapanee.com and finding information. In terms of social media, everything that the BIA continues to grow. Facebook Friendslist is currently sitting at 614, Constant Contact subscribers have grown from 140, to 167.
Tom continued his report by discussing the preliminary illumination inventory list that he presented to the Board. Shaune commended Tom for creating this list, and overall the Board is excited about moving forward in an advocacy role with project illumination.
Tom updated the Board on the Big Bright Light Show. The Town of Greater Napanee has begun installing lights, and preparing the new buildings for them. Tom gave the list of the new participants to the Board. In total, Tom has secured eighteen new Downtown Businesses for the Light Show. Tom mentioned that a few businesses have not shown interest and asked the Board for assistance. Michelle and Shaune will assist Tom with this.
ACTION: Michelle and Shaune will assist Tom in securing the remaining businesses for the 2013 launch of the Big Bright Light Show
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The Board is hopeful that the Big Bright Light Show will catch onto a more national scope. Tom highlighted the marketing efforts of using MyFm, a TV commercial with CKWS Tv, posters, and social media. The Board wants to see press releases with video links be sent out to CTV and Global TV in hopes of a larger coverage. The Town was approved by the MTO to construct a lighting display along the 401. The display will read "Big Bright Light Show- Downtown Napanee".
ACTION: Tom will send out press releases to news stations to gain provincial and national coverage. Tom will reach out to Cogeco TV as well.
Tom gave the Board a report on the Scarecrow Festival. Tom thanked the Committee, Linda Cooper, Linda Warner, Al Beattie, Dave McNichols on a great job. Even though it poured rain, the Festival was still well received, and overall in a financial scope, the festival did very well as it resulted in a net cost of $1,200.00 which is well under its budgeted number of $5,200.00. Shaune commented that John Street is always underutilized.
Tom gave a wrap up on the movie night. Despite the rain, we had close to 300 people in Downtown Napanee.
Tom concluded his report by looking at Municipal parking standards. There is no set parking standard for Downtown Napanee businesses. Tom provided a copy of a by-law that the County of Prince Edward has regarding a minimum parking standard. Shaune questioned if the municipality had an inventory of the current parking, and how many spots currently exist per square footage. Peter commented that the Municipality needs to be active on this.
ACTION: Tom will work with the Town and County to examine this and to look at the square footage of parking in the Town
MOTION TO APPROVE ALL REPORTS BY ASHLEY ARNOLD, AND SECONDED BY MICHELLE EDGAR: CARRIED
New and Old Business
Shaune spoke with Dave Morgan and reported that there is no proactive plan to paint lines along Centre Street. He also commented that there is an opportunity to advertise on the back of the new Town signs. The advertisement could be "brought to you by the Napanee BIA.
MOTION TO APPROACH THE TOWN TO ADVERTISE ON THEBACK OF THE NEW TOWN SIGNS BY MICHELLE EDGAR, and SECONDED BY ASHLEY ARNOLD: CARRIED
Shaune talked about the Municipality making physical changes to Market Square. The Board feels that a letter needs to be drafted to urge the Municipality to consult the BIA on the design process.
MOTION: DRAFT A LETTER TO THE MUNICIPALITY URGING THEM TO CONSULT WITH THE BIA WITH ANY DESIGN CHANGES TO MARKET SQUARE
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Peter informed the Board that there is nothing new in regards to improved downtown signage and requests a letter be drafted.
DRAFT A LETTER TO JAMES TIMLIN TO PROVIDE AN UPDATED STATUS ON DOWNTOWN SIGNAGE: MOVED BY PETER VELTHEER: SECONDED BY ASHLEY ARNOLD: CARRIED
Shaune commented that a new business is opening up at 79 Centre Street West. Doris commented that a new eatery called Eatz and Treatz opened up at 111 John Street. Ashley informed the Board that the Donair restaurant is closing. Tom informed the Board that the building that housed the former "Square Boy" is being turned into a "Loaded Potato" Business.
9) Closed Session
per section 239 of the Municipal Act, the Napanee BIA will go into closed session regarding personal matters about an identifiable individual, including municipal or local board employees
MOTION TO MOVE INTO A CLOSED SESSION at 8:20pm BY PETER VELTHEER, SECONDED BY MICHELLE EDGAR: CARRIED
ACTION ITEM: Motion for Tom to put together a BIA package for new businesses: Moved by Brad, and seconded by Ashley: CARRIED
MOTION TO COME OUT OF CLOSED SESSION AT 8:45pm BY ASHLEY ARNOLD: SECONDED BY MICHELLE EDGAR
MOTION FOR ADJOURNMENT AT 8:46pm: MOVED BY ASHELY ARNOLD, and SECONDED BY MICHELLE EDGAR: CARRIED
BIA Meeting Minutes - October 9 and 30, 2013 Page 66 of 236 Napanee BIA
Board Meeting
October 30th, 2013
Attendance: Brad Way, Michelle Edgar, James Timlin, Dave Morgan, Tom Coke, Doris Lucas, Shaune Lucas, Peter Veltheer,
Regrets: Bill Pierson, Julia Dicks
1. Called the Meeting to order: 6:15pm
2. Disclosure of Pecuniary interest: None
3. Motion for Approval of Agenda: MOVED BY MICHELLE EDGAR, SECONDED BY PETER VELTHEER: CARRIED
4. Deputation: A) Dave Morgan and James Timlin: Greater Napanee Beautification
Dave Morgan began his deputation on Greater Napanee Beautification. Dave presented the idea for the creation of a Communities in Bloom Steering Committee. Dave recommends that BIA Beautification becomes incorporated into Communities in Bloom. Shaune asked if this agreement could include an opt clause. James commented that the Town is going to hire two additional summer students. Dave feels that with the creation of the Communities in Bloom Steering Committee that beautification in Napanee would be more streamlined and ultimately see an increased in efficiency.
The BIA board stressed that downtown Beautification is a twelve month endeavor. James Timlin commented that on November 13th there is a public meeting to discuss the re- development of Market Square. November 13th at 6:30pm. Tom will send out a notification to the BIA membership to inform them of this public meeting.
ACTION: Tom will send out a letter informing the public of the Meeting on November 13, 2013 at 6:30pm discussing the plans for Town Hall Re-development
B) Deputation from Doris Lucas: Marketing Events in 2014
Doris commented that on November 7, some downtown businesses are planning to stay open every Thursday night. Doris presented her group's own events listing for 2014. Doris brought up the Chill Fest and Michelle commented that the Committee that is planning the Chill Fest is looking to bring ball hockey into the Downtown core. Doris continued by saying that her group is interested in bringing in tour buses to Downtown Napanee. Ultimately, the group is looking to add nine additional events to the BIA's event calendar and request $10,000 for advertising purposes. The BIA Board received the deputation and commented that a coordinated effort is the
BIA Meeting Minutes - October 9 and 30, 2013 Page 67 of 236 best approach. Brad stated that the Board will review their request once the plans for the 2014 budget get underway later in this year.
ACTION: The BOARD WILL REVIEW THIS REQUEST AS PART OF THE BUDGET DELIBERATIONS COMMENCING IN NOVEMBER
5. Business Arising from Previous Meeting: A) Approval of the 2012 Financial Statements
Brad commended Welch for getting the financials prepared in a timely fashion. Peter commented that the 2012 actuals are right in line. He also stated that the TransCanada sponsorship of $25,000 was not planned for. Tom will notified the municipality that the 2012 Financials have been approved.
ACTION: Tom will let Welch and the Municipality know that the 2012 Financials have been approved by the Board of Directors.
MOTION TO RECEIVE AND APPROVE FINANCIAL STATEMENTS MOVED BY ASHLEY ARNOLD, and SECONDED BY PETER VELTHEER: CARRIED
B) Draft Strategic Plan
Peter commented that he felt that the strategic plan was well laid out. Brad commented that he did not like the format but overall the content was sufficient. The Board wants to have Dave Morgan and James Timlin to review the Strategic Plan for review. MOTION TO TAKE THE PLAN FORWARD AND TALK TO JAMES AND DAVE TO REVIEW THE PLAN FOR COMMENTS MOVED BY ASHLEY ARNOLD, AND SECONDED BY MICHELLE EDGAR: CARRIED. The Board would like to have the Strategic Plan passed at the next meeting.
ACTION: The Strategic Plan will be put on the next agenda for the BIA Board Meeting
C) Gibbards Study
The Board went through its findings and were happy with its findings.
6. New Business:
Peter informed the Board that he is working to provide the Board with a draft 2014 budget at the next regular board meeting on November 27th. Ashley informed the Board that the Downtown Shopping Party will be on December 20th from 6:00pm until 9:00pm.
Adjournment at 8:23: Moved by Ashley Arnold, and seconded by Peter Veltheer: CARRIED
BIA Meeting Minutes - October 9 and 30, 2013 Page 68 of 236 TOWN OF GREATER NAPANEE HERITAGE/STREET SMARTS COMMITTEE Minutes of Meeting Held November 7, 2013 at 4:30 PM Committee Room, Town Hall, 124 John St., Napanee
PRESENT: Dennis Millsin the Chair, Councillor Marg Isbester, Dan Atkinson, Geoff Webster, MartinWright, Shirley Boston, Eileen Ronald
ABSENT: Cindy Weatherhead
OTHERS PRESENT: Rebecca Roy, Deputy Chief Building Official,Susan Beckel, Clerk
CALL TO ORDER Dennis Millscalled the meeting to order at 4:30 p.m.
ADOPTION OF AGENDA COMMITTEERECOMMENDATION:Webster & Isbester That the agenda of the Heritage/Street Smarts Committee dated November 7, 2013 be hereby adopted.
ADOPTION OF MINUTES COMMITTEERECOMMENDATION:Isbester & Boston That the minutes of the Heritage/Street Smarts Committee dated October 16, 2013 are hereby approved.
ITEMS FOR DISCUSSION Street Smarts Applications (ifapplicable) Rebecca Roy advised that a Street Smarts application has been submitted; however the renovations stated do not qualify for the funding. Currently, the application is being reviewed and may be resubmitted. Rebecca Roy advised that she had received a call from Councillor Mike Schenk asking ifthe Street Smarts program applies to businesses that lie outside the BIAdistrict. Councillor Schenk has been advised that current program guidelines restrict the funding to businesses within the geographic area of the BIA.Ms. Roy provided the committee with a copy of the Street Smarts application that was subsequently filed for 8682 Loyalist Pkwy (Conway Store). COMMITTEERECOMMENDATION:Webster &Atkinson That the Heritage/Street Smarts Committee recommends to Council that the designated area for which the Street Smarts Program applies be expanded to include the entire geographic Town of Greater Napanee.
COMMITTEERECOMMENDATION:Webster & Boston That the Heritage/Street Smarts Committee recommend that Rebecca Roy, Deputy Chief BuildingOfficialsend out notices to Street Smarts funding recipients, reminding them:
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(I) of the timelines for work to be completed in order that the funding can be issued; and (ii) that timeline extensions may be possible; And further that these reminder notices be sent at least two months prior to the deadlines. PELA CFDC - Façade Improvement Incentive Programs COMMITTEERECOMMENDATION:Isbester & Ronald That the Heritage/Street Smarts Committee request feedback from PELA CFDC regarding the PELA Façade Improvement Program and how it could coordinate with the Street Smarts Program. Cultural Mapping - Progress Report The committee reflected on the project to date, with a consensus of the following: • the consultant, St. Clements Group, is ensuring that this work moves forward and does not result in a study that is not implemented; • a lot of useful information is being collected; • the heritage sector was very well represented at the workshops; • the consultant leads on this project have the abilityto sift through information and synthesize it effectively; • James Timlinand supporting Town staff have been very effective at guiding the process; and • support of the local media on this project has been excellent (i.e. front page article in The Napanee Beaver summarizing the project). The committee expressed the importance of the implementation of the study, and expressed their support for any future initiatives to interpret and implement the plan. Heritage Week 2014 Proiect Update Eileen Ronald provided the following update: • letters requesting approval for participation in the project have been sent to the school board superintendents with responses requested by November 15, 2013; • the Cornerstone Christian Academy Principal has advised that they willbe participating in the project;
• in the process of completing the World War I and IIposters; • 10 sets of each poster willbe purchased; and • a press release for the project willneed to be issued.
World War I Commemoration Dennis Millsadvised that he had contacted the Royal Canadian Legion Branch 137 regarding the possibility of collaboration between the Legion and the Heritage Street Smarts Committee on a commemoration of World War I. Mr. Millshas been invited to attend a Legion executive meeting to further discuss it. The committee discussed presenting a framed heritage week WWI themed poster to Legion representative(s) at a Council meeting in February 2014. Heritage Designations/Amendments • Springside Park: Susan Beckel advised that the public notice is in progress. • Updating Designation of 52 Dundas St. E. (final changes to draft amendment) Dennis Millshas made some revisions to the draft amendment regarding the reference to the building being in the style of architect, Joseph Power.
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Other Properties of Interest: The committee discussed the advantages and disadvantages of listing properties of historical, cultural and architectural significance versus formal designation. The committee considered recommending properties such as: The Campbell House, Campbell Rock (on River Road where Macphersons lived), Gibbard’s, East Ward School and Dodd House for listing.
COMMITTEERECOMMENDATION:Boston &Wright That the Committee begin to develop a process of recommending to Council properties to be listed on a municipal heritage register under Section 27 of the Ontario Heritage Act: And further that supporting documentation relating to the historical, architectural and cultural significance of buildings for consideration of listing be brought forward for discussion at the December 5, 2013 committee meeting. Community Recognition • Final Review of Draft Proposal for Heritage Awards Programme COMMITTEERECOMMENDATION:lsbester &Webster That the committee, through the Chair, consults with community partners, including the BIAand Chamber of Commerce, to obtain comments on the draft Municipal Heritage Awards Programme guidelines. Heritage Awareness & Education • Heritage Postcards and Reprinting/Launch of Walking Tour Brochures These items were deferred to the December meeting. Sir John A. Macdonald Commemoration This item was deferred to the December meeting. Heritage Plaguing Program for 2014 The information on the Macpherson House plaque willfocus on the Lennox & Addington Historical Society’s role in the restoration of the house. Town Hall Landscape Plans Public Notice A public open house is scheduled for November 13, 2013. Councillor Shaune Lucas had questioned Dennis Millsregarding the Heritage/Street Smarts Committee’s opinion of adding parking spaces in front of the Town Hall. The committee willrequire more information on the revised plan before being able to provide input. Communities In Bloom - Heritage Conservation Evaluation Councillor Isbester reviewed the comments regarding heritage from the Communities in Bloom judges and advised that a meeting willbe scheduled with the judges to review the comments in more detail. Review of the Heritage Page in the Town Guide to Community Services The committee requested that a picture of a heritage building be added to page for the winter issue of the Town Guide to Community Services.
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Ministryof Tourism and Culture - Information Sheet Re: Municipal Financial Incentives for Heritage Properties COMMITTEERECOMMENDATION:Webster & Ronald That the Heritage/Street Smarts Committee table a discussion regarding financial incentive programs for heritage designated buildings to the new year. NEW BUSINESS Focus Program Martin Wright provided information on a Grade 11 and 12 Focus Program proposal, “Architectural Parts and Arts’ which willcombine the arts, history and technical curriculum, involving: • woodworking with a restoration base; • focus on facades of buildings; • understanding the needs of historically designated buildings; • using the County archives to research buildings and obtain photos; and • economic connections with buildings. Mr.Wright advised that community partners, such as the Heritage/Street Smarts Committee, willbe needed in order to make this program successful. COMMITTEERECOMMENDATAION:Webster &Atkinson That Greater Napanee Heritage/Street Smarts support of the Focus Program proposal, “Architectural Parts and Arts”, as presented by MartinWright; And further that the committee provide any ongoing support and consultation as required.
NEXT MEETING The next meeting willbe held on Thursday, December 5, 2013 at 4:00 p.m. ADJOURNMENT COMMITTEERECOMMENDATION:Webster &Atkinson That the committee does hereby adjourn at 6:40 p.m.
Dennis Mills,Chair
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Heritage/Street Smarts Committee Minutes - November 7, 2013 Page 72 of 236 Staff Report to Council
To: Mayor Schermerhorn and Members of Council
Date: December 17, 2013
Prepared By: Raymond Callery, CAO
Presented By: Raymond Callery, CAO and General Managers
Re: Service Area Updates
Staff Recommendation:
That Council receive for information the Service Area Update report.
Financial Implications: 2013 budget developed with these initiatives in place
Accessibility Implications: Continue to update many operational policies
Information Technology Implications: Upon review there are no information technology implications at this time.
Background Information This monthly report format has been designed to give a high level overview to Council on significant projects taking place under each of the three main portfolios of Infrastructure Services, Emergency Services and Community and Corporate Services. The report also summarizes Human Resource and other initiatives being spearheaded by the office of the CAO.
I trust you will find this information useful, when combined with the other reporting that is being produced for each service area.
CAO - Service Area Update Page 73 of 236 Infrastructure Services – Planning and Development Services Project Policy Implications Current Project Issuance of Building Permits and Development Services staff has As of November 30th: Value of New Dwelling Units. experienced an exceptionally construction: $28,235,838; Number of busy year while maintaining Building Permits: 222 (including 60 Res excellent customer service. Units); Fees collected: $244,673. Comparison with total for 2012: Value: $17,021,408; BP issued: 217; Fees collected: $160,295. Status of various construction An application for Building Permit has projects. been received for Union Burger in Building “B” at the Devcor site; Streetsmarts/Heritage Committee has been very active; L&A County accessory building under construction. Site Plan Agreements James Street Apartments – We are still awaiting a revised estimate of works in order to finalize SPA; An application for Building Permit has been received. Lennox and Addington County Development Services staff has been Official Plan providing background statistics and met with the County Planning Consultant (Meridian) to assist with the development of the L&A County Official Plan. Don Hart / Staikos Subdivision Don Hart has submitted development drawings for review. This southerly Phase 5 involves an additional 48 building lots. TransCanada Generating An application for Site Plan Approval has Station been submitted by TransCanada Generating. A Public Open House relating to their Site Plan was hosted by the Town of Greater Napanee on December 10, 2013. Infrastructure Services - Utilities Project Policy Implications Current Project Water and Sewer Infrastructure All scheduled maintenance and repairs Maintenance have been completed on our inground infrastructure this season, with the asphalt plants now closing. Annual Maintenance and Staff has conducted and completed all Cleaning of the Wastewater annual maintenance and cleaning Pumping Stations activities of our 7 wastewater pumping stations. A.L. Dafoe Drinking Water Ministry of Environment 2013 System Compliance Compliance Inspection was conducted on December 9. Initial feedback on day of inspection was good. Napanee WPCP Compliance Ministry of Environment 2013 Compliance Inspection was conducted on December 10. Initial feedback on day of inspection was good.
CAO - Service Area Update Page 74 of 236 Infrastructure Services – Public Works/Landfill Project Policy Implications Current Project Fall Leaf & Brush Pickup Leaf and brush pick up is now complete in both the Urban and Rural areas. Public Works Facility Servicing Servicing for the new public works facility will be complete this week. Road Patching Staff are currently working on patching roads.
Road Cuts Staff are currently repairing road cuts.
Winterizing Vehicles Staff are working on preparing vehicles for the winter season (plows, etc.).
Infrastructure Services – Facilities Policy Implications Current Project
NHL Alumni Game Thursday, December 12 the SPC was host to the NHL Alumni again this year. The game featured past NHL greats such as Matthew Barnaby, Marty McSorley and coached by Walter Gretzky. The local Law Enforcement All Stars will be facing off against them in the game. Proceeds of the event go towards Special Olympics Ontario with the Law Enforcement Torch Run. FREE Public Skating sponsored Over the Christmas Holidays Tim Hortons by Tim Hortons has again sponsored the Public Skates. The Public Skates are free for everyone to attend and the dates are Dec. 23, 27, 28, 29 & 30 and January 2.
Finance Pro ject Policy Implications Current Project
2013 Audit Staff preparing for 2013 Audit with Interim Audit expected to take place in January 2014. OPG Assessment Appeal Council approval of court Memorandum of Agreement and Minutes filings or settlement of Settlement have been executed and are in escrow subject to pending Minutes of Settlement for Atikokan and St. Clair. Report to Council once Minutes have been released from escrow. Next TCC ARB meeting is scheduled for December 18, 2013 Tax Sales Approval of Sale Process for More properties being prepared for tax large Tax Sale sale process. Conducted tax sale October 10, 2013 with no tenders received. Report will be coming to Council for vesting unsuccessful tax sale properties in 2014.
CAO - Service Area Update Page 75 of 236 Tangible Capital Assets Consideration of change to Review Utilities information to prepare for policy updating to Municipal Data Works. Training completed for managers, will continue to monitor and update as required. 2014 Budget Council to approve First 2014 Budget meeting held November 21 st with second meeting held December 16 th . Preparing Request for Proposals for expressions of interest for Service Delivery Review. Assessment update to be provided in early 2014. Community and Corporate Services – Information Technology Project Policy Implications Current Project Website Redevelopment Project Main Website redevelopment project completed. Developing the Intranet site with anticipated live date 2014. E- Commerce & Tourism projects are completed.
Desktop Rollout Working to upgrade all computers with Windows XP to Windows 7 as Microsoft is ending support for XP next year. Currently replacing systems (ongoing thru 2013) Telephone System Telephone system completed at the Fire Hall. Infrastructure Services is completed. The SPC to be completed by year end. VPN Issues Currently working to resolve any and all VPN issues resulting from the Firewall migration. Community and Corporate Services – Clerks Project Policy Implications Current Project Heritage/Street Smarts Committee continues to - Heritage/Streetsmarts Committee met consider merits of a heritage on December 5, 2013 plan. Heritage designation under - Council has approved moving forward Ontario Heritage Act with the heritage designation of Springside Park; Public Notice to be issued in January Street Smarts Program Design - Staff will be reviewing Street Smarts and Procedural Guidelines Grant funding guidelines to come forward in January 2013 Ontario Heritage Trust - Nomination was submitted on Award September 30, 2013. Trust will notify the Town in December.
Heritage Week 2014 Planning - Themed posters being created as well as a heritage postcard project for Grade 5 students. All schools in Greater Napanee as well as Bath Public School are participating. Reception for the finished projects is scheduled for February 20th.
CAO - Service Area Update Page 76 of 236 By-law Review By-law to prohibit littering on Set fine application has been sent to municipal property adopted by Regional Senior Justice for Council on Nov. 12, 2013. approval.
By-law to Regulate Parking Review is ongoing. Draft by-law scheduled to come to Council early in 2014. By-law Enforcement Yard Maintenance By-law Several extensive yard clean ups completed this fall.
Election By-law for internet and RFP for the internet and telephone telephone voting adopted in voting service provider to be issued in August December. AMCTO election training scheduled for February. Election Day: Oct. 27, 2014 Information Requests Municipal Freedom of 9 requests received for 2013 to date. Information and Protection of The appeal from a decision regarding Privacy Act (MFIPPA) an April 2013 request was not resolved during mediation and is now at the inquiry stage. Policy Review Video Surveillance Policy Video surveillance policy to come forward to Council in January.
Community and Corporate Services – Community Programming Project Policy Implications Current Project Communities in Bloom The 2014 project is to participate in the National Remembrance Garden program for CIB and the Department of Veteran Affairs. Tourism Brochures have been printed and are now in circulation, there are brochures on shopping/dining, recreation and trails and parks.
Staff will be meeting with the BIA and Chamber of Commerce to develop a plan and implement it to encourage more businesses to register in the business/tourism directory. Big Bright Light Show and GT Machine Holiday Tree is now up and running the Festival of Lights at Market Square. New arches display up at Conservation Park. Parade of Lights Successful Parade 80 floats were registered. Adjustment in the route was beneficial as parade flowed well. There were gaps intermittently as the pace differed from some groups to others. Signage Staff met with the CAAC Signage Committee. The Committee to meet again in January. $15,000 has been requested in the 2014 budget. Cultural Mapping & Cultural Steering Committee to meet in January. Plan A survey is being sent to the various arts-related or heritage-related organizations in the community.
This is the link to the survey. http://www.surveymonkey.com/s/ZTVDQ8Q
CAO - Service Area Update Page 77 of 236 Youth Programming Attendance is still very strong. There will be a two week break over the Holidays with lots of programing through 2014.
Emergency Services – Fire Suppression Project Policy Implications Recent Updates Calls for Service 2013 calls for service to date are 475. This month the department had a garage fire and 2 house fires. Water Supplies for non-hydrant Funding approved. Part of our Dorland Fire Station project is now areas Tanker Shuttle Accreditation. completed and in service. Roblin Community Center Phase 1 Budget Approval Building is finished and opened. Several bookings for Christmas time. Positive comments from the community. Project was under budget.
Emergency Services – Public Education/Enforcement Project Policy Implications Current Project Fire Route Public Relations By-law will have to be updated. Program is continuing. Program Inspections Provincial Compliance. 2014 the department will be concentrating on the Care Occupancies. New Care Occupancy Provincial Compliance Program to be developed and reported Legislation slated for Jan 1 st , back to Council 2013
Emergency Services - Emergency Planning Project Policy Implications Current Project Emergency Response Plan Approval of Council Updating for accuracy of all contact information, Town and County Emergency Operations Centre Site preparation and equipment check
Delivery of Education Material Ongoing
Provincial Compliance Preparing to meet with the Sector Rep with our 2013 compliance requirements
Emergency Services – Fleet Project Policy Implications Current Project Fleet Rationalization Plan Approval of CAO and General Working on 2014 to 2016 fleet Managers requirements Approval of Council Vehicle Usage Policy Approval of Council New Vehicle Usage Policy presented to Managers in November. Implementation to begin on Jan 1, 2014 Corporate Work Order System Approval of CAO and General Assistant Chief Koenig is reviewing Fleet Managers Work Orders systems for our municipality for implementation.
New Corporate Fleet Fuel Approval of CAO and General Assistant Chief Koenig implementing a System Managers new corporate fleet fuel system on Jan 1st , 2014. The system will provide needed information for managing the fleet.
CAO - Service Area Update Page 78 of 236
Emergency Services – Health and Safety Project Policy Implications Current Project Health & Safety Training All staff, full time and part-time, Conducted sessions on Health & Safety volunteers to be trained in the awareness training, WHMIS, and Fire Town’s Policies and Extinguisher training to meet Ministry’s Procedures requirements under the OHSA Act. Facility Inspections Staff are diligently keeping up with monthly Facility inspections, including Management participation on a rotating schedule Joint H&S Committee Committee completed an Accident Investigation Course by the Public Services Health & Safety Association
Emergency Services – Accessibility Project Policy Implications Current Project Staff Training for new standard. All staff, full time and part-time, All full time/part time staff has completed volunteers and committee the Customer Service Training review and members of the Town to be the new Integrated Accessibility Standard trained in the Town’s training, including Human Rights Code. Accessibility Policies. A training schedule for volunteer and committee members will take place in January. This will meet our deadline for the training requirements in the AODA Act.
Accessible Ramp Meet the Building Code and The Ramp at Market Square and Selby the AODA standard Hall are fully accessible and operational. Colored line painting as recommended will take place in the spring. Selby Community Meet the Building Code and Improvements have been made to the Hall the AODA standard accessibility washroom and staff is exploring options for the restroom doors
Multi-year Accessibility Plan All departments Evaluate our progress on our plan with the departments
Office of the Chief Administrative Officer – Human Resources Project Policy Implications Current Project Performance Review Council should have now Preparing for year-end reviews and complete 360 Review online identifying training plans and reviews survey on CAO performance. HR Software With the resignation of Manager of Compliance, utility licence tracking for staff will be delayed until new person hired. Training 1 replacement position will be allowed by AMCTO to participate in the Municipal Management Diploma due to a staff resignation. Accreditation Currently trying to complete training required for additional staff to hold Human Resource Accreditation
CAO - Service Area Update Page 79 of 236 2012 Audit Management Letter Energy and operation reporting Director of Development Services will will start in 2014 going to start new role on January 1, as Director Council on a regular basis. of Operation Audits and be working in the Office of the CAO. Job Postings/Interviews A bylaw will be required for the Offers of employment and contract offer Deputy Fire Chief appointment have been made for two positions. will require bylaw when Interviews for Emergency Services interview process completed. Administrative Assistant took place on December 11 and Cemetery Contract Position interviews took place December 12. Interviews for Deputy Fire Chief are scheduled for December 17. Position for Manager of Environmental Compliance will be posted in early 2014. Depending on successful candidates hired, additional position posting may be required in January 2014.
Office of the Chief Administrative Officer – Council Projects/Policy Project Policy Implications Current Project Green Energy Reporting Council will review and approve January 1 new focus and resources new policies for energy and being assigned to this area. carbon footprint reductions TransCanada Peer Review Council will be asked to receive Currently our review team is working on peer report when complete and reviewing large volumes of reports. a presentation will be Economic Impact reports yet to be completed in 2014. provided but drafts are close to being completed. Work will continue on into 2014. Redevelopment of Gibbards Planning Approval will be Working with developers to allow for the required preparation of a proposal. Legal and planning work still ongoing on outstanding ownership issues. Provincial Rail Safety Committee Awaiting additional meeting information
Office of the Chief Administrative Officer – Police/ Police Service Board Project Policy Implications Current Project OPP Costing Update Will have large impact on 2014 Based on the large amount of information Budget from continuation of released in November, 2 days of cross existing formula. municipal CAO meetings being arranged by this office for mid- January to prepare Council will be updated in early for any possible joint efforts at ROMA in 2014 on any joint municipal February. Police salary figures may not action plans developed. be finalized until after June 2014 Police Services Board No provincial announcement of Working on project for kick off of boating PSB member since June 2013 season in spring. Council received letter confirming Province still working on PSB appointment.
CAO - Service Area Update Page 80 of 236 Office of the Chief Administrative Officer – Core Area Advisory Committee Project Policy Implications Current Pro ject Red Grant Fund Application Working on a Red Application, led by GM Community and Corporate Services, for a strategic plan for downtown reinvestment and succession planning of property ownership. Local Food Grant Committee researching grant to expand market by hiring professional guest speakers dealing with local food issues Steering Committee Council needs to approve plan Committee will meet to discuss future for 2014 for CAAC and projects and next meeting committee will improvement plan. review terms of reference and focus. BIA and Chamber will be advised on meeting date. December meeting was cancelled because of internal budget meetings. WinterChill January 18 th . Planning stages are going well. Some new activities with some reconfiguration of old activities in the works. Loyalist College – 1st Glance Report to be provided to November 28/29 tours went well. 3 went Council in late January. on the evening tour and six went on day tour divided into two groups of three. Area was snow covered for tour. Youth Web Landing Page Trying to work with NDSS to develop a youth contribution in our community page. This may be part of the civics program or the arts program Ambassador Program Youth to be engaged to develop video testimonials from the community ambassadors for the municipal web site.
CAO - Service Area Update Page 81 of 236
STAFF REPORT
To: Mayor Schermerhorn and Members of Council Date: December 11, 2013 Subject: Write-off of Taxes Generated on Properties Owned by the Town of Greater Napanee Prepared by: Mark Day, Director of Finance/Treasurer Presented by: Mark Day, Director of Finance/Treasurer
Staff Recommendation: That Council approves the write-off of taxes generated from properties owned by the Town of Greater Napanee. Amounts to be included in the write-off are per attached “Schedule A”.
Financial Implications: As per the attached “Schedule A”, the total amount of the write-off is $110,210.46. This amount includes all taxes that relate to the Town, County and School Boards. Specifically the amount that pertains to the Town of Greater Napanee for our portion of taxes and penalties is $68,436.13.
Our portion of $68,436.13 will be covered within our 2013 Budget with Supplementary tax revenue.
Information Technology Implications: Upon review, there are no information technology implications.
Accessibility Implications: This report may be available in alternate format upon request.
Background/Discussion: As part of our annual review, taxes owing on properties that are owned by the Town of Greater Napanee are written-off. Applications to MPAC have been made with regards to properties that should be in the “Exempt” property class.
With regards to the properties we have vested as the result of unsuccessful tax sales, we will now be in a position to sell these properties. This will enable us to make these active properties again and generate future tax revenue.
CAO/Financial Services - Tax Write Offs of Town Owned Proper... Page 82 of 236 "Schedule A" 2013 Tax Write-off
Town of Greater Napanee Owned Properties
Roll# 11-21 Property Address Description Municipal County School Total
080 060 21101 Twsp. Rd Roblin Dump $10.95 $12.34 $25.70 $48.99
040 010 17601 22 Mill St Parking Lot $625.51 $479.18 $998.30 $2,102.99
040 010 16800 Water St W Parking Lot $1,185.67 $908.30 $1,892.30 $3,986.27
040 010 12300 15 Mill St E Parking Lot $364.10 $278.93 $581.10 $1,224.13
040 010 11900 82 John St Parking lot $830.90 $636.53 $1,326.10 $2,793.53
040 010 04900 11-13 Market SQ Old Fire Hall $1,826.35 $1,399.11 $2,242.45 $5,467.91
180 010 29411 651 No 1 N Dump $476.18 $536.40 $1,117.50 $2,130.08
030 020 14301 301 John St Train Station $376.94 $288.76 $601.59 $1,267.29
070 030 08900 Min Nat Resources $0.00
060 010 02250 Min of Nat Resources $0.00
160 030 27701 Dpt of Heritage $72.97 n/s $72.97
Sub-Total $5,769.57 $4,539.55 $8,785.04 $19,094.16
Vested Properties from Old Estates and Unsuccessful Tax Sales
050 020 05110 Hillside Old Estate $6,388.88 $2,078.58 $1,011.78 $9,479.24 Plan 12 lot 49 050 020 05130 Hillside Old Estate $12,413.76 $3,226.66 $1,572.06 $17,212.48 Plan 12 lots 55,61,62 050 020 05140 Hillside Old Estate $6,590.31 $2,131.89 $1,037.81 $9,760.01 Plan 12 lot 56 050 020 05150 Hillside Old Estate $14,771.26 $3,513.61 $1,718.70 $20,003.57 Plan 12 lots 67,68,73,74 050 020 05160 County Rd 2 Old Estate $6,587.88 $2,131.38 $1,037.53 $9,756.79 Plan 12 lot 79 120 020 07350 Champlain St Tax Sale $6,645.37 $2,142.52 $1,061.13 $9,849.02 Plan 26A lots 1,2,3 120 020 07800 Oke Rd Tax Sale $9,269.10 $3,842.17 $1,943.92 $15,055.19 Plan 26A Part lot 8 Sub-Total $62,666.56 $19,066.81 $9,382.93 $91,116.30
TOTAL 2013 TAX WRITE-OFF $68,436.13 $23,606.36 $18,167.97 $110,210.46
CAO/Financial Services - Tax Write Offs of Town Owned Proper... Page 83 of 236
Staff Report to Council
To: Mayor Schermerhorn and Members of Council
Date: December 10th, 2013
Prepared By: Terry Gervais, General Manager/Fire Chief
Presented By: Terry Gervais, General Manager/Fire Chief
Re: Emergency Services – Fire Master Plan
Staff Recommendation:
1. That Council receive this report for information. 2. That Council adopt the 2013 Fire Master Plan update.
Financial Implications: $8,000 for the Facilitator that was approved from the 2013 Operating Budget.
Accessibility Implications: This report, and the Fire Master Plan, is available in alternate formats.
Information Technology Implications: The Fire Master Plan will be placed on the Town’s Web Site.
Energy Management Implications: The Fire Master Plan has recommendations that will have an impact on Energy Management by reducing energy in the Emergency Services buildings. Background Information
On March 12th, 2013, Council approved the General Manager/Fire Chief to precede with update the Fire Master Plan utilizing an outside facilitator and involving internal stakeholders.
On Monday December 9th, 2013, members of the department and Council were presented with the updated Fire Master Plan and the 12 Recommendations from the Emergency Services Management Team.
Emergency Services - Fire Master Plan Page 84 of 236
Discussion
As was presented to Council during the meeting held on December 9 th , 2013, the updated Fire Master Plan provides Council and Staff with a vision for the next several years for the Town of Greater Napanee’s Emergency Services. There is a clear understanding by staff that some recommendations can be implemented in the short term, while others will require more study and review before a recommendation can be presented to Council for their decision.
One of the clear goals of the 2013 Fire Master Plan is to ensure that the financial cost to the taxpayer is kept to a minimum, while enhancing the level of service that is provided to the community. Staff believes that this is very obtainable with better utilization of current full-time and volunteer staff, as well as ensuring that the service that is being provided to the community is what is required.
Respectfully Submitted:
Terry Gervais, CMMIII, Fire Service Executive General Manager/Fire Chief
Emergency Services - Fire Master Plan Page 85 of 236
Staff Report to Council
To: Mayor Schermerhorn and Members of Council
Date: December 17th, 2013
Prepared By: David Morgan General Manager Infrastructure Services
Presented By: Ray Callery CAO David Morgan GM Infrastructure Services
Re: Indoor Pool Executive Summary
Staff Recommendation:
That Council receive the executive summary report on the indoor pool and further;
That Council approve the site location study and recommend the Strathcona Paper Centre (Recreation Facilities) as the preferred site for a future indoor pool and further;
That Council support the continuation of an internal planning process and staff report back to Council after the finalization of the 2014 Budget process with a draft terms of reference for a community stakeholder committee and work plan.
Financial Implications The executive summary outlines the estimated costs to build and operate an indoor pool. Accessibility Implications To be reviewed in the design plans for an indoor pool
Information Technology Implications To be reviewed in the design plans for an indoor pool
Infrastructure Services - Indoor Pool Site Location Analysis Page 86 of 236
Background Information Please see the executive summary
Discussion The executive summary and background report provides supporting documentation for the staff recommendation.
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To: Mayor Schermerhorn and Members of Council
Date: December 13, 2013
Prepared By: Susan Beckel, Clerk
Presented By: Susan Beckel, Clerk
Re: Street Smarts Façade Improvement Program Grant Applications
Staff Recommendation: That Council approve the following Street Smarts Grant Applications as recommended by the Greater Napanee Heritage/Street Smarts Committee, conditional on funding being included in the 2014 budget: (i) Application No. 2013-83 - Lisa Elliott-LaFlamme - 8682 Loyalist Parkway for up to $5,000; (ii) Application No. 2013-84 - John Grange - 138 John Street for up to $1,620; and (iii) Application No. 2013-85 - Joanne Burke - 86 Centre Street South for up to $5,000.
Financial Implications: Total maximum amount requested for the 3 applications is $11,620 from the Street Smarts Grant Account.
Accessibility Implications: This report may be available in alternate format if requested.
Information Technology Implications: Upon review, there are no information technology implications at this time.
Background Information The Greater Napanee Heritage/Street Smarts Committee reviewed, with the Deputy Chief Building Official, the following Street Smarts Grant Applications (see attached) at its meeting held on December 5, 2013:
Application Applicant/Property Address Amount Requested No. 2013-83 Lisa Elliott-LaFlamme - 8682 Loyalist Parkway $5,000 2013-84 John Grange - 138 John Street $1,425 - $1,620 2013-85 Joanne Burke - 86 Centre Street South $5,000
Community & Corporate Services - Street Smarts Applications Page 124 of 236 Discussion Application Nos. 2013-84 and 2013-85 meet the current Street Smarts Program Design and Procedural Guidelines and are hereby recommended for approval, subject to available funding.
Application No. 2013-83 meets the current Street Smarts Program Design and Procedural Guidelines, with the exception of the criteria that the business be located in the designated BIA area of the Town. Given that the program guidelines are under review, and that the Heritage/Street Smarts Committee has recommended that the geographic area for this façade improvement funding program be expanded in order that all businesses in the entire geographic Town of Greater Napanee could apply, the committee is also recommending approval of this application, subject to available funding.
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A By-law to Constitute and Appoint a Committee of Adjustment for 2014
WHEREAS pursuant to Section 44(1) of the Planning Act, R.S.O. 1990, as amended, (the “Planning Act”) the council of a municipality may by by-law constitute and appoint a committee of adjustment for the municipality composed of such persons, not fewer than three, as the council considers advisable;
AND WHEREAS pursuant to Section 44(3) of the Planning Act the members of the committee who are not members of a municipal council shall hold office for the term of the council that appointed them and the members of the committee who are members of a municipal council shall be appointed annually;
AND WHEREAS pursuant to Section 45(1) of the Planning Act the committee of adjustment, upon the application of the owner of any land, building or structure affected by any by-law that is passed under section 34 or 38, or a predecessor of such sections, or any person authorized in writing by the owner, may, despite any other Act, authorize such minor variance from the provisions of the by-law, in respect of the land, building or structure or the use thereof, as in its opinion is desirable for the appropriate development or use of the land, building or structure, if in the opinion of the committee the general intent and purpose of the by-law and of the official plan, if any, are maintained;
AND WHEREAS pursuant to Section 45(3) of the Planning Act the Council may by by-law empower the committee of adjustment to grant minor variances from the provisions of any by-law of the municipality that implements an official plan, or from such by-laws of the municipality as are specified and that implement an official plan, and when a committee of adjustment is so empowered subsection (1) applies with necessary modifications;
AND WHEREAS pursuant to Section 54(1) of the Planning Act the Council of the County of Lennox and Addington passed a by-law at a meeting held on November 26th, 1997, delegating consent granting authority to the Town of Greater Napanee;
AND WHEREAS pursuant to Section 54(2) of the Planning Act where authority is delegated to a council under subsection (1), such council may, in turn, by by-law, delegate the authority or any part of such authority, to a committee of council, to an appointed officer identified in the by-law by name or position occupied or to a committee of adjustment;
By-law No. 2013-0061 - Appoint Members of Council to Committ... Page 163 of 236 AND WHEREAS the Council of The Corporation of the Town of Greater Napanee deems it expedient to constitute and appoint a Committee of Adjustment;
NOW THEREFORE the Council of the Corporation of the Town of Greater Napanee enacts as follows:
1. The Committee of Adjustment for The Corporation of the Town of Greater Napanee is hereby constituted and the following persons, all of whom are members of Council, are hereby appointed as its members for the year 2014.
(i) Mayor Gordon Schermerhorn (ii) Deputy Mayor Roger Cole (iii) Councillor Michael Schenk (iv) Councillor Shane Grant (v) Councillor Marg Isbester (vi) Councillor Bill Pierson (vii) Councillor Shaune Lucas
2. The Committee of Adjustment shall be hereby empowered with the authority: (i) to grant consents; and (ii) to grant minor variances from the provisions of any by-law of the municipality that implements an official plan.
3. The Clerk of the Town of Greater Napanee is hereby appointed as the Secretary- Treasurer of the Committee of Adjustment. The Clerk may delegate to any employee of the Town of Greater Napanee all, or a portion of, the duties of Secretary-Treasurer of the Committee of Adjustment.
4. The Information Services/Planning Clerk and the Administrative Assistant in the Infrastructure Services Department of the Town of Greater Napanee are hereby appointed as Officials of the Committee of Adjustment for the purposes of administration of the Committee of Adjustment, including preparing notices as required under the Planning Act, providing Certificates of Official for consents, receiving appeals, compiling and filing information with the Ontario Municipal Board related to appeals and, upon approval, commissioning applications under the Planning Act.
5. This by-law shall come into force and take effect on the day it is finally passed.
Read a first and second time and finally passed this 17th day of December, 2013.
______Gordon Schermerhorn, Mayor Susan Beckel, Clerk
By-law No. 2013-0061 – To Appoint a Committee of Adjustment for 2014 Page 2 of 2
By-law No. 2013-0061 - Appoint Members of Council to Committ... Page 164 of 236 THE CORPORATION OF THE TOWN OF GREATER NAPANEE
BY-LAW NO. 2013-0062
Being a By-law to Authorize the Execution of a Lease Agreement with 2344035 Ontario Limited
WHEREAS Section 8 of the Municipal Act, 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 the Council of the Corporation of the Town of Greater Napanee deems it expedient to enter into a lease agreement with 2344035 Ontario Limited;
NOW THEREFORE, the Council of the Corporation of the Town of Greater Napanee enacts as follows:
1. That the Mayor and Clerk be authorized to execute a Lease Agreement with 2344035 Ontario Limited on behalf of The Corporation of the Town of Greater Napanee.
2. That the agreement referenced in Clause 1 shall be in substantially the form attached hereto and marked as Schedule “A” to this by-law, and shall form part of this by-law.
3. That this by-law shall take effect upon the date of final passage by the Council of the Town of Greater Napanee.
By-law No. 2013-0062 - To Authorize Execution of a Lease Agreement with 2344035 Ontario Ltd. December 17, 2013 Page 1 of 3
By-law No. 2013-0062 - To Authorize the execution of Lease A... Page 165 of 236
Read a first and second time and finally passed this 17th day of December, 2013.
Gordon Schermerhorn, Mayor
Susan Beckel, Clerk
By-law No. 2013-0062 - To Authorize Execution of a Lease Agreement with 2344035 Ontario Ltd. December 17, 2013 Page 2 of 3
By-law No. 2013-0062 - To Authorize the execution of Lease A... Page 166 of 236 SCHEDULE “A” TO BY-LAW NO. 2013-0062
By-law No. 2013-0062 - To Authorize Execution of a Lease Agreement with 2344035 Ontario Ltd. December 17, 2013 Page 3 of 3
By-law No. 2013-0062 - To Authorize the execution of Lease A... Page 167 of 236 LEASE AGREEMENT
THIS AGREEMENT made the __ day of December , 2013
BETWEEN:
THE CORPORATION OF THE TOWN OF GREATER NAPANEE
(hereinafter called the "Lessor")
OF THE FIRST PART
and
2344035 ONTARIO LIMITED
(hereinafter called "the Lessee")
OF THE SECOND PART
WHEREAS the Lessee was incorporated for the purposes of establishing and operating a renewable energy facility;
AND WHEREAS the Council of the Town of Greater Napanee authorized the Lessee to make application for a FIT contract to be installed and operated on lands owned by the Town;
AND WHEREAS the Town agrees to lease its property described in this Lease Agreement to the Lessee on the terms contained herein;
1. Property: The Lessor hereby represents and warrants that it is the sole registered and beneficial owner of an estate in fee simple of the lands described as Park Lot 9-10, Plan 78; Part Park Lot 7-8, Plan 78; Part Lot 22-23, Concession 5 Township of Richmond, as in LA37076, LA146799 and Part 1, 29R-4470, except Part 1 29R-6252, 29R-7692, 29R-7959, being all of PIN 45078-0184 (LT) (the “Property") and has the ability to enter into this lease.
In consideration of the rents described herein and the covenants and conditions contained herein to be kept and performed by Lessee, the Lessor does demise and lease unto the Lessee, its successors and assigns, and the Lessee rents from the Lessor, from the Commencement Date and for the Term the Property, subject only to the Lessor's right to continue its operation of the Property for municipal purposes.
1
By-law No. 2013-0062 - To Authorize the execution of Lease A... Page 168 of 236 2. Term: The term of this Lease (the "Term") shall commence on December 12, 2013 (the "Commencement Date") and shall continue until 20 years from the date that the Facility achieves Commercial Operation, as defined in the Feed-In Tariff Contract applicable to the Facility, or such other date as may be specified in the Feed-In Tariff Contract.
The Lessee shall have the right to extend the Term for one additional term of five years, upon the same terms and conditions as are contained in this lease. The Lessee may extend the Term by notice in writing, which shall be delivered to the Lessor at least three months prior to the expiration of the Term.
3. Rent: During the Term, rent shall be an annual amount equal to $ ______per kW peak DC generating capacity installed by the Lessee on the Property.
The Rent will be applicable as soon as Tenant’s power generating operation is commissioned and transmitting power to the provincial electricity grid (the “Rent Commencement Date”). The Tenant covenants to give Landlord written notice when the Rent Commencement Date has occurred. Rent shall thereafter be payable quarterly in arrears, on the first day of every third month (each, a “Payment Date”), commencing approximately three months after the Rent Commencement Date.
4. Use: The Lessee may use the Property to build, operate and maintain a solar energy generating facility to collect, convert and transmit solar energy and any form of electrical energy that may be indirectly or directly produced from solar power (“Facility"). The parties agree that the precise location of the Facility on the Property shall be determined by the parties prior to construction, both parties acting reasonably. The Lessor acknowledges that solar energy technologies are improving at a rapid rate and that it is probable that Lessee may (although Lessee shall not be required to) replace from time to time its existing Facility with newer models or designs that have increased energy capture and efficiency.
5. This Lease includes the right of ingress to and egress over, under, and along the Property, and the right to conduct any and all operations on the Property, for the benefit of and for purposes incidental to the Facility, including the right to: (a) install and maintain on the Property transmission lines and related equipment, both overhead and underground, which carry electricity to and/or from the Facility; and (b) install and maintain on the Property communication lines and equipment, both overhead and underground, which carry communications to and/or from the Facility. PROVIDED that in either case, the Lessee has first obtained written consent from the Lessor as to the location of such lines and/or equipment, which consent shall not be unreasonably delayed or denied. The parties acknowledge and agree that it shall not be considered to be unreasonable for the Lessor to refuse to provide such consent should the Lessor, in its sole and absolute discretion acting reasonably, determine that the proposed locations for the lines or equipment would materially interfere with its operations or would pose any hazard to the Property, equipment or to any person.
2
By-law No. 2013-0062 - To Authorize the execution of Lease A... Page 169 of 236 6. Lessee’s Facility: The "Facility" shall mean anything that relates in any manner to the Tenant's solar power undertaking on the Lessor's Property and includes, without limitation, solar panels, inverters, equipment, Connections, fixtures and structures (including without limitation, security fences or devices).
7. Ownership: All property, including without limitation structures, improvements, equipment and chattels affixed to, placed or operated in, on, or under the Property by or on behalf of the Lessee (collectively, "Lessee's Property"), including but not limited to the Facility, shall, at all times, remain the property of the Lessee, notwithstanding any rule of law or equity. The Lessee's Property, including, but not limited to, solar panels and related equipment, shall not be subject to distress or seizure by the Lessor or its agents by reason of any default whatsoever by the Lessee, its employees or agents. The Lessor covenants to take all necessary steps to ensure that any chargee or other encumbrancer of the Property acknowledges in writing to the Lessee in form and substance acceptable to it that no such charge or encumbrance shall apply to the Lessee's Property or the Lessee's right to use the Property during the Term, and the Lessor shall not charge or otherwise encumber or permit to be charged or otherwise encumbered any of the Lessee's Property.
8. Removal of Facility: At the end of the Term, or if the Facility is no longer required by the Lessee, or should the leased Property be surrendered by the Lessee, or this agreement is terminated by the Lessee or by the Lessor in accordance with this Agreement, the Lessee shall as soon as practicable under the circumstances, take down, dismantle and remove the Facility and repair any damage caused by such removal. In the event of such complete surrender or termination, the Lessor shall provide such access as is reasonably required by the Lessee to expedite such removal. The Lessee shall have the right at any time throughout the Term to remove any or all of the Facility from the Property.
9. Connections: The Lessee shall have the right to connect the Facility to the electric power distributing system and any public utility system on the Property.
10. Access: The Lessee shall have the unrestricted right to enter onto or leave the Property at any time during the Term in order to install, maintain or otherwise deal with the Facility. The Lessor may specify reasonable points of entry and points of access to the Property and the Lessee agrees to, where possible, use such points of entry or access to access the Property, the Facility and the Connections, provided that access is provided to the Lessee 24 hours per day, seven days per week.
11. Real Property Taxes
(a) Responsibility. The Lessor shall pay when due, all Real Property Taxes levied, charged or assessed against the Property.
(b) Project-Related Reassessment. If, as a result of the presence of the Facility or execution of this Lease, a taxation authority increases the current assessed value of the Property or
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By-law No. 2013-0062 - To Authorize the execution of Lease A... Page 170 of 236 changes the property classification of all or part of the Property (a “Project-Related Reassessment”), then the Lessee shall indemnify and hold harmless the Lessor for any incremental increase in Real Property Taxes levied as a result of such Project-Related Reassessment, to the extent attributable to the presence of the Facility or execution of this Lease.
12. Default: If any party shall breach any warranty or fail to perform any covenant, agreement or obligation required to be performed under the terms of this Lease, this Lease shall not terminate but the defaulting party shall be obliged to remedy any such default within 15 days after notice thereof in writing has been given to it by the non-defaulting party, provided the defaulting party shall have such extended period as may be required beyond the 15 days if the nature of the cure is such that it reasonably requires more than 15 days and the defaulting party commences the cure within the 15-day period and thereafter continuously and diligently pursues the cure to completion. The defaulting party covenants to proceed diligently to cure any such default upon receiving the aforementioned notice.
13. Failure to Perform Obligations: If any party shall breach any warranty or fail to perform any covenant, agreement or obligation required to be performed under the terms of this Lease and such breach or failure shall continue for a period of 15 days after written notice thereof from the other (except in the case of an emergency when no notice or such shorter period of notice as is reasonable in the circumstances shall be sufficient), then the non-breaching party may, in addition to any of its other rights, cure any default or breach of warranty of the other party hereunder, and perform any covenant, agreement or obligation which the other party has failed to perform. Any amounts expended by the non-breaching party in curing such default or breach of warranty or performing such covenant shall be paid by the other party upon 15 days written notice, plus an administration fee of 15% of the actual cost and the Lessee may, at its option, offset the amount or amounts (including the administration fee) due to it against Rent payments; provided that if the default or contingency cannot be cured with due diligence within such 15 day period and the party has commenced to cure such default or contingency and proceeds diligently to cure such default with reasonable dispatch, then the party shall be entitled to such longer period as may be reasonably necessary to cure such default or contingency.
14. Termination By Lessor: The Lessor may terminate this lease by notice to the Lessee upon the occurrence of any of the following: (a) the Lessee's non-payment of rent due hereunder for a period of 30 days after receipt of notice of such failure from Lessor; (b) the Lessee's failure to perform any other covenant for a period of 45 days after receipt of notice from Lessor specifying the failure; provided however, that no such failure shall be deemed to exist if the Lessee shall have commenced good faith efforts to rectify the same within such 45 day period and provided that such efforts shall be prosecuted to completion with reasonable diligence; (c) disruption of the Lessor's use of the Property caused by willful or negligent acts of the Lessee, provided however, that no such disruption shall be deemed to exist if the Lessee shall have commenced good faith efforts to rectify the same within 10 days after
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By-law No. 2013-0062 - To Authorize the execution of Lease A... Page 171 of 236 receipt of notice from Lessor specifying the nature of the disruption and provided that such efforts shall be prosecuted to completion with reasonable diligence; (d) an order requiring the permanent removal of the Facility by a provincial, regional or municipal government authority respecting zoning, health, safety, building or fire prevention standard that cannot be resolved by the Lessee or Lessor within a reasonable period of time after issuance of such order; or (e) insolvency or bankruptcy of the Lessee. Upon termination, all amounts owning to the Lessor under the provisions of this Lease will become immediately due and payable and such obligation shall survive termination. Any such amounts that are not paid within a period of thirty (30) days following termination shall accrue interest at the rate of 15% compounded annually
15. Disposition Clause: The Lessor hereby covenants in favour of the Lessee that it shall not sell, transfer, assign or otherwise dispose of its interest in the Property, without first having such purchaser, assignee or transferee enter into an assumption agreement of all of the Lessor's obligations hereunder, failing which such assignment of rights shall be unenforceable as against the Lessee. The Lessee shall be released from its obligations arising from and after the date of any assignment of this Lease to the extent that any assignee of this Lease assumes Lessee's obligations hereunder. The Lessor shall be released from its obligations arising from and after the date of any assignment of this Lease to the extent that any assignee of this Lease assumes the Lessor's obligations hereunder.
16. Quiet Possession: The Lessee shall have quiet enjoyment and exclusive possession of that portion of the Property occupied by the Facility. The Lessor agrees to use its best efforts to minimize any inconvenience, possible loss or expense to the Lessee and to give the Lessee notice of any repairs, alterations, additions or improvements to be made with respect to the maintenance and operation of the Property that might adversely affect the Lessee's operations at the Property.
17. Lessor Not to Interfere: The Lessor shall not do, permit or build any activities or structures on the Property which would in any manner interfere with Lessee's ability to collect, convert, transmit or otherwise utilize solar resources.
18. Termination if Facility Not Approved: In the event that the Lessee determines, in its sole discretion and at any time, that the Facility will not be approved for the Ontario Power Authority’s Feed-In Tariff Program, the Lessee may, by notice to the Lessor, terminate this lease.
19. Further Assurances: The Lessor, will, upon the Lessee's request, execute, consent, approve and otherwise cooperate to ensure the completion of all reasonable steps and reasonable documentation, requested or presented by the Lessee which further protects the Lessee's interests, or the interests of those financing the Lessee, including any necessary applications or submissions required in relation to the Facility and the operation of the Lessee's business, including without limitation, those relating to permits, zoning, variances, consents and approvals.
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By-law No. 2013-0062 - To Authorize the execution of Lease A... Page 172 of 236 20. OPA Requirements: It is acknowledged by the parties that this lease must comply in all respects with the requirements of the OPA relating to the Feed-In Tariff Program, which may be altered from time to time. Accordingly, the Lessor agrees that, upon request by the Lessee, this Lease will be amended as may be reasonably required to conform with the requirements of the OPA, provided that such amendments do not materially impair the Lessor's rights or substantially increase the burden and obligations of the Lessor under the Lease.
21. No Partnership: Nothing contained in this Lease nor any acts of the parties hereto shall be deemed to create any relationship between the parties other than the relationship of landlord and tenant.
22. Entire Agreement: This Lease and the schedules attached hereto constitute the entire agreement between the parties pertaining to the subject matter hereof, which agreement supersedes all prior and other contemporaneous agreements, understandings, negotiations and discussions between the parties whether oral or written.
23. There are no representations, warranties, collateral agreements, conditions or other agreements between the parties hereto in connection with the subject matter hereof except as specifically set forth herein. No modification of this Lease shall be binding unless in writing. No waiver of any provision of this Lease shall constitute a waiver of any other provision nor shall such waiver constitute continuing waiver unless otherwise expressly provided herein.
IN WITNESS WHEREOF the parties hereto have executed this Agreement under the seal of their Corporations and by their proper signing officers this __ day of December, 2013.
THE CORPORATION OF THE TOWN OF GREATER NAPANEE
Per:
______
Gordon Schermerhorn - Mayor
______
Susan Beckel – Clerk
We have the authority to bind the Corporation.
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By-law No. 2013-0062 - To Authorize the execution of Lease A... Page 173 of 236
2344035 ONTARIO LIMITED
Per:
______
Name:
Title:
I have authority to bind the corporation
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By-law No. 2013-0062 - To Authorize the execution of Lease A... Page 174 of 236 THE CORPORATION OF THE TOWN OF GREATER NAPANEE
BY-LAW NO. 2013-0063
Being a By-law to Adopt a Fire Master Plan Update
WHEREAS Section 8 of the Municipal Act, 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
By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 175 of 236 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 17th day of December, 2013.
Gordon Schermerhorn, Mayor
Susan Beckel, Clerk
By-law No. 2013-0063 - To Adopt a Fire Master Plan Update. December 17, 2013 Page 2 of 3
By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 176 of 236 SCHEDULE “A” TO BY-LAW NO. 2013-0063
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Fire Master Plan Update
Prepared By:
Terry D Gervais, CMMIII, Fire Service Executive General Manager/Fire Chief
December 2013
By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 178 of 236 Table of Contents
Table of Contents ...... 2
1. Executive Summary ...... 4
2. Overview of the Town of Greater Napanee ...... 5 Greater Napanee – Structural Types of Dwellings ...... 6 Commercial, Industrial, and Institutional ...... 6 Transportation Infrastructure ...... 7 Growth and Development ...... 7
3. Fire Service ...... 8 Greater Napanee Fire Service History ...... 8 Greater Napanee Fire Service Today ...... 9 RECOMMENDATION ...... 10
4. Emergency Call handling, Dispatch and Communications ...... 11 Current Operations ...... 11 Call Handling Procedures for Communications ...... 12 Dispatch Equipment Requirements ...... 14 Console and Radio Equipment ...... 14 Computer Aid Dispatch (CAD) ...... 14 Record Management System (RMS) ...... 14 CAD/RMS/Radio Interface ...... 14 Costs vs. Risks...... 15 Options Considered ...... 15 RECOMMENDATION ...... 15
5. Response Times ...... 16 RECOMMENDATION ...... 17
6. Fire Service Staffing...... 18 Volunteer Recruitment and Retention ...... 18 Career Staffing ...... 21 RECOMMENDATION ...... 24
7. Training and Education ...... 25 Recruit Training ...... 25 In-Service Training ...... 25 Officer Development...... 26 RECOMMENDATIONS ...... 26
8. Fire Stations ...... 27 Headquarters (Napanee Station) ...... 27 Station 2 (Roblin Station) ...... 28 Station 3 (Dorland Station) ...... 28 RECOMMENDATION ...... 28
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 179 of 236 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 Building Stock Profile ...... 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 Dwelling Protection Grades (DPG) ...... 50
19 Performance Measures ...... 51
20 Fire Apparatus Fleet Replacement Schedule ...... 53
21 Legislation Affecting the Ontario Fire Service ...... 54
Greater Napanee Fire Service Fire Master Plan Update Page 3
By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 180 of 236 1. Executive Summary
Developing a Fire Master Plan is an important process for a municipality to complete as it will provide a clear picture of current and future needs of the community, and it will allow staff to provide Council with the necessary information to make decisions that will protect lives and property.
Fire Protection and Prevention is mandated, and a municipal responsibility under the Fire Protection and Prevention Act (FPPA) Section 2(1)(b). For the municipality to be compliant 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.
It is the intent of this Fire Master Plan is to make the most efficient and effective use of the resources available by providing not only fire suppression services, but also strong fire prevention and public education programs.
Improved Public Educations and Code Enforcement for the community are an important part of the review and recommendations of the Fire Master Plan. Tradition has shown that the Fire Service treats the three lines of defense in the order of Suppression, Code Enforcement, and Public Education. The service must reverse these traditional priorities to be Public Education, Code Enforcement, and then Suppression. This revised focus on traditional priorities does not mean that emergency response is not a critical function. The review identified deficiencies in emergency response that can be substantially improved if the full-time staff can be re-deployed from the dispatching function.
The Simplified Risk Analysis shows that Council should not reduce our level of suppression abilities; but rather utilize the current staffing levels in a more productive manner to ensure that the municipality is meeting the requirements under the FPPA, other applicable regulations, and the challenges of operating a Composite Fire Service.
In December of 2005, Council approved the last Fire Master Plan and it has served the community since that time by ensuring that we are meeting applicable laws and regulations while protecting the community. Out of the nine (9) recommendations, eight (8) have been completed and the department is continuing to work on the final one. Due to unfortunate tragic circumstances with the Greater Napanee Fire Service in 2010, the Fire Master Plan was not reviewed and updated during the normal time frame of five (5) years, but rather was completed seven (7) after the latest one. The intent of the new Fire Master Plan is not to completely re-do the plan, but rather to update the plan, and make recommendations to Council for the short, mid, and long term needs of the community.
The updating of the Fire Master Plan was completed by a team consisting of the General Manager/Fire Chief, the Deputy Fire Chief, the Assistant Chief, and Retired Fire Chief Chris Powers, who acted as a Facilitator. Input was received from Council, the Fire Prevention, Training, and Suppressions Divisions, and the Final Document was reviewed and approved by the Senior Management Team.
The Master Fire Plan will be a fluid and dynamic document that must be adjusted as the needs and circumstances change for the community. Information provided in the Plan may also change over the next several years but every effort has been made to ensure it is accurate and comprehensive.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 181 of 236 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 Mills Townships 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 Clarksville after Robert Clark, who built a grist mill there.
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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 182 of 236 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 Number % Total - Structural type of dwelling 6,325 100.0 Single-detached house 4,715 74.5 Semi-detached house 230 3.6 Row house 260 4.1 Apartment, building that has five or more storeys 0 0.0 Apartment, building that has fewer than five storeys 1,025 16.2 Apartment, duplex 65 1.0 Other single-attached house10 15 0.2 Movable dwelling11 15 0. 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
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 183 of 236 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 / enlarged buildings, as well as the Downtown Core area has had a significant facelift from 2010-2012, with many new businesses opening.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 184 of 236 3. Fire Service
Greater Napanee Fire Service History
A fire department was established in the 1800’s to provide protection to the Town of Napanee as the population grew, and commercial and industrial activity increased.
For many years each municipality in the county had its own fire department, or purchased fire protection. South Fredericksburgh and Adolphustown never had their own fire service and bought protection from nearby municipalities. In 1968 both Richmond and North Fredericksburgh Townships purchased a pumper for fire suppression. Both these vehicles were housed in Napanee Fire Station. At this time all major equipment was housed in a four bay fire station in the market square of Napanee, which was home to 6 pieces of fire apparatus, and each department had its own equipment that was all marked separately. If there was a call to one of the municipalities the respective pumper would respond to fight that fire. Napanee would send out the pump with 5 firefighters from Napanee,. No other resources left Napanee.
During the early 1970’s Roblin, (a village in Richmond), assembled a committee and they put together a 1000 gallon tanker which was housed in Carl Richmonds Garage. Using Township staff and at a cost of $15,000, Richmond built a fire hall in the village of Roblin to house this tanker truck.
In 1978-79 Fire Chief Tom Kimmett recognized the need for a better system, not only to deal with apparatus and equipment issues, but to better serve the residents of the three municipalities. He began the process of amalgamating the three municipal fire services into one to share resources to provide better fire protection to these areas. Although they still operated as three separate municipalities, fire was under one administration run by a Fire Board with representation from each municipality. Automatic aid agreements were established with neighboring departments to provide better fire protection service for the residents and those of neighbouring municipalities. Because of the pro-active approach taken by the Napanee Fire Chief, the 1999 amalgamation of the five (5) municipalities into the Town of Greater Napanee had little immediate impact on the fire service as it had already been operating as one department.
In 2001 a fire service review was conducted to look at the viability of establishing a new station in the south end of the new municipality and the needs for the future. In 2005, Chief George Hanmore started work on a new Fire Master Plan. Among the recommendations in this plan was the establishment of a new station in the southern portion of the municipality, and in 2008 Station 3, in the hamlet of Dorland, was established to provide fire protection and public education not only to the residences of that community, but to add resources for the department overall.
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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 / 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 2011-38 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 Ave, 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. All stations 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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 186 of 236
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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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 187 of 236 4. Emergency Call handling, Dispatch and Communications
Quickly and efficiently answering emergency calls from the public, and prompt dispatch of fire apparatus, is essential to the overall operation of the fire service. This function requires skilled dispatchers with highly reliable and up-to-date communications and computer systems. As expectations and standards have changed over the years the ability to meet the expected level of service has become more challenging than in the past. Public and firefighter safety depend on the communications from a dispatch center. High volume activity resulting in missed or dropped calls, inexperienced dispatchers, or equipment failures with no redundancy, are causes for serious concern and potential liability to the municipality. Operating a dispatch service also limits the ability of the department to efficiently deploy its full – time staff to respond to emergency calls, conduct fire prevention activities and training, or maintaining its stations and equipment. Therefore a review of this function is a key consideration of the Fire Master Plan Update.
Current Operations
The Greater Napanee Fire Service has been providing dispatch services for decades and at the present time the full-time firefighters and the Training Officer provide call handling for all emergencies on a 24/7 basis with one dispatcher on duty. The dispatch office also answers administrative calls after normal business hours. As a back-up to assist in maintaining coverage during business hours, the Fire Prevention Officer and the Administrative Assistant provide support, when possible, to allow the firefighter, who is also the dispatcher, to respond to an emergency call.
The department also provides contract dispatching services to five other municipalities. In 2011, the service handled 1365 emergency and non-emergency calls for the six (6) fire departments.
Multiple calls are an issue for staff because of the number of calls we now receive for an incident due to the use of cell phones. It is not uncommon now to receive 20 to 30 calls for a accident on the 401, or a major fire incident.
When there is a major weather event or disaster that affects the multiple areas that the department dispatches for, the full-time firefighter is responsible for now handing all the 911 calls and dispatch functions for those municipalities. With only a single firefighter on duty it is not possible to assure the public, or the other fire department clients, that all calls can be answered or dispatched during these occasions of high volume calls.
The priority for the full-time firefighter is to answer the 911 and emergency lines above all other activities. This commitment limits the availability for the full-time firefighter to be assigned duties that require completion. In the case of weekends and nightshifts the full-time firefighter cannot respond to any emergency calls and has a limited ability for any other required tasks.
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Call Handling Procedures for Communications
OPP EMS General Fire 911 Inquires
Communications
Paging and Radio Phone
Napanee OPP/EMS 3 Stations
Tyendinga Hydro/Gas 1 Station
OFM Loyalist 4 Stations
Mutual Aid Deseronto 1 Station Canutec
Stone Mills 4 Stations Fire Co-ordinator Addingtion 2 Stations EM Control Grp
Municipal Departments
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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.
7.4.4* 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.
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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. If the 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 CAD would 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 liability on service providers, has made it necessary to have systems that interface with each other to reduce call processing time and better record keeping.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 191 of 236 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 fulfill the mandate of council to recover the entire costs of dispatching the other fire departments.
An analysis was made to see if there was a potential of increasing the number of departments that could be dispatched and it was 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 liability for 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 difficult to meet with the limited resources but it would be the standard against which we would be measured in court. Despite having dedicated full-time firefighters 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 liability on the municipality, the inability to 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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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 192 of 236 5. Response Times
Response times are important in emergencies because the sooner first responders arrive at the incident the better the chances to save lives and limit property damage. The “Time / Temperature Curve” illustrates the growth of fire over time and the importance of prompt intervention to limit loss of life and property.
In large urban centres with full-time firefighters and multiple stations, response times are frequently in the 5 – 8 minute range. In rural areas response times can frequently be 10 – 20 minutes depending on the size of the municipality, number and location of fire stations and road network, etc. As an example, some municipalities use response time targets of five (5) minutes for urban, seven (7) minutes for suburban and fourteen (14) minutes for rural areas.
The Office of the Fire Marshal provides statistical data on fire department responses and for Greater Napanee Fire Service the latest OFM data indicates the following:
• Average response time to All Calls 2009 – 2011 = 08:33 min. • Average response time to Structure loss fires 2009 – 2011 = 08:22 min. • Average number of personnel on scene for all calls - 2009 – 2011 = 6 FirefightersResponse and Deployment Standards
A guideline the OFM has used was the “10 in 10 Guideline” (10 firefighters on scene in 10 minutes – 90% of the time). While this time is maybe achievable in the Napanee Town district, it is not possible in most of the rural districts. While the OFM no longer uses the “10 in 10” guideline for emergency response and has been developing a new guideline on deployment, many fire departments still use the “10 in 10” guideline.
Another standard is “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” which has as a response standard of:
• Suburban – 9 minutes “Travel Time” – 90% of Calls • Rural – 13 minutes “Travel Time” – 90% of Calls
Note that NFPA 1720 Standard refers to Travel Time which is different from “Response Time”. • “Travel Time” is the time the fire apparatus leaves the station until it arrives on scene. • “Response Time” is from the time the volunteers are paged until the fire apparatus arrives on scene.
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While Greater Napanee Fire Service is meeting a reasonably good level of Response Time, it is not meeting a recommended level of on-scene staffing of 10 firefighters.
To help resolve this deficiency the re-deployment of full-time fire 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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 194 of 236 6. Fire Service Staffing
Greater Napanee Fire Service is a “composite” fire service which means it has a combination of full time and volunteer1 staff. This type of fire service is primary used in smaller municipalities like the Town of 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 ability of the department to deploy sufficient numbers of firefighters in a timely manner is a key indicator of the ability to provide emergency services to the public.
The Town has had full-time firefighters 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 full time 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 ½ a FTE for fire and ½ 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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 195 of 236 Note 1 - ‘Volunteer firefighter”
The term “volunteer” firefighter in this report is based on that found in the Fire Protection and Prevention Act.
“volunteer firefighter” means a firefighter who provides fire protection services either voluntarily or for a nominal consideration, honorarium, training or 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-call” 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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 196 of 236 Volunteer Retention and Recruitment Root Causes
Source of Problem Contributing Factors • The two-income family and working multiple jobs • Increased training time demands Time Demands • Higher emergency call volume • Additional demands within department (administrative, fund-raising, etc.) • Higher training standards and new government requirements • More time demands • Greater public expectation of capabilities Training Requirements (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 • Less of an emphasis on social aspects of Business” 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 willing to 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 will ever be fully resolved unless the demographics and population base changes.
By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 197 of 236 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–time firefighters 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-time fire 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 if the Administrative Assistant is in station. On night shifts and on weekends they cannot leave the building for a response. This seriously limits the 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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 198 of 236 If the dispatch services were handled in a different manner then the full-time staff of six could be deployed in the following method.
1 Fire Prevention Officer -- Straight Days 1 Firefighter/Public Educator -- included in the shift rotation (re-allocated position) 1 Training Officer -- Straight Days (re-allocated for straight days) 3 Firefighters -- 2 to a shift to provide daytime coverage 7 days a week
This schedule would provide staffing seven days per week, from 6 am to 6 pm with a minimum of 2 firefighters to respond, when the full complement is available. During weekday office hours an additional 2 staff, including a Chief Officer, would also be available
Volunteer firefighters would still be paged depending on the type of call, however a number of one-vehicle responses and non-emergency calls could be handled by the on-duty staff.
An important advantage of having the staff work during the daytime hours is in the areas of public education, inspections, and fire prevention. The full-time firefighters could do daily inspections of buildings in the community and provide public education, including spending more time with youth and seniors.
This model provides the municipality five full-time staff to do public education, inspections, and fire prevention instead of one, as well as providing a better level of service for emergency response without any increased cost to the municipality.
The following charts indicate the redeployment which can improve both response times and on- scene staffing, and that this will provide a better level of emergency service.
Average Number of Calls by Time of Day 2007 - 2011
90 80 80 76 75 76 70 60 53 50 40 35 29 30 22 20 10 0 Midnight 3am to 6am to 9am to Noon to 3pm to 6pm to 9pm to to 3am 6am 9am Noon 3pm 6pm 9pm Midnight
This chart shows that the majority of calls for service (284) occur from 6am to 6pm, compared to (162) from 6pm to 6am.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 199 of 236 Average Number of Firefighters On-Scene by Time of Day 2007 - 2011 10 9 8 7 6 5 Average 4 3 OFM Minimum 10 2 recommended 1
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 9.1 8.9 9 8.8 8.8 8.6 8.6 8.3 8.4 8.2 8.2 8 7.9 7.8 7.6 7.4 7.2
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. If the 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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 200 of 236
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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 201 of 236 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-time firefighters to assist in delivery of training to department members.
All 80 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
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 202 of 236 Some of the specialized courses provided include: • Firefighter survival – 26 Firefighters trained by the end of 2013 and it is expected to train another 24 next year • Ice/Water Rescue– All firefighters are trained in shore based rescue. There is also an Ice/Water Go Team that has 12 members • Driver Training –in house DZ license training. Also an established driver training program that all our drivers must complete prior to driving our apparatus • Medical – All firefighters are now trained to the same level on first-aid, CPR/Defib and airway management.
A recommendation In the 2007 Fire Master Plan, was to: “move the full-time Training Officer’s position to straight day shift and replace this person with a probationary full-time firefighter. With the increase in Volunteer firefighters, there will be a larger time commitment to deliver training to these people at different time periods throughout the week, which cannot be done by someone working shift work”.
To accommodate firefighter’s different shifts and commitments in 2013 we went from training one night a week to two nights a week as well as on Thursday mornings during the weekday. As Chief Hanmore predicted this has made the role of the Training Officer’s unmanageable on shift. The position must continue to be full-time but must also be moved to a flexible day shift that allows the Training Officer to meet the requirements of the firefighters as well as be able to attend evening or weekend trainings without being committed to answering the emergency phones.
Officer Development
Officer Development is a large part of the training program. It falls outside the weekly in-service training, and is specific to educating the Officers on how to better perform their role as supervisors of crews, as well as to meet their obligations under the Ontario Health and Safety Act. In addition to attending the regular training night, the officers also attend an additional one night a month, as well as many weekends for additional training. Their education includes more management training such as how to teach adults using different learning styles, how to manage people, crisis management, and conflict resolutions.
In addition to the Officer Development program the department has an Acting Officer program that is made of up firefighters who have successfully passed all the qualifications to get into the program. They receive all the same training as the Officers, along with additional training, and are required to perform extra tasks over and above the firefighters. This program is designed to be proactive and educate and prepare these individuals to become the next officers of the department. This approach helps ensure that the future officers of the department are ready to fill the position prior to obtaining the position.
RECOMMENDATIONS
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 of all members of the department and to ensure firefighters are trained to safely and efficiently carry out their duties.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 203 of 236 8. Fire Stations
The department operates from three (3) fire stations – Fire Station 1, which is the headquarters, is located at 66 Advance Ave, in Napanee, Fire Station No. 2 is located in Robin in the north east of the town, and Fire Station No. 3 is located in Dorland, to serve the southern portion. All stations receive back-up support from other stations as needed.
Fire Apparatus Assigned 2 Pumpers 0 Pumper 1 Pumper 1 Tanker 1 Pumper / Tanker 1 Tanker 1 Aerial Ladder 1 Tanker 1 Squad/Brush 1 Rescue 1 UTV 1 UTV Trailer
Headquarters (Napanee Station)
The Napanee Station was built in 1992 and replaced the old fire station which was inadequate for the department operations. The station houses the administration offices, fire prevention, training, dispatch and the corporate safety and accessibility officer. In addition to the apparatus bays there are support functions such as the breathing air compressor/ fill station, supplies and equipment storage to support the operation. There is a training facility in the back of the station that allows a wide range of practical training to be carried out.
In 2011 – 2013 renovations were carried out to make more effective use of the administration space, provide appropriate office accommodation for staff, including the Manager of Safety Compliance and Accessibility, and to make the building compliant with accessibility standards.
Additional renovations and upgrades will be required in the future including replacing overhead doors, energy conservation, building exterior sheathing replacement, etc.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 204 of 236 Station 2 (Roblin Station)
The Roblin Station was built in the 1973 with the majority of the work being done by the community. The station no longer meets current needs and standards with the changes to the fire service and the vehicles that are purchased currently. Due to the age and design of the building it is not feasible to attempt to renovate it as it would not be cost effective.
With the approval of Council on May 28th, 2013 phase 1 of the new community hall and fire station began in the spring of 2013. The existing community hall shall be completely renovated and upgraded, including all mechanical and electrical systems. Once this project is in the second phase, it will see a new fire apparatus floor constructed on the side of the renovated community hall. The building will include additional training facilities, as well as office space and a kitchen, and will be managed by the Emergency Service Department. This approach of combining these two facilities will save the municipality an estimated $1.5 million in Capital funding as well as operating costs.
Station 3 (Dorland Station)
The Dorland Fire Station was built in 2008 as the result of the previous Fire Master Plan identifying a need to increase the level of service for the Dorland area. Previous to building this station, fire protection was purchase from the Township of Loyalist under a First Response Agreement.
This station was built to ensure it will serve the community for a number of years and should only require yearly regular maintenance and minor capital expenditures for the foreseeable future.
Previous councils and administrations have done an excellent job ensuring that the different areas of the Town are covered by a primary fire station that can respond within a reasonable timeframe. With the opening of the Dorland Station in 2008 there is no requirement for additional fire stations at this time.
RECOMMENDATION
It is recommended that facilities and equipment be replaced or renewed based on the proposed “Facilities and Equipment Capital Replacement Plan “
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 205 of 236 9. Water Supply
Water supply for fire protection is classified in two categories:
1) Municipal water 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 MARKING OF 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/ min. (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 “Dry Hydrants” 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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 206 of 236 10. Fire Apparatus Fleet
The review of the Fire Service’s fleet has found that the fleet is modern and up to date as the result of the support of council and the previous Chief’s recommendations. With the acceptance of the Fleet Rationalization Plan by Council in February 2012 this will allow Fire Service’s to forecast the potential financial impact for the upcoming years.
Some of the guiding principles for Fleet Replacement adopted by council in February 2013 are:
• Establish a vehicle Refurbishment and Replacement program to assist the Fire Management team with recommendations for council for budget purposes. Small Fleet 9 years, Large Fleet refurbished at 15 years, and replaced at 20 years. • Move fleet around in an effort to reduce the amount of mileage that is being put on any one vehicle in order to provide a longer life span for vehicles. • Ensure that fleet is maintained and current to provide maximum efficiency to protect the residents. • Remain current in new technology and changes to the municipality in an effort to ensure the fire service has the proper fleet and make recommendations to council as needs change.
Fire Service apparatus has evolved over the years and there are increasingly more demanding standards that must be followed when purchasing apparatus. They include the Ontario Health and Safety Act, National Fire Protection Association Standard 1901 – Standard for Automotive Fire Apparatus and/or ULC – S515-04 – Automotive Fire Fighting Apparatus. Continuing changes in safety requirements, construction materials, and operating practices, older fire apparatus do not have many of the features now mandated. Among the most important are Anti-lock Brake Systems (ABS) and Roll Stability Control (RSC) that help minimize accidents by improving steering and braking control.
Another factor in determining when apparatus should be replaced is the impact of the Fire Underwriters Survey (FUS) on the age of apparatus that is acceptable for insurance grading purposes. In smaller communities FUS will only recognize apparatus that is no more than 20 years old. (15 years old in larger cities). These factors emphasize the importance of planning and budgeting to replace older apparatus to reduce the risk to the municipality and its firefighters...
The department services a large rural area and therefore it must operate tankers to supply water for firefighting in non-hydrant protected areas. As discussed in more detail in the section on “Water Supply” the department intends to work toward achieving the “Superior Tanker Shuttle Certification” to provide a higher level of fire suppression service for rural residents. A key component of meeting and maintaining this certification is having adequate numbers of both pumpers and tankers designed to be quickly filled and to dump large quantities of water ( 1000 gal./min.)
Apparatus Inspection, Testing, and Maintenance
Fire apparatus must be maintained to a high level of availability to ensure they will start and operate anytime an emergency incident occurs. This requires a robust system of daily, weekly, and annual inspections, tests, and maintenance. In addition to routine maintenance, such as checking and adjusting brakes, lubrication, oil changes, etc., the apparatus must have annual MTO inspections, pump tests, and non-destructive testing on ladders and aerial devices.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 207 of 236 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 1 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 UTV Trailer 1 1 Trailer for UTV and Equipment
RECOMMENDATIONS
It is recommended that all new tankers should be 2500 gal capacity and have pumps capable of pumping 1000 gal/min.
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
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 208 of 236 11. Fire Prevention and Public Education
Public Education and Community Events
Public Education and Community Events are a large part of both the Prevention and Suppression Division Duties. The department usually spends close to one thousand (1000) man hours each year. Some of the events include:
• Appearances for local events and fundraisers • Fire Prevention week • Smoke alarm program • Visits to schools and senior organizations • Requests for appearances by local groups • Fire alarm drills
Inspections
Smoke alarm inspections/visits were the focus of the prevention division which included visits to all seasonal trailer parks. Coordinated by the Fire Prevention Officer, suppression crews completed inspections and smoke alarm checks throughout residential areas within the municipality with the primary focus being the Town’s most vulnerable occupancies. Approximately 500 homes and seasonal dwellings were visited, and over 85 smoke alarms were installed in dwellings in the past year, as well as, approximately 100 batteries installed.
Annual inspections of all low rise residential buildings remain a priority to protect high public concentration areas. The downtown core is an area where priority is given by the inspection program due to the type of occupancy. All seniors, retirement, and long term care homes, Child Day Care facilities, and Group homes are inspected annually.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 209 of 236 Code Enforcement
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 within the 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 / 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
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 210 of 236 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 - 2011 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 will include 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 will be 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
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 211 of 236 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, built pre-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 century 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 living on several floors in one building.
4. The Town of Greater Napanee has several large older Victorian type homes that have been converted to multi-unit dwellings. 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 service 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 Industry 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. Trailer parks and much of the cottage areas have limited water supply as well as private roads that are not assumed by the municipality.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 212 of 236 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 try 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-Unit Residential 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 Agricultural 100
Total 6656
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 213 of 236
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 Group B 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 Group D 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 .725K 0 0 2 2.2K 6 2.3K 1 .1K .3% Outdoor Other- 16 49.5K 11 25.1K 8 74K 12 607K 10 105K 20% Vehicle Total Dollar 713K 252K 1,026K 1,621K 356K Loss
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 214 of 236
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. panorama 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 Deaths Injuries Deaths Injuries Group A Assembly Group B Care & Detention Group C 1 3 1 Residential Group D Business Group E Mercantile Group F Industrial Total by 1 3 1 Year
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 215 of 236 Priority Setting for Compliance
Priority setting for compliance is compiled from reviewing information from the Simplified Risk Assessment. (Demographic, Building Stock, 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 OFC 9.7 homes Group Smoke Alarm NFPA 101 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
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 216 of 236 Agricultural Inspection upon Annual Pre- 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 l Facility request Inspection Extinguisher Demos Pre-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-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 spent providing public education for the staff that looks after them.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 217 of 236
Residential Homes converted to Multi-dwelling Develop a program working with other municipal departments / 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.
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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 218 of 236 13 Emergency Management
Municipalities are legislated under the Emergency Management and Civil Protection Act, R.S.O. 1990, Chapter E.9, as amended 2009, to complete annual compliance. In order to comply with this legislation each municipality must commit to having a Community Emergency Management Coordinator (CEMC), complete annual training and exercises, provide public education, and complete a Hazard Identification Risk Assessment (HIRA).
With the re-organization of the corporation in 2012, and the new senior management team, the responsibility for Emergency Management was moved to the newly created Emergency Services and was assigned to the General Manager. Traditionally emergency management has been a responsibility of the fire service because of the similarities between the two services. In the summer of 2013 the Province of Ontario moved to merge Emergency Measures Ontario with the Office of the Fire Marshal.
The HIRA is the base of the development of the required programs for the municipality. Once the HIRA has been completed then the public education, training, and exercises are all designed to meet the highest risks. These risks do not necessarily have to be large scale events such as floods, tornados or hurricanes, but could be smaller scale events like a wind storm, a snow storm, and power outages, or as in the case in 2010, when the fire department lost a large number of firefighters from active service due to a tragic bus accident.
The commitment of resources to providing Emergency Management has increased over the last five years and must continue to be supported and enhanced over the next several years. The addition of the Manager of Safety Compliance and Accessibility position permits dedicated hours to maintaining the Emergency Management function.
Logistical support for the control group must continue over the next several years to improve the communications tools with residents and to assist staff to work more effectively during an emergency. Improvements have been completed at Napanee Fire Station, the primary Emergency Operations Center (EOC) as well as adding backup generators to all critical infrastructure.
There is a need to review the location and requirements of the primary and secondary EOC’s. Currently the primary EOC is located in close proximity to two of the major identified hazards: the CN train tracks and Highway 401. The secondary EOC has very limited resources to function as an EOC, and it is also a community hall that may be needed for other functions.
RECOMMENDATION
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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 219 of 236 14 Corporate Services
The Fire Service is one part of the corporate structure of the Municipality of 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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 220 of 236 15 Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis
As part of the review of the Greater Napanee Fire Service a “Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis” was carried out. This comprised of a session that was held with all the Officers and Firefighters to discuss the department’s past, present and future. A SWOT questionnaire with 20 questions was also distributed to the members with the intent to get their feedback. The results show the members are very positive and pleased with the operation of the department, the strength of the leadership, and that they believe they provide a very credible and professional fire service. The following are a couple of themes that were highlighted from the SWOT.
• The firefighters feel that they are fairly treated and are respected. • The firefighters feel that the management team is strong and effective, and it is important to have a succession plan in order to continuing to build good leaders. • That the time commitment for Monday night training has extended beyond the original two (2) hours and that the minimum training compensation should be looked at. • That with the amount of requests for public education and community events, fundraising activities and requests to be present at community functions it can strain the firefighter’s availability for participating at activities. A system should be developed to spread the events around more people. • Continue to work on communications within the department.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 221 of 236 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 gal/min.
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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 222 of 236 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 / 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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 223 of 236 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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 224 of 236 17 Appendices
2005 Master Fire Plan Recommendations Update
No. 2005 Recommendations Status 1 In 2006, as recommended by the Fire Marshal Office and the 2002 Review Completed in Committee, hire a full time Deputy Fire Chief. This person would assume 2006 some of the administrative roles and everyday operational issues, including implementing future growth within the organizational structure. 2 In 2006, conduct an aggressive recruitment program to increase the Completed in number of Volunteer Firefighters in the Roblin area. This station presently 2006 & 2011 has 9 Volunteers and it should be brought up to between 15 and 20 Volunteers. This would make this station more of a stand-alone station, Staffing is and would reduce the number of Firefighters that need to respond from the currently 12 Napanee station during emergency calls. 3 In 2006, conduct an aggressive recruitment program in the south end of the Completed in Municipality to determine if there would be enough residents interested in 2006 becoming Volunteer Firefighters in this area. 4 In 2006, re-position some of the Officers to cover the two mandated New Officers positions (Accountability Officer and Safety Officer) by Ministry of Labour positions and Section 21 Committee recommendations. This would require established promotion of two new Volunteer Officers to fill in as first-line Officers. in 2007 5 In 2006, establish a Lieutenant’s position within the Department in to Completed in provide succession training for them to become Front Line Officers, to 2008 and replace some of the more senior Officers that will be retiring. changed to Acting Officers in 2011 6 In 2006 conduct a competition for the full-time position of Administrative Completed in Assistant. Perform some minor renovations at the Napanee station to 2006 enhance the delivery of services to the public. 7 In 2007, move the full time Training Officer’s position to straight day shift Not and replace this person with a probationary full-time Firefighter. With the Completed increase in Volunteer Firefighters, there will be a larger time commitment to deliver training to these people at different time periods throughout the week, which cannot be done by someone working shift work. 8 In 2007 through 2008, provided there are enough residents interested in Completed in becoming Volunteer Firefighters in this area, construct a fire hall in the 2008 location that would best reduce response times to emergencies in this area. It would also be in the Municipalities’ best interest to talk with the County during this phase to see if they would be interested in sharing some costs to house an ambulance in this building to reduce their response times to this area. This building could also have an office area that the Police could operate out of to enhance their delivery of service in this area in a more timely fashion. 9 In 2008, replace all Self Contained Breathing Apparatus with new 2005 Completed in compliance Breathing Apparatus. At the present time, some of our 2007 Breathing Apparatus only meets 1994 compliance, and these units are becoming more difficult to repair due to the fact there are limited parts available for them.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 225 of 236 18 Fire Insurance Rating
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 will vary between companies even if they 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 Attributed to commercial property located within 5 Napanee 5 5 km’s by road of the responding fire station, and Fire Station No.1 within 150m of a recognized fire hydrant. Selby Attributed to commercial property located within 5 Hydrant Protected 7 7 km’s by road of the responding fire station, and Area within 150m of a recognized fire hydrant. Attributed to commercial property located within 5 Roblin 9 9 km’s by road of the responding fire station, but Fire Station No.2 further than 150m of a recognized fire hydrant. Attributed to commercial property located within 5 Dorland N/A 9 km’s by road of the responding fire station, but Fire Station No.3 further than 150m of a recognized fire hydrant. Attributed to commercial property located further Rest 9 10 than 5 km’s by road of the responding fire station.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 226 of 236 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 Hydrant Protected Area 2 2 Napanee Fire Hall Protected Area 3B 3B Fire Station No.1 All Other Areas 5 5 Hydrant Protected Area N/A N/A Roblin Fire Hall Protected Area N/A 3B Fire Station No.2 All Other Areas 5 5 Hydrant Protected Area N/A N/A Dorland Fire Hall Protected Area N/A 3B Fire Station No.3 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 DPG CRITERIA 1 2 3A 3B 4 5 Water supply system equipped with standard hydrants capable of X X X - - - delivering a minimum of 200 IGPM for a 2-hour duration or 400 IGPM for a 1-hour minimum duration in addition to maximum consumption. Response from within 5 miles of a fully equipped standard triple X X X - - - combination pumper. Response from within 5 miles of fully equipped 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 fully equipped standard triple - - - - X - combination pumper or tanker with minimum 800 Imperial Gallon tank and 200 IGPM pump (e.g. PTO) Adequate drafting sources. Locations to be clearly indicated on a map. - - - X X - Minimum of 3 career fire fighters on duty (24-hours/day) with apparatus. X - - - - - Minimum of 1 on-duty career fire fighter (24-hours/day) backed by 15 - X - - - - volunteers per station. Minimum of 15 volunteer fire fighters per station. - - X X - - Minimum 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.
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 227 of 236 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. Response Time – 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 OFM changed the method of Response time calculation in 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% 4% Pre fire conditions/no CO False Calls fire 3% 4% False Fire Calls 18%
Other Response 15%
Medical Calls 32%
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 228 of 236 Greater Napanee Fire Service Total Calls by Year 2007 - 2011 500 450 400 350 300 250 446 468 470 200 416 432 150 100 50 0 2007 2008 2009 2010 2011
Greater Napanee Fire Service Call Types 2007 - 2011 160
140
120
100
80 2007 2008 60 2009 40 2010 2011 20
0 Fires Fires Pre fire Burning CO False False Fire Other Public Explosions Explosions Medical Calls conditions/no Rescue (controlled) Calls Calls Response Hazards with Loss No Loss fire 2007 38 55 27 0 96 75 56 12 28 59 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
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 229 of 236 By-law No. 2013-0063 - To Adopt a Fire Master Plan Update
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 Garry 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 Car 1 2011 Red 4 Door Sedan Ford Taurus Sel AWD 2012 2021 $30,000
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21 Legislation Affecting the Ontario Fire Service
LEGISLATION AREAS OF SCOPE / CONCERN Fire Protection and Mandates and authorizes both the OFM and municipalities. Part IX is Prevention Act, 1997 and generally the responsibility of the Ministry of 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. Municipal Act, 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 211/01 Requires propane operators to obtain fIre department approval for Risk Propane Storage and and Safety Management Plans. The fire department approves fire safety, Handling, O. 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 Civil Protection 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
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 231 of 236 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
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By-law No. 2013-0063 - To Adopt a Fire Master Plan Update Page 232 of 236
TOWN OF GREATER NAPANEE
BY-LAW NO. 2013-0064
BEING A BY-LAW TO AMEND ZONING BY-LAW NUMBER 02-22 OF THE TOWN OF GREATER NAPANEE
WHEREAS the Council of the Corporation of the Town of Greater Napanee received a request to amend Zoning By-law 02-22 to rezone certain lands to permit a feed mill and related uses;
AND WHEREAS in permitting the request, it is necessary to revise the zoning of the retained parcel so it is wholly within the Rural (RU) Zone;
AND WHEREAS it is desirable to permit the requested zoning and place the subject lands in the M3-9 zone;
NOW THEREFORE the Council of the Corporation of the Town of Greater Napanee enacts as follows:
1. THAT Schedule ‘5’ to By-law No. 02-22 is hereby amended by changing to RU and M3-9 the zone symbol of the lands shown as “Zone change to RU” and “Zone change to M3-9” on Schedule “A” attached hereto and being part of this By-law.
2. THAT Section 5.29.7 Exception Provisions Rural Industrial (M3) Zone is hereby amended by the addition of the following new subsection:
5.29.7.9 Rural Industrial Exception Nine (M3-9) Zone Part of Lot 22, Concession 4, Geographic Township of Richmond
Within the M3-9 zone, the following provisions apply:
a) Uses Permitted Uses permitted are restricted to:
• Agricultural equipment sales and storage • Auction sales barn • Feedmill • Fertilizer storage and sales • Grains storage • Office uses associated with a principal business • Sale of grains and related products • Seed cleaning and sales • Uses accessory to the principal uses • Wholesale establishment related to a feed mill operation • A public use in accordance with the general provisions of the By-law
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3. THIS By-law shall come into force and take effect on its date of passing subject to the provisions of subsections 34(30) and (31) of the Planning Act, R.S.O. 1990, c.P.13, in the event a notice of appeal of this by-law is filed in accordance with subsection 34(19) of the Act.
Read a first time this 17 th day of December, 2013.
Read a second time and passed this 17 th day of December, 2013.
Gord Schermerhorn, Mayor
Susan Beckel, Clerk
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By-law No. 2013-0064 - To Amend Zoning - Nibourg - Part Lot ... Page 235 of 236 THE CORPORATION OF THE TOWN OF GREATER NAPANEE
BY-LAW NO. 2013-0065
Being a By-Law to Confirm the Proceedings of the Council of The Corporation of the Town of Greater Napanee at its Regular Session Held on December 17, 2013
WHEREAS Section 5 of the Municipal Act, 2001, S.O. 2001, c.25, as amended (the “Municipal Act, 2001”), gives Council the authority to exercise the powers of the municipal corporation and requires that the powers of every Council are to be exercised by by-law;
AND WHEREAS Council has passed By-law No. 08-01, being a By-law to Govern the Calling, Place and Proceedings of Council and Committees of Council and the Conduct of its Members;
AND WHEREAS it is deemed expedient that the proceedings of the Council of the Town of Greater Napanee at this meeting be confirmed and adopted by by-law;
NOW THEREFORE the Council of the Corporation of the Town of Greater Napanee enacts as follows:
1. That the actions of the Council of the Corporation of the Town of Greater Napanee, at its Regular Session held on December 17, 2013 in respect of each motion and resolution passed and other actions taken by the Council of the Town of Greater Napanee at this meeting, are hereby adopted and confirmed, as if all such proceedings were expressly embodied in this by-law.
2. That the proper officials of the Town of Greater Napanee are hereby authorized and directed to do all things necessary to give effect to the actions of the Council of the Town of Greater Napanee, referred to in the preceding section.
3. That the Mayor, or in the absence of the Mayor, the Deputy Mayor and the Clerk, or in the absence of the Clerk, the Deputy Clerk are authorized and directed to execute all documents necessary in that behalf and to affix thereto the seal of the Town of Greater Napanee.
4. That this by-law shall come into force and take effect on the day of its final passing.
Read a first and second time and finally passed this 17th day of December, 2013.
______Gordon Schermerhorn, Mayor Susan Beckel, Clerk
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