HomeMy WebLinkAboutCIS Agenda - 2021-10-041
KiTc�ivER
Community and Infrastructure Services Committee
Agenda
Monday, October 4, 2021, 1:00 p. m. - 4:00 p. m.
Electronic Meeting
Due to COVID-19 and recommendations by Waterloo Region Public Health to exercise physical
distancing, City Hall is open for select services. Members of the public are invited to participate in this
meeting electronically by accessing the meeting live -stream video at kitchener. ca/watch now
While in-person delegation requests are not feasible at this time, members of the public are invited to
submit written comments or participate electronically in the meeting by contacting
delegation@kitchener.ca. Please refer to the delegations section on the agenda below for registration
deadlines. Written comments will be circulated prior to the meeting and will form part of the public
record.
Accessible formats and communication supports are available upon request. If you require assistance
to take part in a city meeting or event, please call 519- 741-2345 or TTY 1-866-969-9994
Chair: Councillor B. loannidis
Vice -Chair: Councillor D. Schnider
Pages
1. Consent Items
The following matters are considered not to require debate and should be
approved by one motion in accordance with the recommendation contained in
each staff report. A majority vote is required to discuss any report listed as
under this section.
1.1. DSD -2021-166 - Old Mill Sanitary Pumping Station - Consultant Contract 3
Increase
2. Delegations
Pursuant to Council's Procedural By-law, delegations are permitted to address
the Committee for a maximum of five (5) minutes. Delegates must register by
11: 00 a. m. on October 4, 2021, in order to participate electronically.
2.1. None at this time.
3. Discussion Items
3.1. DSD -2021-177 - Neighbourhood Speed Limit 45 m 6
Review
(Staff will provide a 10 -minute presentation on this matter.)
3.2. CSD -2021-15 - Additional Staff for Proactive 30 m 13
Sidewalk Enforcement
3.3. CSD -2021-17 - Fire Department Suppression 75 m 17
Response Time & Staffing Review
(Staff will provide a 10 -minute presentation on this matter.)
4. Information Items
4.1. None.
5. Adjournment
Dianna Saunderson
Interim Manager of Council and Committee Services/
Deputy Clerk
Page 2 of 33
Staff Report `
Develo hent Services Deoartr7ent www.kitchener. ca
REPORT TO: Community & Infrastructure Services Committee
DATE OF MEETING: October 4, 2021
SUBMITTED BY: Gross, Hans, Director of Engineering Services, 519-741-2200 ext.
7410
PREPARED BY: Spere, Chris, Manager, Construction Engineering, 519-741-2200 ext.
7412
WARD(S) INVOLVED: Ward 4
DATE OF REPORT: August 25, 2021
REPORT NO.: DSD -2021-166
SUBJECT: Old Mill Sanitary Pumping Station — Consultant Contract Increase
RECOMMENDATION:
That the contract for MTE Consultants Inc. for engineering services related to the Old
Mill Sanitary Pumping Station (OMSPS) be increased by $282,700, funded by the
development charge reserve fund.
REPORT HIGHLIGHTS:
• The purpose of this report is to increase the budget for a project that has had
additional elements added to the consultant scope of work
• The financial implications are limited to an additional transfer from the development
charges reserve fund, which is completely funded by growth.
• This report supports the delivery of core services.
BACKGROUND:
Old Mill Sanitary Pumping Station (OMSPS) is located in the south part of the city, on Old
Mill Road adjacent to Willow Lake Park. The project is required to replace the existing
sanitary pumping station with a new facility in order to accommodate the development of
different parcels of developer -owned land. The OMSPS project was identified as a fully
growth -related piece of infrastructure through previous development charges studies.
Approved tenders for the provision of supplying engineering services in relation to the
completion of an Environmental Assessment, design, tendering, approval and contract
administration/construction inspection for the OMSPS was publicly tendered by the City and
was awarded to MTE Consultants Inc. at an upset limit of $690,915.23.
REPORT:
MTE Consultant's scope of work for this project included the completion of a Schedule B
Environmental Assessment, detailed design of a new/upgraded sanitary pumping station,
tendering of the construction of the new station including the demolition of the old station,
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 3 of 33
and construction services (Contract Administration and Construction inspection). MTE
began the detailed design for the replacement station in 2017 with anticipated construction
beginning in 2019. Construction began in 2021 and is expected to be completed in 2022.
The original consultant terms of reference included preparation of a single construction
tender. Through the design and subsequent geotechnical investigation, the soil conditions
were found to require complex excavation including shoring to facilitate construction of new
station. MTE was requested to prepare and complete a prequalification tender for the
shoring portion of the construction. This work was not included in the original terms of
reference.
MTE's fees were based on an anticipated 240 construction working days. The construction
of this new station is complex due to the depth of the excavation, the need for shoring,
extensive dewatering, overall sequencing of the construction of the new station, connection
of linear infrastructure and the demolition of the existing station. Due to this complexity, the
project was tendered to include 360 construction working days.
Dewatering of the high ground water table was anticipated and included in the tender.
However, high dissolved iron content of the ground water caused issues with the quality of
the dewatering discharge and necessitated additional testing and hydrogeological work be
carried out by MTE during construction.
The Environmental Assessment identified the old pumping station location as a potential
lookout. A record of site condition is required and it is cost effective to complete this work
through one consultant versus retaining a separate consultant to do the work in parallel.
It is staff's recommendation that the additional costs for the OMSPS be funded by the
development charge reserve fund. The reasons for the additional costs include:
• MTE was asked to complete a prequalification tender for the shoring contractor. This
was not included in the original terms of reference
• MTE was asked to complete a Record of Site Condition for the existing pumping
station site. This was not included in the original terms of reference
• The consultant terms of reference asked the consultants to provide pricing for
construction services based on 240 working days of construction. This project was
ultimately tendered with a duration of 360 construction days. Construction was initially
planned for 2019 and was delayed.
• Issues with the quality exceedances of ground water discharge resulted in the need
for additional water testing and efforts related to the hydro -geological portion of
MTE's scope of work
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
The recommendation would result in a $282,700 transfer from the Development Charges
reserve fund to the Old Mill Sanitary Pumping Station (OMSPS) capital account. Prior to
considering this transfer, the DC reserve fund is projected to end 2021 with a positive
balance of over $3M.
Page 4 of 33
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance
of the council / committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
• FCS -17-090 — E17-048 Consultant Services — Old Mill Sanitary Sewer Pumping
Station
APPROVED BY: Justin Readman, General Manager of Development Servies
Page 5 of 33
Staff Report
Develo n7ent Services Deoartr7ent
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: October 4, 2021
SUBMITTED BY: Cronkite, Barry, Director, Transportation Services,
519-741-2200, ext. 7738
L
l\[ [ c HEN I�
www. kitchener ca
PREPARED BY: Hosseini, Faranak, Transportation Planning Project Manager,
519-741-2200, ext. 7665
WARD(S) INVOLVED: All Wards (1-10)
DATE OF REPORT: September 23, 2021
REPORT NO.: DSD -2021-177
SUBJECT: Neighbourhood Speed Limit Review
RECOMMENDATION:
That the speed limit in all residential neighbourhoods within the City of Kitchener be
reduced from 50km/h to 40km/h;
That the speed limit in school zones and along signed and identified neighbourhood
bikeways be further reduced to 30km/h within residential neighbourhoods;
That the capital budget allocation required for implementation be referred to the 2022
budget process; and further,
That the Uniform Traffic Bylaw be amended accordingly.
REPORT HIGHLIGHTS:
• The purpose of this report is to summarize the results of the Neighbourhood Speed Limit
pilot project which evaluated the effectiveness of lowering speed limits in a
neighbourhood -wide context in three (3) residential neighbourhoods in Kitchener.
• This report also reviews the experience of other municipalities and outlines the current
state of speed limits on Kitchener roads.
• The key finding of this report is that by reducing speed limits (coupled with education
and engagement efforts) vehicle operating speeds were reduced by 3km/h (7%) on
average. The observed reduction is consistent with the experience of other
municipalities reviewed in this report.
• The estimated capital cost for signing the Neighbourhood Speed Limit Areas is
$550,000. This includes approximately $475,000 for signage and installation and
$75,000 for communications and engagement. This project is not expected to have a
immediate impact on the operating budget, but it should be noted that regulatory signs
are measured for reflectivity on an annual basis and must be replaced once reflectivity
reduces beyond a certain threshold.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 6 of 33
• Community engagement included an online survey to gauge public support for lower
speed limits in residential neighbourhoods. The survey showed that 57% of the
participants are in support.
• This report supports the strategic priority 3 (Safe and Thriving Neighbourhoods),
strategy 3.2 (Create safer streets in our neighbourhoods through new traffic calming
approaches), strategic action NB38 (traffic calming) of the City of Kitchener's Strategic
Plan.
BACKGROUND:
Speeding in residential neighbourhoods is one of the most common concerns raised by
residents to Transportation staff and members of Council. In an effort to address this
community wide concern, staff have engaged with local residents, community associations,
ward Councillors and other stakeholders through a number of different initiatives to better
understand how the community feels that Kitchener's streets can be made safer for all road
users.
As a result of continued input and concerns from the community a neighbourhood speed
limit review project was launched in 2019, through council's support of report DSD -19-159
— Neighbourhood Speed Limit Review. This pilot project resulted in the speed limits being
reduced in three Kitchener communities. The intent of the pilot project was to assess the
effectiveness of lowering speed limits on vehicle operating speeds. To better understand
the impact of speed limit reduction in residential communities, staff also conducted best
practices review and researched the experience of other municipalities.
REPORT:
Relationship Between Speed and Traffic Safety
Vehicle operating speeds and safety are interconnected. Studies conducted through the
transportation engineering field have shown a strong and direct correlation between higher
speeds and the likelihood of involvement in a casualty collision — a collision that results in
serious injury or fatality'. Studies also show the likelihood of survival in a collision between
a vehicle and a pedestrian is approximately 15% when the vehicle is traveling at 50 km/h.
However, the likelihood of survival increases to 70% when the vehicle is traveling at 40
km/h2. Drivers travelling at lower speeds are typically better able to scan the roadway, and
notice objects and unusual movement closer to their vehicle, which lowers the potential for
a collision to occur. Reduced speeds also increase opportunity for eye contact between
road users, which can also play an important role in preventing collision S3.
Neighbourhood Speed Limit Approach
On May 1, 2018, the Highway Traffic Act (HTA) was amended to allow municipalities to
define speed limits by identified neighbourhood areas. In this approach, speed limits are
posted at the entry and exit points of a neighbourhood, eliminating the need to add signage
to each roadway within the designated area
1 Driving speed and the risk of road crashes: A review, Letty Aarts, Ingrid Van Schagen, April 2005, Elsevier
2 Vision Zero 2.0 — Road Safety Plan Update, City of Toronto, 2019
3 Residential Speed Limit Review — Background Information, City of Saskatoon, 2021
Page 7 of 33
Effectiveness of Reduced Speed Limits
A number of municipalities throughout Canada have already lowered speed limits
throughout selected neighbourhoods. Table 1 summarizes the experience of other
municipalities on the effectiveness of reduced speed limits without making any road
geometry changes / physical measures.
Table 1 — Experience of Other Canadian Municipalities with Lowerina Saeed Limits
Location
Details
Saskatchewan,
• Speed limit on all local roads within Montgomery Neighbourhood was
ON
reduced from 50 km/h to 40 km/h in 2016.
• Changes were effective on some streets resulting in 1.4 to 4.9 km/h
reduction in operating speeds. However, the speed limit changes were
not evenly effective across the entire neighbourhood.
Toronto, ON
• Speed limits were reduced from 40 km/h to 30 km/h in some residential
areas in 2015 and 2016.
• There was a 28% reduction in the collisions involving pedestrians and
a 67% reduction in serious and fatal injuries because of the speed
reduction.
Calgary, AB
• Speed limit was reduced to 30 km/h in school zones and playground
zones with fixed hours (7 am to 9 pm, 7 days a week)
• The mean traffic speed was reduced by 6 km/h from 36 km/h to 30
km/h.
• The number of collisions involving pedestrians decreased by 33% in
playground zones.
Edmonton, AB
• Speed limits were lowered in six residential neighbourhoods in 2010.
• Operating speeds were reduced as a result of reducing speed limits.
• The operating speed reduction ranged from 4% to 11 % depending on
the community.
Neighbourhood Speed Limit Pilot Results
To assess the effectiveness of the reduced speed limits on a neighbourhood -wide scale,
City Council approved a pilot project that reduced the speed limits from 50 km/h to 40 km/h
in three (3) residential neighbourhoods. The speed limits were further reduced to 30 km/h in
school zones within these areas. To communicate this change and educate the public on
Neighbourhood Speed Limit Areas, geotargeted social media content was posted and post
cards were sent out to all impacted residents. In addition, notifications were sent to local
schools to make parents aware of the speed limit change within school zones. The three (3)
residential areas piloted are as follows:
• Huron Area — This area is located in Ward 5 and is bounded by Fischer -Hallman
Road, Huron Natural Area and Huron Road
• Doon South Area — This area is located in Ward 4 and is bounded by Homer Watson
Boulevard, Conestoga College Boulevard, New Dundee Road, Reidel Road,
Caryndale Drive, Stauffer Drive, Tilts Bush and Schneider Greenway
• Idlewood Area — This area is located in Ward 2 and is bounded by River Road East,
Ottawa Street North, Lackner Boulevard and Fairway Road North
Page 8 of 33
To better understand the effectiveness of increased enforcement on lowered speed limits,
police presence was heightened in one of the three pilot areas during the data collection
period. The area selected for heightened police presence was the Huron pilot area
To assess the effectiveness of the pilot program, data was collected in May 2021 and
compared with data collected in the three years priorto the speed limit reduction. The results
of the before -after study are summarized in Table 2.
Table 2 — Before After Saeed Studv Results
Neighbourhood
Before
Before
After
After 85th
# of
Average
85th
Average
85th
Average
Percentile
roads
Difference
Percentile
Operating
Percentile
Operating
Speed
studied
(km/h)
Difference
Speed
Speed
Speed
(km/h)
(km/h)
km/h
km/h
km/h
Huron Area
43.90
51.54
39.16
47.21
7
-4.74
-4.33
-11 %
-8%
Doon South
46.40
55.03
45.90
53.61
9
-0.50
-1.42
Area
I
I
I
I
I -1 %
-3%
Idlewood Area
48.01
55.84
43.30
51.86
8
-4.71
-3.98
-10%
-7%
Reducing the speed limits in residential neighbourhoods has resulted in a in a 1% to 11%
reduction in vehicle operating speeds, depending on the neighbourhood. Staff feel that a
key component of the reduction is also the education and engagement efforts that were
undertaken. It is worth noting that heightened police presence may have also contributed
to lower vehicle operating speeds in the Huron neighbourhood. The further reduction of
speed limits in school zones showed the greatest impact in reduced vehicle operating
speeds. Data collected in school zones showed a 12% (from 41.2 to 36.4 km/h) reduction
in the average operating speed and a 13% (49 to 42.4 km/h) reduction in the 85th percentile
speeds. Staff also conducted a detailed analysis of the data collected to gain a greater
understanding of the impact on higher operating speeds; the 15% that drive above the 85th
percentile speeds. The data showed a greater reduction in speeds in this segment, which
should lead to an increase in overall road user safety.
Recommendations
Based on the results described in the previous sections, staff recommend lowering speed
limits from 50 km/h to 40 km/h in all residential neighbourhoods within the City of Kitchener.
Further, staff recommend that, school zones' and neighbourhood bikeways' speed limits
within the residential areas be reduced to 30 km/h. Similar to the pilot project, a gateway
signage approach is required at all locations.
Staff have developed a map sectioning the City into potential Neighbourhood Speed Limit
Areas. These areas are mostly bounded by arterial streets and regional roads. This map is
provided in Appendix A. As shown in the map, several arterial roads and major collector
roads intended to move and distribute large volumes of traffic are not included in the 40km/h
zones. These include roads such as Block Line Road, Huron Road, Belmont Ave W,
Queen's Boulevard, Strasburg Road, etc.
Page 9 of 33
Staff will develop criteria to help prioritize an implementation schedule over 2022 to 2024.
These criteria include but are not limited to speed related concerns from residents, school
zones, pedestrian destinations, and operational efficiency.
Communications and Engagement Plan
A number of initiatives to engage and inform the public are proposed. Communication
initiatives will include the following:
• Social media posts on City accounts, included geo-targeted posts for Neighbourhood
Speed Limit Areas being implemented;
• Pamphlets and posters at city facilities;
• Direct mailings to residents within the project areas;
• Notifications sent home with students from local schools; and,
• Webpage for information, updates and ongoing feedback.
STRATEGIC PLAN ALIGNMENT:
This report supports the strategic priority 3 (Safe and Thriving Neighbourhoods), strategy
3.2 (Create safer streets in our neighbourhoods through new traffic calming approaches),
strategic action NB38 (traffic calming) of the City of Kitchener's Strategic Plan.
FINANCIAL IMPLICATIONS:
Capital Budget — The estimated cost for signing the Neighbourhood Speed Limit Areas
project is $550,000 including $475,000 for 40 km/h signage and installation, $75,000 for
communications and engagement to inform and educate residents of the proposed speed
limit changes. This program is unfunded, and staff recommend that this program be referred
to the 2022 Capital budget review. It is expected that this project would be implemented
over 3 year timeframe (2022-2024).
Operating Budget — The recommendation has no immediate impact on the Operating
Budget, but staff do note that these signs will become part of the ongoing monitoring
program and will need replaced at end of life (10+ years).
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of
the council / committee meeting.
CONSULT — The City has conducted surveys to gauge public support for lower speed limits
in neighbourhoods. The support for this type of initiative has generally been positive.
COLLABORATE — An online survey was conducted to gauge public desire for a review of
neighbourhood speed limits. The survey showed that 57% of the respondents agree that
lowering traffic speeds is a priority in their neighbourhood. 27% disagree with that statement,
while 16% were neutral or not sure. The top three priorities for speed limit reduction were:
Commonly used school routes (78% of respondents), residential neighbourhood roads (72%
of respondents), and pedestrian shopping and market areas (69% of respondents). More
details about the survey is provided in Report DSD -19-159.
Page 10 of 33
PREVIOUS REPORTS/AUTHORITIES:
• Report DSD -19-159
APPROVED BY: Justin Readman, General Manager
Development Services Department
ATTACHMENTS:
Attachment A — Neighbourhood Speed Areas — Map
Page 11 of 33
Appendix A - Neighbourhood Speed Areas - Map
Neighbourhood
1
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'This map is for illustration purposes only. Some zones may be revised during implementation and based on operational factors.
Page 12 of 33
Staff Report `
Community Services Departrmnt www. kitchener. ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: October 4, 2021
SUBMITTED BY: Gloria MacNeil, Director of By-law Enforcement, 519-741-2200 ext. 7952
PREPARED BY: Gloria MacNeil, Director of By-law Enforcement, 519-741-2200 ext. 7952
WARD(S) INVOLVED: All
DATE OF REPORT: September 21, 2021
REPORT NO.: CSD -2021-15
SUBJECT: Additional Staff for Proactive Sidewalk Enforcement
RECOMMENDATION:
That Council refer the expansion of the proactive sidewalk enforcement program to
the 2022 budget process.
REPORT HIGHLIGHTS:
During the 2021 budget process, Council directed staff to report back with related
impacts of hiring additional proactive bylaw inspectors for the 2021-2022 winter season.
Adding additional officers to the proactive snow and ice program would allow for greater
coverage in more areas of the city.
The additional operating costs of adding four additional staff to support an increase to
the proactive bylaw inspection program is approximately $163,191.30
BACKGROUND:
During the 2021 budget process, Council directed staff to report back with related impacts
of hiring additional proactive bylaw inspectors for the 2021-2022 winter season, and to make
any additional recommendations for improving our sidewalk snow clearing strategies.
REPORT:
Council approved a pilot program for four proactive snow and ice officers in the 2018-19
winter season. The program ran successfully for two full seasons at which time Council
approved the implementation of a permanent program in 2020.
Proactive Program:
The permanent proactive program began in November 2020 and operates annually from
November 15 until April 15th. Each year staff have preselected areas of the city where there
is generally a higher volume of pedestrian use, including areas of the city where there are
schools and retirement homes.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 13 of 33
Each year, staff hire four full time temporary employees who are responsible for conducting
proactive, daily inspections (unless it is actively snowing or the 24 hours has not lapsed
since the last snow fall). These staff will walk up and down the sidewalks within a preselected
neighbourhood and inspect each sidewalk to determine if the sidewalk has been adequately
cleared of all snow and ice to ensure safe passage for all pedestrians including those who
may have difficulty with mobility or require a mobility device such as wheelchair, walker,
cane, stroller, etc.
If a sidewalk is not adequately cleared or if there is ice present on the sidewalk, staff will
leave a notice for the occupants of the residence. The notice advises that staff were on site,
it provides an overview of the bylaw requirements and advises the occupants they have 24
hours to clear the sidewalk of snow and ice. Staff also provide a pamphlet that explains the
importance of clearing your sidewalk and being a good neighbour. The notice provides the
officers name and contact information should the homeowner/occupant want to discuss the
notice or if they require further information.
The challenge with the proactive program is that it often generates more complaints and
creates frustration amongst residents who may be making an effort to clear their sidewalk
however the end result is not adequate/sufficient or does not comply with the requirements
of the bylaw.
Reactive Program:
The City has had a reactive snow and ice program in place for over 25 years. This program
solely relies on complaints being received by members of the public in which an officer will
respond out and conduct an inspection of the sidewalk that was complained about and in
addition, will also inspect eight properties on either side of the complaint address, therefore
one complaint will result in a minimum of 17 inspections.
The same processes is followed and applied in both the proactive and reactive snow and
ice programs. Once staff have determined the sidewalk is not in compliance with the snow
and ice bylaw, staff will leave the same notice and pamphlet at the address advising of the
bylaw, the expectations and the 24 hour time frame to bring the sidewalk into compliance.
The reactive program generally results in less complaints from residents as these
complaints for the most part tend to be more severe in nature and often tend to be properties
where little to no effort has been made.
Both programs allow for one snow and ice notice to be left at each residence in the city each
season, the notice is meant to serve as education and a reminder that residents are required
to clear their sidewalk within 24 hours of the cessation of a snow fall and it must be cleared
of all snow and ice.
The charts below show the total number of violations recorded for both the proactive and
reactive programs as well as the total number of violations that were sent to the contractor
for clearing over the past three winter seasons.
Page 14 of 33
Reactive Complaints
Year
Total
Violations
Inspected
Total sent to
Contractor for
Clearing
2020-21
1881
324
2019-20
2055
219
2018-19
2842
182
Proactive Complaints
Year
Proactive
Violations
Found
Total sent to
Contractor for
Clearing
2020-21
1419
193
2019-20
1743
91
2018-19
2548
57
Adding additional officers to the proactive snow and ice program would allow for greater
coverage in more areas of the city. This would ensure better coverage throughout the city
rather than focusing on designated/specific areas for an entire season. The goal of the
program would be to have staff proactively work through every ward and ultimately every
street within each neighbourhood. The end result would be to encourage ongoing
compliance amongst all residents as residents would not be aware of when the team would
be in their neighbourhood.
Additional staffing would also provide Bylaw Enforcement with the resources to focus on
problem areas and provide targeted enforcement on locations with high volumes of
complaints and non-compliance. Currently, we do have a program in place for chronic
repeat offenders where a history of non-compliance has been established. Once an address
has been deemed to be chronically in non-compliance they are placed on a list with our
contractor and the sidewalk is automatically inspected and cleared if required by the
contractor after each snow fall. We previously had five addresses on this list however
several of the properties have sold and we currently only have one.
Staff would continue to respond to complaints reactively and apply our enforcement process
as we always have.
Contractor:
In 2015, staff contracted out snow clearing of sidewalks associated with the Snow and Ice
Bylaw. The agreement currently in place with the contractor, requires that they respond the
following business day to clear any sidewalks that were inspected and forwarded by staff
for non-compliance. The contractor is committed to this response time and have resourced
their staffing levels to ensure they are able to maintain response times within our 24 hour
commitment.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
Page 15 of 33
FINANCIAL IMPLICATIONS:
Expanding the program would have a direct impact on the Operating Budget. The cost of
four additional officers for the proactive program is approximately $163,191.30.
COMMUNITY ENGAGEMENT:
This report has been posted to the City's website with the agenda in advance of the
Committee/Council meeting.
ACKNOWLEDGED BY: Michael May, General Manager Community Services Department
& DCAO
Page 16 of 33
Staff Report
Community Services Departr7ent
REPORT TO: Community & Infrastructure Services Committee
DATE OF MEETING: October 4, 2021
SUBMITTED BY: Fire Chief Bob Gilmore, ext. 5501
www. kitchener ca
PREPARED BY: Helena Foulds, Manager, Service Coordination & Improvement,
Community Services Department, ext. 7193
WARD(S) INVOLVED: All Wards
DATE OF REPORT: September 24, 2021
REPORT NO.: CSD -2021-17
SUBJECT: Fire Department Suppression Response Time & Staffing Review
RECOMMENDATIONS:
That City Council approve the plan to increase suppression staff by 20 new
firefighters over the next four years and open a new fire station in 2026, as outlined
in CSD -2021-17; and that the financial implications of these additions be referred to
the City's annual budget process.
That staff be directed to complete a fire station location study in 2022 to determine
the optimal location for a new fire station, and subsequent impacts on the response
zones for other Kitchener fire stations.
REPORT HIGHLIGHTS:
• Over the past several years Kitchener has experienced significant growth in its
population; and, in the number of tall buildings within the community, especially in the
downtown. That growth is projected to continue for many years to come. As a result of
this growth, the Kitchener Fire Department (KFD) is finding it difficult to respond to
emergency calls within an acceptable time.
• On average, between 2016 and 2019, the KFD's response times to medical or fire rescue
calls took longer than the industry standard almost half of the time (43%).
• An independent review of the KFD, conducted by the Fire Underwriters Survey, found
that KFD's current suppression staffing levels could negatively impact fire insurance
classifications within the city if not addressed. This has the potential to increase the cost
of fire insurance within the community.
• In 2017, as part of the City's Fire Master plan, a review conducted by a third -party
consultant found that with current suppression staffing levels, there is no area of the city
where 24 firefighters can respond to a fire in a high-rise building within the industry
standard response time.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 17 of 33
• Despite the significant growth in the community, the KFD has fewer suppression
firefighters today than it did in 2011 (5 fewer). In 1991 the KFD had 34 firefighters on
duty at one time, today it has 35.
• Kitchener has the 2nd lowest number of suppression firefighters per 1,000 residents, and
the 4t" lowest number of fire stations when compared to 12 other Ontario municipalities.
• Four of the City's current fire stations are projected to respond to more than 2,500 calls
each this year, which is considered a "high volume" by the Fire Underwriters Survey. In
2019, Fire Station 2 (Guelph Street), which is the station primarily responsible for
responding to emergency calls within the downtown, was already responding to over
3,800 calls — well above the threshold of a "high volume" station.
Growth Key Indicators (2011 - 2019)
Number of calls for emergency
supression response
16%
Number of residential
buildings 6 storeys or more
6%
Population growth
Number of KFD Fire -3%
supression staff
-10% 0% 10% 20% 30% 40% 50%
Figure 1: Change in key growth indicators, 2011 - 2019
BACKGROUND:
58%
The KFD provides City of Kitchener residents, visitors and businesses with protection
against loss of life, property and environmental damages caused by fires, accidents, and all
other hazards. KFD delivers fire and emergency protection services through three strategic
lines of defence: public fire safety and education; fire safety standards and enforcement;
and emergency response. This report, and staff's recommendations contained within it, are
focused on the third line of defence, emergency response, which is provided primarily by
KFD's Suppression Division.
Over the past 40 years, several studies have been conducted to ensure adequate
emergency response and protection services across the City of Kitchener. Further, in
formulating the recommendations within this report staff have reviewed industry best
practices like the National Fire Protection Association (NFPA) 1710 standard, the Fire
Underwriters Survey review of KFD, the City Council approved Fire Master Plan and
accompanying Community Risk Profile, and data from comparator municipalities within
Ontario.
E
Page 18 of 33
The following provides a brief summary of the key findings from previous studies and
supporting data:
Fire Location Study (1981):
A fire station location study completed in 1981 found that, "existing fire protection
coverage was inadequate."' The report also revealed that the Kitchener Fire Department
was meeting its response time objective for 80.4% of the city using its five existing fire
station S.2 An eight station model was recommended at that time in order to achieve
effective fire protection coverage.3 Currently, the City of Kitchener operates seven fire
stations and has not yet completed the eight station model originally proposed in 1981.
2. Fire Location Study (1990):
In 1990, another fire location study was completed to evaluate existing service levels,
including response times, and to make a recommendation on a 10 -year fire station
location/relocation strategy.
The 1990 study concluded that the Kitchener Fire Department was meeting the first truck
response time objective for 66.5% (one-third) of the City,4 which is a 13.9% decrease
from the previous 1981 study. The 1990 study estimated that by the year 2000
approximately 35% of the City would not receive adequate fire protection.5
A seven -station model was analyzed; however, this configuration also revealed that only
79% of the city would receive adequate coverage within the first truck response time
objective.6 More importantly, the seven station model did not account for the high levels
of urban growth and intensification that Kitchener is currently experiencing.
Like the study conducted in 1980, this study referenced the creation of an eight -station
model to serve the entire community.
3. Fire Master Plan (2017)
In 2017, City Council approved the Fire Master Plan as the guiding strategic document
for the Fire Department. The master plan included a response analysis report conducted
by Dillon Consulting. The findings in the Dillon Consulting report are based on historical
data from 2011 to 2015.
The report states that with current staffing levels, the KFD can only cover 27% of calls
with 14 firefighters on scene' within the NFPA 1710 standard response time which
demonstrates a further decrease from the 1990 Fire Location Study. More importantly,
fire suppression response in a high-rise building requires 24 staff to execute a safe
emergency response. The report found that "there is no area of the city where 24
firefighters can respond to a call within the NFPA 1710 standard. "$
1991 Fire Station Location Study, page 1
1991 Fire Station Location Study, page 10
3 1991 Fire station Location Study, page 12
a 1991 Fire Station Location Study, page 12
s 1991 Fire station Location Study, page 13
6 1991 Fire Station Location Study, page 13
City of Kitchener 2017 Fire Master Plan, Appendix E, page 27
s City of Kitchener 2017 Fire Master Plan, Appendix E, page 27
3
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4. Fire Underwriters Survey (2019)
The Fire Underwriters Survey (FUS) represents approximately 90% of Canada's private
sector property and casualty insurers. They provide data on public fire protection for fire
insurance statistical and underwriting evaluation.
In 2019, FUS assessed Kitchener's fire defense for fire insurance grading and
classification purposes. The review identified several areas for improvement including
available suppression resources.9 The report stated, "improving response capabilities
across the City, along with staffing in both suppression and prevention would ideally
result in the largest impact to current fire insurance classifications."10
As the City of Kitchener grows in population, high rise development and call volume for
emergency response, the need for fire protection also increases. If no action is taken to
address current suppression staffing, the FUS score could be negatively impacted, which
has the potential of increasing the insurance rates for property owners.
REPORT:
Suppression Division Overview
KFD's Suppression Division provides critical fire suppression services as well as first
response to fire emergencies, medical emergencies, hazardous materials, and other
disasters. In addition, this division responds to incidents that require specialized rescues
(i.e. vehicle extrications, confined space rescue, ice and water rescue, trench and structural
collapse and more). Further, this division also supports the provision of some fire prevention
and fire public education programming to the community.
Currently, the Suppression Division consists of 183 firefighters divided into four platoons
located at seven fire stations across the city.
Over the years, as the community has grown, the KFD has made several operational
changes to find efficiencies and alleviate the growing demand for service on the Suppression
Division, without adding additional staff. Those changes include:
• removing an aerial truck from service resulting in a reduction of two firefighters from
the minimum staffing level, and capital savings associated with maintenance and
operation of the aerial truck;
• removing a permanent staff member on the tanker truck resulting in a reduction of
one firefighter from the minimum staffing level;
• reducing Station 3 response to the downtown core from five to four firefighters
resulting in a reduction of one firefighter from the minimum staffing level;
• reducing each platoon by one firefighter through attrition (four firefighters in total);
• funding a new full-time position in the Fire Prevention division by reducing one
platoon in Fire Suppression by one firefighter;
• upgrading technology in the Communications division to improve the EMS notification
systems to allow call data to interface directly with the Kitchener Fire dispatch system;
9 2019 Fire Underwriters Survey — City of Kitchener, page 2
10 2019 Fire Underwriters Survey — City of Kitchener, page 6
9
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• installing mobile data terminals (MDT's) in the cabs of fire apparatus allowing fire
dispatch to communicate electronically with all apparatus; and,
• integrating Direct Detect with fire dispatch.
The combined result of these operational changes is that today the Suppression Division
of KFD is operating with a total of five fewer firefighters than it was in 2011, despite
the growth pressures experienced in the community.
In addition to these operational changes and efficiencies, over many years KFD has sought
to find creative opportunities to generate revenue to help offset operational costs through
programs such as the Fire Marquee program of charging insurance companies for certain
operational costs and the expansion of Direct Detect where possible.
1. Growth and Intensification
Population Growth
Population growth is an important consideration in fire suppression because call volume and
total number of emergency incidents increases as population increases. The City of
Kitchener has been growing at a steady rate. The population increased by approximately
51,468 residents between 2006 and 2021 and this trend is expected to continue, bringing
the total population to 322,000 residents by 2041.11 Overall, Kitchener can expect
approximately 117,332 new residents between 2006 and 2041.
The population forecast in Figure 2 (below) does not account for new construction and
development. An increase in residential development will have an even greater impact on
overall population growth.
Total Population
350,000 I
322,000
304, 214
300,000 286,486
I 271,196
256,136
250,000 233,222
219,153
204,668 I
200,000
150,000 I
100,000
50,000 I
0
2006 2011 2016 2021 2026 2031 2036 2041
Historical Growth (Statistics Canada) Future Growth Projections (Region of Waterloo Forecast)
Figure 2: total population, 2006 - 2041
Tall building Development
" Region of Waterloo population forecast for the City of Kitchener, 2021
5
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Building height is an important consideration in fire suppression because the number of
firefighters increases from 15 to 24 when responding to a fire in a tall building (e.g. high-
rise). Figure 3 shows that the City of Kitchener is projected to more than double the number
of buildings greater than six storeys by 2030. This projection only includes future
developments staff are aware of at various phases (i.e. pending approval, approved, under
construction, built, occupied) — which means the growth in these types of building is likely to
be much more than shown in Figure 3.
# of Buildings 6 Storeys or More
227
141
117
103 W
J
2010 2020
Figure 3: increase in number of buildings more than 6 storeys
Emergency Response Call Volume Growth
Call volume for an emergency response from KFD has increased 14.51 % between 2016
and 2019. Fire Station 1 (Headquarters), Station 2 (Guelph Street) and Station 5 (Queen's
Blvd) already receive more than 2,500 calls per year which is considered "high volume" by
the Fire Underwriters Survey. Station 4 (Fairway Road) is also expected to reach the 2,500
calls/year benchmark within the next year.
It is important to note that the Suppression Division responds to every fire response call with
the same level of urgency and staffing regardless of incident type because they do not know
the severity of the emergency until they arrive on scene. When the KFD receives a Fire or
Fire -Alarm call they send the same number of staff and apparatus because they do not know
what kind of response is required until they arrive. Once the KFD assess the situation, they
can send resources back (if the call is a false alarm) or request for additional support if
necessary.
C^
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Number of Calls per Year
16000 14,806 15,019
14,018
14000 13,115
12000
10000
8000
6000
4000
2000
0
2016 2017 2018 2019
■ Medical ■ Fire - Alarm ■ Rescue ■ Fire ■ Public Assistance Total
Figure 4: number of calls per year, 2016 — 2019
As shown in Figure 4 (above), KFD plays a critical role in partnering with paramedic services
to respond to medical emergencies within the community. Suppression staff are trained to
the red cross first responder (RCFR) level and deliver cardiopulmonary resuscitation (CPR)
and automated defibrillator procedures. Fire apparatus are also supplied with life saving
equipment that allows firefighters to begin lifesaving efforts before paramedics can arrive on
scene. KFD is often the first to arrive on a medical emergency call and can perform
necessary life-saving procedures until paramedics are able to arrive and take over care for
the patient.
7
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Call Volume Growth — Station #2 (Guelph Street)
Call Volume for Fire Station 2
SOI17
4000 3,865
3;731
3,507
3500
3000
2500
2000
1500
1000
500
3,110
2016
Figure 5: call volume for Station 2
Fire Station 2 is located on Guelph Street and provides service to a wide geographic area,
including communities as far as North Bridgeport all the way to Cherry Hill and Mill -
Courtland. Station 2 also serves the downtown core which continues to grow and intensify
(including the addition of many new tall buildings). Station 2 is Kitchener's busiest fire station
and already receives a high volume of calls. The black line in Figure 5 (above) represents
the FUS benchmark for high-volume and Station 2 has been operating above this
benchmark (2,500 calls/year) since 2016. Station 2 is significantly impacted by high-rise
response and intensification within the downtown core.
The opening of a new Fire Station (as recommended in this report) to support the growth in
the downtown will allow the response areas for other stations to be adjusted, which will help
reduce response times to emergency calls in many parts of the City. Staff are recommending
that a location study be completed in 2022 to determine the most strategic location for a new
fire station to help alleviate the pressure on Station 2 and the other fire stations.
2. Response Times
NFPA 1710 Response Time Standard
The NFPA (National Fire Protection Association) is the most highly recognized fire service
association North America. The NFPA is an international non-profit organization that was
established in 1896. The organization's mission is to reduce the burden of fire and other
hazards on quality of life by providing and advocating consensus codes and standards,
research, training and education. NFPA is recognized as one of the world's leading
advocates for fire prevention and an authoritative source on public safety.
E,
Page 24 of 33
Over the past decade, many fire departments across Ontario have been moving towards
using the standards established by the National Fire Protection Association to help to set
their response times. While there is no legislated requirement for City to meet NFPA
standards, the province of Ontario adopted NFPA as the standard in 2013.
One of the recommendations contained within the City Council approved Fire Master Plan
(2017), was to conduct a review of KFD's emergency response capabilities against the
NFPA 1710 standard. That standard specifies requirements to deploy fire suppression
resources in order to protect residents and firefighter safety.
NFPA 1710 states that 90% of the time:
• an initial response of four firefighters should arrive on scene within five minutes and
20 seconds for a fire/rescue call and five minutes for a medical call.
• a full response of 15 firefighters should arrive on scene within eight minutes for a
single detached home; and,
• a full response of 43 firefighters should arrive on scene within 10 minutes for a
building more than six storeys tall12.
Fire Responses in Tall Buildings
Responding to a fire rescue or other emergency call within a tall building requires additional
staff to be on scene in order to ensure firefighter and resident safety. It also requires
additional time in order to reach the scene (vertical response).
The NPFA 1710 standard also lays out the number of firefighters that should be deployed
to respond to different types of fire rescue emergencies. The following chart demonstrates
the increased number of fire suppression staff required to respond to fires within a building
of six storeys or more versus fires within a single detached dwelling.
Initial response (all 4
fire/rescue calls)
Full response for a 15
detached single dwelling
Full response for 24
buildings more than 6
storeys
8 minutes
10 minutes
0=0 011=111111,01901SVA111
NFPA 1710
KFD Fire
Master Plan 13
The Dillon report in the 2017 Fire Master Plan concluded that, with current staffing levels,
the KFD can only respond to 27% of calls with 14 firefighters on scene within the NFPA
standard response time and there is no area of the City where 24 firefighters can respond
" The NFPA 1710 indicates 43 firefighters required for emergency response in a building more than six storeys;
however, the Kitchener Fire Master Plan amended this number to 24, which was approved by Council in 2017.
13 City of Kitchener 2017 Fire Master Plan, Appendix E, page 27
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to a fire in a high-rise building within the NFPA 1710 standard which is a concern given the
significant growth in high rise developments, especially in the downtown area.
Further, the NFPA 1710 standard indicates that 43 firefighters are required for a high-rise
response14. However, the 2017 Fire Master Plan recognizes 24 firefighters as a more
reasonable response. This approach aligns with other Ontario municipalities who are also
unable to assemble 43 firefighters on scene for a high-rise emergency response.
Figure 6 shows that, on average between 2016 — 2019, Kitchener met the NFPA 1710
response time standard for initial response 57% of the time. In 1990, the KFD met the City's
first due response time for 66.5% of the city15. This downward trend is likely to continue if
the appropriate resources are not allocated to reflect the City's growth.
Average Number of Times
NFPA Total Reponse Time Standard was Met
(2016 - 2019)
Yes No
Figure 6: NFPA 1710 response time met (yes/no)
*Total response time includes the time from which a call is received in the station to when the first truck arrives on scene
Figure 7 and 8 (below) show that, for example, of the 43% of calls that did not meet the
NFPA 1710 standard in 2019, the response time was an average of 2 minutes 20 seconds
longer than the standard for fire/rescue calls and 1 minute 26 seconds longer than the
standard for medical calls in 2019.
Response time and depth of response (number of personnel on scene) are critical factors
when responding to an emergency (medical, fire or rescue). Adhering to these standards for
both response time and number of personnel on scene can have a life-saving effect. For
example, a house fire can double in size every minute and the survivability of a heart attack
14 See Appendix A, section 5.2.4.3 for full details on full response for high-rise buildings.
" The City did not use NFPA 1710 standard in 1990. At that time, response times were measured against a Council
approved standard.
10
Page 26 of 33
reduces significantly after four minutes. It is essential that the Kitchener Fire Department
make every effort to adhere to the NFPA standard to ensure the safety of all citizens.
Average KFD Total Response Time Above
NFPA 1710 for Fire/Rescue Calls (5:20+)
0:02:27 2:23
0:02:23 2:20
0:02:18 2;13
0:02:14
0:02:10
0:02:05 2:02
0:02:01
0:01:57
0:01:52 1 N LA
0:01:48
2016 2017 2018 2019
■ NFPA Fire/Rescue 5:20+
Figure 7: average time above the NFPA standard for fire/rescue calls
Across all of Kitchener response times are frequently impacted by apparatus responding
outside their own designated station area. For example, if Station 2 is busy responding to a
call in the downtown, and it receives a second call to respond to an emergency in the Kiwanis
area (which is also within their response zone), another station will need to travel from
across the City (e.g. Stanley Park, Forest Heights) in order to respond to the call in Kiwanis.
This need to respond outside of a station's assigned response zone adds a significant
amount of time to a response and causes a ripple effect when stations are consistently
travelling further from their response zones.
Average KFD Total REsponse Time Above NFPA 1710 for Medical
Calls (5 min+)
0:01:26
1:23
[1113 WIX
iWO
0:01:18
1:16
1:14
0:01:13
0:01:09
�
■
■
0:01:05
2016
2017
2018
2019
■ NFPA Medical 5:00 min +
Figure 8: average time above the NFPA standard for medical calls
11
Page 27 of 33
3. Comparison of Ontario Fire Departments (2021)
Information from 12 Ontario municipalities was collected to better understand how the KFD
ranks compared to fire departments serving similar communities. Comparator municipalities
were selected based on total population, population density, and assessment value most
like the City of Kitchener. Waterloo, Cambridge and Guelph were also included as Regional
comparators although they are smaller in population and geographic size.
Compared to other cities, Kitchener has the second lowest number of firefighters per
1,000 people and is the lowest among regional comparators.
Number of Firefighters per 1,000 people
1.40
1.20
1.00
0.80
0.60
0.40
0.20
0.00
Figure 7: number of firefighters per 1, 000 people
Compared to other cities, Kitchener is the fourth lowest when comparing the total
number of fire stations per 1,000 people and is the lowest among regional comparators.
0.050
0.045
0.040
0.035
0.030
0.025
0.020
0.015
0.010
0.005
0.000
Number of Fire Stations per 1,000 people
°°� °° �ue �e
a0 �
°roa•a�
Figure 8: number of fire stations per 1,000 people
12
Page 28 of 33
RECOMMENDATIONS:
In order to respond to the significant growth occurring within the City (population, tall
buildings and calls for emergency service), and to help improve response times to fire rescue
and medical calls, staff recommend hiring 20 new firefighters over the next four years and
opening a new fire station in 2026. Adding a new fire station would help the KFD respond to
the significant population and tall building growth (particularly in the downtown), and to
improve suppression response times from stations across the city.
The recommendation to hire 20 new staff over four years and then relocate 20 firefighters
to the new station in 2026 (once it opens) will allow the department to spread the operating
costs over a four-year period rather than incur those costs all at once. Further, the
department will be able to focus on talent attraction, recruitment and service delivery over a
four-year period as oppose to attempting to hire all those staff within one year.
The recommendation to open a new fire station in 2026 will complete the eight -station model
which was recommended in the 1990 Fire Station Location Study. Staff recommend a
comprehensive location study be completed in 2022 to identify a specific location for Station
8 as well as make recommendations for potential land acquisition (e.g. purchase,
development, partnership, utilization of existing city property, or expansion of an existing
station).
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core fire suppression and emergency response services.
FINANCIAL IMPLICATIONS:
The financial implications of staff's recommendation to increase suppression staff by 20 new
firefighters over the next four years are outlined below. Staff are recommending these
financial impacts be referred to the City's annual budget process.
2022 2023 2024 2025 2026 Total
Operating budget increase
required 289,818 580,058 662,173 653,118 435,493 2,620,659
Tax Levy Impact
0.22% 0.44% 0.50% 0.49% 0.33% 1.98%
Each new firefighter hired requires outfitting in personal protective equipment. The capital
cost of these items' averages $23,000/year and will also be referred to the 2022 budget
process for tax supported funding.
The capital costs of the new fire station and related truck(s) are eligible for development
charge (DC) funding. The City is currently conducting a DC background study and will bring
an updated DC by-law to Council for approval in 2022. The new fire station and related
truck(s) will be included in a future capital budget once the DC by-law is updated.
13
Page 29 of 33
COMMUNITY ENGAGEMENT:
This report has been posted to the City's website with the agenda in advance of the council
committee meeting and will be subject to the 2022 budget engagement process should
Council approve of staff's recommendations.
APPROVED BY: MICHAEL MAY, DEPUTY CHIEF ADMINISTRATIVE OFFICER
APPENDICIES
Appendix A - NFPA 1710 Standard Summary
14
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Appendix A — NFPA 1710 Standard Summary
The following terms and standards are directly from the NFPA 1710 Standard for the Organization and
Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations
to the Public by Career Fire Departments 2020.
Important Terms
Alarm Answering Time: The time interval that begins when the alarm is received at the
communication center and ends when the alarm is acknowledged at the communication center.
Alarm Processing Time: The time interval from when the alarm is acknowledged at the
communication center until response information begins to be transmitted via voice or electronic means
to emergency response facilities (ERFs) and emergency response units (ERUs).
First -Due Response Zone: The geographic area surrounding a fire station in which a company from
that station is projected to be the first to arrive on the scene of an incident.
Turnout Time: The time interval
that begins when the emergency
response facilities and
emergency response unit's
notification process begins by
either an audible alarm or visual
annunciation or both and ends at
the beginning point of travel time.
Total Response Time: The time
interval from the receipt of the
alarm at the primary emergency
response facility to when the first
emergency response unit is
initiating action or intervening to
control the incident.
Travel Time: The time interval
that begins when a unit is en
route to the emergency incident
and ends when the unit arrives at
the scene.
High -Hazard Occupancy:
These occupancies include
schools, hospitals, and other
special medical facilities, nursing
homes, high-risk residential
occupancies, neighborhoods with
structures near one another,
high-rise buildings, explosives
plants, refineries, and hazardous
materials occupancies.
Alarm answer
Alarm processing
15 sec 95% of the time
64 sec 961% of the lime
or
or
40 sec 99% of the time
106 sec 99% of the time
Turnout
First -due engine
Fire. 80 sec
240 sec (4 min)
EMS: 60 sec
90% of the time
Second -due engine M
316}p0 sec (6 min)
90+'o of the firne `
Initial full alarm
Lowimedium hazard
High hazard
4800 sec (8 min)
610 sec (10 min 10 sec)
90% of the tlrne
90 -0 of the time
Figure 9: NFPA 1710 Response Objectives
15
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NFPA 1710 Standard for Apartment Initial Full Alarm Assignment Capability (5.2.4.3)
The initial full alarm assignment to a structure fire in a typical 1200 ft2 apartment within a three-story,
garden -style apartment building shall provide for the following:
1. Establishment of incident command outside the hazard area for the overall coordination,
direction, and safety of the initial full alarm assignment with a minimum of two members
dedicated to managing this task (2).
2. Establishment of two uninterrupted water supplies at a minimum of 400 gpm (1520 L/min), with
each supply line maintained by an operator.
3. Establishment of an effective water flow application rate of 300 gpm (1140 L/min) from three
handlines, each of which has a minimum flow rate of 100 gpm (380 L/ min), with each handline
operated by a minimum of two members to effectively and safely maintain each hand- line (6).
4. Provision of one support member for each attack, backup, and exposure line deployed to
provide hydrant hookup and to assist in laying of hose lines, utility control, and forcible entry (3).
5. Provision of at least two victim search -and -rescue teams, each team consisting of a minimum of
two members (4).
6. Provision of at least two teams, each team consisting of a minimum of two members, to raise
ground ladders and perform ventilation (4).
7. If an aerial device is used in operations, one member to function as an aerial operator and
always maintain primary control of the aerial device (1).
8. At a minimum, an initial rapid intervention crew (IRIC) assembled from the initial attack crew
and, as the initial alarm response arrives, a full and sustained rapid intervention crew (RIC)
established (4).
9. The establishment of an initial medical care component consisting of at least two members
capable of providing immediate on -scene emergency medical support, and transport that
provides rapid access to civilians or members potentially needing medical treatment (2).
10. Total effective response force is a minimum of 27 (28 if an aerial device is used).
NFPA 1710 Standard for High -Rise Initial Full Alarm Assignment Capability (5.2.4.4)
The initial full alarm assignment to a fire in a building with the highest floor greater than 75 ft (23 m) above
the lowest level of fire department vehicle access shall provide for the following:
1. Establishment of a stationary incident command post outside the hazard area for overall
coordination and direction of the initial full alarm assignment with a mini- mum of one officer with
an aide dedicated to these tasks and all operations are to be conducted in compliance with the
incident command system (2).
2. Establishment of an uninterrupted water supply to the building standpipe/sprinkler connection
sufficient to support fire attack operations maintained by an operate and if the building is equipped
with a fire pump, one additional member with a radio to be sent to the fire pump location to monitor
and maintain operation (1/1).
3. Establishment of an effective water flow application rate on the fire floor at a minimum of 500 gpm
(1892 L/m) from two handlines, each operated by a minimum of two members to safely and
effectively handle the line (4).
4. Establishment of an effective water flow application rate on the floor above the fire floor at a
minimum of 250 gpm (946 L/m) from at least one handline, with each deployed handline operated
by a minimum of two members to safely and effectively handle the line (2).
5. At a minimum, an initial rapid intervention crew (IRIC) assembled from the initial attack crew and,
as the initial alarm response arrives, a full and sustained rapid intervention crew (RIC) established
(4).
6. Provision of two or more search -and -rescue teams consisting of a minimum of two members each
(4).
7. Provision of one officer, with an aide, dedicated to establishing an oversight at or near the entry
point on the fire floor(s) (2).
8. Provision of one officer, with an aide, dedicated to establishing an oversight at or near the point
of entry on the floor above the fire (2).
9. Provision of two or more evacuation management teams to assist and direct building occupants
with evacuation or sheltering actions, with each team consisting of a minimum of two members
(4).
irl
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10. Provision of one or more members to account for and manage elevator operations (1).
11. Provision of a minimum of one trained incident safety officer (1).
12. Provision of a minimum of one officer two floors below the fire floor to manage the interior staging
area (1).
13. Provision of a minimum of two members to manage member rehabilitation and at least one of
the members to be trained to the ALS level (2).
14. Provision of an officer and a minimum of three members to conduct vertical ventilation operations
(4).
15. Provision of a minimum of one officer to manage the building lobby operations (1).
16. Provision of a minimum of two members to transport equipment to a location below the fire floor
(2).
17. Provision of one officer to manage external base operations (1).
18. The establishment of an initial medical care component consisting of a minimum of two crews
with a minimum of two members each with one member trained to the ALS level capable of
providing immediate on -scene emergency medical support, and transport that provides rapid
access to civilians or members potentially needing medical treatment (4).
19. Total effective response force is a minimum of 42 (43 if the building is equipped with a fire pump).
17
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