HomeMy WebLinkAboutCSD-11-051 - Fire Accreditation UpdateI~TCxt~i~T~,~
REPORT TO:
DATE OF MEETING
SUBMITTED BY:
PREPARED BY:
WARD(S) INVOLVED:
DATE OF REPORT:
REPORT NO.:
SUBJECT:
April 11, 2011
Tim Beckett, Fire Chief, ext 2926
Tim Beckett, Fire Chief
All
March 31, 2011
CSD-11-051
Fire Accreditation Update
RECOMMENDATION:
That Report CSD-11-051 be received as information.
BACKGROUND:
In 2004, the Kitchener Fire Department entered into the Commission of Fire Accreditation
International program. This program is a fire service accreditation program that has the fire
department conduct a self assessment on all areas of the department. Through the self
assessment, the department will review various areas and identify the current program, evaluate
the program against set legislation, standards and industry best practice. The department will
then provide a future plan for each program area reviewed.
The department will also complete and have approved by Council a Standard of Cover
document which assesses the community fire and non-fire risks, defines baseline and
benchmark emergency response performance standards and analyzes the department's current
response capabilities and provides for additional recommendations to improve the response
levels by the department. This document was approved by Council in August, 2010.
These documents are then submitted to CFAI for review by a peer assessment team. After
performing a preliminary review, the team then conducts an on-site visit to review the
department's operations first hand, ensuring that the documents are accurate and make
recommendations for improvement.
Kitchener Fire was first accredited in March of 2006 and recently went through a re-
accreditation site visit in January 2011.
REPORT:
On March 8, 2011, the department defended our report recommending re-accreditation status
successfully in front of the Commission. The Kitchener Fire Department is re-accredited for
another 5 years.
The commission found our department credible in all 10 categories containing 258 performance
indicators and 82 core competencies.
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Several recommendations were identified and found starting on page 7 of the attached
appendix titled Re-accreditation report. There were three strategic recommendations and 22
specific recommendations that the department should review and implement.
These 25 recommendations are being reviewed by department staff. Some have started to be
implemented, some will be added to the fire department business plan and others will require
further review with further recommendations and direction from council.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The fire department's involvement in the CFAI program aligns with efficient and effective
government of the Kitchener Strategic Plan. It requires a complete review of fire department
programs and ensures that we are meeting legislation, standards and industry best practice.
FINANCIAL IMPLICATIONS:
Any recommendations that will require any additional financial costs will be brought forward to
Council in further reports or during the appropriate budget deliberations.
COMMUNITY ENGAGEMENT:
Through this report the public is being informed of our success of being re-accredited.
ACKNOWLEDGED BY: J Willmer Deputy CAO
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C[~n1I~1SS~on on
Fire A.c~rcditatic~n
International
Re-Accreditation Report
Kitchener Fire Department
270 Strasburg Road
Kitchener, Ontario N2E 3M6
Canada
This report was prepared on February 8, 2011
by the
Commission on Fire Accreditation International
for the
Kitchener Fire Department
This report represents the findings
of the peer assessment team that visited the
Kitchener Fire Department
on January 9-13, 2011
Peer Assessment Team
Michael Scott, Team Leader
Greg Benson, Peer Assessor
Cary Slaughter, Peer Assessor
Kevin Spirlong, Peer Assessor
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TABLE OF CONTENTS
EXECUTIVE Review .................................................................................... ................................. 2
CONCLUSIONS ....... ..................................................................................... ................................. 6
RECOMMENDATIONS ............................................................................... ................................. 7
OBSERVATIONS .... ..................................................................................... ............................... 12
Category I Governance and Administration ................................. ............................... 12
Category II Assessment and Planning .......................................... ............................... 12
Category III - Goals and Objectives ................................................ ............................... 13
Category IV Financial Resources ................................................. ............................... 13
Category V Programs .................................................................... ............................... 14
Category VI Physical Resources ................................................... ............................... 24
Category VII -Human Resources ................................................... ............................... 26
Category VIII Training and Competency ..................................... ............................... 27
Category IX Essential Resources .................................................. ............................... 28
Category X External Systems Relationships ................................ ............................... 30
EXHIBITS
Kitchener Fire Department Organizational Chart
Summary Rating Sheet (For Commission Use Only)
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EXECUTIVE REVIEW
PREFACE
The Kitchener Fire Department first received accredited agency status on March 3 1, 2006. This is its
first re-accreditation report.
The Kitchener Fire Department recently received accreditation candidate status. On September 13,
2010, the department asked the (Commission on Fire Accreditation hlternational (CFAI) for a site
visit to determine if it could be recommended for re-accreditation. On October 10, 2010 the CFAI
appointed a peer assessment team. The peer team leader approved the documents for site visit on
November 18, 2010. The peer assessment team conducted an on-site visit of the Kitchener Fire
Department between January 9 and January 13, 2011.
k1 preparation for the on-site visit, each team member was provided access and reviewed the
Kitchener Fire Department's Self-Assessment Manual, Standard of Cover (SOC), Community Risk
Analysis and Strategic Plan on the Center for Public Safety Excellence (CPSE) SharePoint site.
These documents, produced by the Kitchener Fire Department, represented a significant effort by the
staff of the department and other community agencies. The department did not use any consultant to
assist it with completing the documents required for accreditation.
SUMMARY
The CFAI has completed a comprehensive review and appraisal of the Kitchener Fire Department
based upon the 8th Edition of the Fire and Emergency Services Self-Assessment Manual (FESSAM).
The commission's goals are to promote organizational self-improvement and to award accreditation
status in recogiution of good performance. The assessment team's objectives were to validate the
department's self-study accreditation manual, identify and make recommendations for improvement,
issue a report of findings and conclude if the department is eligible for an award of accreditation.
The peer assessment team followed CFAI processes and the Kitchener Fire Department demonstrated
that its self-study accreditation manual, communty risk analysis, SOC and strategic plan met all core
competencies and criteria. The peer assessment team recommends re-accredited agency status for the
Kitchener Fire Department from the Commission on Fire Accreditation klternational.
Kitchener is primarily an urban community located in the Regional Municipality of Waterloo,
southwestern Ontario, Canada. The population of the city is 223,715 and encompasses an area of
136.86 square Milometers (52.84 square miles) The department's SOC response expectations are
defined to address two CFAI density definitions: metro-urban and suburban-n~ral. These two
definitions reflect the density of population found within the city limits of Kitchener.
Originally established as the Town of Berlin in the first half of the 19th century the community
underwent a name change on September 1, 1916 to the City of Kitchener. The city has a evolved
from an industrial and manufacturing centre into a community that supports a variety of food
manufacturing, educational, health and telecommunication enterprises. The older, central areas of
downtown Kitchener are surrounded by more built up suburban areas reflective of astable, healthy
economy.
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Some older buildings within the downtown area lack built-in fire suppression systems as they were
erected under older building codes that did not require the inclusion of such capability. New
constn~ction meets current Ontario Building Code requirements that typically include a requirement
for built-in suppression systems. The department has also offered an enhanced fire alarm reporting
capability through one of its divisions lalown as Direct Detect. This service is available to property
owners throughout the city and the surrounding area. Direct notification of smoke alarm activations
reduces overall response times into the areas served by this program.
A duly elected municipal council provides policy direction to the administrative structure of the city.
Through the chief administrative officer (CAO) and the Deputy CAO of community services, the fire
chief oversees the operation of the fire department. An establishing and regulating by-law, approved
by council, is the document that outlines the policy direction for the fire chief and the fire department.
Within the by-law, the various services delivered by the department are identified. The department's
funding mechanism is property tax based. The department is closely monitoring property values to
identify trends, and has developed strategies to address financial pressures should there be any
significant reductions in property values in the city.
The department's SOC processes have evolved, and appropriate adjustments have been made through
the implementation of necessary improvements, to match available resources to the evolving fire and
non-fire risks and related expectations in the community. The SOC appropriately defines the city as a
metro-urban communty, with areas of suburban density and limited n~ral areas at the southern edge
of the city. Appropriate benchmark and baseline statements have been defined that identify and
measure all components of the total response time continuum. The department has completed a
comprehensive critical task analysis that further defines response expectations. Additional resources
are available, upon request, through mutual aid agreements. The department continues to work
through issues that prevent the implementation of automatic aid contracts. The department has
strategically located its stations and apparatus to meet the expectations for response identified in the
SOC.
The department provides an all-hazards response to community emergencies that supports local and
regional providers through fire and non-fire response programs. The department has established
appropriate operational programs that reflect the identified levels of risk present within the
community.
The Kitchener Fire Department is required, through provincial guidelines, to perform fire and life
safety inspections based on complaints and requests received from the public. Other inspections are
completed based on the Kitchener Fire Department risk assessment, performed annually. There are
no mandates to inspect all structures or occupancies in the City of Kitchener. The department
provides an effective public fire education program within the communty, including a Safety Village
that is incorporated into the elementary school curriculum.
The fire department has the primary responsibility for coordinating the community emergency
management program and to ensure that the City of Kitchener is able mitigate the effects of
significant community emergencies. The plan provides a template for actions and activities of the
various city departments and serves as a directive for activating the city's emergency operations
centre.
The fire department operates a robust and functional training program that supports its operational
mission. The trainng program incorporates established curriculum that is recurrent and relevant to
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address fire and non-fire risks in the commuiuty. The Kitchener Fire Department is a partner agency
in the Waterloo Region Emergency Services Training and Research Complex. Tlus complex serves
as a joint regional training centre for other fire and emergency service organizations in the area. All
personnel are credentialed and certified to standards jointly established by the Office of the Fire
Marshal for the Province of Ontario and the Ontario Association of Fire Chiefs. The department has
identified the need to provide for officer development and is taking steps to provide stronger focus in
this area. All platoon chiefs and acting officers are provided training in incident command and
incident safety.
The City of Kitchener values its employees and ensures that work sites reflect its commitment to the
safety and health of the staff. The Kitchener Fire Department is proactive in addressing work place
safety. The fire stations are meticulously maintained and the comprehensive apparatus and equipment
maintenance program contributes to a safe, efficient and healthy work environment. All fire stations
are provided with exercise areas that reflect a commitment to physical fitness and employee health.
All stations undergo a monthly safety inspection and records are kept for each facility. All stations
are designed and maintained in accordance with Ontario building and fire codes and undergo regular
compliance inspections. The apparatus used by the Kitchener Fire Department is generally new, of
moden7 design, well maintained and is provided with sufficient and appropriate equipment to support
its mission.
Point source exhaust extraction systems are not currently incorporated into station bay design and are
strongly recommended, through guidelines published under Section 21 of the Occupational Health
and Safety Act, by the Ontario Fire Service Health and Safety Advisory Committee. Removal of
diesel fumes and vehicle emissions is accomplished with negative pressure exhaust fans activated
upon bay door operation and carbon monoxide (CO) monitors mounted in the bay.
The department has an adequate and reliable water supply for firefighting purposes. All areas of the
city are served by the domestic water supply and hydrant system. The city water department keeps
water main and hydrant maps in a GIS based system that the department accesses and uses on a
continuing basis.
The Kitchener Fire Department has established written mutual aid agreements with the other 6
Regional Fire Departments. The department understands the potential advantages of automatic aid
agreements on improving its response goals and has attempted to negotiate the establishment of such
a system, with little tangible progress.
The Kitchener Fire Department communication system is adequate for emergency communications
throughout the city. The department has two-way radio capability, utilizing ail 800 MHz trunked
radio system, that serves the department and four additional fire departments. The department utilizes
a CriSys CAD system for documentation, but this system is unable to support mobile data computers
in fire apparatus. The Waterloo Regional Police communications centre serves as the initial PSAP
site and all calls for fire service are transferred to the fire department communications centre. There
is no time tracking capability currently in place to measure transfer time from original 911 call to the
fire department communcations centre. Calls to assist the regional ambulance service are received
directly, but there is no established policy in regard to timely processing and handling of alarms
transferred between communications centres.
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The assessment team identified opportuluties for improvement that are captured in the
recommendations section and in the observations and performance section of the report. These
recommendations flowed from discussions, interviews and a review of department supplied
documentation to support its self-assessment conclusions. Based on positive feedback received
during the process it is expected that there will be constructive actions taken by the department to
implement these recommendations into the department within an appropriate and acceptable
timeframe.
The peer assessment team observed a strong commitment by the Kitchener Fire Department to the
CFAI accreditation process. The department has demonstrated support for its current accreditation
manager and is committed to including members of the department in all facets of the development of
its documentation. The labour union and its executive board is recogluzed as a contributing partner
to orgaiuzational success and will play an important role in achieving incremental success during the
next five years. The City of Kitchener recognizes the value of supporting department members as
peer assessors with CFAL The department understands the value of peer assessment in self-
evaluation and access to best practices within the fire service communty.
Composition
The City of Kitchener was established in 1916 from what was previously known as the Town of
Berlin. The fire department organization has its origins as far back as the 1840's with the
establishment of the original bucket brigades. 111 its current configl~ration the Kitchener Fire
Department is reflective of many other contemporary, well equipped, well managed fire service
organizations.
The city is primarily a suburban residential communty, with an older central downtown area. There
are newer and large central retail shopping centres and mall complexes and numerous high-rise
multi-family housing units. The City of Kitchener has a population of 223,715 and covers and of 138
square kilometers (52.84 square miles). There is a mixture of metro, urban, suburban and viral
population densities overall density is 1635 persons per square kilometer (4,234 persons per square
mile). The city could be described as relatively flat with a few small hills.
(T'nvPrnmPnt
Municipal council
Mayor and ten councillors
Chief Admilustrative Officer (CAO)
Fire chief reports to the Deputy CAO of community services
Fire Department
7 fire stations
235 uniform and civilian personnel
6 pumper companies
2 aerial companies
1 pumper/tower company
1 heavy rescue
1 hazardous materials unit
1 tanker
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CONCLUSIONS
The self-study manual produced by the Kitchener Fire Department was of high quality. The manual
represented a significant effort by the staff of the department to produce and present a quality
document.
• The Kitchener Fire Department has demonstrated that all core competencies have been met and
received a credible rating.
• The Kitchener Fire Department has demonstrated that all applicable criteria have been met and
received a credible rating.
• The peer assessment team recommends Accredited Agency Status for the Kitchener Fire
Department from the Commission on Fire Accreditation lilternational.
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RECOMMENDATIONS
The Peer Assessment Team conducted an exit interview with the agency consisting of the mayor,
chief administrative officer, Deputy CAO of Community Service, Deputy CAO of Financial Services,
fire chief, fire department leadership team, fire fighters' association president and interested staff and
department members. The purpose of the meeting was to review the team's preliminary findings and
some of the recommendations. The department was informed that they would be given an
opportuiuty to review all of the specific recommendations and respond to any errors in findings of
fact.
Strategic Recommendations
Strategic recommendations were developed from information gathered from the on-site assessment
visit/revisit and the evaluation of the criteria and core competencies.
The department should work collaboratively with the bargaining unit to research, develop and
implement written medical screening procedures to support fire fighter rehabilitation program.
2. The department should produce and analyze response data and fire loss reports related to the
Direct Detect program to measure its effectiveness and impact on event outcomes. The
resulting information should be incorporated into the program review, planning and
development processes.
The department should consider implementing aself-inspection program for businesses and
occupancies that do not currently meet provincial inspection mandates or risk assessment
thresholds for code compliance.
Specific Recommendations
Specific recommendations were developed from the appraisal of performance indicators in each of
the ten categories.
Category II Assessment and Planning
Criterion 2A: Documentation of Area Characteristics
Performance I<ldicator
2A2 The a~ency or.~anizes the community into ~eo~raphic planning zone(s) for the purposes
of analyzing service provisions.
The department should continue to work with the corporate database administration and GIS
to evaluate and incorporate appropriate software to improve and enhance use of current
information, response modeling and mapping services.
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Category IV Finance
Criterion 4A: Financial Resources
Performance lildicator
4A.3 The budget process involves input from appropriate persons or groups, including staff
officers and other members of the a~enc~
The department should record and retain minutes of department budget meetings.
Criterion 4B: Financial Practices
Performance lildicator
4B. 7
governed by agency policy, comply with GAAP and/or other recognized financial
principles, and are subject to public disclosure and periodic independent financial
ai~dit~
The department should include a copy of its policy govenung fire prevention office fees in its
documentation.
Category V Programs
Criterion SC: Public Education Program
Performance lildicator
SC.3 The agency defines and provides appropriate equipment, supplies and materials to
meet the public education program needs.
The department should evaluate and incorporate fire safety material that is more relevant to
the specific mission of the department.
Criterion SD: Fire Investigation Program
Performance lildicators
SD.4 The a~encv defines and arovides aaaroariate and adequate equipment. suaalies and
materials to meet the fire investigation program needs.
The department should develop written procedures related to the selection and use of personal
protective equipment to be used by fire investigators at the scenes of fire investigations.
SD.S The agency establishes agreements for support from other agencies to aid in
accomplishing the program goals and objectives.
The department should develop and adopt formal written agreements with agencies assisting
with fire investigations.
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Criterion SE: Technical Rescue
Performance li7dicator
SE.S Minimum training and operational standards are established and met for all personnel
who function in the technical rescue program.
The department should establish a formalized tracking method to record, catalogue and
retrieve individual technical rescue credentials, certifications and training received.
Criterion SF: Hazardous Materials
Performance lildicator
SF.S Minimum trainng and operational standards are established and met for all personnel
who function in the hazardous materials response program, including for incidents
involving weapons of mass destruction.
The department should establish a formalized tracking method to record, catalogue and
retrieve individual hazardous materials credentials, certifications and training received.
Criterion SH: Domestic Preparedness Planning and Response
Performance li7dicators
SH.6 A process is in place to record information and provide data on needed resources,
scope, nature of the event, and field resources deployii~ent.
The department should identify, evaluate and utilize a computerized record keeping system
for use in its emergency operations centre.
SH.7 The aQenc~periodically conducts operational tests of and evaluates the all hazards plan
and the domestic preparedness program.
• The department should test and evaluate the emergency plan annually and revise the
document as needed.
• The department should work collaboratively with city administration to identify planned
events of sufficient scope to exercise the emergency operations centre and the emergency
plan.
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Category VI Physical Resources
Criterion 6E: Tools and Small Equipment
Performance 117dicator
6E.4 An inventory control and maintenance traclcin~, system is in place and is current.
The department should take steps to identify and implement abar-code asset and inventory
tracking system that is compatible with the city's current finance system.
Criterion 6F: Safety Equipment
Performance 117dicators
6F.2 Distributed safety equipment is sufficient for the functions performed.
The department should initiate steps toward identifying and incorporating a method for
establishing point source capture of diesel fiunes and vehicle emissions in station apparatus
bays, as recommended in guidelines published under Section 21 of the Occupational Health
and Safety Act, by the Ontario Fire Service Health and Safety Advisory Committee
6F.4 Safety equipment maintenance, testing, and inspections are conducted by trained
nualified personnel and appropriate records are kept.
The department should initiate a process to track and record wash cycles of bunker
coats and pants.
The department should develop a process where records are maintained within the
department for personal protective equipment that will include maintenance, testing
and repairs made to individual bunker coats and pants.
Category VII Human Resources
Criterion 7D: Use of Human Resources
Performance 117dicator
7D2 Current written job descriptions exist for all positions and incumbent personnel have
input into revisions.
• The department should complete the review and adoption of a revised position description
for the position of chief fire officer
• The department should complete the review and adoption of revised position descriptions
for persomlel not defined within the Ontario Provincial Fire Services Standard.
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Category IX Essential Resources
Criterion 9A: Water Supply
Performance li7dicator
9A.8 Fire hydrants are inspected, tested, and maintained and the agency's related processes
are evaluated periodically to ensure adeduate and readily available public or private
water for fire protection.
The department should work with the city water department to evaluate the feasibility of
performing hydraulic calculations in determining fire flow, in places of pitot gauge flow
testing.
Criterion 9B: Communications Systems
Performance lildicators
9B.6 Adeduate numbers of fire or emergency dispatchers are on duty to handle the
anticipated call volume.
The department should undertake a task analysis of call receiving and processing within the
fire department dispatch centre to validate existing staffing levels against the current
worldoad.
9B.10 The interoperability of the communications system is evaluated and documented.
Appropriate procedures are implemented to provide for communications between
a~ency and other emer~ency responders.
The department should evaluate support for forming a regional commuiucation users group to
address communcations delays and inefficiencies related to call reporting and alarm transfers
between agency call centers used by the Kitchener Fire Department, Waterloo Regional
Police and Waterloo Regional Ambulance Services.
Category X External System Relations
Criterion 10A: External System Relations
Performance lildicators
10A2 The agency's strategic plan identifies relationships with external agencies/systems and
their anticipated impact or benefit to the mission or cost effectiveness of the a~ency.
The department should continue to work with local governance bodies, labour groups, and
regional emergency service providers to develop relationships and establish a functional
automatic aid system to support department response goals and regional response capabilities.
10A.3 A process is in place for developing, implementing, and revising interagency policies
and agreements.
The department should identify a person(s) to be responsible for managing interagency
policies and agreements.
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OBSERVATIONS
Category I -Governance and Administration
Kitchener Fire Department is considered a part of the municipal corporation of the City of
Kitchener and is formally established under the province's Municipal Act, 2001and Fire
Protection and Prevention Act, 1997.
The city's organizational stn~cture places the fire department in a hierarchical role reporting to
the mayor and council wlule allowing the fire cluef the ability to manage department
responsibilities without undue interference. The fire department exists within the corporate
structure of Kitchener government under the supervision of the Deputy CAO of community
services who reports to the chief administrative officer (CAO) of the city. The fire chief
participates as an active member of the corporate leadership team. The city reviews and
approves programs and policies, conducts periodic reviews and audits through the office of
the CAO, the department of human resources and the office of internal audit. Each year, a
proposed budget is submitted to the fire chief for review and then to the CAO for approval.
The city budget is approved and adopted by the city council after review, and public
comment. Fire department operations are also articulated in the Framework for the Future
plam7ing document.
The department submits its organzational chart, showing the administrative stn~cture of the
department, with the annual budget proposal. The organizational chart becomes part of the
document that is approved as a part of the budget process. The budget also includes
information that defines bureau level allocation of personnel..
Category II -Assessment and Planning
The Kitchener Fire Department utilizes the City of Kitchener's corporate services economic
development division to collect and publish information related to jurisdictional boundaries,
community demographics, land use, economic development and revenue sources and
forecasts. The department has developed and published a standard of cover document that is
accessible electronically and in hard copy. Geographical information and map layers are
obtained through the city's GIS programs and support the standard of cover. The standard of
cover includes a simplified risk assessment model that assesses demographics, building stock,
local and provincial loss profiles, information analysis and evaluation. The department should
continue to work with the corporate database administration and GIS to evaluate and
incorporate appropriate software to improve and enhance use of current information, response
modeling and mapping services. The standard of cover is updated annually.
The fire prevention office has assigned a plans examiner to work in conjunction with city
utilities, planning and building departments to insure that site plans provide for adequate
water distribution and fire flow in accordance with the Ontario Building Code Act, 1992.
The fire department provides direct monitoring of smoke detectors, through the fire dispatch
centre, as a subscription service to the residents of Kitchener and the surrounding area.-
Direct monitoring of residential smoke detectors reduces response times in support of the
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standard of cover goals and objectives. The department has not tracked the impact of the
program on event outcomes.
The department has completed a hazard identification and risk assessment that categorizes
risk based upon a graduated scale (low, moderate, sigiuficant and maximum). Three methods
have been used to define risk: hazard identification and risk assessment; simplified risk
assessment; and the direct identification of hazardous/critical infrastructure and building
stock. The information has been used to analyze fire and non-fire risks in each plamung zone
in support of the development of the standard of cover document
The department has published and distributed a comprehensive strategic plan that is available
electroiucally and in hard copy. The plan has been reviewed and approved by the corporate
management team and city council. The strategic plan is reviewed and updated annually and
progress towards acluevement of specific goals is evaluated by the department on a quarterly
basis.
Category Ill -Goals and Objectives
The Kitchener Fire Department's standard of cover (SOC) contains measureable elements that
are reviewed and updated on a regular basis by the members of the department leaderslup
team and the chief administrative officer of the city.
The department is guided by mission and vision statements, core values (We are the Kitchener
Fire Department) and strategic goals and objectives, as presented in the strategic plan.
The department's strategic plan aligns with the corporate strategic plan and is utilized as the
department's five year business plan. Informal divisional work plans are currently utilized to
support the attainment of strategic plans.
The mission and vision statements, core values, plans and objectives support the department's
commitment to community service and contribute to sustaining and improving operational
readiness and response to emergencies within the city.
The department utilizes response data to evaluate progress towards operational objectives, as
defined in the SOC and as documented in the CPSE Annual Compliance Report (ACR)
submission. The long range plans of the department's SOC will be incorporated into the
update of its strategic plan. The applicable goals and objectives will be in alignment with the
City of Kitchener Corporate Strategic Plan.
Category IV -Financial Resources
The Kitchener Fire Department continues to balance fiscal responsibility with the operational
and social needs of the community and its city and corporate partners. The department enjoys
the support of city admiiustration and is provided with funding that is sufficient to sustain its
operational effectiveness and improve service capabilities. The support provided to the
department ensures that apparatus, facilities, equipment and staffing support the goals
statements identified within the SOC and enable the department to provide high quality
services.
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City governance is comprised of several departments that assist the fire department in
managing short and long-term fiscal processes. All budgetary policies and procedures are
tightly governed by provincial law and city policy. The city administers and oversees the
development of an annual budget based upon accurate revenue forecasts that provide a basis
for the formulation of fire department operational and capital budgets. The budget process is
iiutiated by the director of financial planning for the city and involves all department
directors. The process includes public forums and direct consultations between the chief
administrative officer and department directors. A financial analysis is provided by the city
financial office to assist department directors in the development of annual budgets. The
department should record and retain minutes of department budget meetings.
The fire department operational and capital budget supports the department's mission and
strategic plan. Provincial law places tight controls on the department to pursue specific grant
funding and any additional revenue for the department is generally developed through
contract services for services such as dispatch and fire prevention fees.
Catego~Y V -Programs
Criterion SA -Fire Suppression
The Kitchener Fire Department's response and deployment standards are based upon
communty population density and service demand. The department's seven fire stations are
effectively distributed for efficient and even coverage of the service area. The type and
number of apparatus are adequate to meet service demand within the city of Kitchener. The
department has established policies related to emergency response to fire and non-fire events
and uses the incident command system to manage emergency operations. lilcident reporting
and data collection is managed through the CriSys computer aided dispatch (CAD) system.
Apparatus are generally new, of modern design, well maintained and provided with sufficient
and appropriate equipment and staff to support the department's mission. The department
maintains seven pumpers, two aerials, one pumper/tower, a rescue apparatus, a water tanker
(tender) and a command vehicle. The department has sufficient reserve apparatus to
accommodate routine and emergency repairs to its fleet. Apparatus maintenance is completed
through the apparatus and equipment division. Checldists have been provided to ensure that
daily inspection and maintenance of apparatus are conducted. All pumpers, the pumper/tower
and the rescue unit are staffed with four personnel; aerials are staffed with two. Staffing is
sufficient to support department response goals as defined within its SOC.
The department has formulated written procedures and policies contained with its policy
manual. The document is available in hard copy at all fire stations and work sites for member
reference and review. Policies and procedures build their foundation on documents
published by and through the Office of the Fire Marshal for the Province of Ontario, the
Ontario Association of Fire Chiefs, the Miiustry of Labour and the National Fire Protection
Association. Policies are reviewed and updated as needed.
The department's community risk analysis and standard of cover (SOC) document is
comprehensive and contained all necessary data by which to validate it. The document is
available via the agency website and in hard copy at all stations. The following time and
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performance objectives for emergency response has been approved and adopted by fire
department management, the chief administrative officer and the muiicipal council.
The benchmark service level objectives are based on industry standards adopted from NFPA
1710. The department's benchmark service level objectives are as follow:
For 90 percent of all high, moderate and low risk structure fires in >7zetro, rrr•bar~ ar~d
srzbr~rbar~ areas, the first-due unit shall arrive within 7 minutes, 20 seconds total
response time. I11 r°rrral and ope~~ ar°eas, the first-due unit shall arrive within 8
minutes, 20 seconds total response time. The first due uiit shall be staffed with 4 fire
fighters capable of: establishing command; completing size-up; establishing water
supply and able to provide 5,000 litres per minute (1,050 gpm) for firefighting; and
advancing the first line for fire control, or starting rescue, in accordance with
Kitchener Fire Department Operating Procedure BP-102.
For 90 percent of all high, moderate and low risk stn~cture fires in metro, rrrbarr acrd
s~rrbrrrbarz areas, the effective response force (ERF) of not less than 15 firefighters,
including supervisors, must be assembled on the fire ground within 10 minutes, 20
seconds total response time for 90 percent of reported fire emergencies. I11 rrrr°al arzd
o~e>? areas, the (ERF of not less than 15 firefighters, including supervisors, must be
assembled on the fire ground within 13 minutes, 20 seconds total response time. The
response assignment will be capable of: establishing command; providing an
unintern~pted water supply; advancing an attack line and a backup line for fire control;
completing forcible entry; completing utility control; conducting victim search and
rescue; and initiating ventilation in accordance with Kitchener Fire Department
Operating Procedure BP- 102.
The department's baseline service level objectives are as follows:
For 90 percent of all high, moderate and low risk stricture fires in meh°q urban ay~d
s~uburbarr areas, the first-due uiit shall arrive within 8 minutes total response time. kI
rural acrd o~er~ areas, the first-due uiit shall arrive within ten minutes total response
time. The first due unit shall be staffed with 4 fire fighters capable of: establishing
command; completing size-up; establishing water supply and able to provide 5,000
litres per minute (1,050 gpm) for firefighting; and advancing the first line for fire
control, or starting rescue, in accordance with Kitchener Fire Department Operating
Procedure BP-102.
For 90 percent of all high, moderate and low risk structure fires in rrretr•o, ~n°bara acrd
suburban areas, the effective response force (ERF) of not less than 15 firefighters,
including supervisors, must be assembled on the fire ground within 12 minutes total
response time for reported fire emergencies. h7 rrn~al and o~err areas, the ERF of not
less than 15 firefighters, including supervisors, must be assembled on the fire ground
within 14 minutes total response time. The response assignment will be capable of:
establishing command; providing an uninterrupted water supply; advancing an attack
line and a backup line for fire control; completing forcible entry; completing utility
control; conducting victim search and rescue; and intiating ventilation in accordance
with Kitchener Fire Department Operating Procedure BP- 102.
9-18
It was demonstrated that Kitchener Fire Department met all baseline service level objectives
in years 2008 - 2010.
Structure Fires - 90th Percentile Times i
2008-2010 2010 2009 2008
Baseline Performance
Alarm pick-up to Dispatch 1:47 1:44 1:42 1:50
Handling
Turnout Time 1st Unit
Turnout 1:30 1:33 1:23 1:28
Travel Time
Travel 1st Uiut 5:14 5:25 5:08 5:11
Distribution
Total Response Time
1st Unit On Scene 7:49 7:53 7:47 7:50
Total
R Distribution
esponse Total Response Time
Time
ERF 12:17 11.46 12:18 14:22
Concentration
Criterion SB -Fire Prevention /Life Safety Pi°o~Nam
The Kitchener Fire Department has an established and effective fire prevention and life safety
program that supports the needs of the community. The fire prevention program is adequately
managed and staffed to support the department's mission to prevent fires and educate the
public.
Plans review is conducted by the fire prevention office in conjunction with the city building
department. Plans review processes follow procedures and policies recommended by the
Office of the Fire Marshal for the Province of Ontario (OFM) and required by city municipal
codes and by-laws. The plans review process meets the requirements of adopted codes and
by-laws.
Fire and life safety inspections are conducted upon request or on the basis of complaints
received by the fire prevention division. Additional, annual inspections of targeted hazards are
completed based upon the needs of the department's risk assessment program, in support of
the standard of cover. There are no specific mandates for the department to inspect all
buildings and occupancies within the City of Kitchener. The department should consider
implementing aself-inspection program for businesses and occupancies that do not currently
meet provincial inspection mandates or risk assessment thresholds for code compliance.
hiformation collected by the fire prevention office is documented in the AMANDA record
keeping system.. Field inspection infonilation is collected electroiucally in the field by
inspectors, uploaded into AMANDA and required information is forwarded to the OFM,
The fire prevention office is supplied with sufficient supplies and equipment to accomplish its
mission. The fire prevention office monitors reports and documentation for accuracy as part
i The 2008-2010 column is for the 90ri' percentile of all data included in the 2008, 2009 and 2010 columns
9-19
of its quality control program. Prevention office policies and procedures are reviewed
amlually and revised as warranted.
Criterion SC -Public Education Program
The Kitchener Fire Department provides public fire and safety education through a variety of
programs. The program is adequately staffed, and is supported by personnel assigned to fire
department operations, to complete its objectives. The public education office maintains
liaison with school administrators to provide educational programs as part of the annual
curriculum. Safety curriculum is provided to students between the first and sixth grade. A
children's safety village is maintained and operated by the department and is utilized to
provide educational safety programs to members of the community. Public education and fire
safety supplies and equipment are well utilized and generally meet the needs of the
community. The department should evaluate and incorporate fire safety material that is more
relevant to the specific mission of the department. The department operates and maintains a
fire safety trailer for the delivery of on-site programs. An annual appraisal of the public
education program to evaluate program effectiveness and changes is made, as needed.
Programs are developed to address the needs of various target groups and demographics.
Criterion ~D -Fire Investigation Pro~raru
The Kitchener Fire Department performs all fire investigations mandated by legislation and
works closely with the Office of the Fire Marshal for the Province of Ontario (OFM) in
fulfilling those requirements. The OFM has the duty to investigate the cause, origin and
circumstances of any fire or of any explosion or condition that in the opinion of the Fire
Marshal might have caused a fire, explosion, loss of life or damage to property.
The department fire investigators are trained and certified to conduct investigations and utilize
NFPA 921 as a guideline. Fire investigators are notified by crews at fire scenes to respond in
accordance with department policy. The Waterloo Regional Police Department provides
additional personnel, support and expertise to investigate fires upon request. There are no
formal written agreements between the police department and the fire department to provide
services. The department should develop and adopt formal written agreements with agencies
assisting with fire investigations. Cause and origin information is recorded into the CriSys
record keeping system and periodic reviews are performed by the chief fire prevention officer.
The department fire investigators do have a policy currently in place to address the use of
respiratory equipment at fire scenes. However, the department should develop written
procedures related to the selection and use of personal protective equipment to be used by fire
investigators at the scenes of fire investigations.
Criterion SE -Technical Rescue
The Kitchener Fire Department maintains an adequate capability to respond to technical
rescue incidents that include vehicle and machinery extrication, confined space rescue,
water/ice rescue, lugh/low angle rescue and trench rescue response. A heavy rescue apparatus
is maintained for delivering persomlel, equipment and supplies sufficient to support its SOC
objectives. A towed trailer provides the means of delivering additional equipment, tools and
supplies, when needed. All pumpers are provided with vehicle extrication equipment and
9 - 20
supplies. An effective techlucal rescue program is in place that provides for on-going and
repetitive training and skill development. The Waterloo Region Emergency Services Training
and Research Complex (WRESTRC) is utilized to conduct technical rescue training. The
facility supports a comprehensive and state of the art training program.
The fire department has established procedures and policies specific to each technical rescue
specialty. A teclulical rescue committee has been established to develop procedures, specify
apparatus and equipment and recommend training and purchases to fire administration.
The department adheres to NFPA 1670 to establish program requirements. Members are
provided initial classroom and hands-on training through the Ontario Fire College and the
WRESTRC. Current training record keeping systems could be improved to track individual
certifications and credentialing to NFPA standards. 111dividual member training records are
difficult to interpret due to the manner in which current training reports are formatted.
The benchmark service level objectives are based on industry standards adopted from NFPA
1710. The department's benchmark service level objectives are as follow:
For 90 percent of all high, moderate and low risk teclulical rescue incidents in metro,
urban ar~d s7.ibnrban areas, the first-due unit shall arrive within 7 minutes, 20 seconds
total response time. In rz~ral and o~er~ areas, the first-due unit shall arrive within 8
minutes, 20 seconds total response time. The first due unit shall be staffed with four
firefighters capable of: establishing command; conducting size-up; assessing if
additional resources are required; controlling the hazards; and providing patient care,
if required, in accordance with Kitchener Fire Department Operating Procedure BP-
102.
For 90 per cent of all high, moderate and low risk technical rescue incidents in nzetrq
zrrban and s~rb~srbarz areas, the effective response force (ERF) of not less than 15
firefighters, including supervisors, must be assembled on the fire ground within 10
minutes, 20 seconds total response time. 111 rural and open areas, the ERF of not less
than 15 firefighters, including supervisors, must be assembled on the fire ground
within 13 minutes, 20 seconds total response time. The response assignment will be
capable of: locating and extricating/extracting and treating multiple patients; providing
technical expertise, la7owledge, shills and abilities during techlucal rescue incidents;
and completing scene restoration in accordance with Kitchener Fire Department
Operating Procedure BP- 102.
The department's baseline service level objectives are as follows:
For 90 percent of all high, moderate and low risk teclulical rescue incidents in metro,
zn•ban and stsbtn•ban areas, the first-due unit shall arrive within eight minutes total
response time. In rlrral asld open areas, the first-due unit shall arrive within ten
minutes total response time. The first due ulut shall be staffed with four fire fighters
capable of: establishing command; conducting size-up; assessing if additional
resources are required; controlling the hazards; and providing patient care, if required,
in accordance with Kitchener Fire Department Operating Procedure BP- 102.
For 90 per cent of all high, moderate and low Risk techlucal rescue incidents in naetrq
~n~ban and s7rb~rrban areas, the effective response force (ERF) of not less than 15
9-21
firefighters, including supervisors, must be assembled on the fire ground within 12
minutes total response time for reported technical rescue emergencies. k1 rzrral acrd
open a~~ecrs~, the ERF of not less than 15 firefighters, including supervisors, must be
assembled on the fire ground within 14 minutes total response time. The response
assignment will be capable of: locating and extricating/extracting and treating multiple
patients; providing technical expertise, la7owledge, skills and abilities during technical
rescue incidents; and completing scene restoration in accordance with Kitchener Fire
Department Operating Procedure BP- 102.
It was demonstrated that Kitchener Fire Department met all baseline service level objectives
in years 2008 - 2010.
Technical Rescue - 90th Percentile Times 2008-2010 2010 2009 2008
Baseline Performance
Alarm pick-up to Dispatch 1:49 1:43 1:48 1:57
Handlin
Turnout Time 1st Uiut
Turnout
1:19 1:23 1:18 1:15
Travel Time
Travel 1st Unit 5:28 5:34 5:21 5:26
Distribution
Total Response Time
1st Unit On Scene 7:56 7:58 7:39 8:04
Total Distribution
Response Time Total Response Time
ERF 12:00 11:51 10:54 13:13
Concentration
CriteNion SF - HazuNdous M~iteri~als
The Kitchener Fire Department has established and maintains awell-supported hazardous
materials response capability. The hazardous materials response apparatus is supplied with
appropriate protective clothing, supplies, tools and monitoring equipment to support the
hazardous materials response requirements of its SOC. The uiut is centrally located for timely
response throughout the city. All members of the department are trained to the operations
level and hazardous materials team members are trained to the technician level. In
cooperation with the fire departments for the cities of Waterloo and Cambridge, the fire
department hazardous materials team is a participant in a provincial Level II chemical,
biological, radiological, nuclear and explosive (CBRNE) team.
Training of personnel assigned to this function is conducted through the Office of the Fire
Marshal for the Province of Ontario. There is a program for continuing education and
training. Current training record keeping systems could be improved to track individual
certifications and credentialing to NFPA standards. kldividual member training records are
difficult to interpret due to the mamler in which current training reports are formatted.
~ The 2008-2010 column is for the 90t1' percentile of all data included in the 2008, 2009 and 2010 columns
9 - 22
The department's levels of response are identified in Kitchener Fire Department Emergency
Response Policy BP-102 and SUP 704. The documents provide guidance in both strategic and
tactical decision malting and response.
Based upon data provided by the department, there were no recorded hazardous materials
events requiring the presence of technician spilled personnel or specialized equipment during
the three year reporting period. Data suggests that hazardous condition alarms were mitigated
with personnel functioning at the operations level.
The benchmark service level objectives are based on industry standards adopted from NFPA
1710. The department's benclunark service level objectives are as follow:
For 90 percent of all high, moderate and low risk hazardous materials incidents in
r~zetro, urban arad szrburba» a~°eas, the first-due unit shall arrive within 7 minutes, 20
seconds total response time. h7 rzu~al afzd o~es~ areas, the first-due unit shall arrive
within 8 minutes, 20 seconds total response time. The first due unit shall be staffed
with four firefighters capable of: establishing command; conducting size-up; evaluate
and assess the scene for hazardous materials; isolating the incident; and calling for
additional resources in accordance with Kitchener Fire Department Operating
Procedure BP- 102.
For 90 per cent of all high, moderate and low risk hazardous materials emergencies in
r~zetro, tu~bar~ and sziburbah areas, the effective response force (ERF) of not less than
15 firefighters, including supervisors, must be assembled on the emergency scene
within 10 minutes, 20 seconds total response time for reported hazardous materials
emergencies. hl rural and o~eu areas, the ERF of not less than 15 firefighters,
including supervisors, must be assembled on the emergency scene within 13 minutes,
20 seconds total response time The effective response force shall be capable of
providing the equipment, technical expertise, knowledge, shills and abilities in order
to mitigate a hazardous materials incident in accordance with Kitchener Fire
Department Operating Procedure BP- 102.
The department's baseline service level objectives are as follows:
For 90 percent of all high, moderate and low risk hazardous materials incidents in
h~etrq lrrbcru ay~d s~rblrrban areas, the first-due unit shall arrive within eight minutes
total response time. k7 rural ar~d o~ej~ areas, the first-due unit shall arrive within ten
minutes total response time. The first due uiut shall be staffed with four fire fighters
capable of: establishing command; conducting size-up; evaluate and assess the scene
for hazardous materials; isolating the incident; and calling for additional resources in
accordance with Kitchener Fire Department Operating Procedure BP- 102.
For 90 per cent of all high, moderate and low risk hazardous materials emergencies in
metro, i~rba~z and suburbau areas, the effective response force (ERF) of not less than
15 firefighters, including supervisors, must be assembled on the emergency scene
within 12 minutes total response time for reported hazardous materials emergencies.
k1 rural and opesz areas, the ERF of not less than 15 firefighters, including
supervisors, must be assembled on the emergency scene within 14 seconds total
response time The effective response force shall be capable of providing the
9 - 23
equipment, technical expertise, lalowledge, skills and abilities in order to mitigate a
hazardous materials incident in accordance with Kitchener Fire Department Operating
Procedure BP- 102.
It was demonstrated that Kitchener Fire Department met all baseline service level objectives
in years 2008 - 2010
Hazmat - 90th Percentile Times 3
2008-2010 2010 2009 2008
Baseline Performance
Alarm pick-up to Dispatch 2:30 2:01 2:06 2:38
Handlin
Turnout Time 1st Unit
Turnout 1:23 1:23 1:21 1:16
Travel Time
Travel 1st Unit 5:24 5:32 5:24 5:11
Distribution
Total Response Time
1st Unit On Scene 8:19 7:57 7:54 8:22
Total Response Distribution
Time Total Response Time
ERF 11:24 11:23 9:16 11:28
Concentration
Criterion SG - ENaer~ency Medienl Services
The Kitchener Fire Department manages its EMS capability in a maiuler that supports its
SOC. The department reacts to medical alarms at the basic life support (BLS) level as part of
a tiered response. Advanced live support (ALS) is provided by a third service, the Waterloo
Region EMS System. Fire department personnel and apparatus are dispatched to provide
basic care and automatic defibrillator (AED) support until ALS arrival. Requests for EMS
services are received at the fire department dispatch from the EMS commuiucations centre.
Specific criteria are used to determine fire department response to EMS events. As a practice,
these events typically fall into the ALS treatment category or involve patient rescue and
extrication. All fire department apparatus are supplied with basic EMS supplies, equipment
and protective clothing. AEDs are carried on front line apparatus. Equipment and supplies are
inventoried daily and restocked from station stores. A medical committee has been established
to advise the department on medical issues. Each response is recorded, and a patient record is
maintained within the CriSys reporting system. There is a quality assurance component to the
record tracl~ing program, and patient confidentiality protocols are in place to protect patient
information.
3 The 2008-2010 column is for the 90t1' percentile of all data included in the 2008, 2009 and 2010 columns
9 - 24
The department has a policy and process in place for communicable exposures and reports of
such exposures are made to the Region of Waterloo Public Health office. All exposures are
documented and become part of personnel records.
The benchmark service level objectives are based on industry standards adopted from NFPA
1710. The department's benclunark service level objectives are as follow:
For 90 percent of all emergency medical incidents in nzet~o, tat•ba~ ahd s~.ibta~ba~
areas, the first-due unit shall arrive within 6 minutes, 20 seconds total response time.
I11 ii~tal acrd o~es~ a~•eas, the first-due unit shall arrive within 7 minutes, 20 seconds
total response time. The first due unit shall be staffed with four fire fighters capable of
providing basic life support with an AED, until an EMS ulut arrives on scene. If an
EMS unit arrives on scene first, the fire crew will assist if required in accordance with
Kitchener Fire Department Operating Procedure BP- 102.
The Kitchener Fire Department provides BLS services in support of a third service
ALS provider. If the fire department company arrives first, it is capable of providing
basic life support and AED capability until the third party medic unit arrives on scene.
If the third service ALS medic unit arrives first, ALS begins immediately and upon
arrival, the fire department company provides support.
The department's baseline service level objectives are as follows:
For 90 percent of all emergency medical incidents in met~•o, zrt•baf~ ahd strbtr~ban
areas, the first-due unit shall arrive within seven minutes total response time. 117 ~•2s~°al
and open areas, the first-due unit shall arrive within lone minutes total response time.
The first due ulut shall be staffed with four fire fighters capable of providing basic life
support with an AED, until an EMS ulut arrives on scene. If an EMS unit arrives on
scene first, the fire crew will assist if required in accordance with Kitchener Fire
Department Operating Procedure BP- 102.
The Kitchener Fire Department provides BLS services in support of a third service
ALS provider. If the fire department company arrives first, it is capable of providing
basic life support and AED capability until the third party medic unit arrives on scene.
If the third service ALS medic unit arrives first, ALS begins immediately and upon
arrival, the fire department company provides support.
It was demonstrated that Kitchener Fire Department met all baseline service level objectives
in years 2008 - 2010.
9 - 25
EMS - 90th Percentile Times 4
2008-2010 2010 2009 2008
Baseline Performance
Alarm Pick-up to Dispatch 1:06 1:01 1:05 1:07
Handling
Turnout Time 1st Unit
Turnout 1:25 1:23 1:25 1:26
Travel Time
Travel 1st Unit 4:42 4:3 8 4:41 4:43
Distribution
Total Total Response Time
Response 1st Unit On Scene 6:33 6:28 6:29 6:37
Time Distribution
C~°iterion SH -Domestic Prepn~°edness Plunnin~ and Response
The Kitchener Fire Department has primary responsibility for coordinating the community
emergency management program. The emergency plan is mandated by Ontario's Emergency
Management and Civil Protection Act and requires that municipalities and designated
provincial miiustries have an emergency management plan. There is a community emergency
management program committee that is comprised of representatives of all of the city's
corporate departments. The current emergency plan was established in 1995 and has been
updated periodically. The most recent update is dated 2011. The department should test and
evaluate the emergency plan amlually and revise the document, as needed.
The department utilizes the emergency plan to manage major emergencies in a timely,
controlled and coordinated manner. The plan coordinates community mitigation, response and
recovery to all-hazard events that exceed the capability of any single city department. The
plan serves as a directive for activation of the emergency operations centre and provides
general guidance for participating city departments. The department should work
collaboratively with city administration to identify planned events of sufficient scope to
exercise the emergency operations centre and the emergency plan.
The department has completed an all hazard viilnerability assessment and has included this
information in its standard of cover. The emergency plan is primarily focused on position
specific responsibilities and assignments. The City of Kitchener has adopted the incident
command system (ICS) and national incident management system (NIMS) as the incident
management systems used during disasters. The chief administrative officer has been
designated the incident commander upon activation of the emergency operations centre. The
department should identify, evaluate and utilize a computerized record keeping system for use
in its emergency operations centre.
Criterion SI -Aviation Rescue and Fire Fi~htin~ Services
The Kitchener Fire Department has no responsibility for providing fire protection and EMS
response to the Waterloo Regional Airport.
The 2008-2010 column is for the 90t1' percentile of all data included in the 2008, 2009 and 2010 columns
9 - 26
Criterion ~J-Marine rand Shipborarrl Rescue and Fire Fi~htin~ Services
The Kitchener Fire Department has no marine incident response capability.
Criterion ~K -Other Programs
The Kitchener Fire Department offers an enhanced fire alarm reporting capability through one
of its divisions known as Direct Detect. This service is available to property owners
throughout the city and the surrounding area. The program was established as a result of a
multiple fire death incident in 1995 and an identified opportunity to improve fire department
response time, particularly in those areas more distant from a fire station. The Direct Detect
fire alarm system monitors over 3,000 customers in the region. When a monitored smoke
detector is activated, the alarm system sends an emergency signal directly to the fire
communications centre for immediate dispatch of apparatus. The city has mandated that all
residences outside the fire departments five minute travel time have alarm detection
equipment installed and monitored.
The department administers and maintains all aspects of the program. The program is staffed
with an administrative assistant and three alarm technicians. Some private contractors
approved by the fire department may assist with initial installation, but fire department alarm
technicians assume all responsibility after installation. Purchase agreements are in place to
secure supplies and equipment for installation and service. Tracking systems are currently
done manually, but Mastermind Software is being implemented to transition to electronic
means. Service techncians are equipped with vehicles and service problems are responded to
within 24 hours of being received.
The program is appraised during the annual budget cycle as well as through customer
interaction. A financial analysis is performed quarterly for accuracy of projections. The
department has not undertaken an analysis of data related to alarm outcomes associated with
responses to client residences. The department should produce and analyze response data and
fire loss reports related to the Direct Detect program to measure its effectiveness and impact
on event outcomes. The resulting information should be incorporated into the program
review, plaiuung and development processes.
Category VI -Physical Resources
The Kitchener Fire Department operates out of seven fire stations strategically located to
support response goals identified within its SOC. Each station is provided with an extraction
machine for the cleaiung of personal protective clothing including bunker gear and soft hoods.
No records are currently maintained to track the number of wash cycles. No maintenance,
testing or repair records of bunker coats and pants are maintained at the department. Repairs
and testing is currently a function of a third party vendor. The department should develop a
process where records are maintained within the department for personal protective
equipment (PPE) that will include maintenance, testing and repairs made to individual bui~l~er
coats and pants.. Regular visual inspections only of PPE are conducted, and records are kept
of this activity by company officers.
All stations undergo a monthly safety inspection and records are kept for each facility. All
stations are designed and maintained in accordance with provincial building and fire codes
and undergo regular compliance inspections. Point source exhaust extraction systems are not
9 - 27
currently incorporated into station bay design and are strongly recommended, through
guidelines published under Section 21 of the Occupational Health and Safety Act, by the
Ontario Fire Service Health and Safety Advisory Committee. Removal of diesel fumes and
vehicle emissions is accomplished with negative pressure exhaust fans activated upon bay
door operation and carbon monoxide (CO) monitors mounted in the bay.
The department maintains, repairs and tests its self-contained breathing apparatus (SCBA)
and face pieces. Department personnel are certified to perform maintenance and repair
functions. Each individual SCBA unit has its own maintenance, test and repair record
maintained within the FLINT records management system. Members completing work on
SCBA are certified by the manufacturer and are trained to administer annual fit tests to all
operational persoimlel. The SCBA maintenance facility is located at headquarters and is clean,
functional and state of the art. Breathing air is tested monthly by a certified third party testing
laboratory and records are kept on the results of these tests. The breathing air compressor is
well maintained, protected from the elements and located within the workspace assigned to
SCBA maintenance and repair.
The apparatus utilized by the department are generally new, of modern design, well
maintained and are provided with sufficient and appropriate equipment to support its mission.
The department maintains seven pumpers, two aerials, one pumper/tower, a rescue apparatus,
a water tanker (tender) and a command vehicle situated in a mam7er to support response goals
as defined by its standard of cover.
The department supports a single bay fleet maintenance shop capable of servicing its largest
apparatus. Vehicle lifts are capable of overhead servicing of its largest platform aerial. A
limited supply of spare parts is held in secure storage in sufficient quantities for performing
routine maintenance on fire apparatus. The apparatus maintenance bay is equipped with a
point source exhaust capture system for the removal of diesel exhaust and vehicle emissions.
The vehicle maintenance division is well managed with clean work areas and a complete
vehicle records management system tracking every vehicle in the fleet. Preventative
maintenance is scheduled four times per year for heavy apparatus and three times per year for
fleet vehicles. The apparatus maintenance program provides for a safe, reliable and effective
response fleet that meets the immediate needs of the comnnuuty.
All three mechanics assigned to fleet maintenance are emergency vehicle technicians (EVT)
certified and qualified Ontario automotive service technicians (3105) and tn~ck and coach
technicians (310T). There is a mechanic supervisor assigned who holds the rank of captain.
The department utilizes Underwriters Laboratory for aerial testing (based on NFPA 1914) and
conducts annual pump tests (based on NFPA 1911). Records are maintained detailing work
performed and materials used to make repairs and results of service tests. The FLINT records
management system is used to track materials and costs and is connected into the city finance
department. The department has seen funding influences inhibit further improvements to its
asset management (bar-coding) program. The department should take steps to identify and
implement abar-code asset and inventory tracking system to track its assets that is compatible
with the city's current finance system. This next step is necessary to improve inventory
tracking and control. Apparatus are inspected daily in accordance with Kitchener Fire
Department operating procedures AE 109 and AE 110.
9 - 28
There is a capital replacement fund that adequately provides for the purchase of new fire
apparatus, tools and equipment. The department develops apparatus specifications, (using
NFPA 1901 Standard for Automotive Fire Apparatus) through a committee comprised of
members of the operations, vehicle maintenance and administrative divisions. Specifications
are approved by the fire chief Meetings are held and minutes are maintained.
Small power equipment and rescue tools are maintained and serviced by certified
maintenance personnel. There is a capital replacement plan for tools and equipment. Records
of service and repair to small tools are maintained.
The department has a comprehensive safety program and provides a high quality supply of
safety equipment for its employees. Safety supplies, tools and equipment are provided in
sufficient quantities and appropriately distributed to support the department stated service
objectives. An inventory of safety equipment is maintained in sufficient amounts to replace
day today use, damages or losses.
An apparatus and equipment committee is established to research, identify and acquire state
of the art equipment as needed. Provincial law and department regulations require seat belt
use at all times and this is strictly enforced. Safety equipment is integrated in a risk
management and safety program that includes in-station and on scene activities.
Category VII -Human Resources
The Kitchener Fire Department has a designated human resource manager. One of the two
deputy fire chiefs is responsible for human resource activities and regularly meets with the
city director of human resources. This arrangement ensures that all aspects of personnel
management including recruitment, selection, hiring, promotion and separation are addressed
in compliance with applicable persoiulel laws, regulations and guidelines.
Kitchener is involved in a collaborative selection process with neighbouring departments;
Waterloo, Cambridge, and Guelph. This has the effect of increasing the candidate pool and
lowering costs. Candidates must complete a firefighter training program at an Ontario
Commuiuty College or a course that has equivalency to the College program .Diplomas must
be received prior to candidates begimung the testing process. Candidates are shared by each
agency once an eligibility list has been established. Candidates are interviewed by a panel
comprised of department and city staff to insure candidate fitness and that the city complies
with applicable laws. Conditional offers of employment are followed by a medical
examination and appropriate skills testing. An offer of employment is sent from city human
resources to the candidate. Candidates attend a six to eight week trainng academy. After
successful completion of training the candidates are assigned to shift work where they serve a
12 month probationary period and receive regular performance reviews.
The department has an established process for promotions that is fair and performance based.
There is an established discipline policy and appeal process. The city utilizes appropriate
provincial and municipal guidelines and regulations as the foundation for preparing personnel
policies that include sexual harassment and violence in the work place. Complaints and
disciplinary actions have been infrequent. Members of the department have the option of
reporting directly to the city human resource department. All complaints are investigated for
validity and corrective actions are taken to ensure that the interests of the employee, the
9 - 29
department and city are protected. Department policy and the City of Kitchener human
resources policy manual are available at each department work site. Changes in policy,
notices of promotional opportunities and manual updates are provided to members of the
department through email and paper notices.
All fi~lltime firefighters and civilians, with the exception of the fire chief and the two deputy
fire chiefs, are covered under a collective bargaining agreement (CBA) with the Kitchener
Professional Fire Fighters' Association. The current CBA is in affect from 2009-2011.
Grievances are submitted to the grievance committee in writing. After review, grievances are
submitted to the fire chief and director of human resource for resolution. The CBA contains
additional language concerning timelines and responsibility throughout the process.
Department persoiulel have access to a variety of career development opportunities. This
includes in-house training, corporate development through a training education and
development (TED) program and at Ontario Fire College. Opportunities are provided to
increase lalowledge shills and abilities in specific tasks, management and leadership training.
The City of Kitchener values its employees and ensures that work sites reflect its commitment
to the safety and health of the staff. The fire department is proactive in addressing work place
safety. The fire stations are meticulously maintained and the comprehensive apparatus and
equipment maintenance program contributes to a safe, efficient and healthy work
enviroiullent. All fire stations are provided with exercise areas that reflect a commitment to
physical fitness and employee health. All stations undergo a monthly safety inspection and
records are kept for each facility. All stations are designed and maintained in accordance with
Ontario building and fire codes and undergo regular compliance inspections. Safety policies
are maintained and updated as warranted. There is sufficient and appropriate safety
equipment, supplies and protective clothing to support the department mission. The
department has a written rehabilitation policy that follows general guidelines found in NFPA
158, Standard on Rehabilitation of Members Operating at liicident Scene Operations and
Training Exercises; however, there are currently no methods for providing on-scene medical
monitoring of personnel. The department should research, develop and implement written
medical screening procedures to support its firefighter rehabilitation program.
Fire department job descriptions have been prepared, based on standards published by the
Professional Standards Setting Body of the Ontario fire service. Dates of revision for
positions vary from the mid to late 1990's. Amending job descriptions will reflect changes in
organizational and professional expectations. The department should complete the review and
adoption of revised position descriptions for personnel not defined within the Ontario
Provincial Fire Services Standard. The department should also complete the review and
adoption of a revised position description for the position of chief fire officer.
Category Vlll -Training and Com~etency
The Kitchener Fire Department has a thorough and comprehensive training program managed
by a training director. The division is adequately staffed and is supported by the assigmnent of
additional personnel rotated from operations into the training division for six months at a
time. This position is la7own as a developmental training officer. The developmental training
9-30
officer position provides newer company officers an opportunity to develop and enhance their
skills as a trainng officer.
The training division utilizes a syllabus for four month time periods to direct department
training. The training program is delivered on a recurring 24 month cycle to maintain
individual competency. Office of the Fire Marshal for the Province of Ontario training
requirements are adhered to for certification and re-certification of department members.
Company officers are responsible to provide in-station training. Additional training in
specialized functions is provided through the Ontario Fire College.
New employees undergo a 12 month supervised probationary period and participate in a
firefighting academy lasting six to eight weeks. This program is conducted at the regional
Waterloo Regional Emergency Services Training and Research Complex (WRESTRC). All
training meets provincial requirements and is conducted in compliance with the National Fire
Protection Association (NFPA).
The department training policies and guidelines are available to all employees. A staff
development program for acting captains is under consideration to prepare candidates
company officer assignments.
Platoon and assistant platoon chiefs are trained in incident commander and incident safety
officer fiulctions despite there being no formal requirements of these certifications. The
department is committed to improving the safety and health of members responding to
emergencies.
Training records are managed through the PeopleSoft software application in use by city. At
this time, records of courses attended and certifications earned may not be entered into People
Soft. This creates an issue for the department desiring to track individual training and
organization compliance to training requirements, particularly those involving hazardous
materials and technical rescue. Use of the PeopleSoft program presents limitation in the
department's ability to track certification of personnel. The department needs to explore other
options to simplify the recording and retrieval of training records.
The department takes advantage of multi-media technology to support and distribute a
comprehensive training program that saves staff time and keeps primary response apparatus
within their first due response areas.
Catego~y IX -Essential Resources
C~ite~^ion 9A - WuteY Supply
The Kitchener Fire Department has an adequate and reliable water supply for firefighting
purposes. All areas of the city are served by the domestic water supply and hydrant system.
The city water department keeps water main and hydrant maps in a GIS based system. Map
books distributed to all fire department apparatus have fire hydrant locations provided. The
location and identification of all public fire hydrants, and the water main sizes on the public
system, can be accessed via the Intranet based mapping program in the communications
centre.
9-31
The domestic water supply system has over 4,000 hydrants and serves nearly all areas of the
city. Daily capacity is 114 million litres (25 million imperial gallons) with 141 million litres,
(31 million imperial gallons) stored. Daily consumption is 68 million litres (15 million
imperial gallons). The City of Kitchener Water Service and the Region of Waterloo is
responsible for the water supply system and includes the department in the planning and
operations processes for all development and system upgrades. The department's fire
prevention division conducts annual fire inspections on businesses, and any private hydrants
at these locations are required to provide documentation for the upkeep of the hydrants at the
time of the fire inspection. The department has assigned a member of the fire prevention
office to serve as liaison officer with the city water department for coordination purposes, on
new constn~ction, for fire suppression efforts. The Ontario Building Code requires a fire flow
demand for all stn~ctures to ensure compliance with water flow requirements. Any new
constn~ction that does not meet these flows requires the owner/builder to correct the situation
with approved means. The city water department performs all hydrant fire flow-testing
annually in the spring and preventative maintenance in the fall. The department should work
with the city water department to evaluate the feasibility of performing hydraulic calculations
in determining fire flow, in places of pitot gauge flow testing.
In the event the domestic water supply is rendered inoperable, the fire department is prepared
to draft from numerous sources of water to include, but not limited to rivers, ponds, and
reservoirs pre-planned and identified in the map books. The department has a tanker, and
mutual aid procedures are in place. All pumper apparatus are outfitted with hard suction hoses
for drafting.
Criterion 9B - Com~iunic~ition Systems
The Kitchener Fire Department commuiucation system is adequate for emergency
communications throughout the city. The department has two-way radio capability utilizing
an 800 MHz trunked radio system that serves the department and four additional fire
departments. There are adequate numbers of radio channels available on the system. The
department assigns portable radios to all front line apparatus, but not every riding position.
Command and support staffing are adequately supplied with portable radios. The department
utilizes a CriSys CAD system for documentation, but this system is unable to support mobile
data computers in fire apparatus. All fire department mobile and portable radios have mutual
aid channels as well as shared system channels that allow for direct communications with
emergency responders in the surrounding cities. Fire station alerting is operated on the 800
MHz trunked system. Command staff is also able to be notified after hours via numerical
pagers, in addition to radios.
The fire communications centre is staffing with two communications operators at all times
and may be supplemented with a third operator. The department should undertake a task
analysis of call receiving and processing within the fire department dispatch centre to validate
existing staffing levels against the current worldoad. There are three fully functional operator
stations able to be utilized at all times. There is a supervisor on duty daily from 0700-1800.
All operator stations are well designed for operations.
The Waterloo Regional Police Communications Centre serves as the iiutial public service
answering point (PSAP) site and all calls for fire service are transferred to the fire
communications centre. There are no time tracking capabilities currently to measure transfer
9-32
time from the original 911 call to the fire communcations centre. Calls to assist the regional
ambulance service are received directly, but there is no established policy in regard to timely
processing and handling of alarms transferred between communications centres. Hook flash
technology has improved this area to a degree, but consistency seems to be an issue. The
department should evaluate support for forming a regional communication users group to
address communications delays and inefficiencies related to call reporting and alarm transfers
between agency call centres used by the Kitchener Fire Department, Waterloo Regional
Police and Waterloo Regional Ambulance Services.
The fire communications centre is equipped with adequate direct telephone lines which
provide early warning capabilities and direct links with other jurisdictions as well as
provincial resources. These direct lines are monitored constantly and are tested periodically.
The computer systems are tested daily, on each shift.
The centre also moiutors Direct Detect alarm notifications from over 3,000 residences. These
alarms are received directly and are automatically entered in the CAD system which has
improved dispatch times. The Direct Detect is supported by internal office staff for
administration and service.
All communications and computer systems are well maintained with regular preventive
maintenance schedules. Backup services are in place and an alternate communcations centre
has been established with the City of Cambridge for call overflow, and with Waterloo
Regional Ambulance Service in the event of complete system failure. The communcations
centre is supported by internal, city, and contract resources for maintenance and support.
CNiteNion 9C - AdniinistNative SuppoNt SeNVices cmrl Office Syste~as
The Kitchener Fire Department provides administrative support through the administration
division. This division is tasked with payroll, research & planning, occupational health and
safety, public relations and education, organizational assessment, resource coordination, data
analysis/research, records keeping/reporting, business communications, public interaction and
purchasing.
The management and procedural processes of the department provide an adequate framework
for the management of the department and maintenance of policies. Office systems are state
of the art. The majority of computer station sites in the department are connected via a city
owned network.
CategoryX - External Systems Relatlo~shlps
The Kitchener Fire Department has written mutual aid agreements with the 6 other Region
Fire Departments. The department has ongoing discussions with these municipalities to move
towards entering into automatic aid agreements. There are several studies and projects that
need to be completed in this area. The department should continue to work with local
governance bodies, labour groups, and regional emergency service providers to develop
relationships and establish a functional automatic aid system to support department response
goals and regional response capabilities.
9-33
The department has initiated steps for joint testing and purchasing of SCBA units with
neighbouring agencies.
The department is an active member in the administration of the Waterloo Region Emergency
Services Traiiung and Research Complex, which is a joint training facility.
Many of the agreements focus directly towards service delivery to the community and the
department has aggressively worked with city and regional community leaders to bring fire
and life safety programs and facilities to the area and department. These include partnering to
establish a children's safety village and the purchase of a fire safety trailer. Dedicated
department personnel and college students from Conestoga College assist with staffing at the
safety village.
The department utilizes the Waterloo Regional Ambulance Service to provide advanced life
support transport services to the residents of Kitchener. Written agreements dictate when the
fire department responds to assist with medical emergencies. The department participates
with the cities of Waterloo and Cambridge as a joint Level II CBRNE team for the Province
of Ontario. This group trains together and shares staffing needs during deployment. All
agreements are current and reviewed annually.
The strategic plan addresses internal agreements and is primarily introspective, but does
mention the need to remain aware for opportuiuties to develop outside stakeholder
relationships. The current strategic plan does note that many of the relationships are external
to the fire department, but internal to the city.
There are policies and procedures in place to oversee and manage the external agreements in
place and conflict resolution steps have been established.
The department relies upon the assistance of the city to manage its external agreements, which
include human resources, finance, corporate communications, legal, and facilities
maintenance. This partnership seems to work well and the relationship between the city and
fire department appears focused on community service. The department currently has
established inter-agency working agreements with regional police and fire departments, but
there is no process in place to review and update the agreements on a regular basis. It is
recommended that all agreements between allied agencies be established in writing and that
an individual be identified to coordinate these processes
9-34
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