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CSD-17-017 - Kitchener Fire Department Master Plan, 2017-2022
REPORT TO: Community and Infrastructure Services Committee DATE OF MEETING: March 6, 2017 SUBMITTED BY: Jon Rehill, Fire Chief, 519-741-2200 extension 5500 PREPARED BY: Jon Rehill, Fire Chief, 519-741-2200 extension 5500 Kathleen Woodcock, Manager, Service Improvement & Coordination, CSD 519-741-2200 extension 7597 WARD(S) INVOLVED: All DATE OF REPORT: February 16, 2017 REPORT NO.: CSD-17-017 SUBJECT:Kitchener Fire Department Master Plan, 2017-2022 ___________________________________________________________________ RECOMMENDATION: That the Kitchener Fire Department Master Plan (KFDMP) attached as Appendix A to CSD-17-017 be approved as the guiding document for the Kitchener Fire Department; and that staff be directed to refer implementation of the strategic and operational actions to the departmental business planning process as applicable. BACKGROUND: Fire Master Plans are common in most fire departments across North America. The Office of the Fire Marshal – Emergency Management (OFMEM) recommends the use of a fire master plan as part of their Public Fire Safety Guidelines for Municipalities. The OFMEM also has a suggested framework for the development of a fire master plan. Engaging in the development of a fire master plan allows for a thorough review of critical areas within the fire department and identifies opportunities to maintain or improve the level of effectiveness and efficiencies. The focus of the master plan is to balance the needs and expectations of the community with legislated requirements for compliance all within the department’s current resources. The master plan for the fire department provides: a comprehensive evaluation of the department’s current service delivery assessment of current services in relation to legislated standards and industry best practices alignment with the City of Kitchener People Plan, Employee Culture Survey and Fire Technology Strategy *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 6 - 1 an opportunity for stakeholders and community partners to participate in the development of the plan REPORT: Throughout 2016 a project team comprised of staff from the fire department, other city departments and members of the community participated in numerous project committee meetings to develop a new Fire Master Plan. Members of the project team and other personnel from the fire department participated in a workshop on September 8, 2016, facilitated by retired Fire Chiefs Jim Hancock and Terry Allen. The purpose of the workshop was to explore the challenges facing the department and identify opportunities for efficiencies as the master plan was developed. Using the OFMEM’s framework for fire master plans, the project team completed additional research and data collection/analysis to help develop the Kitchener Fire Department Master Plan (KFDMP) (Appendix A) including: response data and analysis report community input and engagement (Engage Kitchener survey) financial review (operating and capital) considering opportunities for cost recovery and revenue generation review of community emergency management initiatives analysis of opportunities and gaps with existing communications and technology requirements The response study completed as a part of the master plan (Appendix B) included a review of call data 2011 – 2015, apparatus/station update, future planned city development, project city growth and inventories of property stock, high-rise stock and vulnerable occupancy sites. This information was used to create a community risk profile that included analysis of eight key risk factors: property stock, building height and area, building age and construction, building exposure, demographic profile, geography/topography/road network, past fire loss statistics and fuel load profile. In developing the KFDMP various risk factors were considered. Specifically, the following municipal growth risk factors influenced the development of the plan: increase in the number of residential buildings increase in the number of commercial, industrial and institutional buildings increased traffic volumes increase in population density Within the fire service at a provincial and local level, there are operational related factors which are also significantly important to address over the period of this fire master plan. They include: OFMEM transition from the Ontario Fire Service standards to the National Fire Protection Association (NFPA) standards 6 - 2 insufficient fire technology solutions causing operational inefficiencies training gaps to achieve NFPA standards, education, enforcement, and building and fire codes provincial legislation demands on the department (e.g., vulnerable occupancies, PTSD, carbon monoxide alarms) increasing costs of municipal fire service increased requirements for emergency planning and business continuity KFDMP Framework The KFDMP has been developed following the framework of assessing the delivery of municipal fire protection services included within the Public Fire Safety Guidelines (PFSB) authored by the OFMEM. Additionally, the delivery of fire protection services is guided by the strategic optimization of the three lines of defence which are: 1. Public Fire Safety Education (prevention and public education) 2. Fire Safety Standards and Enforcement (inspections and compliance) 3. Emergency Response (suppression activities) By implementing the recommended actions in the first two lines of defence, the KFD will be able to effectively reduce the impacts of fire and fire related injuries in the city. This optimization of programs specifically related to the first two lines of defence is anticipated to assist the third line of defence, emergency response, in their role of managing the overall fire risk within the community. The KFDMP contains a total of 35 strategic and operational actions. There are 11 actions in three strategic areas: 1. public fire safety education 2. fire safety standards and 3. enforcement and emergency response There are an additional 24 recommended actions in three operational areas: 1. efficient and effective operations 2. staff development and 3. strengthening partnerships All of the recommended strategic and operational actions can be found in the KFDMP (Appendix A, page 82). The following highlights some of the strategic and operational actions that will guide decision-making of the Kitchener Fire Department over the next five years (2017-2022). For the duration of this master plan, the department is committed to finding ways to address gaps in fire service delivery, to create cost efficiencies and effectiveness, to continue staff development and strengthen partnerships in the community. 6 - 3 Upon implementation, these actions will allow the department to remain committed to customer service and neighbourhood engagement while complying with legislation, regulations and standards. Strategic Actions First Line of Defence - Public Fire Safety Education Through the first line of defence of the OFMEM framework, the department will continue to educate our community in fire and life safety and fire prevention strategies. Throughout the next five years our department is committed to exploring and expanding new techniques and platforms to better inform and engage the neighbourhoods within the city. Examples include: develop an annual communication plan that better utilizes the city’s digital and print communication tools to educate residents on issues of fire safety (Action #24) create fire and life safety programs to better educate the diverse population of the city e.g., new Canadians (Action #25) implement the “After The Fire Is Out” program by suppression personnel to enhance fire and life safety messaging in the community following a fire incident (Action #28) create a public education team from existing staff who can provide enhanced fire and life safety training in specific areas related to fire risk (i.e., geographic, demographic) to better serve the neighbourhoods (Action #26) Second Line of Defence - Fire Safety Standards and Enforcement Through the second line of defence of the OFMEM framework, the department will continue to conduct fire inspections and when necessary enforce compliance through the Ontario fire code. Identified within the fire master plan review (2016) was a service gap in relation to fire prevention inspection cycles of buildings within the municipality. Currently, the department does not have a routine inspection cycle in place. Throughout the five years, the goal is to: develop and implement a routine inspection cycle based on industry best practice (Action #21) educate and train suppression personnel to be able to conduct inspections in low and moderate risk occupancies e.g., day care facilities (Action #34) educate and train suppression personnel to assist with legislated requirements for high risk / vulnerable occupancies e.g., long term care facilities (Action #35) 6 - 4 Third Line of Defence - Emergency Response The third line of defence of the OFMEM framework occurs when suppression personnel are required to respond to an emergency. In 2014, the OFMEM transition from the Ontario fire service standards to the NFPA standards created a significant change in how suppression staff are trained and how they respond to specialty rescues. The department will: update the city’s Establishing and Regulating By-Law, Fire Department to reflect changes in NFPA standards related to the KFD specialized rescue response (e.g., confined space, trench rescue and light rail transit) (Action #1) create exercise based training scenarios for suppression staff in high risk occupancies (e.g., vulnerable occupancies, heavy industry) to develop and educate crews in firefighter tactics and strategies to strengthen our emergency response capabilities (Action #30) after technological solutions are in place, conduct a comprehensive review of the fire department’s response capabilities (Action #29) Operational Actions Efficient and Effective Operations From the research and data collection/analysis for the master plan, the project team determined there are opportunities within the fire department to generate revenue, find internal departmental efficiencies and utilize technology solutions – all with the goal of being more efficient. This includes: implement recommendations from the Fire Technology Strategy (Action #23) work with the city’s asset management team to develop a comprehensive asset management program focused on station maintenance (Action #4) conduct a workload analysis for all divisions (Administration, Apparatus and Equipment, Direct Detect, Emergency Communications, Emergency Management and Business Continuity, Fire Prevention, Fire Systems and Projects, Public Education, Emergency Response, Training and Development) (Action #3) explore business opportunities to offer a variety of services (e.g. Direct Detect) to other municipalities as a way of generating revenue for the municipality (Action #5) Staff Development Using information from the review of the fire divisions and from the 2016 Employee Culture Survey results, the project team identified opportunities to strengthen internal staff development, well-being and career growth. The following actions will assist the department in moving forward with initiatives related to staff development: 6 - 5 develop a department wide officer development program and succession plan (Action #32) provide cross divisional training and job mentoring to enhance service delivery and improve operational effectiveness (Action #33) continue to enhance our wellness/fitness initiatives to ensure mental and physical resiliency and well-being of staff (Action #6) Strengthening Partnerships During the analysis of demographic information of the various fire divisions, the project team felt that the fire department staff should strengthen its relationships with external partners and the community. To achieve this objective, the department will: work with all levels of government to educate the community and external public safety partners e.g., school, hospitals, in emergency preparedness (Action #20) provide training to corporate departments to ensure the proper management of their continuity of operations during a significant event or emergency (Action #19) increase the awareness of existing, and encourage the development of new programs, aiming to educate persons not typically attracted to working in the fire service e.g., the Young Female Firefighting program (Action #9) ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: Strategic Priority: Effective and Efficient City Services Strategy: 5.1 Enhance and roll out plans for managing emergencies and business disruptions to protect lives and continue to deliver critical services to the community. Strategic Action: CS6 - Develop a five year road map for the Fire Department to meet the needs and circumstances of the community, Council and staff. FINANCIAL IMPLICATIONS: Funding for implementation of the KFDMP is available through reprioritization of existing budget allocations, additional development charges funding already included in the City’s capital budget forecast, optimizing revenue generation opportunities, and leveraging cost recovery initiatives where appropriate. COMMUNITY ENGAGEMENT: INFORM – Citizens were informed and encouraged to participate in the survey through various methods: a social media campaign using Facebook and Twitter combined a button on the front page of the City of Kitchener website 6 - 6 distribution to city facilities of bookmark handouts reflecting the URL and timelines for survey completion paper versions of the survey made available at City of Kitchener facilities such as pools, community centres, arenas and golf courses CONSULT – Using the Engage Kitchener platform, a survey for citizens was posted from July 18, 2016 to August 28, 2016 to get a full picture of the expectations of our community with respect to fire safety education and prevention, emergency response and fire suppression. 212 responses were received. Details of the results are provided in Appendix B. The project team included four members of the community, each representing a community perspective and/or high risk facilities, e.g., schools and long term care facilities. These representatives provided valuable objective feedback on the development of the KFDMP. Members of the Mayor’s Advisory Committee of Kitchener Seniors (MACKS) provided input via paper surveys administered at a regular meeting of the group. ACKNOWLEDGED BY: Michael May, Deputy CAO, Community Services Appendix A – Kitchener Fire Department Master Plan 2017-2022 Volume 1 Appendix B – Kitchener Fire Department Master Plan Volume 2 - Appendices 6 - 7 - 6 - 8 6 - 9 #®³¤³² ..................................................................................................................................... 1 Executive Summary ....................................................................................................................................... 2 1.0 Introduction ............................................................................................................................................ 6 1.1 Fire Protection and Prevention Act, 1997 ........................................................................................... 8 1.2 Office of the Fire Marshal - Ontario .................................................................................................... 8 1.3 Kitchener Fire Department Mission Statement .................................................................................. 8 1.4 Summary ............................................................................................................................................. 8 2.0 Community Engagement ........................................................................................................................ 9 2.1 Survey Responses ................................................................................................................................ 9 2.2 Summary and Actions ....................................................................................................................... 13 3.0 Administration Division ......................................................................................................................... 14 3.1 Key Functions .................................................................................................................................... 14 3.2 Department Organization and Staff Resources ................................................................................ 14 3.3 Division Staff Resources .................................................................................................................... 16 3.4 Workspace ........................................................................................................................................ 17 3.5 By-laws .............................................................................................................................................. 17 3.6 Mutual Aid Agreements .................................................................................................................... 17 3.7 Medical Tiered Response Agreement ............................................................................................... 18 3.8 Fees Schedule .................................................................................................................................... 18 3.9 Capital and Operating Budget ........................................................................................................... 18 3.10 Departmental Policies and Procedures ........................................................................................... 18 3.11 Summary and Actions ..................................................................................................................... 20 4.0 Apparatus and Equipment Division....................................................................................................... 21 4.1 Key Functions .................................................................................................................................... 21 4.2 Division Staff Resources .................................................................................................................... 21 4.3 Fire Apparatus Definition/Inventory ................................................................................................. 22 4.4 Reserve Fleet Considerations ............................................................................................................ 24 4.5 Small Fleet Inventory ........................................................................................................................ 24 4.6 Workspace ........................................................................................................................................ 24 4.7 Records Management ....................................................................................................................... 24 6 - 10 4.8 Summary and Actions ....................................................................................................................... 25 5.0 Direct Detect Division ........................................................................................................................... 26 5.1 Key Functions .................................................................................................................................... 26 5.2 Division Staff Resources .................................................................................................................... 26 5.3 Direct Detect Customers, Equipment and Technology ..................................................................... 27 5.4 Workspace ........................................................................................................................................ 29 5.5 Records Management ....................................................................................................................... 29 5.6 Summary and Actions ....................................................................................................................... 29 6.0 Emergency Communications Division ................................................................................................... 31 6.1 Key Functions .................................................................................................................................... 31 6.2 Division Staff Resources .................................................................................................................... 31 6.3 Dispatch, Phone and Radio System ................................................................................................... 32 6.4 Workspace ........................................................................................................................................ 34 6.5 Records Management ....................................................................................................................... 34 6.6 Summary and Actions ....................................................................................................................... 34 7.0 Corporate Emergency Management and Business Continuity ............................................................. 36 7.1 Key Functions .................................................................................................................................... 36 7.2 Emergency Management Steering Committee Structure ................................................................ 37 7.3 Community Emergency Management Program Committee (CEMPC) ............................................. 38 7.4 Division Staff Resources .................................................................................................................... 39 7.5 Workspace ........................................................................................................................................ 40 7.6 Technology ........................................................................................................................................ 40 7.7 Summary and Actions ....................................................................................................................... 40 8.0 Fire Prevention Division ........................................................................................................................ 41 8.1 Key Functions .................................................................................................................................... 41 8.2 Division Staff Resources .................................................................................................................... 42 8.3 Division Activities .............................................................................................................................. 42 8.4 Fire Prevention Programs ................................................................................................................. 44 8.5 Fire Prevention Inspections .............................................................................................................. 45 8.6 Fire Investigations ............................................................................................................................. 46 8.7 Workspace ........................................................................................................................................ 46 8.8 Records Management ....................................................................................................................... 46 6 - 11 8.9 Summary and Actions ....................................................................................................................... 46 9.0 Fire Systems and Projects Division ........................................................................................................ 48 9.1 Key Functions .................................................................................................................................... 48 9.2 Division Staff Resources .................................................................................................................... 48 9.3 Fire Systems ...................................................................................................................................... 48 9.4 Workspace ........................................................................................................................................ 49 9.5 Summary and Actions ....................................................................................................................... 49 10.0 Public Education Division .................................................................................................................... 50 10.1 Key Functions .................................................................................................................................. 50 10.2 Division Staff Resources .................................................................................................................. 50 10.3 Activities .......................................................................................................................................... 51 10.4 Core Public Education Programs ..................................................................................................... 52 10.5 Technology and Equipment ............................................................................................................ 55 10.6 Media Work Plan............................................................................................................................. 55 10.7 Workspace ...................................................................................................................................... 56 10.8 Records Management ..................................................................................................................... 56 10.9 Summary and Actions ..................................................................................................................... 56 11.0 Emergency Response Division ............................................................................................................ 57 11.1 Key Functions .................................................................................................................................. 57 11.2 Division Staff Resources .................................................................................................................. 58 11.3 Location of Fire Stations ................................................................................................................. 58 11.4 Fire Suppression Guidelines, Industry Standards, Industry Best Practices ..................................... 61 11.5 Emergency Response Categories .................................................................................................... 65 11.6 Medical Program ............................................................................................................................. 66 11.7 Home Fire Safety Program .............................................................................................................. 67 11.8 Shift Schedule ................................................................................................................................. 67 11.9 Workspace ...................................................................................................................................... 67 11.10 Records Management ................................................................................................................... 67 11.11 Summary and Actions ................................................................................................................... 68 12.0 Training and Development Division .................................................................................................... 69 12.1 Key Functions .................................................................................................................................. 69 12.2 Division Staff Resources .................................................................................................................. 69 6 - 12 12.3 Committees ..................................................................................................................................... 70 12.4 Five Year Training Plan .................................................................................................................... 70 12.5 Company Officer Development ...................................................................................................... 74 12.6 Training Advisory Committee ......................................................................................................... 75 12.7 Live Fire Training / Group Scenario Decision-Making / Fire Ground Operations ........................... 75 12.8 All Up Training ................................................................................................................................. 75 12.9 Records Management and Software .............................................................................................. 75 12.10 Training Facilities .......................................................................................................................... 75 12.11 Workspace .................................................................................................................................... 77 12.12 Summary and Actions ................................................................................................................... 78 13.0 Kitchener Fire Department Response Analysis, Dillon Consulting...................................................... 79 13.1 Response Analysis ........................................................................................................................... 79 13.2 Community Risk Profile ................................................................................................................... 79 13.3 Summary and Actions ..................................................................................................................... 79 Glossary ....................................................................................................................................................... 80 Strategic and Operational Actions .............................................................................................................. 82 6 - 13 Kitchener Fire Department Master Plan, 2017-2022 The Kitchener Fire Department, in collaboration with City of Kitchener personnel, external stakeholders and members of the public have developed this fire master plan to serve as a strategic guideline to advance the department over the next five years. The Kitchener Fire Department Master Plan (KFDMP) is also intended to assist Kitchener Council in making decisions regarding the provision of fire protection services based on the local needs and circumstances of our community. The analyses, strategic actions and operational actions contained within this plan have been prepared with regard for the legislated responsibilities of the municipalities as contained within the Fire Protection and Prevention Act (1997) (FPPA) and the Occupational Health and Safety Act (OHSA). Within the Province of Ontario the delivery of fire protection services are guided by the FPPA including the strategic optimization of the three lines of defence which include: 1. Public Fire Safety Education 2. Fire Safety Standards and Enforcement 3. Emergency Response Significant emphasis has been placed on the use of Public Fire Safety Guidelines (PFSG) and the resources provided by the Office of the Fire Marshal - Emergency Management (OFMEM) while developing this master plan. The KFDMP for the period of 2017 to 2022is designed to offer a high level of fire protection services to the community in a cost effective manner resulting in the best value for the municipality. In closing, I would like to thank the KFDMP project team for their dedication and commitment in shaping this fire master plan. Fire Chief Jon Rehill Њ Page 6 - 14 Kitchener Fire Department Master Plan, 2017-2022 %·¤¢´³¨µ¤ 3´¬¬ ±¸ The Kitchener Fire Department (KFD) provides City of Kitchener residents, visitors and businesses with protection against loss of life, property and the environment from the effects of fire, accidents and all other hazards through preparedness, prevention, public education and emergency response. The development of the Kitchener Fire Department Master Plan (KFDMP) recognizes the continued commitment of city council and senior staff to providing the highest level of services to the community in the most cost effective and efficient manner while at the same time developing fire personnel and strengthening community partnerships. During the development of the KFDMP various risk factors were considered. Currently, there are municipal growth factors that are increasing the level of risk facing the service delivery to the community. They include: increase in the number of residential buildings due to a rise in population increase in the number of commercial, industrial and institutional buildings increased traffic volume on city streets increase in population density as a result of high-rise intensification Within the fire service at a provincial and local level, there are operational risk factors which are significantly important to address over the period of this master plan. Those factors are: Office of the Fire Marshal - Emergency Management (OFMEM) transition from the Ontario fire service standards to the National Fire Protection Association (NFPA) standards training gaps to achieve NFPA standard, education, enforcement, and building code insufficient fire technology solutions causing operational inefficiencies provincial legislation demands on the department (i.e., vulnerable occupancies) increasing costs of municipal fire service increased requirements for emergency planning and business continuity The KFDMP was primarily based on the three lines of defence framework from the OFMEM. By following that framework in addition to further data collection and analysis, theKFD will enhance service delivery through implementation of strategic and operational actions in the KFDMP as follows. Strategic Actions First Line of Defence - Public Fire Safety Education Through the first line of defence of the OFMEM framework, the department will continue to educate our community in fire and life safety and fire prevention strategies. Throughout the next five years our department is committed to exploring and expanding new techniques and platforms to better inform and engage the neighbourhoods within the city. Examples include: Ћ Page 6 - 15 Kitchener Fire Department Master Plan, 2017-2022 communication tools (Action #24) create fire and life safety programs to better educate the diverse population of the city e.g., new Canadians (Action #25) i and life safety messaging in the community (Action #28) create a public education team from existing staff who can provide enhanced fire and life safety training in specific areas related to fire risk (i.e., geographic, demographic) to better serve the neighbourhoods (Action #26) Second Line of Defence - Fire Safety Standards and Enforcement Through the second line of defence of the OFMEM framework, the department will continue to conduct fire inspections and when necessary enforce compliance through the Ontario fire code. Identified within the fire master plan review (2016) was a service gap in relation to fire prevention inspection cycles of buildings within the municipality. Currently, the department does not have a routine inspection cycle in place. Beginning in 2017, the department will: develop and implement a routine inspection cycle based on industry best practice (Action #21) educate and train suppression personnel to be able to conduct inspections in low and moderate risk occupancies e.g., day care facilities (Action #34) educate and train suppression personnel to assist with legislated requirements for high risk / vulnerable occupancies e.g., long term care facilities (Action #35) Third Line of Defence - Emergency Response The third line of defence of the OFMEM framework occurs when suppression personnel are required to respond to an emergency. In 2014, the OFMEM transition from the Ontario fire service standards to the NFPA standards created a significant change in how suppression staff are trained and how they respond to specialty rescues. The department will: update -Law, Fire Department to reflect changes in NFPA standards related to the KFD specialized rescue response (e.g., confined space, trench rescue and light rail transit) (Action #1) create exercise based training scenarios for suppression staff in high risk occupancies (e.g., vulnerable occupancies, heavy industry) to develop and educate crews in firefighter tactics and strategies to strengthen our emergency response capabilities (Action #30) after technological solutions are in place, conduct a comprehensive review of the fire per response standard NFPA 1710 (Action #29) Ќ Page 6 - 16 Kitchener Fire Department Master Plan, 2017-2022 Operational Actions Cost Efficiencies and Effectiveness From the research and data collection/analysis for the master plan, the project team determined there are opportunities within the fire department to generate revenue, find internal departmental efficiencies and utilize technology solutions all with the goal of being more efficient. This includes: implement recommendations from the Fire Technology Strategy (Action #23) work management program focused on station maintenance (Action #4) conduct a workload analysis for all divisions (Administration, Apparatus and Equipment, Direct Detect, Emergency Communications, Emergency Management and Business Continuity, Fire Prevention, Fire Systems and Projects, Public Education, Emergency Response, Training) (Action #3) explore business opportunities to offer a variety of services (e.g. direct detect) to other municipalities to create strategic revenue generation opportunities (Action #5) Staff Development Using information from the review of the fire divisions and from the 2016 Employee Culture Survey results, the project team identified opportunities to strengthen internal staff development, well-being and career growth. The following actions will assist the department in moving forward with initiatives related to staff development: develop a department wide officer development program and succession plan (Action #32) provide cross divisional training and job mentoring to enhance service delivery and improve operational effectiveness (Action #33) continue to enhance our wellness/fitness initiatives to ensure mental and physical resiliency and well-being of staff (Action #6) promote an engaged workplace culture by implementing actions driven by the results of the 2016 Employee Culture Survey (Action #7) Strengthening Partnerships During the analysis of demographic information of the various fire divisions, the project team felt that the fire department staff should strengthen its relationships with external partners and the community. To achieve this, the department will: work with all levels of government to educate the community and external public safety partners e.g., school, hospitals, in emergency preparedness (Action #20) Ѝ Page 6 - 17 Kitchener Fire Department Master Plan, 2017-2022 provide training to corporate departments to ensure the proper management of their continuity of operations during a significant event or emergency (Action #19) increase the awareness of existing, and encourage the development of new programs, aiming to educate persons not typically attracted to the fire service (i.e., the Young Female Firefighting program) (Action #9) commit to building an inclusive and diverse workforce that is reflective of the community (Action #10) Ў Page 6 - 18 Kitchener Fire Department Master Plan, 2017-2022 ΐȁΏ )³±®£´¢³¨® The Kitchener Fire Department (KFD) has initiated a fire master plan study as part of its comprehensive community planning process to guide the delivery of fire protection services over the next five years. Development of the Kitchener Fire Department Master Plan (KFDMP) recognizes the continued commitment of Council and senior staff to provide the highest level of services and programs to the community in the most cost-effective and efficient manner. This KFDMP provides a complete review of the current operations of the KFD to assist Council in establishing key objectives for the department. The five year plan includes strategic and operational actions for the municipality, consistent with the fire master planning framework outlined by the Office of the Fire Marshal - Emergency Management (OFMEM). The overarching goal of this plan is to present a clear understanding of the existing and future requirements of the KFD, referencing best practices, including relevant standards and legislation. Objectives of the master plan process include: conduct a comprehensive review of the non-suppression and suppression services of the fire department assess community needs and risk, such as those resulting from the impacts of existing and future growth review applicable legislation, regulations, best practices and existing policies and procedures relating to the fire department follow the fire master planning process of the OFMEM including the three lines of defence model The KFDMP includes recommendations for strategic and operational actions based on current industry standards as well as accounting for future estimated needs. The KFDMP includes an assessment of the following divisions of the KFD: Administration Apparatus and Equipment Direct Detect Emergency Communications Emergency Management and Business Continuity Fire Prevention Fire Systems and Projects Public Education Training Suppression KFD staff was instrumental in shaping this study by providing relevant data, reports and other background information. The project team also provided direction and insight at critical points in the project. The list of members is shown in Figure 1.a. Џ Page 6 - 19 Kitchener Fire Department Master Plan, 2017-2022 Figure 1.a: Fire Master Plan Project Team Stakeholder NameTitleRole Representation Community Services Michael MayDCAOProject Champion Department Jon RehillFire ChiefFireProject Sponsor Manager, Service Community Services Kathleen WoodcockCoordination & Project Manager Department Improvement Rob MartinDeputy Fire ChiefFireTeam Member Bob GilmoreDeputy Fire ChiefFireTeam Member Manager, Emergency Dimetra ResendesCommunications & FireTeam Member Support Services Manager, Emergency Steve LaRochelleManagement & FireTeam Member Business Continuity Platoon Chief B1 Steve ZurellFireTeam Member Platoon Stephan MacInnisTraining DirectorFireTeam Member Assistant Chief Fire Phil MellorFireTeam Member Prevention Officer Captain, KFD/ KPFFA Steve JonesFireTeam Member President Robert SchipperManager, BuildingBuilding DivisionTeam Member Natalie GossSenior PlannerPlanning DivisionTeam Member Alicia ItalianoSenior Financial AnalystFinancial PlanningTeam Member Ryan ScottBuyerSupply ServicesTeam Member Director, Technology Dan MurrayInformation TechnologyTeam Member Innovation & Services Human Resources Natasha GrmusaHuman ResourcesTeam Member Associate Shannon-Melissa Waterloo Region District Citizen Representative DunlopSchool Board Long Term Care Perry NassisCitizen Representative Facilities Pete LennoxCommunity at LargeCitizen Representative Waterloo Region District Jessica EldredCitizen Representative School Board А Page 6 - 20 Kitchener Fire Department Master Plan, 2017-2022 ΐȁΐ &¨±¤ 0±®³¤¢³¨® £ 0±¤µ¤³¨® !¢³Ǿ ΐΘΘΖ Within the Province of Ontario, the relevant legislation for the operation of a fire department is contained within the Fire Protection and Prevention Act, 1997 (FPPA). ΐȁΑ /¥¥¨¢¤ ®¥ ³§¤ &¨±¤ - ±²§ « ȃ /³ ±¨® As indicated within the FPPA, the duties of the Fire Marshal include responsibilities to assist in the interpretation of the Act and to develop training and evaluation systems and enforcement of the Act and its regulations. One of these roles includes the review of compliance with the minimum requirements of a community fire safety program, which must include: a smoke alarm program with home escape planning distribution of fire safety education material to residents/occupants inspections upon complaint or when requested to assist with code compliance (including any necessary code enforcement) a simplified risk assessment ΐȁΒ +¨³¢§¤¤± &¨±¤ $¤¯ ±³¬¤³ -¨²²¨® 3³ ³¤¬¤³ A team of highly trained, caring professionals committed to increasing safety and security, protecting and strengthening the community through education, prevention, rescue, fire suppression, and life support. ΐȁΓ 3´¬¬ ±¸ This KFDMP has been developed following the framework of assessing the delivery of municipal fire protection services included within the current Public Fire Safety Guidelines (PFSG) authored by the OFMEM. Figure 1.b: Kitchener Fire Department Honour Guard Б Page 6 - 21 Kitchener Fire Department Master Plan, 2017-2022 ΑȁΏ #®¬¬´¨³¸ %¦ ¦¤¬¤³ An important component of building the fire master plan is community input. Public feedback allows the city to get a full picture of the expectations of the community with respect to services provided by the Kitchener Fire Department (KFD). An online survey was posted on the Engage Kitchener platform from July 18, 2016 to August 28, 2016. There were 318 visitors to the survey. Over 200 respondents completed the survey. Citizens were encouraged to participate in the survey through various methods: a social media campaign using Facebook and Twitter combined a button on the front page of the City of Kitchener website distribution to city facilities of bookmark handouts reflecting the URL and timelines for survey completion paper versions of the survey made available at City of Kitchener facilities such as pools, community centres, arenas and golf courses In the survey, respondents were asked to provide the first three digits of their postal code in order for us to understand geographic trends in the City.Volume 2, Appendix A shows the number of respondents who answered this question by ward as well as details of survey responses. The survey design was based on the three lines of defence as identified in the Ontario fire safety and protection model: public fire safety education fire safety standards and enforcement emergency response The feedback received from the respondents has been used to inform the strategic and operational actions in the KFDMP, primarily the need to build awareness about all of the services provided by the KFD through more robust public education and prevention campaigns as well as providing clarification regarding how a fire department operates and the many facets of fire service delivery. Αȁΐ 3´±µ¤¸ 2¤²¯®²¤² The first survey question asked respondents to indicate the level of knowledge they have about the services provided by the KFD. Table 2.a shows that the large majority of respondents (68%) The strategic actions in the master plan under the first line of defence (public fire safety education) are intended to increase citizens knowledge about the services provided by the KFD. The survey asked respondents to indicate when they have used the various services (dialed 911/emergency response, inspection, direct detect, prevention, public education) of the KFD. The majority of respondents had never used the services. This lack of experience with the В Page 6 - 22 Kitchener Fire Department Master Plan, 2017-2022 services of the fire department may speak to the relatively low number of responses to the survey when compared to the total city population. Table 2.a: What knowledge do you have of the services of the KFD? The survey asked respondents to indicate all the ways they currently receive information about the services offered by the fire department. Among a variety of methods listed on the survey, the top three methods chosen focused on technology i.e., local media (TV, print), City of Kitchener website, and City of Kitchener social media. The next most common methods involve print materials, often being distributed at open house events, school programs or education seminars. Table 2.b provides all the methods for receiving information. Table 2.b: What are all the ways you receive information about the services provided by KFD? ЊЉ Page 6 - 23 Kitchener Fire Department Master Plan, 2017-2022 The responses show that while all of these methods are valid and should be maintained, if funding and / or staff resources are applied to support these various methods, there should be a focus on expanding the use of social media through corporate communications. When asked how (as many options as they wanted to choose) they want to receive information about the fire department services in future, respondents included City of Kitchener social media and City of Kitchener web site 56% and 52% respectively as reflected in Table 2.c. This trend toward technology as the favoured method of communication about fire department services and activities aligns with the strategic action to utilize the c networking platforms to educate the community in fire and life safety and fire prevention strategies and services. Table 2.c: How do you want to receive information about the services provided by KFD in the future? In response to a question asking if they are aware that effective October 2014 the Ontario fire code required all single family, semi-detached and town homes in Ontario whether owner occupied or rented to have a working carbon monoxide detector, 90% of respondents indicated yes. This is great news from a public safety perspective, which is a primary responsibility of the KFD. This high percent of positive response indicates that various public education initiatives regarding the use of carbon monoxide detectors are making a difference in public safety. The direct detect alarm monitoring system detects fire, smoke and carbon monoxide and is connected directly to the local fire department. Direct detect will respond immediately when there is a threat, whether someone is at home or not. 57% of survey respondents indicated they are not aware that this service can be provided by the KFD for a monthly fee. 46% of respondents indicated they would definitely or maybe be interested purchasing this service. ЊЊ Page 6 - 24 Kitchener Fire Department Master Plan, 2017-2022 This seeming lack of awareness regarding direct detect supports the strategic action in the KFDMP to expand and explore new techniques and platforms to better educate citizens about fire and life safety and fire prevention strategies. Local governments must balance the desire for valued services with reasonable taxation levels. The fire department is the largest tax-supported services at the City of Kitchener with a cost of approximately $270 per year for the average Kitchener homeowner with a house valued at $280,000. This cost supports all of the services provided by the 10 divisions within the fire department. With this information, respondents were asked to rate the value of the services provided by the KFD for their tax dollars. 63% of respondents rated the value of services for their tax dollars as very good or good as shown in Table 2.d. It is important for the fire department to ensure as much as possible that service levels provided by the department reflect the needs and priorities of the community. In the survey, respondents indicated how they would prioritize resources among the three lines of defence, i.e., public fire safety education; fire safety standards and enforcement; and emergency response. 42% of respondents indicated their top priority to be the third line of defence, i.e., emergency response. This information is shown in Table 2.e. Table 2.d: Overall Value of the Services of the KFD for Tax Dollars ЊЋ Page 6 - 25 Kitchener Fire Department Master Plan, 2017-2022 Table 2.e: How would you prioritize resources? Respondents were given an opportunity to share other comments about the KFD in the survey. Comments provided reflected both positive and negative perspectives. The positive comments mirrored the responses to the resource priority question shown in Table 2.e. People expressed general appreciation for the work that suppression staff do and for the many and varied public education programs and activities in which the fire department is involved. The negative perspectives focused primarily on the financial implications of municipal fire services including wages, equipment costs and facilities. ΑȁΑ 3´¬¬ ±¸ £ !¢³¨®² Public feedback allows the city to get a picture of the expectations of the community with respect to services provided by the KFD.The survey design was based on the three lines of defence as identified in the Ontario fire safety and protection model: public fire safety education; fire safety standards and enforcement; emergency response. The Engage Kitchener platform is a useful tool to collect feedback from the public. The input collected from the survey helped inform the development of the strategic and operational actions in the KFDMP. Actions Conduct a workload analysis for all divisions (Administration, Apparatus and Equipment, Direct Detect, Emergency Communications, Emergency Management and Business Continuity, Fire Prevention, Fire Systems and Projects, Public Education, Emergency Response, Training) (Action #3). Explorebusiness opportunities to offer avariety of services (e.g., direct detect) to other municipalities to create strategic revenue generation opportunities (Action#5). communication tools (Action #24). ЊЌ Page 6 - 26 Kitchener Fire Department Master Plan, 2017-2022 ΒȁΏ !£¬¨¨²³± ³¨® $¨µ¨²¨® Βȁΐ +¤¸ &´¢³¨®² Under the leadership of the fire management team, the Kitchener Fire Department (KFD) manages fire protection and emergency services for the City of Kitchener through ten divisions and 230 staff. The administration division and ultimately the fire chief, oversees and monitors the resources and operations of all of the divisions in the department. Key functions of this division include: ensuring compliance with federal and provincial legislation and corporate policies and procedures managing the operating and capital budgets of the department developing department policies and procedures supervising department-wide training and development preparation and implementation of city-wide emergency planning addressing labour relations addressing human resource issues (in conjunction with corporate human resources) administering payroll ensuring proper records management ΒȁΑ $¤¯ ±³¬¤³ /±¦ ¨¹ ³¨® £ 3³ ¥¥ 2¤²®´±¢¤² The KFD is currently organized into the following divisions: Administration Apparatus and Equipment Direct Detect Emergency Communications Emergency Management and Business Continuity Fire Prevention Fire Systems and Projects Public Education Suppression Training and Development The current reporting structure of the fire department is shown in Figure 3.a. The KFD presently employs a total of 230 staff. These staff members are assigned to various positions and divisions as listed in Table 3.a. Volume 2, Appendix B contains examples of primary responsibilities of positions within the Kitchener Fire Department. ЊЍ Page 6 - 27 Kitchener Fire Department Master Plan, 2017-2022 Figure 3.a: Kitchener Fire Department Current Organizational Chart Fire Chief Administrative Assistant Manager, Emergency Manager, Emergency Chief Fire Deputy Fire ChiefDeputy Fire ChiefCommunications & Management & Prevention Officer Support ServicesBusiness Continuity Apparatus & TrainingCommunicationsPublic EducationFire Prevention Equipment A2 B2 PlatoonsA1 B1 PlatoonsDirect Detect Administration Support Services Program Manager, Fire Systems & Projects Fire Systems Specialist Non Union Management CUPE KPFFA ЊЎ Page 6 - 28 Kitchener Fire Department Master Plan, 2017-2022 Table 3.a: Kitchener Fire Department Staffing Complement # Full Time Role / Division Employees Fire Chief1 Deputy Fire Chief2 Managers2 Administrative Assistants2 Fire Systems / IT2 Administration Support 3 Platoon Chiefs4 Assistant Platoon Chiefs4 Captains36 Acting Captains12* Firefighters139 Training Director1 Training Division 2 Chief Fire Prevention Officer1 Assistant Chief Fire Prevention Officer1 Fire Prevention Officers8 Public Education Officers3 Direct Detect3 Apparatus & Equipment Division3 Communication Officer1 Communication Operators12 Total230 * Firefighters who have been selected through a promotion process fill in the role of acting captain when there is a vacancy. The acting captains complement shown above is included in the total number of firefighters. ΒȁΒ $¨µ¨²¨® 3³ ¥¥ 2¤²®´±¢¤² The current staffing complement of the administration division consists of: onefire chief two deputy fire chiefs onemanager, emergency communications and support services onemanager, emergency management and business continuity five administrative support personnel The current fire chief took leadership of the KFD in January 2 approach is to work towards a vision of the KFD being a modern, progressive and efficient fire service led by fact-based decision making. The chief is responsible for the overall operation of the fire department as well as department budgeting, emergency planning, strategic vision and labour relations. The fire chief reports to the deputy chief administrative officer (DCAO) of the Community Services Department (CSD). The KFD has five staff which provide administrative support to the management team. One of the administrative support personnel provides support to the fire chief. One of the administrative support staff provides support to the two deputy chiefs and the remaining three support staff are ЊЏ Page 6 - 29 Kitchener Fire Department Master Plan, 2017-2022 assigned to direct detect, fire prevention, andtraining and development divisions respectively. Volume 2, Appendix B contains examples of primary responsibilities of positions both within the administrative division and those that report directly to the administration division. The current reporting structure of the administration division is shown in Figure 3.b. Figure 3.b: Kitchener Fire Department Administration Division Fire Chief Administrative Assistant Manager, Emergency Manager, Emergency Communications & Management & Deputy Fire Chief Deputy Fire Chief Support Services Business Continuity ΒȁΓ 7®±ª²¯ ¢¤ The administration division operates from the KFD headquarters at Station 1, located at 270 Strasburg Road. Fire headquarters was built in 1999 and currently is at capacity. 3.Δ Byȃ« ¶² By-laws provide the community with important information with regard to the level of service that a municipality intends to deliver. By-laws also provide municipal staff with the authorization to deliver these services as well as the responsibility to achieve the prescribed service level. The Kitchener City Council Chapter 730 Fire Department Establishing and Regulating By-Law establishes the fire chief as the appointed head of the fire department and defines the deputy fire chiefs as the persons appointed in the absence of the fire chief. 3.Ε -´³´ « !¨£ !¦±¤¤¬¤³² Mutual aid agreements are predetermined plans that allow a participating fire department to request assistance from a neighbouring fire department. There are two main scenarios when mutual aid agreements are enacted: when a fire department is on scene at an emergency and has received information that immediate assistance is required, it may ask for mutual aid assistance from a neighbouring fire department ЊА Page 6 - 30 Kitchener Fire Department Master Plan, 2017-2022 where distance and/or conditions are such that a neighbouring fire department could provide a more timely response, fire departments may immediately request a simultaneous response from a participating fire department The KFD is an active participant in the Waterloo Region Mutual Aid Plan and the current agreement is serving the city and regional municipalities well. 3.Ζ -¤£¨¢ « 4¨¤±¤£ 2¤²¯®²¤ !¦±¤¤¬¤³ Within the Province of Ontario, emergency responses to incidents involving medical aid by the local fire department are commonly included within a regional tiered response agreement. These agreements are valuable in defining the levels of service that a fire department will provide in the context of the regionally based provision of ambulance services. The City of Kitchener participates in a tiered response agreement with the Region of Waterloo. 3.Η &¤¤² 3¢§¤£´«¤ The fire management team reviews all fees on a yearly basis and where necessary makes recommendations for revisions and / or new fees as required. The current fees for services provided by the KFD include fees charged to other municipalities or agencies as well as fees charged to residents of the City of Kitchener. The fire prevention division charges a fee for file searches, inspections, fire incident reports, burning permits, special occasion permits, and liquor licenses. The direct detect division charges fees for alarm monitoring and service calls. 3.Θ # ¯¨³ « £ /¯¤± ³¨¦ "´£¦¤³ One of the key functions of the fire management team is the preparation and ongoing monitoring of the budget and actual expenditures. This includes a $32.5 million annual operating budget (2016) and a $22.2 million ten year capital forecast (2016 to 2026). The fire management team (deputy chiefs; manager of emergency communications and support services; manager of emergency management and business continuity) provides assistance to the fire chief and are delegated a range of responsibilities that align with their respective divisions for which they are accountable within the department. Other senior staff within the department provide further input to the fire management team for monitoring and budgeting both capital projects and operating expenses. Each division headis responsible for providing a divisional budget and work plan. The KFD has a strategic and comprehensive capital replacement plan in place for apparatus, station maintenance, equipment, fire communications systems and personal protective equipment. 3.10 $¤¯ ±³¬¤³ « 0®«¨¢¨¤² £ 0±®¢¤£´±¤² Best practices within the Ontario fire service reflect the use of department policies as the appropriate tool to communicate specific direction to all staff. In comparison to standard operating guidelines, which provide a framework to guide decision making, department policies reflect more stringent and defined practices that minimize variance from the directive given. An ЊБ Page 6 - 31 Kitchener Fire Department Master Plan, 2017-2022 example of a fire department policy would be a "Respect in the Workplace Policy" where specific direction is given to all members of the department that reflects the policy of the department in consideration of relevant legislation governing the topic. Standard operating guidelines (SOGs) are used within the fire service to establish a written statement to guide the performance or behaviour of departmental staff, whether functioning alone or in groups. SOGs are intended to: enhance safety increase individual and team effectiveness improve training efficiency improve orientation for entry-level staff improve risk management practices create objective post-incident evaluations permit flexibility in decision making Best practices and the OFMEM indicate that creating and empowering a committee of fire service staff to research, develop, and draft standard operating guidelines can be a successful model for administering these core documents. Activities that impact on firefighter safety, the most common emergency operations, or high risk operations should be the top priority for a fire and emergency service to have in place. Standard operating guidelines are required to be finalized and approved by the fire chief. Procedures should then be put in place within the fire department to ensure that these guidelines are distributed to and comprehended by all relevant staff and followed as directed. Applicable procedures to record this process of developing, approving and distributing must be in place to ensure due diligence on behalf of the fire department and the city, as the employer. Health and safety is an essential consideration for fire and emergency services. In addition to the relevant sections of the OHSA, the fire department is also required to comply with the OHSA Section 21 Guidance Notes. Figure 3.c: Recruit Orientation ЊВ Page 6 - 32 Kitchener Fire Department Master Plan, 2017-2022 3.11 3´¬¬ ±¸ an£ !¢³¨®² The administration division team supports and meets the needs of the fire department and is at capacity from a workload perspective. As the department grows and further demands are placed on the department, consideration should be given to adding administrative support to match the tasks, effort and workload, as required. Actions 1.-Law, Fire Department to reflect changes in NFPA standards related to the KFD specialized rescue response (e.g. confined space, trench rescue and light rail transit). 2.Review all departmental standard operating guidelines (SOGs) on a yearly basis. 3.Conduct a workload analysis for all KFD divisions (Administration, Apparatus and Equipment, Direct Detect, Emergency Communications, Emergency Management and Business Continuity, Fire Prevention, Fire Systems and Projects, Public Education, Emergency Response, Training). 4. program focused on station maintenance. 5.Explorebusiness opportunities to offer a variety of services (e.g., direct detect) to other municipalities to create strategic revenue generation opportunities. 6.Continue to enhance our wellness/fitness initiatives to ensure mental and physical resiliency and well-being of staff. 7.Promote anengaged workplace culture by implementing actions driven by the results of the 2016 Employee Culture Survey. 8.Maintain a strong relationship with local media outlets to improve the flow of critical information to the public. 9.Increasethe awareness of existing, and encourage the development of new programs, aiming to educate persons not typically attracted to the fire service e.g., the Young Female Firefighting program. 10.Commit to building an inclusive and diverse workforce that is reflective of the community. ЋЉ Page 6 - 33 Kitchener Fire Department Master Plan, 2017-2022 ΓȁΏ !¯¯ ± ³´² £ %°´¨¯¬¤³ $¨µ¨²¨® The apparatus and equipment division is responsible for the maintenance and repair of all Kitchener Fire Department (KFD) apparatus and equipment, including the vehicles used by the following divisions: administration, direct detect, fire prevention, public education, and training and development. Γȁΐ +¤¸ &´¢³¨®² The responsibilities of the apparatus and equipment division are as follows: tendering and procurement of all major fire apparatus provide maintenance and repair for department fire apparatus, small fleet and equipment o 18 specialized fire apparatus o 31 small fleet o 36 small engine and lawn maintenance equipment o 26 firefighter- specific gas powered equipment provide resource and logistic support for major fire incidents ensure the fire department complies with legislated acts and standards conduct and coordinate annual testing and certification conduct commercial vehicle inspections acquire, repair, maintain and certify inventory of all fire department equipment maintain a mechanical repair facility including all tools and equipment ΓȁΑ $¨µ¨²¨® 3³ ¥¥ 2¤²®´±¢¤² The division is overseen by the deputy fire chief of operations/apparatus and equipment. The division is responsible for the day to day maintenance of vehicles and equipment repair as well as assisting with new vehicle specifications, tendering process and equipment purchases. The apparatus and equipment division staffing complement consists of: onechief of apparatus and equipment / master mechanic two civilian emergency vehicle technicians Volume 2, Appendix B contains examples of primary responsibilities of positions within the apparatus and equipment division. The current reporting structure of the apparatus and equipment division is shown in Figure 4.a. ЋЊ Page 6 - 34 Kitchener Fire Department Master Plan, 2017-2022 Figure 4.a: Kitchener Fire Department Apparatus and Equipment Division Fire Chief Deputy Fire Chief Master Mechanic Emergency Vehicle Technicians ΓȁΒ &¨±¤ !¯¯ ± ³´² $¤¥¨¨³¨®ȝ)µ¤³®±¸ Fire apparatus is defined as a vehicle designed to be used under emergency conditions to transport personnel and equipment or to support the suppression of fire or mitigation of hazardous situations. The different types of apparatus are described in Figure 4.b. Figure 4.b: Types of Apparatus Incident Command (C-23) No pump or water Seating for 2 fire officers Command area with computer and radios Pumper/Aerial Seating for up to 6 fire fighters 1900 litres of water on board 8000 litre/minute pump directly connected to apparatus Full complement of hose and firefighting equipment including medical and first aid specific Rescue Seating for up to 6 fire fighters Specialty rescue equipment including heavy hydraulic extrication equipment Pressurized lifting bags, rope rescue equipment, water rescue equipment Salvage and overhaul and scene support equipment ЋЋ Page 6 - 35 Kitchener Fire Department Master Plan, 2017-2022 Aerial/Ladder Seating for up to 4 fire fighters 1900 litres of water on board 8000 litre/minute pump that is connected directly to the apparatus Hose, ladders and ventilation equipment plus rescue tools. 30 metre ladder connected to the apparatus that can be used for elevated water way. Aerial/Platform Seating for up to (4) four firefighters 1200 litres of water on board 8000 litre/minute pump connected directly to the apparatus 30 meter hydraulically controlled ladder with platform capable of carrying 4 firefighters Complement of hose, ground ladders and extrication equipment Tanker Seating for up to 5 fire fighters 9000 litres of water on board 5000 litre/minute directly connected to the apparatus Full complement of hose and appliances 9000 litre portable tank deployable for water shuttle operations Hazmat Seating for up to 4 fire fighters Hazmat suits Containment pools Decontamination equipment Air quality and multi-gas detection Pumper Seating for up to 6 fire fighters 2200 litres of water on board 5000 litres/minute pump connected to apparatus Full complement of hose and fire fighting equipment including medical and first aid Table 4.a provides an inventory of the current apparatus at the Kitchener Fire Department. Table 4.a: Kitchener Fire Department Current List of Apparatus VEHICLE NAMESHORT FORMUNIT # Incident Command C-234541 Pumper/Aerial 1 KP-14544 Pumper 2 KP-24542 Pumper 3 KP-34536 Pumper 4 KP-44543 Pumper 5 KP-54532 Pumper 6 KP-64535 Pumper 7 KP-74534 Pumper 8 Reserve Pump 14531 Pumper 9 Reserve Pump 24528 Aerial/Ladder 2 KA-24538 Aerial/Platform 4 KA-44539 Rescue1KR-14537 ЋЌ Page 6 - 36 Kitchener Fire Department Master Plan, 2017-2022 VEHICLE NAMESHORT FORMUNIT # Rescue 2 KR-24525 Tanker KT4540 Hazmat KHZ-14526 Box 690 Canteen4452 ΓȁΓ 2¤²¤±µ¤ &«¤¤³ #®²¨£¤± ³¨®² The KFD pumpers are put into use when maintenance or unexpected repairs occur on a primary pumper. Having these two reserve pumpers and a strong preventative maintenance program allows for uninterrupted service delivery. Life cycle planning for public safety assets is a core component of the fleet standardization strategy. Metrics such as kilometers driven, engine hours along with National Fire Protection Association 1901 Standard Annex D and ULC (non-destructive testing) are utilized to assist with apparatus replacement. KFD public safety assets are replaced through a ten year capital program. This involves a detailed analysis on the age and expected useful life of the various apparatus. Based on this a replacement plan is developed to ensure the necessary funding is available when required. ΓȁΔ 3¬ «« &«¤¤³ )µ¤³®±¸ The KFD has a fleet of vehicles assigned to various areas that require mobility for their jobs. The current complement of 31 vehicles supports the day-to-day operations of the fire department. ΓȁΕ 7®±ª²¯ ¢¤ The apparatus and equipment division operates from fire headquarters located at 270 Strasburg Road. The office spaces, storage area and mechanical bay area are sufficient for the volume of repairs the division conducts and serves the apparatus and equipment team well. ΓȁΖ 2¤¢®±£² - ¦¤¬¤³ The apparatus and equipment division maintains records for all vehicles and equipment. The division utilizes the following records management programs: Flint - records maintenance of apparatus,provides electronic work orders, schedules preventative maintenance Drägerware Software - all self-contained breathing apparatus (SCBA),all SCBA cylinders,all personal face pieces ЋЍ Page 6 - 37 Kitchener Fire Department Master Plan, 2017-2022 ΓȁΗ 3´¬¬ ±¸ £ !¢³¨®² The apparatus and equipment division of the KFD reflects best practices within the fire service in Ontario. The apparatus and equipment division maintains an effective fleet maintenance and replacement program following industry guidelines and standards. In addition to maintaining an appropriate front line fleet of emergency response apparatus, the KFD sustains an appropriate complement of reserve apparatus to serve the day-to-day operations of the department. Actions 11.Procure a softwareplatform that monitors and tracks functionality in real time for the large apparatus. 12.Develop an inventory management system for all apparatus and equipment. Figure 4.c: Apparatus in action ЋЎ Page 6 - 38 Kitchener Fire Department Master Plan, 2017-2022 ΔȁΏ $¨±¤¢³ $¤³¤¢³ $¨µ¨²¨® Δȁΐ +¤¸ &´¢³¨®² The direct detect division offers a fee-for-service monitoring system that enables occupancies to be directly linked to fire dispatch at 270 Strasburg Road, fire headquarters. Activation of a smoke or carbon monoxide detector in the homes sends a signal to the dispatch centre without delay or interruption. Fire suppression staff response to the address is immediate. The primary function of the direct detect division is to install new fire alarm monitoring systems (smoke, carbon monoxide and fire alarm panels) and maintain existing direct detect alarm systems. The direct detect division currently provides monitoring services in Kitchener, Waterloo, Cambridge and the Townships of Woolwich, Wilmot and Wellesley. ΔȁΑ $¨µ¨²¨® 3³ ¥¥ 2¤²®´±¢¤² The direct detect division staffing complement consists of: onedirect detect coordinator two fire alarm monitoring technicians oneprogram assistant direct detect Volume 2, Appendix B contains examples of primary responsibilities of positions within the direct detect division. The current reporting structure of the direct detect division is shown in Figure 5.a. Figure 5.a: Kitchener Fire Department Direct Detect Division Fire Chief Manager, Emergency Communications & Support Services Program Assistant -Direct Detect Direct DetectCoordinator Fire Alarm Monitoring Technicians ЋЏ Page 6 - 39 Kitchener Fire Department Master Plan, 2017-2022 ΔȁΒ $¨±¤¢³ $¤³¤¢³ #´²³®¬¤±²Ǿ %°´¨¯¬¤³ £ 4¤¢§®«®¦¸ The following graphs and tables depict the number, type, ownership and location of customers in the program as of August 2016. Additionally, the type of monitoring is also shown. ǤƦĻ ƚŅ aƚƓźƷƚƩźƓŭ /ǒƭƷƚƒĻƩƭ Internet Monitoring 58 DVAC Dual Line Dialer 7 Land Line Monitoring 1412 AES Radio Monitoring 1951 ЌЍЋБ ǤƦĻ ƚŅ /ǒƭƷƚƒĻƩƭ /ǒƭƷƚƒĻƩƭ Residential 3057 Commercial 371 ЌЍЋБ hǞƓĻƩƭŷźƦ /ǒƭƷƚƒĻƩƭ Owned Equipment 1963 Rental Equipment 1465 ЌЍЋБ \[ƚĭğƷźƚƓ /ǒƭƷƚƒĻƩƭ Waterloo 317 Cambridge 53 Woolwich 51 Wilmot 62 Wellesley 16 Kitchener 2929 ЌЍЋБ ЋА Page 6 - 40 Kitchener Fire Department Master Plan, 2017-2022 The direct detect customer base is comprised of the following: residential commercial Waterloo Regional Housing Waterloo Region District School Board h \[fire alarms and medical gases\]) monitor critical infrastructure for city assets (community centres, pumping stations) township arenas, community centres and fire halls barns third party monitoring (Cambridge Waterloo Regional Housing apartments,Family and Children Services group homes) Table 5.a shows the five year historical direct detect yearly revenues for both commercial and residential monitoring. Table 5.a: Direct Detect Historical Revenue ĻğƩ wĻƭźķĻƓƷźğƌ /ƚƒƒĻƩĭźğƌ 2011 358,877 208,459 2012 395,579 188,259 2013 477,196 205,068 2014 452,520 187,610 2015 575,673 256,445 The direct detect division has customers in key segments of the community as follows: 838 Waterloo Regional Housing residential units within Kitchener and Waterloo 28 Waterloo Regional Housing apartments within Waterloo Region 120 schools of the Waterloo Region District School Board 6 Waterloo Region District School Board administration buildings The equipment types used in the direct detect program are: Firewatch units - 838 located in Waterloo Regional housing and 45 units regular land line residential customers Airwatch units - 332 located in dispatch area and used for land line monitoring only Direct detect is used by the City of Kitchener to improve response times for first-arriving fire apparatus in lieu of building additional fire stations. There are some areas of the city in which direct detect services are required. Those areas include: a large portion of the Deer Ridge development located off King Street between Highway 401 and the Grand River a large portion of the Bridgeport North development off Woolwich Street between Kiwanis Park and Bridge Street adjacent to the Grand River ЋБ Page 6 - 41 Kitchener Fire Department Master Plan, 2017-2022 a smaller portion of the Bridgeport development, both sides of Bridge Street East, east of Bloomingdale Road a large portion of the Grand River South development off Lackner Boulevard between Ottawa Street North and Fairway Road North adjacent to the Grand River a smaller portion of the Doon South development off New Dundee Road between Pinnacle Drive and the projected Strasburg Road extension The operation of the direct detect program requires the use and installation of different technology, namely: MASterMind alarm monitoring MASterMind Business used for records management and billing SAP AIZAN (emergency notification system) Laptops Surgard Phone Dialer/Internet Receiver Surgard Digital Voice Access Control Receiver AES Receivers and IP links AES Network Management Server End user equipment (DSC products, Interlogix Products, AES Subscriber units) ΔȁΓ 7®±ª²¯ ¢¤ The direct detect division is located at headquarters on 270 Strasburg Road. The direct detect coordinator and two technicians share an office / work shop. The program assistant (direct detect) utilizes an office in dispatch. The office spaces for the direct detect division are sufficient and provide the staff the necessary space and equipment needed to manage the division. Consideration of moving the direct detect inventory from the second level of KFD headquarters to an alternate location is a service gap that has been identified through the master planning process. ΔȁΔ 2¤¢®±£² - ¦¤¬¤³ The direct detect division maintains records for all of their accounts and utilizes the following records management programs: contracts and service work orders are maintained manually customer information stored in the MASterMind system SAP is utilized for billing purposes ΔȁΕ 3´¬¬ ±¸ £ !¢³¨®² The direct detect program was created in 2000 to enhance public safety. The program was not intended to generate revenue rather to provide fire protection services at a minimal cost to the community. Although direct detect works to maintain a portion of the market share in fire alarm monitoring, the market is highly competitive. Unfortunately, due to a limited capacity of resources, it has been difficult to increase the customer base for direct detect. A full business analysis of the program will help the fire management team determine how the program can be enhanced to ЋВ Page 6 - 42 Kitchener Fire Department Master Plan, 2017-2022 increase the customer base thus creating an opportunity for increased revenue generation. Additionally, the desire for a larger customer base will be supported through the development of a marketing plan for services in the fire department that have the potential to generate revenue. Actions 13.Conduct a complete business analysis and develop a marketing plan to enhance the customer base. 14.Implement an automated attendant and inventory management system for direct detect. Figure 5.b: Fire Alarm Monitoring Technician, Direct Detect ЌЉ Page 6 - 43 Kitchener Fire Department Master Plan, 2017-2022 ΕȁΏ %¬¤±¦¤¢¸ #®¬¬´¨¢ ³¨®² $¨µ¨²¨® Εȁΐ +¤¸ &´¢³¨®² The role of the emergency communications division is to ensure efficient and continuous operation of the dispatch centre located at 270 Strasburg Road and the alternate emergency communications centre (AECC) located at 131 Goodrich Drive. ΕȁΑ $¨µ¨²¨® 3³ ¥¥ 2¤²®´±¢¤² The emergency communications division consists of the following personnel: onemanager of emergency communications and support services onecommunication officer 12communication operators The structure of the division was recently implemented for a two year trial and as a result the part-time communication operator position will remain vacant. Each communications platoon has three communication operators working on rotating shifts. The communications shift structure is as follows: 2 days on for 10 hours, 2 nights on for 14 hours, off for 4 days, repeat Volume 2, Appendix B contains examples of primary responsibilities of positions within the emergency communications division. The current reporting structure of the emergency communications division is shown in Figure 6.a. Figure 6.a: Kitchener Fire Department Emergency Communications Division Fire Chief Manager, Emergency Communications & Support Services Program Manager, Communication Fire Systems & Officer Projects Communication Fire Systems OperatorsSpecialist ЌЊ Page 6 - 44 Kitchener Fire Department Master Plan, 2017-2022 ΕȁΒ $¨²¯ ³¢§Ǿ 0§®¤ £ 2 £¨® 3¸²³¤¬ Dispatch System The Kitchener Fire Department communications centre utilizes the CriSys Computer Aided Dispatch (CAD) software system known as XpertFire. It has been a sufficient resource for dispatching and incident reporting. XpertFire is utilized for records management of equipment and supplies and dispatch reports. Call Processing The KFD communications centre averages 250 phone calls per day. Of these calls, the majority are handled for direct detect customers. The direct detect customers rely on communication operators to place systems off and on test, and assist with troubleshooting needs during these calls. As such, most of these phone calls occur within day time and early evening hours. Emergency or incident related calls are evenly spread in a 24-hour period. The communications centre handles on average 50 incidents in a 24 hour period. Table 6.a: Call Volume 2012201320142015 Kitchener10,18510,79811,24312,365 Waterloo4,3934,5154,3684,849 Wellesley156208297260 Wilmot657668703710 Woolwich514461504429 Total15,90516,65017,11518,613 The following is an overview of how a call is processed. Intake Process 1. The communication operator gathers as much information from the customer as catOther relevant data includes incident 2. An incident is created in the computer aided dispatch (CAD) system and appropriate equipment is dispatched using the following process: a. address or location of incident is entered b. incident type is assigned c. response recommendation is verified to ensure the most effective and accurate response (station alerting or pagers and printouts are activated) d. further details are entered including customer information, incident details and the method of call receipt Steps a through doccur normally within an 8 - 40 second time frame, and are often in progress while the customer is still reporting the incident. ЌЋ Page 6 - 45 Kitchener Fire Department Master Plan, 2017-2022 3. Directly following the activation of station alerting or pagers, a voice announcement is transmitted over the appropriate radio talk group. 4. Additional support agencies are notified where applicable, or upon request including EMS, Police, Hydro, Utilities, OFM, Spills Action, Ministry of the Environment, etc.. 5. Response unit(s) status and arrivals are recorded in the CAD system. 6. Ongoing communication with attending personnel and support agencies occurs as required by the nature of the incident. 7. Applicable benchmarks and relevant information using the Incident Command system are recorded and time stamped in the CAD system. 8. Any additional response unit status changes (e.g., returning to the fire hall) are recorded in the CAD system. Throughout the sequence of call processing, communication operators divide their duties the specific equipment. If tasks become busier for one or the other, communication operators will assist each other and not limit themselves in their role. When platoons are at full staffing of three on duty, the third communication operator will function as a back up to both the call taker and dispatcher as needed. Phone System The communications centre phone system is an Avaya IP phone system which manages basic incoming emergency lines (2), 9-1-1 lines (5), direct ring down circuits (4) and a Centrex system for the two non-emergency incoming lines which contains three roll-over lines. The main phone system server at fire headquarters connects with the four phone sets in the communications centre and the three phone sets at the alternate emergency communications centre. Current Radio Systems The KFD currently operates under an 800 frequency enhanced digital access communication system (EDACS), a trunked radio system owned, managed and supported (24/7) by the Region of Waterloo. This system is scheduled to be upgraded as the current infrastructure is only supported until 2018. User gear (mobiles, portables, synthesized vehicular repeater (SVR), wireless headsets and microphones) are owned and managed by the KFD. 2018 Voice Radio P25 It is anticipated that the new Project 25 (P25) radio system will be implemented in the first quarter of 2018. This P25 radio system will allow for more interoperability for users in and outside of the radio system. This radio system will be managed by Waterloo Regional Police Services (WRPS) and an executive oversight committee with representation from fire and other users. WRPS will utilize radio technicians to manage the radio system and inventory. ЌЌ Page 6 - 46 Kitchener Fire Department Master Plan, 2017-2022 This new radio system will also incorporate new audio logging technology and a new fire hall alerting system. The voice radio system is a critical system for the delivery of emergency services to the public. P25 is a set of standards developed by radio and public safety professionals. P25 systems will provide better radio coverage and enhanced interoperability between various users. P25 radio e-contained breathing apparatus (SCBA), computer aided dispatch and voice recorders. Alternate Emergency Communications Centre In order to maintain continuity of operations, the KFD designed and built an alternate emergency communications centre (AECC). The AECC is located at the Kitchener Operations Facility (KOF) on Goodrich Drive in Kitchener. The AECC is an off-site back up location for communications, reliant on city network and connectionto functioning systems at fire headquarters. Throughout the year, semi-annual testing of the AECC infrastructure as well as a year-end exercise occurs to ensure operational effectiveness. Some of the benefits of the alternate emergency communication centre are: system redundancies allow for full Computer Aided Dispatch operation alternate computer aided dispatch server in case of connection issues at headquarters complete phone sets connected to the main phone system at headquarters alternate phone equipment direct detect alarm monitoring rural paging Dispatching Contracts KFD dispatches for the townships of Wellesley, Wilmot and Woolwich and the City of Waterloo. Historical call volumes are listed in Table 6.a. ΕȁΓ 7®±ª²¯ ¢¤ Current workspace includes three identical workstations for dispatching, a server room, an direct detect) office and a functioning kitchenette. The overall workspace meets the needs to comfortably contain the three work stations and support a fourth work station. ΕȁΔ 2¤¢®±£² - ¦¤¬¤³ Records management for emergency incidents for the KFD is captured by CriSys XpertFire reporting module. It provides access to data concerning response times, unit status, call data, strategic benchmarks and notifications made as well as officer reports. The XpertFire reporting module allows the user to create various types of reports that can be customized. ΕȁΕ 3´¬¬ ±¸ £ !¢³¨®² The emergency communications division dispatches approximately 18,000 emergency calls for the cities of Kitchener, Waterloo and the townships of Wellesley, Wilmot and Woolwich. The ЌЍ Page 6 - 47 Kitchener Fire Department Master Plan, 2017-2022 division is meeting the industry best practice NFPA 1221 by dispatching 80% of emergency calls within 60 seconds. The division is also focused on meeting NFPA 1061 standard which identifies performance requirements for public safety tele-communicators. The emergency communications division is an integral part of the KFD and is committed to professional development and continuous improvement. Actions 15.Mitigate the risk to the fire department server room to ensure equipment is protected and continuity of operations is maintained. 16.Explore the implementation of the Level 3 Alternative Emergency Communication Centre. Figure 6.b: KFD Communications Centre ЌЎ Page 6 - 48 Kitchener Fire Department Master Plan, 2017-2022 ΖȁΏ #®±¯®± ³¤ %¬¤±¦¤¢¸ - ¦¤¬¤³ £ "´²¨¤²² #®³¨´¨³¸ Ζȁΐ +¤¸ &´¢³¨®² The basis of the emergency management and business continuity program at the City of Kitchener is inspired by the modified concepts of organizational resilience from the integrated models of resilience: emergency management, business continuity, crisis management, and physical security as shown in Figure 7.a. Figure 7.a: Pillars of Organizational Resiliency Emergency Management The emergency plan is put in place to protect and preserve life and property; minimize and/or mitigate the effects of the emergency on the residents and physical infrastructure of the City of Kitchener; and quickly and efficiently enable the recovery and restoration of normal services. The framework that will be used to respond to all emergencies will be the Incident Management System (IMS). that the current planning reflects municipal best practices in this area. ЌЏ Page 6 - 49 Kitchener Fire Department Master Plan, 2017-2022 Business Continuity The purpose of the business continuity plan is to provide tools that can be used to effectively manage a disruptive event. The business continuity plan will look at key areas of disaster recovery (i.e. information technology), business impact analysis, continuity strategies, creation of specific business unit work sheets/plans to help navigate recovery processes, and testing/exercising. Crisis Management The goal of the crisis management program is to help bridge the response to any type of The program will also include the creation of a crisis communications plan to ensure communications to the public, city staff, and all key partners is maintained. The goal is to ensure this program works simultaneously with the business continuity plan, the emergency response plan and all physical security planning that exists or that may be created. Physical Security infrastructure is secure during external and internal threats that may pose disruption to services and staffing. ΖȁΑ %¬¤±¦¤¢¸ - ¦¤¬¤³ 3³¤¤±¨¦ #®¬¬¨³³¤¤ 3³±´¢³´±¤ The purpose of the community emergency management steering committee is to fulfill legislated requirements under the Emergency Management and Civil Protection Act (EMCPA) by ensuring appropriate programs, plans and training are in place for the City of Kitchener. This is done by developing and managing the emergency management and business continuity program for the City of Kitchener. The emergency management steering committee structure is shown in Figure 7.b. ЌА Page 6 - 50 Kitchener Fire Department Master Plan, 2017-2022 Figure 7.b: Emergency Management Steering Committee Structure ΖȁΒ #®¬¬´¨³¸ %¬¤±¦¤¢¸ - ¦¤¬¤³ 0±®¦± ¬ #®¬¬¨³³¤¤ Ȩ#%-0#ȩ The implementation of these four key pillars of organization resilience will be facilitated by the community emergency management program committee (CEMPC). Each pillar will have a dedicated plan and strategy to strengthen the capacity to manage a significant event or emergency. CEMPC Membership The CEMPC membership consists of the following: Community emergency management coordinator (acts as chair) Alternate community emergency management coordinator (alternate chair as necessary) Committee administrator ЌБ Page 6 - 51 Kitchener Fire Department Master Plan, 2017-2022 Corporate Communications (CAO) Legislative Services (FCS) Accounting (FCS) Information Technology (FCS) Human Resources (FCS) Facilities Management (INS) Operations (INS) Asset Management (INS) Utilities (INS) Community Programs and Services (CSD) Representatives from the following agencies are invited to participate in bi-annual meetings and specific working groups where required. Other representatives will be invited as needed: Emergency Management Ontario Grand River Conservation Authority Grand River Hospital Emergency Planner Kitchener Wilmot Hydro Waterloo Regional Emergency Measures Waterloo Regional Emergency Medical Services Waterloo Regional Emergency Social Services Waterloo Regional Police Services CEMPC Annual Compliance Areas of Responsibility The following are key areas of responsibility that the CEMPC must ensure are occurring and updated, reviewed, and trained: Community Emergency Management Coordinator designation Community Emergency Management Program Committee meetings Critical Infrastructure (CI) Emergency Operation Centre(s) Emergency Response Plan Hazard Identification Risk Assessment (HIRA) Municipal Emergency Control Group Public Education Public Information Officer ΖȁΓ $¨µ¨²¨® 3³ ¥¥ 2¤²®´±¢¤² Staff for the emergency management and business continuity program consists of the primary CEMC with support from two alternate CEMCs from other departments of the City of Kitchener. The manager of emergency management and business continuity is part of the senior management team within the fire department and reports directly to the fire chief and the corporate leadership team (CLT). Volume 2, Appendix B contains examples of responsibilities of positions within this division. The current reporting structure is shown in Figure 7.c. ЌВ Page 6 - 52 Kitchener Fire Department Master Plan, 2017-2022 Figure 7.c: City of Kitchener Corporate Emergency Management and Business Continuity Corporate Leadership Team (CLT) Fire Chief Manager, Emergency Management & Business Continuity 1st Alternate CEMC 2nd Alternate CEMC ΖȁΔ 7®±ª²¯ ¢¤ The manager of emergency management and business continuity operates from an office located at fire headquarters, 270 Strasburg Road, on the upper level. Consideration has been given to moving the manager of emergency management to an area on the first floor in closer proximity to the rest of the management team. ΖȁΕ 4¤¢§®«®¦¸ Current technology including a departmental laptop and corporate smartphone allows the division to remain mobile and function well. ΖȁΖ 3´¬¬ ±¸ £ !¢³¨®² The current state of the corporate emergency management and business continuity program is meeting the annual compliance put forward by the OFMEM. Actions 17.Procure an emergency operations centre software system to better manage a significant event. 18.Procure a public notification system that can send emergency information to the community. 19.Provide training to corporate departments to ensure the proper management of their continuity of operations during a significant event or emergency. 20.Work with alllevels of government to educate the community and external public safety partners e.g., schools, hospitals in emergency preparedness. ЍЉ Page 6 - 53 Kitchener Fire Department Master Plan, 2017-2022 ΗȁΏ &¨±¤ 0±¤µ¤³¨® $¨µ¨²¨® Ηȁΐ +¤¸ &´¢³¨®² The primary goal for fire prevention is to minimize the impact of fire risks and to decrease the threat of fire incidents. The main objectives of the fire prevention program are to: reduce the likelihood of a fire which may cause death or injury to any person reduce the impacts and incidences of all fires achieve compliance with the fire prevention requirements detailed in the FPPA The Province of Ontario and the OFMEM have recognized that fire prevention is vital to reducing fire deaths, fire injuries and fires losses in Ontario. This acknowledgement has been rendered into legislation through the FPPA. As a result, the KFD carries out fire prevention enforcement and fire prevention education, within the guidelines of the FPPA. The minimum requirements of fire prevention and fire safety education programs are outlined within the FPPA. The minimum required services are referenced in the following section of the FPPA: Section 2. (1) Fire Protection and Prevention Act (1) Every municipality shall, 1. Establish a program in the municipality which must include public education with respect to fire safety and certain components of fire prevention; and 2. Provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances. Provincial fire service guidelines provide further information defining the minimum acceptable level of fire prevention and fire safety education services that a municipality must provide including: simplified risk assessment a smoke alarm program fire safety education material distributed to residents/occupants inspections upon complaint or when requested to assist with code compliance Assessing community risk, including existing and future risk as a result of growth within a community, allows a municipality to determine the level of fire protection services required based on local needs and circumstances. This includes the level of fire prevention and public fire safety education required to comply with the minimum levels identified within the FPPA. Integrating risk analyses into the process to determine the level of fire protection services to be provided by a municipality recognizes that there are alternatives to simply providing fire suppression services and emergency response. The introduction of sprinkler systems is an example of integrating alternatives to manage the inherent risks of a building rather than simply developing a larger emergency response deployment plan. ЍЊ Page 6 - 54 Kitchener Fire Department Master Plan, 2017-2022 ΗȁΑ $¨µ¨²¨® 3³ ¥¥ 2¤²®´±¢¤² The fire prevention division is responsible for fire prevention inspections, new construction plans examination, code enforcement and fire investigation. The current complement is as follows: onechief fire prevention officer oneassistant chief fire prevention officer four fire prevention officers (complaints, inspections, code enforcement and fire investigations) two fire prevention officers (dedicated to vulnerable occupancy legislation) two fire prevention officers (new construction plans examination, occupancy inspections, pre-occupancy inspections and licensing relating to permits) Volume 2, Appendix B contains examples of primary responsibilities of positions within the fire prevention division. The current reporting structure of the fire prevention division is shown in Figure 8.a. Figure 8.a: Kitchener Fire Department Fire Prevention Division Fire Chief Manager, Emergency Chief Fire Communications & Prevention Officer Support Services Assistant Chief Fire Program Assistant - Prevention Officer Fire Prevention Fire Prevention Officers ΗȁΒ $¨µ¨²¨® !¢³¨µ¨³¨¤² Inspections and administrative duties account for the majority of staff time in fire prevention. Details of activities completed by fire prevention staff are listed below. Inspections complaint (provincial requirement) request (provincial requirement) ЍЋ Page 6 - 55 Kitchener Fire Department Master Plan, 2017-2022 routine vulnerable occupancy (provincial requirement) fire drill evaluations (provincial requirement) re-inspection business license open burning site plan field inspection occupant load / liquor license (provincial requirement) event Inspections joint inspection Fire Investigations fire investigations joint investigations (WRPS and OFMEM) case management for complex investigations Administration fire safety plan review (provincial requirement) site plan / subdivision plan review building code plan review Technical Standards and Safety Authority (TSSA) risk and safety management plan review and approval (provincial requirement) alternative solution review (Ontario Fire Code and Ontario Building Code) transportation and Infrastructure plan review community meetings city partner meetings risk assessments support to council emergency services policy email fire code inquires telephone fire code inquires meetings, training, research generating statistics and developing reports special projects Public Education public education events evacuation and staff training public relations events Enforcement (smoke alarms and carbon monoxide alarms) landlord owner occupied tenant ЍЌ Page 6 - 56 Kitchener Fire Department Master Plan, 2017-2022 Enforcement (FPPA) FPPA Section 15 - Immediate Threat To Life inspection orders Electrical Safety Authority (ESA) inspection orders other FPPA enforcement activities court appearances and expert witness testimony information, summons, prosecutor briefs (Provincial Offences Act) support to WRPS for other offence s ΗȁΓ &¨±¤ 0±¤µ¤³¨® 0±®¦± ¬² Other core fire prevention program areas are listed below. Fire Safety Plans Personnel within the fire prevention division are required to review and approve all fire safety plans for occupancies required by the Ontario Fire Code. Owners are required to review fire safety plans annually and resubmit all changes to the fire prevention division. As the city grows, more time and resources will be required from the division to conduct fire safety plan reviews. Special Events Planning The fire prevention division is mandated to undertake inspections of special events from a regulatory and fire safety perspective. The Kitchener Municipal Code requires fire inspections to be conducted for the purpose of business, special events and other licenses for safety reasons. These inspections are required by Council, but also involve provincially and federally mandated regulatory responsibilities, for which KFD is the authority having jurisdiction. As many special events are operated by first time or occasional organizers, the division is by necessity, frequently involved in providing operational support and best practices to organizers, not simply acting as an inspection body. The growth in recent years of community and for profit commercial special events has impacted on divisional resources, as Kitchener has continued to develop itself as a tourism friendly community. Vulnerable Occupancy Program In 2011, the province began a consultation process to determine best practices to deal with reoccurring large loss of life fires in occupancies housing vulnerable persons. The outcome was the enacting of regulations mandating the upgrade of these facilities. These regulations came into effect in 2015. The regulations also imposed a requirement upon Ontario fire departments to conduct detailed annual inspections and to supervise and assess annual fire drills. Kitchener has a higher than average number of buildings housing vulnerable persons, over 90 in the required program and an additional 40 occupancies that are assessed annually for changes and possible inclusion in the program. The complexity of these inspections has required staff from the prevention division to be dedicated to the program and the workload has equated to two full time employees. The program is subject to periodic compliance reviews by the OFMEM. These occupancies are all assessed as high risk. ЍЍ Page 6 - 57 Kitchener Fire Department Master Plan, 2017-2022 ΗȁΔ &¨±¤ 0±¤µ¤³¨® )²¯¤¢³¨®² Through fire code inspections, fire prevention inspectors ensure the safety of residents particularly in those occupancies that have specific requirements within the Ontario Fire Code such as multi-unit residential occupancies, student residences, hotels, assembly occupancies including education institutions, hospitals, long-term care and care occupancies, and industrial occupancies including warehouses, manufacturing and repair facilities. When a fire prevention inspector determines that the occupancy is non-compliant with the Ontario Fire Code, the owners are served a provincial inspection order to remedy the situation or, where necessary prosecution of the owner is initiated through the provincial courts. Currently, the Kitchener fire prevention inspection program is driven by complaint inspections. All request inspections are completed as capacity allows. Divisional leadership is looking at a long term strategy to be able to return to a routine inspection cycle to better meet the needs of the community. The goal of the Kitchener fire prevention division is to move from a reactive (complaint-based) inspection schedule to a proactive one (routine-based). A proactive inspection program will better serve the community and ultimately aid in reducing fire deaths, fire injuries and fire losses in the municipality. Table 8.a Fire Inspection Performance Measures, establishes an industry best practice for inspection cycles. Currently the department is not meeting this best practice. Divisional leadership understands the importance of meeting the inspection cycles and is developing a plan to address the gap. Table 8.a: City of Kitchener Fire Inspection Performance Measures Occupancy Current Inspection Target Buildings Classification (OBC)(Performance Measure) Group A AssemblySchools, Recreation Centres Annually (Arenas), Curling/Golf Centres, Restaurants, Rental Halls Group A AssemblyLicensed Properties, Nursery/Day Upon Request Care Facilities, Churches, Special Occasion Permits Group B InstitutionalHospital, Nursing homes, Homes Annually for Special Care Group C ResidentialHigh-Rise multi-unit3 years Low-Rise multi-unit3 years Seniors Residential FacilitiesAnnually Two Unit ResidentialRequest/Complaints & after all fires Boarding Lodging and Rooming Request/Complaints & after all Housesfires Group HomesAnnually ЍЎ Page 6 - 58 Kitchener Fire Department Master Plan, 2017-2022 Occupancy Current Inspection Target Buildings Classification (OBC)(Performance Measure) Hotels/MotelsAnnually College/University ResidentialAnnually Group D BusinessHigh-Rise Office Building3 years Low-Rise Office BuildingRequest/Complaints & after all fires Group E MercantileShopping CentresAnnual/Seasonal Campaigns Shops and StoresRequest/Complaints & after all fires Group F IndustrialAllRequest/Complaints & after all fires -Tech 3 years Industries) Annually or Request/Complaints Manufacturing) ΗȁΕ &¨±¤ )µ¤²³¨¦ ³¨®² The KFD is required by the FPPA to conduct fire investigations to determine the origin and cause of all fires and report this information to the OFMEM. Subject to the severity of the incident and factors such as a fatality or large dollar loss, the OFMEM will assign a fire investigator to conduct the investigation. Investigations of fires that do not meet the criteria of an OFMEM investigation are led by KFD fire prevention personnel. 8.Ζ 7®±ª²¯ ¢¤ The fire prevention division works out of department headquarters located at 270 Strasburg Road. The division office space is shared between ten fire prevention staff, plus the program assistant fire prevention. This area has two private offices, one for the chief fire prevention officer and one office for the assistant chief fire prevention officer. Two private offices are shared by two staff and a third workspace is designed for four staff members. The fire prevention workspace area also contains a boardroom which was transformed into additional work space in July 2016 for operational effectiveness. The fire prevention files are located within this workspace area. Due to the confidentiality of the work in this division the offices are secured after working hours. The fire prevention workspace is beyond capacity and immediate consideration should be given to expanding the area. ΗȁΗ 2¤¢®±£² - ¦¤¬¤³ The fire prevention division uses AMANDA for all records management. Laptops and smart phone devices are used to electronically input inspection data on-site. Historic data is still in paper format previous to 2004. ΗȁΘ 3´¬¬ ±¸ £ !¢³¨®² The KFD is meeting the minimum requirements of the FPPA with regard to the provision of fire prevention services. The KFD is considered a leader across the province with regards to ЍЏ Page 6 - 59 Kitchener Fire Department Master Plan, 2017-2022 proactive fire prevention measures, including acomprehensive vulnerable occupancy program and dedicated efforts to the first two lines of defence. However, the fire prevention division is at capacity from a work load perspective. In 2017, a full workload analysis will be conducted to determine the needs of the division. Actions 21.Develop and implement a routine inspection cycle based on industry best practice. 22.Ensure all personnel complete the OFMEM professional certification process. Figure 8.b: Prevention through public events ЍА Page 6 - 60 Kitchener Fire Department Master Plan, 2017-2022 ΘȁΏ &¨±¤ 3¸²³¤¬² £ 0±®©¤¢³² $¨µ¨²¨® Θȁΐ +¤¸ &´¢³¨®² The fire systems and projects division is responsible in providing strategic leadership and advice to fire management on the use and prioritization of technology solutions to support the effective and efficient delivery of emergency services. In 2016, the Kitchener Fire Department initiated an information technology study to develop a long term Fire Technology Strategy as shown in Volume 2, Appendix D. Key recommendations of the strategy include: establish effective resourcing and coordination of technology activities within KFD pursue shared systems and regional interoperability where appropriate implement a range of system enhancements to improve operational effectiveness of KFD use data and analytics to inform fire service efficiency and effectiveness improvements The fire systems and projects lead the implementation of the Fire Technology Strategy perform research, collect data and make recommendations on various public safety technologies responsible for ensuring the effective operations of all fire department systems process and analyze departmental statistics produce quality assurance reports for the department ΘȁΑ $¨µ¨²¨® 3³ ¥¥ 2¤²®´±¢¤² The division is overseen by the manager, emergency communications and support services. The division staffing complement consists of: oneprogram manager, fire systems and projects onefire systems specialist Volume 2, Appendix B contains examples of primary responsibilities of positions within the fire systems and projects division. The current reporting structure of the fire systems and projects division is shown in Figure 9.a. ΘȁΒ &¨±¤ 3¸²³¤¬² The following systems are used in the 10 divisions of the KFD: Computer Aided Dispatch System (XpertFire by CriSys) Avaya 911 Emergency Phone System Regional Voice Radio Infrastructure Zetron (Station Alerting) Comlog (Audio logging) MASterMind (Direct Detect Alarm Monitoring/ Business Management) Telestaff (Roster Management) PeopleSoft ЍБ Page 6 - 61 Kitchener Fire Department Master Plan, 2017-2022 AMANDA (Fire Prevention and Investigation System) Flint (Vehicle Maintenance Management) SAP Figure 9.a: Kitchener Fire Department Fire Systems and Projects Division Fire Chief Manager, Emergency Communications & Support Services Program Manager, Fire Systems & Projects Fire Systems Specialist 9.4 7®±ª²¯ ¢¤ The fire systems and projects division will be located at headquarters, 270 Strasburg Road. The current office location is presently under review. ΘȁΔ 3´¬¬ ±¸ £ !¢³¨®² The fire systems and projects division is responsible to ensure all public safety and operational systems are functioning to meet the needs of the department and community. The division supports the other fire divisions as well as provides expert technical advice to aid the fire management team in decision making. Actions 23.Implement recommendations from theFire Technology strategy (Volume 2, Appendix D). ЍВ Page 6 - 62 Kitchener Fire Department Master Plan, 2017-2022 ΐΏȁΏ 0´¡«¨¢ %£´¢ ³¨® $¨µ¨²¨® ΐΏȁΐ +¤¸ &´¢³¨®² The public education division is focused on the first two lines of defence of the OFMEM comprehensive fire safety effectiveness modelmmunity with the most current fire and life safety information available to lessen property damage, injury and death caused by fire. Figure 10.a explains the first three lines of defence. Figure 10.a: First Three Lines of Defence - OFMEM ΐΏȁΑ $¨µ¨²¨® 3³ ¥¥ 2¤²®´±¢¤² The public education division staffing complement consists of: onemanager, emergency management and business continuity two public education officers onefire prevention coordinator Volume 2, Appendix B contains examples of primary responsibilities of positions within the public education division. The current reporting structure of the public education division is shown in Figure 10.b. ЎЉ Page 6 - 63 Kitchener Fire Department Master Plan, 2017-2022 Figure 10.b: Kitchener Fire Department Public Education Division Fire Chief Manager, Emergency Management & Business Continuity Public Educators Fire Prevention Coordinator (Children's Safety Village) ΐΏȁΒ !¢³¨µ¨³¨¤² The primary goal for the public education division is to create, develop and implement public education programs for the fire department. Examples as shown in Table 10.a include but are not limited to: Table 10.a Fire Public Education Programs Numbers of participants per year Program Offered (approximate) High-rise evacuation training for property 350 Adults managers/owners and occupants Station and fire safety education tours300 Adults, 1000 Youths 430 Adults High School Career Days/Life skills class580 Youths, 12 Adults Fire Extinguisher training in the workplace570 Adults Community Clubs (e.g.,Girl Guides of 130 Youth, 35 Adults Canada) Day Care tours160 Youths, 35 Adults Summer Camp600 Youths, 100 Adults ЎЊ Page 6 - 64 Kitchener Fire Department Master Plan, 2017-2022 Numbers of participants per year Program Offered (approximate) Home fire safety program for 3-6 multi 84 inspections residential English as a Second Language1,350 Adults and Youth combined Annual Fire Open House5,000 6,500 attendees Neighbours Day Station 7500 attendees ΐΏȁΓ #®±¤ 0´¡«¨¢ %£´¢ ³¨® 0±®¦± ¬² Public Education and Awareness Programs The KFD acknowledges the benefits and importance of providing fire and life safety public education programming to the city's residents. Staff provides a variety of fire safety education and awareness programs including elementary school programs, public lectures and demonstrations (approx. 12,000 youths and 4,200 adults per year). The division also conducts special awareness campaigns, such as Fire Prevention Week in the fall and holiday season safety messages. Public awareness campaigns are also coordinated to follow any significant events. Centreville Outreach Program for Summer (COPS) The COPS program was created in 1998 in the Centreville-Chicopee community in response to neighbourhood concerns of increased youth involvement in criminal activity and substance abuse. The program was developed and supported by the WRPS and the Kitchener Fire Department. The objective of this very popular program is to provide alternatives to unlawful behaviour through exposure to positive experiences. The program allows youth the opportunity to interact with police and fire personnel outside of their professional capacities helping to bridge the gap between youth and emergency services personnel. The COPS program has successfully engaged youth in recreational activities, education on substance abuse, building self-esteem, and has broken down the barriers of communication / relationships with police and fire personnel for the past 18 years. This program continues to focus on the "40 Developmental Assets" for youth development. Participation is open to youth aged 10-15 living in the Centreville-Chicopee neighbourhood, and now includes a winter program and expansion to youth in the Kingsdale and Mill Courtland neighbourhoods. Approximately 20 sessions are held a year reaching 880 youths and 310 adults. ЎЋ Page 6 - 65 Kitchener Fire Department Master Plan, 2017-2022 The Fire Open House and Neighbours Day The open house is held at fire headquarters and provides an opportunity for the community earn about fire and life safety through many demonstrations and presentations. The open house typically sees between 5,000 6,500 people in attendance each year. The Neighbours Day event is held at station 7 located at 1440 Huron Road where activities similar to those at the open house are provided but at a much smaller scale. Approximately 500 people from the Huron community are in attendance each year. Property Management / Owners Course Public education staff provides three hour training courses for property managers and owners. Owners and managers are responsible to ensure that their employees receive appropriate fire safety training in order to respond effectively to a fire emergency. The seminars improve their ability to provide essential, comprehensive fire safety information to employees and building occupants. Approximately 350 people are in attendance each year. Kitchen Burn Trailer The KFD was provided the kitchen burn trailer from Coldwell Banker. The trailer provides a firsthand visual demonstration of the consequences of unattended cooking. The education sessions are conducted during the school year for secondary school home economics classes and at the beginning of the first semester for Conestoga College students. Burn demonstrations are held at various community events such as the Eid festival, with upwards of 4,000 people in attendance. During the holidays, tree burning demonstrations are also held throughout the community to ensure safety during the holidays. High-Rise, Condominium and Seniors Building Program Staff conducts upwards of 350 fire and life safety sessions annually in large residential buildings. Elementary School Programs Community Worker Presentations There are approximately 3,600 students from Junior Kindergarten to Grade 1 that receive presentations from both the public education and suppression divisions. The goal is to provide an overview of the roles and responsibilities fire department personnel have in the community. Fire Safety House (trailer) Public education staff trains approximately 5,500 children annually in the proper way to escape from fire in the home. ЎЌ Page 6 - 66 Kitchener Fire Department Master Plan, 2017-2022 Safety Patroller Training Fire departments from Kitchener, Waterloo and Cambridge provide bus safety patrol training for approximately 900 elementary age students. High School Programs Public education division staff educates students about fire and life safety in Life Skills classes. College Program Public education staff attends annual open houses and student orientation days to promote fire and life safety by utilizing the kitchen burn trailer to demonstrate safe cooking practices for students both at school and home. In a joint effort, staff from fire public education, fire prevention and emergency response divisions participate in a door-to-door campaign with other public safety partners (WRPS, EMS) to educate students in fire and life safety best practices. Arson Prevention Program Children Program (TAPP-C) The TAPP-C program is available for children between the ages of 2 to 17 who have exhibited fire setting behaviours (i.e., playing with matches and lighters, playing with accelerants such as body sprays or aerosol and / or setting a fire to destroy property). Their families are also involved in the program. To help mitigate these behaviours, the KFD has trained personnel that conduct home interviews to educate both the child and their family about fire safety. In addition to the home interview, children aged 8 to 17 are required to attend a one-time fire education session at the Childr into the dangers and consequences associated with fire setting behaviours. Children between the ages of 2 to 7 are taught fire safety within their home only. Coldwell Banker Peter Benninger Realty Community fire safety champion, Peter Benninger has been a tremendous supporter of both the Kitchener and Waterloo fire departments since 1993. Peter and his team, Coldwell Banker Peter Benninger Realty, have donated hundreds of thousands of dollars to the departments to enhance fire and life safety education in the community. Through his generosity, both departments are able to deliver practical, hands-on fire and life safety training to all age groups. ЎЍ Page 6 - 67 Kitchener Fire Department Master Plan, 2017-2022 Figure 10.c: Fire Safety House Over the past two decades the departments have been able to educate thousands of people through the Coldwell Banker Peter Benninger Realty fire safety house (Figure 10.c), fire extinguisher simulator and kitchen fire simulation trailer (Figure 10.d). Additionally, Mr. Benninger has supplied two Ford pickup trucks and educational supplies to allow the departments to better address fire and life safety concerns in neighbourhoods of both cities. Figure 10.d: Kitchen Fire Simulation Trailer On behalf of the City of Kitchener and the Kitchener Fire Department, thank you to Coldwell Banker Peter Benninger Realty for dedication to the community and commitment to public safety. ΐΏȁΔ 4¤¢§®«®¦¸ £ %°´¨¯¬¤³ Staff members in this division are equipped with a departmental laptop and have a corporately owned smartphone for business purposes. The fire prevention coordinator Safety Village also utilizes a departmental laptop. ΐΏȁΕ -¤£¨ 7®±ª 0« The media work plan was designed in 2015 with the corporate communications division to identify annual fire and life safety campaigns and programs. Many of the programs and activities listed in Volume 2, Appendix C have a social networking or media component which is utilized to address fire safety messages. ЎЎ Page 6 - 68 Kitchener Fire Department Master Plan, 2017-2022 ΐΏȁΖ 7®±ª²¯ ¢¤ The public education division is located at fire headquarters on 270 Strasburg Road, Kitchener. There is one office shared by two staff members and the third staff member is located at the Cambridge. The office space serves the division well. ΐΏȁΗ 2¤¢®±£² - ¦¤¬¤³ The public education division currently uses AMANDA to maintain all of their records and the City of Kitchener KFD shared S-drive to manage program lessons, statistics, research, and general documentation. ΐΏȁΘ 3´¬¬ ±¸ £ !¢³¨®² The public education division acknowledges the benefits and importance of providing fire and life safety public education programming to the community. Divisional staff and suppression personnel offer a variety of fire safety education and awareness programs throughout the municipality during the year, with additional programs during seasonal times. The division is exceeding the minimum requirements of the FPPA with regards to the provision of public education services. Actions 24. communication tools. 25.Create fire and life safety programs to better educate the diverse population of the city, e.g., new Canadians. 26.Create a public education team from existing staff who can provide enhanced fire and life safety training in specific areas related to fire risk (i.e., geographic, demographic) to better serve the neighbourhoods. 27.Utilize the KFD public education annual media planto help promote and communicate fire and life safety messaging. 28. and life safety messaging in the community. ЎЏ Page 6 - 69 Kitchener Fire Department Master Plan, 2017-2022 ΐΐȁΏ %¬¤±¦¤¢¸ 2¤²¯®²¤ $¨µ¨²¨® ΐΐȁΐ +¤¸ &´¢³¨®² The emergency response division provides critical fire suppression services as well as first response to medical emergencies, hazardous materials response and responses to other disasters and emergencies. The division also provides fire prevention and fire public education programming in the community. The existing fire emergency response division complement consists of 183 firefighters divided into a four platoon system assigned to seven fire stations strategically located throughout the city. In addition to the services identified above, fire suppression staff also responds to incidents requiring specialized rescue, including vehicle extrication, confined space rescue, high/low angle rope rescue, trench and structural collapse incidents, and ice and water rescue. Specialized rescues require staff within the division to train to a higher level of proficiency in order to sustain the level of competency required to conduct these types of rescues. In 2016, the department created a new deployment model for specialized rescue to better meet the needs of the community. Implementation of the technical rescue team will occur in 2017. Figure 11.a: Ice Water Rescue ЎА Page 6 - 70 Kitchener Fire Department Master Plan, 2017-2022 ΐΐȁΑ $¨µ¨²¨® 3³ ¥¥ 2¤²®´±¢¤² The emergency response division is overseen by two deputy fire chiefs of operations.Volume 2, Appendix B contains examples of primary responsibilities of positions within the emergency response division. The current reporting structure of the emergency response division is shown in Figure 11.b. Figure 11.b: Kitchener Fire Department Emergency Response Division Fire Chief Deputy Fire Chief Deputy Fire Chief A1 B1 PlatoonsA2 B2 Platoons Platoon Chief A1Platoon Chief B1Platoon Chief A2Platoon Chief B2 Assistant Assistant Assistant Assistant Platoon Chief A1Platoon Chief B1Platoon Chief A2Platoon Chief B2 Captains A1Captains B1Captains A2Captains B2 FirefightersFirefightersFirefightersFirefighters ΐΐȁΒ ,®¢ ³¨® ®¥ &¨±¤ 3³ ³¨®² The KFD currently operates out of seven fire stations. The current station locations are the result of the 1996 station location study in which it was confirmed that the seven stations are strategically located throughout the city as shown in Figure 11.c. This strategic location of the stations allows the fire department to better serve the community. Figure 11.e provides a description of the existing stations and each staffing complement. ЎБ Page 6 - 71 Kitchener Fire Department Master Plan, 2017-2022 Figure 11.c: Fire Station Locations Figure 11.d: Emergency Response ЎВ Page 6 - 72 Kitchener Fire Department Master Plan, 2017-2022 Figure 11.e: Station Location and Staffing Station 1 - Headquarters - 270 Strasburg Road Opened October 1, 1999 4 firefighters Rescue Vehicle 4 firefighters Command Unit - 1 firefighter Hazmat Unit shared staff with rescue vehicle Station 2 - 187 Lancaster Street West Opened June 17, 2000 Pump 4 firefighters Aerial 2 firefighters Station 3 - 1035 Ottawa Street North Opened June 23, 2001 Pump 4 firefighters Location shared with Waterloo Region Emergency Medical Services Station 4 - 25 Fairway Road North Opened June 18, 1998 Pump 4 firefighters Aerial 2 firefighters Station 5 - 1700 Queens Blvd. Opened September 19, 1998 Location shared with Waterloo Region Emergency Medical Services Pump 4 firefighters Station 6 - 149 Pioneer Drive Opened January 20, 1993 Pump 4 firefighters Station 7 - 1440 Huron Road Opened June 14, 2008 Pump 4 firefighters Tanker (shared staffing with pump) ЏЉ Page 6 - 73 Kitchener Fire Department Master Plan, 2017-2022 The current minimum staffing assignments per station and apparatus are summarized in Table 11.a. Table 11.a: Current Stations, Apparatus and Minimum Staffing Minimum StationStation AddressApparatus Staffing 1270 Strasburg RoadPumper4 Reserve Pumper Rescue4 Hazmat Command Unit1 2187 Lancaster Street WPumper4 Aerial2 31035 Ottawa Street NPumper4 425 Fairway Road NPumper4 Aerial 51700 Queens BlvdPumper4 6149 Pioneer DrivePumper/Reserve pump4 71440 Huron RoadTanker/Pumper4 ΐΐȁΓ &¨±¤ 3´¯¯±¤²²¨® '´¨£¤«¨¤²Ǿ )£´²³±¸ 3³ £ ±£²Ǿ )£´²³±¸ "¤²³ 0± ¢³¨¢¤² Within Ontario there is no specific legislated standard that a community must achieve with regard to the type of firefighter (career / part-time / volunteer) or the number of firefighters required to respond to any given incident. Over the past decade there has been a transition within the fire service industry across North America to the utilization of community risk-based analyses to determine the appropriate level of firefighter deployment based on the critical tasks to be performed to effectively, efficiently and safely conduct fire suppression operations. The OFMEM and the NFPA represent the agencies responsible for fire protection within the Province of Ontario and are the appropriate authorities for identifying the methodology and process for determining firefighter deployment. National Fire Protection Association (NFPA) 1710 Standard The NFPA is an international non- mission is to reduce the worldwide burden of fire and other hazards on the quality of life by providing and advocating consensus codes and standards, research, training, and education. With a membership that includes more than 70,000 individuals from nearly 100 nations, NFPA is recognized as one of the world's leading advocates of fire prevention and an authoritative source on public safety. NFPA is responsible for 300 codes and standards that are designed to minimize the risk and effects of fire by establishing criteria for building, processing, design, service, and installation in Canada, as well as many other countries. The association has more than 200 technical code and standard development committees comprised of over 6,000 volunteer seats. Volunteers vote on proposals and revisions in a process that is accredited by the American National Standards Institute (ANSI). ЏЊ Page 6 - 74 Kitchener Fire Department Master Plan, 2017-2022 NFPA 1710, Operations, Emergency Medical Operations, and Special Operatio, provides a resource for determining and evaluating the number of firefighters required to service the public by career fire departments based on recognized industry best practices. NFPA 1710 is a standard that is designed for larger municipalities that as a result of many factors are operating their fire department utilizing primarily career firefighters. Relevant references from NFPA 1710 include: this standard applies to the deployment of resources by a fire department to emergency situations when operations can be implemented to save lives and property the standard is a benchmark for most common responses and a platform for developing the appropriate plan for deployment of resources for fires in higher hazard occupancies or more complex incidents The NFPA references support the strategic priority of saving lives and property, as well as resources based on the complexity and level of risk present. This standard identifies the Initial Arriving Company Initial response is consistently defined in the fire service as the number of firefighters initially deployed to respond to an incident. Fire service leaders and professional regulating bodies have agreed that until a sufficient number of firefighters are assembled on-scene, initiating tactics such as entry into the building to conduct search and rescue, or initiating interior fire suppression operations are not safe practices. If fewer than four firefighters arrive on scene, they must wait until a second vehicle, or additional firefighters arrive on scene to have sufficient staff to commence these activities. NFPA 1710 refers to the initial arriving company as an engine company and further defines the minimum staffing level of an engine company as four firefighters whose primary functions are to pump and deliver water and perform basic firefighting at fires, including search and rescue. An initial response of four firefighters once assembled on-scene is typically assigned the following operational functions. The officer in charge shall assume the role of incident command; one firefighter shall be designated as the pump operator; one firefighter shall complete the task of making the fire hydrant connection; and the fourth firefighter shall prepare an initial fire attack line for operation. The assembly of four firefighters on the fire scene provides sufficient resources to safely initiate some limited fire suppression operations. This first crew of four firefighters is also --charge can evaluate the incident and where necessary, request an additional depth of resources that may not have been dispatched as part of the initial response. ЏЋ Page 6 - 75 Kitchener Fire Department Master Plan, 2017-2022 Fire scene responsibilities of an initial response are highlighted in Figure 11.f. Figure 11.f: Initial Response Fire Scene Responsibilities NFPA 1710 standard identifies an initial response deployment of four firefighters to effectively, efficiently and safely conduct initial fire suppression operations. Initial response deployment includes the following task; on scene command, pump operator, hydrant connection and attack line advancement. Initial Full Alarm Assignment In comparison to the initial response, firefighters initially assigned to an incident. Depth of response is also commonly referred to , notification of a structure fir The standard utilizes the example of a fire risk scenario in a 2,000 square foot, two-story single-family dwelling without a basement and with no exposures present. This represents a typical home of wood frame construction located in a suburban neighbourhood having access to a municipal water supply including fire hydrants. Within this study this occupancy would be classified as a Group C Residential Occupancy (moderate risk). ЏЌ Page 6 - 76 Kitchener Fire Department Master Plan, 2017-2022 It is very important to recognize that depth of response is referring to firefighters initially assigned to an incident. The total number of firefighters assigned to an incident can vary based on the type of occupancy and the level of risk present. Fires involving occupancies that have been assigned a higher level of risk such as high, or extreme, may require a higher number of firefighters as part of the initial depth of response. NFPA 1710 standard for depth of response to the fire risk scenario presented is 15 firefighters, 17 if an aerial device is to be used. The NFPA 1710 fire scene responsibilities for depth of response including an aerial are highlighted in Figure 11.g. Figure 11.g: Depth of Response Fire Scene Responsibilities NFPA 1710 standard identifies a depth of response deployment of 15 firefighters (with two additional firefighters if an aerial device and supply pumper are in operation) to effectively, efficiently and safely conduct initial fire suppression operations in a fire risk scenario representing a single-family detached dwelling. Within this master plan, this occupancy would be classified as a Group C - Residential Occupancy (moderate risk). The fire ground critical tasks associated in suppressing a moderate level risk fire are: incidentcommand / accountability (1chief officer / 1 firefighter) attack pump operator (1 firefighter) attack hose crew (2 firefighters / 1 officer) back up hose crew (2 firefighters / 1 officer) search and rescue (2 firefighters) initial rapid intervention team (2 firefighters) ventilation (2 firefighters) water supply (1 firefighter) laddering - aerial (1 firefighter) ЏЍ Page 6 - 77 Kitchener Fire Department Master Plan, 2017-2022 The Kitchener Fire Department Master Plan recommends: deployment of 4 firefighters for an initial response deployment of 15 firefighters to a moderate risk occupancy deployment of 24 firefighters to a high risk occupancy ΐΐȁΔ %¬¤±¦¤¢¸ 2¤²¯®²¤ # ³¤¦®±¨¤² Listed below are examples of emergency response types by suppression personnel: interior firefighting and rescue emergency medical services (tiered) high / low rescue motor vehicle collision water / ice rescue hazardous materials confined space trench rescue marijuana grow ops/clandestine drug lab downed power lines automatic alarms wildland fires public assist (water issue, odour investigation, elevator assist) open burning police assistance mutual aid Table 11.b reflects call volume by response type. Table 11.b: Call Volume by Response Type ЏЎ Page 6 - 78 Kitchener Fire Department Master Plan, 2017-2022 Table 11.c reflects call type by percentage. Table 11.c: Kitchener Percentage of Call Type ΐΐȁΕ -¤£¨¢ « 0±®¦± ¬ Suppression personnel are currently trained to the red cross first responder (RCFR) level with health care provider (HCP), cardio pulmonary resuscitation (CPR) and automated external defibrillator (AED). RCFR training consists of a 40 hour program to meet the Red Cross partnership agreement. We have one master trainer within the partnership agreement and 13 instructors trained to the emergency care instructor level. Emergency care instructors train suppression personnel in first aid and CPR. The course teaches techniques for sustaining life, preventing further injuries, and caring for illnesses and injuries until the next level of medical personnel arrives. Front line apparatus are supplied with the following equipment: onemedical bag carrying oxygen automated external defibrillator ЏЏ Page 6 - 79 Kitchener Fire Department Master Plan, 2017-2022 saturation of peripheral oxygen monitor (SPO2) with non-invasive blood pressure amplifier automatic battery operated suction unit trauma bag spinal immobilization kit ΐΐȁΖ (®¬¤ &¨±¤ 3 ¥¤³¸ 0±®¦± ¬ Historically when smoke detectors were a newer technology, the purpose behind the KFD home fire safety program was to ensure that all residences had working smoke alarms to aid with early detection and public safety. Annually, fire crews would rotate through neighbourhoods and visit door to door to educate and ensure that each home had a functioning detector. Currently, due to legislation that requires residential occupancies to have working smoke and carbon monoxide alarms the department shifted the focus from single family home inspections to multi-unit dwellings and targeted specific areas of concern throughout the City of Kitchener. In 2015, suppression personnel began to focus their efforts on 3 to 6 unit dwellings i.e., low rise, triplex. While on site, personnel check for smoke and carbon monoxide alarms, update important contact information as well as familiarize themselves with each structure. ΐΐȁΗ 3§¨¥³ 3¢§¤£´«¤ Fire suppression personnel are assigned to a 24 hour shift schedule which is currently on trial per the KPFFA collective agreement. The suppression schedule provides coverage of the community 24 hours per day, seven days per week, and 365 days per year. Under the direction of the fire chief and two deputy chiefs the current minimum on-duty fire suppression staff complement is 35. This includes the minimum staffing of three fire fighters and a captain on each of the front line apparatus other than the two aerials. In the event the staffing level drops below the minimum staffing complement (35), the overtime call back system is used to maintain this minimum staffing level. ΐΐȁΘ 7®±ª²¯ ¢¤ The platoon chief and assistant platoon chief operate from fire headquarters located at 270 Strasburg Road. The office space is sufficient and provides the needed equipment to manage their platoons. The other 6 fire stations are properly equipped with enough administrative workspace to manage their crews. 11.10 2¤¢®±£² - ¦¤¬¤³ The emergency response division utilizes the following records management programs: AMANDA PeopleSoft Telestaff On Point CriSys ЏА Page 6 - 80 Kitchener Fire Department Master Plan, 2017-2022 11.1ΐ 3´¬¬ ±¸ £ !¢³¨®² Fire emergency response is the third line of defense within an overall community fire safety plan. Effective and efficient fire emergency response capability is a critical component in ultimately protecting life safety and reducing property loss. The City of Kitchener and the KFD have established an effective and efficient fire emergency response division. The KFD management team has identified NFPA 1710 Standard for Organization and Deployment of Fire Suppression Operationsas the target for emergency response performance. With regard to the depth of resources, as identified within NFPA 1710, it is also important to consider the community risk profile in assessing the appropriate level of resources required. NFPA 1710 was developed in response to a very basic fire scenario in a single family dwelling. The building stock profile of the City of Kitchener confirms that there is a large component of the community that will require resources beyond those for typical single family dwelling fires to be deployed to achieve an appropriate depth of response, based on life safety and fire risk. In 2016, the KFD contracted Dillon Consulting to conduct a response analysis of the community and fire service delivery. See Volume 2, Appendix E for details in the report. Actions 29.After technological solutions are in place, conduct a comprehensive review of the . 30.Create exercise based training scenarios for suppression staff in high risk occupancies e.g., vulnerable occupancies, heavy industry to develop and educate crews in firefighter tactics and strategies to strengthen our emergency response capabilities. Figure 11.h: KFD Headquarters, 270 Strasburg Road ЏБ Page 6 - 81 Kitchener Fire Department Master Plan, 2017-2022 ΐΑȁΏ 4± ¨¨¦ £ $¤µ¤«®¯¬¤³ $¨µ¨²¨® The primary responsibility of the training and development division is to meet the training needs of the Kitchener Fire Department ensuring the programs meet the legislative requirements of the Fire Prevention and Protection Act, 1997, Occupational Health and Safety Act (OHSA) of Ontario, NFPA Professional Qualification Standards (Pro Qual) and the City of Kitchener Establishing and Regulating By-Law, Chapter 730 - Fire Department. ΐΑȁΐ +¤¸ &´¢³¨®² Key functions of the training and development division are to: develop training schedules for the fire emergency response division coordinate the delivery of training for the department develop specialized program areas develop technical exercises and live fire training research new methods and equipment for the department communicate with regional partners about organizational training needs provide information and guidance to organizational personnel regarding corporate training provide information and guidance regarding career planning coordinate organizational attendance of provincial fire college programs coordinate certification for organizational personnel with OFMEM supervise organizational training committee system respond to emergencies as directed by deputy chiefs of operations maintain records management for departmental training plan and deliver recruitment training processes manage automated external defibrillator (AED) program manage medical training and related equipment plan and deliver company officer courses evaluate company officer candidates for promotional exams evaluate firefighters for increment promotional exams ΐΑȁΑ $¨µ¨²¨® 3³ ¥¥ 2¤²®´±¢¤² The training and development division consists of the following personnel: onetraining director two training officers oneprogram assistant - training 11training committees Volume 2, Appendix B contains examples of primary responsibilities of positions within the training and development division. The current reporting structure of the training and development division is shown in Figure 12.a ЏВ Page 6 - 82 Kitchener Fire Department Master Plan, 2017-2022 Figure 12.a: Kitchener Fire Department Training and Development Division Fire Chief Manager, Emergency Communications & Deputy Fire Chief Support Services Program Assistant - Training Director Training Training Training Officers Committees ΐΑȁΒ #®¬¬¨³³¤¤² In addition to staff resources, the training and development division is also supported by 11 training committees which assist the division with development and delivery of training programs. Currently, these committee members are able to meet or train together six hours annually per committee. The training and development division utilizes these members to deliver training to their platoon members as well as provide guidance when incorporating their particular discipline within a training program. The committee structure is currently under review. ΐΑȁΓ &¨µ¤ 9¤ ± 4± ¨¨¦ 0« Developing and delivering a comprehensive training program for the fire emergency response division is the primary role of the training division. Training programs are organized and delivered in three training syllabi which are four months in length, i.e., January to April, May to August and September to December. Core components include: identification of training needs in relation to services provided coordination and scheduling of theoretical and practical training monitoring and evaluation in relation to outcomes achieved ongoing evaluation in relation to industry best practices and legislative requirements oversight of program objectives and records management ongoing assessment of program delivery for efficiency and effectiveness peer fitness instructor courses CPR and AED instructor courses АЉ Page 6 - 83 Kitchener Fire Department Master Plan, 2017-2022 technical rescue courses with the Ontario Fire College (OFC) and Public Services Health and Safety Association (PSHSA) professional association workshops and seminars (i.e., OMFPOA, OAFTO, and EVTAO) fire officer I &II courses fire instructor I courses In partnership with the Ontario Association of Fire Chiefs (OAFC), the Ontario Professional Fire , the OFMEM announced that the provincial fire service was transitioning professional standards for fire fighters to the NFPA Professional Qualifications Standards (Pro Qual). This transitioning of standards resulted in significant changes to the delivery of services (both emergency and non- emergency) for the KFD thus necessitating a revision of existing training programs. This required revision was also related to the Establishing and Regulating By-law Chapter 730 - Fire Department which specifically outlines service levels for the department. Topics are produced and prioritized according to criteria discussed in preceding paragraphs and appear in a five year (60 month) cyclical rotation. These topics may or may not appear more than once in this five year rotation based on their relation to competency and safety. This prioritization of topics and 60 month cyclical rotation schedule will be agreed upon by the training advisory committee (TAC) to ensure organizational agreement. Examples of these training topics are summarized in Table 12.a. Table 12.a: Kitchener Fire Department Training Programs NFPA Standard Topics and Other Orientation and Fire Service History NFPA 1001: Firefighter Safety and Health Standard for Fire Department Communications Firefighter Building Construction Professional Fire Behavior Qualifications Firefighter Personal Protective Equipment Portable Fire Extinguishers Ropes, Webbing, and Knots Structural Search, Victim Removal, and Firefighter Survival #1530 Scene Lighting, Rescue Tools, Vehicle Extrication, and Technical Rescue Forcible Entry Ground Ladders Tactical Ventilation Water Supply Fire Hose Fire Streams Fire Control Loss Control Fire Origin and Cause Fire Protection Systems Fire and Life Safety Initiatives EmergencyMedical Care for Fire Department First Responders Hazards, Behavior, and Identification of Haz Mat/WMD Mitigating Haz Mat/WMD АЊ Page 6 - 84 Kitchener Fire Department Master Plan, 2017-2022 NFPA Standard Topics and Other Types of Fire Apparatus NFPA 1002: Inspection and Maintenance Standard for Fire Operating Emergency Vehicles Apparatus Positioning Apparatus Driver/Operator Principles of Water Professional Hose nozzles and Flow Rates Qualifications Theoretical Pressure Calculations Fire Ground Hydraulic Calculations Fire Pump Theory Operating Fire Pumps Static Water Supply Sources Relay PumpingOperations Water Shuttle Operations Foam Equipment Apparatus Testing Introduction to Aerial Fire Apparatus Positioning Aerial Apparatus Stabilizing the Aerial Apparatus Operating the Aerial Apparatus Aerial Apparatus Strategies and Tactics Core Rescuer NFPA 1006: Rope Rescue Standard for Confined Space Rescue Technical Rescuer Trench Rescue Professional Structural Collapse Qualifications Vehicle Rescue Surface Water Rescue Swift Water Rescue Ice Rescue Machinery Rescue Introduction to Hazardous Materials NFPA 472: Standard Hazardous Materials Identification for Competence of Awareness-Level Actions at Hazardous Materials Incidents Responders to Chemical Properties and Hazardous Materials Incidents #1530 Hazardous Incident Management Materials/Weapons Strategic Goals and Tactical Objectives of Mass Destruction Terrorist Attacks, Criminal Activities, and Disasters Incidents Personal Protective Equipment Decontamination Product Control Air Monitoring and Sampling Victim Rescue and Recovery Evidence Preservation and Sampling Illicit Laboratories The Company Officer I NFPA 1021: Organizational Structure Standard for Fire Leadership and Supervision Officer Professional Human Resources Management Qualifications Communications Administrative Functions Health and Safety Issues Company-Level Training Community Relations and Company-Level Fire Inspections Pre-incident Surveys АЋ Page 6 - 85 Kitchener Fire Department Master Plan, 2017-2022 NFPA Standard Topics and Other Delivery of Emergency Services I NFPA 1021: The Company Officer II Standard for Fire HumanResources Management II Officer Professional Administrative Responsibilities Qualifications Origin and Cause Determination (continued) Delivery of Emergency Services II Safety Investigations and Analyses Characteristics of Good Instructor NFPA 1041: Principles of Learning Standard for Fire Instructional Planning Service Instructor Instructional Materials and Equipment Professional Learning Environment Qualifications Classroom Instruction Skills-based Training Beyond the Classroom Testing and Evaluation Records, Reports, and Scheduling Basics of Rapid Intervention Crew (RIC) NFPA 1407- Planning for a Prepared RIC Standard for Training Staging Actions for RIC Fire Service Rapid Activating the RIC Intervention Crews Rapid Intervention and Self-Rescue Skills and Techniques of the Rapid Intervention Search Actions upon finding downed firefighter Moving the downed firefighter RIC Stair Rescue Techniques Rescuing Firefighters Through Windows, Over Ladders and from Restrictive Spaces Rescuing Firefighters Below Grade and Through a Hole in the Floor Firefighters Trapped in Attic Required Performance for Handlines NFPA 1410- Required Performance for Master Streams Standard on Training Required Performance for Automatic Sprinkler System Support for Initial Emergency Required Performance for Truck Company Operations (i.e. ladders, hoisting tools, Scene Operations ventilation) Required Performance for Rapid Intervention Crews (RIC) Required Performance for Handlines Evaluate Incident Action Plan (IAP) according to risk NFPA 1521: Expand/contract Incident Safety Officer (ISO) sector according to incident need Standard for Fire Stop, alter, or suspend activities according to risk Department Safety Report to Incident Commander (IC) ongoing risk assessment Officer Professional Advise IC on hazard control zones Qualifications Monitor hazards at a motor vehicle incident Determine and advise IC on helicopter landing zones Determine and advise IC on hazardous energy sources Determine and advise IC on rehabilitation needs Confirms the appointment of a Rapid Intervention Crew (RIC) Determine and advise IC on fire conditions and structural integrity Monitor scene communications to ensure system is working properly Determine and advise IC on technical rescues and hazardous materials incidents Assists in accident investigations and post-incident analysis (PIA) CPR Level Health Care Provider (HCP) Medical-Canadian Automated External Defibrillator (AED) Red Cross First Part 1 Preparing to Respond Responder (3 year Part 2 Establishing Priorities of Care certification) Part 3 -Traumatic Injuries АЌ Page 6 - 86 Kitchener Fire Department Master Plan, 2017-2022 NFPA Standard Topics and Other Part 4 Medical Emergencies Part 5 Special Populations and Situations Air Consumption Course Other All-Up (Group Scenario) Training Chimney Fires COK-Utilities Communications and Trunked Radio System Critical Incident Stress(CIS) Direct Detect Dräger SCBA User Competency Electrical Emergencies Elevator Operations & Rescue Firefighter Accountability System-KFD (FFAS) Fireworks By-law Foam-Firefighting (KFD) High-Rise Firefighting KFD Incident Command Lock-out/Tag-out LRT Training Natural Gas Emergencies (includes CO response) New Equipment/Equipment Review Occupational Health and Safety Act Officer Directed Training Open-Burning By-law ORNGE Helicopter Training Part 1 Offences Propane Emergencies ROW Airport Response ROW Transit-Natural Gas Buses Smoke Alarms Solar Panels & Wind Turbines Spills Management Streets & Maps WHMIS ΐΑȁΔ #®¬¯ ¸ /¥¥¨¢¤± $¤µ¤«®¯¬¤³ The role of company officer within the fire service is the first step of supervision for firefighting crews and is fundamental to the success and safety of fire personnel. Company officers fulfil the role of supervisor according to the OHSA and have responsibilities as assistants to the Fire Marshal according to the FPPA. The competencies required for this level of supervision are governed by the industry standard NFPA 1021: Standard for Fire Officer Professional Qualifications, NFPA 1041: Standard for Fire Instructor Professional Qualifications andprovincial requirements from the OFMEM (i.e., legislation and corporate duties and responsibilities). The formal mandates of this position require a significant allocation of organizational resources to prepare personnel for a successful transition from firefighter to company officer. The formal pathway for promotion from firefighter to platoon chief is outlined in the collective bargaining agreement between the KPFFA and the Corporation of the City of Kitchener. АЍ Page 6 - 87 Kitchener Fire Department Master Plan, 2017-2022 ΐΑȁΕ 4± ¨¨¦ !£µ¨²®±¸ #®¬¬¨³³¤¤ The training advisory committee (TAC) was formed in 2013 primarily to assist the training and development division in rebuilding an organizational document that provides a pathway to success for promotions of emergency response division personnel in the increment testing process. This committee was revised in 2016 to ensure more collaborative decision-making and presence of all stakeholders. ΐΑȁΖ ,¨µ¤ &¨±¤ 4± ¨¨¦ ȝ '±®´¯ 3¢¤ ±¨® $¤¢¨²¨®ȃ- ª¨¦ ȝ &¨±¤ '±®´£ /¯¤± ³¨®² The live fire program that is currently delivered annually by the division to the emergency response division consists of a review of competencies including: fire-ground operations fire behavior training ventilation operations fire stream training simulated scenarios ΐΑȁΗ !«« 5¯ 4± ¨¨¦ In 2007, the training and development division created an exercise based training program for suppression staff which simulates real life emergency response situations in a controlled manner to provide staff with an opportunity to learn and develop in the field. Suppression ΐΑȁΘ 2¤¢®±£² - ¦¤¬¤³ £ 3®¥³¶ ±¤ The administration and management of training records for all members of the KFD is a core function of the training and development division. The systems utilized by this division are: OmniRim PeopleSoft Microsoft Office Application (including video and auditing software) Adobe Acrobat Pro Microsoft Office Project 2010 ΐΑȁΐΏ 4± ¨¨¦ & ¢¨«¨³¨¤² The KFD uses the following facilities to deliver training programs: Waterloo Region Emergency Services Training & Research Centre (WRESTRC) Parkway Auto compound Kitchener Operations Facility (KOF) Other (e.g., Homer Watson Park (rope training), Grand River (water rescue), etc.) The majority of physical training carried out by the training and development division or emergency response division occurs at WRESTRC. This facility offers the following training props: 2 classrooms complete with audio and visual equipment vehicle fire prop АЎ Page 6 - 88 Kitchener Fire Department Master Plan, 2017-2022 flashover unit prop two storey training building multi-use training area electrical vault and poles prop trench rescue prop drafting prop water/ice rescue prop combat challenge prop general training ground roof ventilation prop tanker prop bus prop positive pressure attack training structure fire fighter survival prop forcible entry prop driver training track This facility is managed and operated by the Region of Waterloo providing access for training for various emergency services organizations within the region. Figure 12.b: Waterloo Region Emergency Services Training & Research Centre АЏ Page 6 - 89 Kitchener Fire Department Master Plan, 2017-2022 Figure 12.c: Waterloo Region Emergency Services Training & Research Centre ΐΑȁΐΐ 7®±ª²¯ ¢¤ The training and development division occupies an office area on the second floor at headquarters located at 270 Strasburg Road. This office area consists of two enclosed offices and two cubicles. Individual office areas are equipped with desktop computers with associated software/hardware, Cisco IP phones, and drawers for storage and limited files. The general office area consists of a secured book storage area and storage room for training supplies. Non-confidential files within the OmniRim system are located in this location as well. Confidential files are located in a separate secured file room directly outside general office area. In addition to the storage room, there are two storage areas (i.e. shipping containers) located in the rear parking lot of fire headquarters and the Parkway Auto Compound. A separate training room complete with dedicated computers and audio/video systems is adjacent to the general office area on the second floor at headquarters. This room is used by all internal divisions to deliver training to their members. АА Page 6 - 90 Kitchener Fire Department Master Plan, 2017-2022 ΐΑȁΐΑ 3´¬¬ ±¸ £ !¢³¨®² The KFD training and development division delivers theory, practical and exercise based training that meets or exceeds provincial standards outlined by the OFMEM. The curriculum is based on a combination of NFPA Professional Qualifications Standards, OHSA, Section 21 Guidance notes and fire service industry best practices. In addition to maintaining professional skillsets of suppression firefighters, the training and development division is tasked with researching and developing programs for new equipment and technology as it is acquired by the fire department. Actions 31.The Training Advisory Committee (TAC) will be responsible for the training curriculum for the department. 32.Develop a department wide officer development program and succession plan. 33.Provide cross divisional training and job mentoring to enhance service delivery and improve operational effectiveness. 34.Educate and train suppression personnel to be able to conduct inspectionsin low and moderate risk occupanciese.g., day care facilities. 35.Educate and train suppression personnel to assist with legislated requirements for high risk /vulnerable occupancies e.g., long term care facilities. Figure 12.d: Motor Vehicle Rescue Training АБ Page 6 - 91 Kitchener Fire Department Master Plan, 2017-2022 ΐΒȁΏ +¨³¢§¤¤± &¨±¤ $¤¯ ±³¬¤³ 2¤²¯®²¤ ! «¸²¨²Ǿ $¨««® #®²´«³¨¦ In 2016, the Kitchener Fire Department retained Dillon Consulting Limited to assess the file. Both the response analysis and community risk profile information (Volume 2, Appendix E) will assist the department with current challenges and guide the KFD with future planning and development over the course of the master fire plan (2017-2022). ΐΒȁΐ 2¤²¯®²¤ ! «¸²¨² The response analysis assessed the KFDs response capabilities within the City of Kitchener through the use of historical data (2011-2015). A GIS-based fire and emergency response model was used to determine response trends and provide the department with options to improve response coverage. The analysis also included various apparatus scenarios in existing and future conditions so the department could assess the impact of moving fire apparatus from one geographical area within the city to another area. Various municipal growth risk factors influenced the response analysis: increase in the number of residential buildings increase in the number of commercial, industrial and institutional buildings increased traffic volumes increase in population density ΐΒȁΑ #®¬¬´¨³¸ 2¨²ª 0±®¥¨«¤ The community risk profile developed by Dillon Consulting analyzed the following components within the City of Kitchener: property stock building height and area building age and construction building exposure demographic profile geography/topography/road network past fire loss statistics fuel load profile ΐΒȁΒ 3´¬¬ ±¸ £ !¢³¨®² The response analysis (Volume 2, Appendix E) indicates some of the response time components have improved while others have fallen slightly short of NFPA standards. Strategic and operational actions in the KFDMP will be implemented to address the gaps as well as promote continuous improvement in the three lines of defence to mitigate and prevent risk to the community. Actions After technological solutions are in place, conduct a comprehensive review of the (Action #29). АВ Page 6 - 92 Kitchener Fire Department Master Plan, 2017-2022 '«®²² ±¸ AcronymDefinition AECCAlternate Emergency Communications Centre AEDAutomated External Defibrillator AGCOAlcohol and Gaming Commission of Ontario ANSIAmerican National Standards Institute BEMBasic Emergency Management BIABusiness Impact Analysis CADComputer Aided Dispatch CAOChief Administrative Officer CCGCommunity Control Group CEMCCommunity Emergency Management Coordinator CEMPCCommunity Emergency Management Program Committee CICritical Infrastructure CISCritical Incident Stress CLTCorporate Leadership Team CoKCity of Kitchener COPSCentreville Outreach Program for Summer CPRCardiopulmonary Resuscitation CSDCommunity Services Department DCAODeputy Chief Administrative Officer DSCDigital Security Controls EDACSEnhanced Digital Access Communication System EMCPAEmergency Management and Civil Protection Act EMREmergency Medical Responder EMSEmergency Medical Services EMSTIFEmergency Medical Services Technical Interoperability Framework EOCEmergency Operations Centre ESAElectrical Safety Authority ESLEnglish as a Second Language EVTAOEmergency Vehicle Technicians Association of Ontario FCSFinance and Corporate Services FFAS FFAOrio FPPAFire Protection and Prevention Act (1997) GISGeographic Information System HCPHealth Care Provider HIRAHazard Identification Risk Assessment IAPIncident Action Plan БЉ Page 6 - 93 Kitchener Fire Department Master Plan, 2017-2022 AcronymDefinition ICIncident Commander ISOIncident Safety Officer IMSIncident Management System INSInfrastructure Services Department ITInformation Technology KFD Kitchener Fire Department KFDMPKitchener Fire Department Master Plan KOFKitchener Operations Facility KPFFAKitchener Professional Fire Fighters' Association NFPANational Fire Protection Association OAFCOntario Association of Fire Chiefs OAFTOOntario Association Fire Training Officers OFCOntario Fire College OFMOffice of the Fire Marshal OFMEMOffice of the Fire Marshal -Emergency Management OHSAOccupational Health and Safety Act OMFPOAOntario Municipal Fire Prevention Officers Association P25Project 25 PFSGPublic Fire Safety Guidelines PIAPost Incident Analysis Pro QualProfessional Qualification Standards PSHSAPublic Services Health and Safety Association PTSDPost-Traumatic Stress Disorder RCFRRed Cross First Responder RICRapid Intervention Crew SAPSystems, Applications and Products SCBASelf-Contained Breathing Apparatus SOGsStandard Operating Guidelines spo2Saturation of Peripheral Oxygen Monitor SVRSynthesized Vehicular Repeater TACTraining Advisory Committee TAPP-CThe Arson Prevention Program for Children TSSATechnical Standards and Safety Authority ULCUnderwriters' Laboratories of Canada WRESTRCWaterloo Region Emergency Services Training and Research Centre WRPSWaterloo Regional Police Services БЊ Page 6 - 94 Kitchener Fire Department Master Plan, 2017-2022 3³± ³¤¦¨¢ £ /¯¤± ³¨® « !¢³¨®² The following strategic and operational actions will guide decision-making of the Kitchener Fire Department over the next five years (2017-2022). The KFD provides a valued service to the community. For the duration of this master plan, the department is committed to finding ways to address gaps in fire service delivery, to create cost efficiencies and effectiveness, to continue staff development and strengthen partnerships in the community. Through fire management leadership and strategic direction and the implementation of the strategic and operational actions in the KFDMP, enhanced fire service delivery is anticipated for the residents of Kitchener. Administration Division 1.-Law, Fire Department to reflect changes in NFPA standards related to the KFD specialized rescue response (e.g. confined space, trench rescue and light rail transit). 2. Review all departmental standard operating guidelines (SOG) on a yearly basis. 3. Conduct a workload analysis for all divisions (Administration, Apparatus and Equipment, Direct Detect, Emergency Communications, Emergency Management and Business Continuity, Fire Prevention, Fire Systems and Projects, Public Education, Suppression, Training). 4. management program focused on station maintenance. 5. Explore business opportunities to offer a variety of services (e.g., direct detect) to other municipalities to create strategic revenue generation opportunities. 6. Continue to enhance our wellness/fitness initiatives to ensure mental and physical resiliency and well-being of staff. 7. Promote an engaged workplace culture by implementing actions driven by the results of the 2016 Employee Culture Survey. 8. Maintain a strong relationship with local media outlets to improve the flow of critical information to the public. 9. Increase the awareness of existing, and encourage the development of new programs, aiming to educate persons not typically attracted to the fire service e.g., the Young Female Firefighting program 10. Commit to building an inclusive and diverse workforce that is reflective of the community. Apparatus and Equipment Division 11. Procure a software platform that monitors and tracks functionality in real time for the large apparatus. 12. Develop an inventory management system for all apparatus and equipment. БЋ Page 6 - 95 Kitchener Fire Department Master Plan, 2017-2022 Direct Detect Division 13. Conduct a complete business analysis and develop a marketing plan to enhance the customer base. 14. Implement an automated attendant and inventory management system for direct detect. Emergency Communications Division 15. Mitigate the risk to the fire department server room to ensure equipment is protected and continuity of operations is maintained. 16. Explore the implementation of the Level 3 Alternative Emergency Communication Centre. Corporate Emergency Management and Business Continuity Planning 17. Procure an emergency operations centre software system to better manage a significant event. 18. Procure a public notification system that can send emergency information to the community. 19. Provide training to corporate departments to ensure the proper management of their continuity of operations during a significant event or emergency. 20. Work with all levels of government to educate the community and external public safety partners e.g., schools, hospitals, in emergency preparedness. Fire Prevention Division 21. Develop and implement a routine inspection cycle based on industry best practice. 22. Ensure all personnel complete the OFMEM professional certification process. Fire Systems and Projects Division 23. Implement recommendations from the Fire Technology Strategy (Volume 2, Appendix D). Public Education Division 24. communication tools. БЌ Page 6 - 96 Kitchener Fire Department Master Plan, 2017-2022 25. Create fire and life safety programs to better educate the diverse population of the city, e.g., new Canadians. 26. Create a public education team from existing staff who can provide enhanced fire and life safety training in specific areas related to fire risk (i.e., geographic, demographic) to better serve the neighbourhoods. 27. Utilize the KFD public education annual media plan to help promote and communicate fire and life safety messaging. 28. life safety messaging in the community. Emergency Response Division 29. After technological solutions are in place, conduct a comprehensive review of the . 30. Create exercise based training scenarios for suppression staff in high risk occupancies e.g., vulnerable occupancies, heavy industry to develop and educate crews in firefighter tactics and strategies to strengthen our emergency response capabilities. Training and Development Division 31. The Training Advisory Committee (TAC) will be responsible for the training curriculum for the department. 32. Develop a department wide officer development program and succession plan. 33. Provide cross divisional training and job mentoring to enhance service delivery and improve operational effectiveness. 34. Educate and train suppression personnel to be able to conduct inspections in low and moderate risk occupancies e.g., day care facilities. 35. Educate and train suppression personnel to assist with legislated requirements for high risk / vulnerable occupancies e.g., long term care facilities. БЍ Page 6 - 97 Kitchener Fire Department Master Plan 2017-2022 Volume 2 - Appendices Community Services Department March2017 6 - 98 6 - 99 Appendix A EngageKitchener Survey Results 6 - 100 Unregistered Users The survey had 314 visitors during an 8 week period from August to September 2016212 surveys completed (34 from registered users and 178 from unregistered users)A registered user is someone who has registered for an account. Someone who registers provides their name, address, and email address during registration and they verify their email account. An unregistered user is someone who posts a statement without signing in and providing their name, address and email address Do you have knowledge about the services that the City of Kitchener’s fire department provides? 1. EngageKitchener Survey Results for Fire Master Plan Registered Users 6 - 101 City of Kitchener’s fire department Unregistered Users Do you have knowledge about the services that the provides? 2. Registered Users 6 - 102 6 - 103 Unregistered Users Users What are the ways you receive information about the services offered by the Kitchener Fire Department? Please select all that apply. 3. Registered 6 - 104 - Unregistered Users Unregistered Users Unregistered Users interested in purchasing this service? Users Did you know that effective October 2014 the Ontario Fire Code requires all single family, semidetached and town homes in Ontario whether owner occupied or rented to have a working carbon monoxide detector?Are you aware the Kitchener Fire Department can provide Direct Detect services directly from our Communications Centre for a monthly fee (currently $6.59 +HST)?Would you be 4.5.6. Registered Registered UsersRegistered Users 6 - 105 Unregistered Users Unregistered Users on the Fire Department services listed below? Overall, regarding the Fire Department, please rate the value of the services for your tax dollars.How would you spend your dots 7.8. Registered UsersRegistered Users 6 - 106 fire fighting personnel, and increase Unregistered Users more fire halls than aid stations or hospitals, the requested emergency rther ensure premiums are not paid out because of fire damage. Therefore fires and their damage How would you like to receive information about the services provided by the Kitchener Fire Department? 9. Registered Users Additional comments from registered users: I support an amalgamation of Kitchener Fire Services with all others in the Region of Waterloo so all are working off the same page in the event of a disaster or for area's where territory may overlap. Fire suppression and reaction time policies were developed during a time when safety standards and building code enforcement were in their infancy. Since then the insurance lobby has further directed policy concerning fire suppression and prevention, to fuhave become a significantly lower risk to both human lives and property, however fire departments still continue to be built in emerging suburbs. Fire response personnel are now currently the first of a three tiered system of emergency response, sadly, when a citizen requires an ambulance... The fire truck shows up first to provide first aid and asses the situation. Though this may make logical sense as there areresponse is delayed, which could possibly cost a life and render the act of calling an emergency response team moot. While a building fire is a terrifying situation and we do require personnel to help in the case of this emergency, safety standards have helped buy time for response teams should their be fewer teams in order to respond to these situations. My suggestion based upon the above arguments, would be to reduce the size of ourour medical response force and police force... Should there still be a need for a preliminary first aid team, such as car 6 - 107 n for excessive dical calls is usually quite brief, at me endance bigger is not always better. Smaller trucks can allow smaller streets, which - alls, not the most appropriate use of tax dollars. FDs already cost far too much. There is no longer any reason for so many firefighters with all the safety in building etter for the city's overall growth. eighbourhoods continue to have a strong negative impact on our neighbourhoods. It seems as though prioritization accidents (non life threatening), or the like, recently redundant fire personnel would easily fill a described first aid service, without the added cost of deploying fire response equipment (fire trucks loaded with water and redundant equipment).Firetrucks are too big, and too maneuverable. Emergency response is frequently given as the justificatioland width on roads, and the limitation of traffic calming. With the rise of building standards and fire codes, fire has become a far less serious threat to public safety, yet traffic fatalities, and other impacts of high speed traffic in nshould change. If Europe can service ancient city centres with narrow one lane roads, our fire departments should be able to deal with a few chicanes and 3 meter wide lanes, if smaller equipment is necessary, then that is a worthwhile trade for safer roads.Money should be going into emergency medical services putting more ambulances on the road rather than having a firetruck respond to medical cIs $270/annually for a FD on par with other municipalities and what they pay?Very much appreciate the people in the fire service.Why must there always be 4 ff and 2 trucks respond to most calls? Just to return minutes later, why does the chief have to go out to call at all don't train a fire fighter as a paramedic put a paramedic on the truck they make way less than a fire fighterAll 3 codes etc. the amount of workable fires a year has decreased significantly and only continues to go down. The fact that the fire department has continued to cost more makes zero sense. Their attso although they "stop the clock" on response times their patient care is minimal if at all. Consider urban form when choosing vehicles is bRequire landlords to give written information to tenants on the smoke detectors and CO detectors. Require landlords to annually check on them to make sure they are working and up to date, and require landlords to install new batteries, the 6 - 108 or reduce - hedules) to have a side c more trucks on the road. Taxpayers can then get relief while fire and medical needs one emergency department for the region. All fire and ambulance emergency services 0,000 per year and often times have enough time off (because of round the clock s recommended batteries. Require landlords to inform tenants of the landlords responsibilities. Fire department needs to monitor for compliance and levy penalties.Firefighters risk their lives every time there is a fire. I don't care what it costs, police, fire and ambulance are worth every dime. We hope never to need them, but I'm happy to know they are there if we do. More education needed in terms of fire prevention and what to do in case of fire event.I believe that we need to haveshould be together. I believe with a true emergency situation in the region we would not have the best response because we have 3 fire departments and an ambulance system. Communication is tough enough without have institutional barriers. Please consider this seriously and talk to your partners at the other cities and the Region. Our lives will depend on this one day.Better human resources planning needs to be completed, salaries and over time needs to be evaluated. Emergency responders need to be fairly compensated but not so much so that EVERY individual in the firehouse is on the Sunshine list. There are many in the community who work as hard and who have gone through many more years of training that do not make half as much as an average community college graduated fireman makes. Just because you are strong...or have the physical ability to do a demanding and sometimes risky job does not mean you should make WELL over $10landscaping business, or home inspection business or what have you. Better justify the salaries PLEASE them.I have great respect for the fire department they do a great job. I believe the budget is non sustainable. The city should be looking at going back to 12 hours shifts if there is a cost savings, Volunteer fire fighters for some stations, reducing the amount of medical calls they respond to such as shortness of breath or chest pain since paramedics are already responding. Emphasis should be pushed to continue the great job they do on fire prevention and fire code. The budget should pushed towards ambulance services they are already underfunded and over stressed. Just my opinions but please do some research and readings. Thank you. Remove medical response, to then reduce staffing levels to provide fire response only. The province reimburses for half of ambulance cost, let them pay to putare still provided. 6 - 109 They are first igure inspector from fire dept. f ly courteous and professional. fire extinguisher in full view. Inspections and permit uced to a more typical schedule such as a 8 or 12 hour shift. be done including having the actual closest fire station respond. It is frustrating as citizens of I also think the shifts of fire fighters should be red ssume there is cost savings to be had to regionalize the cities at least. In my last encounters with your fire responders, I found them to be highresponders in many cases and their reassurances helped us through some difficult moments. They helped us tremendously.Additiona l comments from unregistered users: I do not understand why ambulance and police are regionalized yet fire is not. There has been no explanation and I have to aI do not think that the Fire department should be called out for medical response when a paramedic service is a better option. We need standards for outdoor fire pits and fire tables too many people in this drought not using them properly. It's easy to get no rules for fire tables very dangerous near children. Mandatorytoo many people burning garbage plastics etc without permit and getting away with it. People need to be held responsible. Bylaw inspectors really ineffective they mostly don't show u eed an authority Knowledgeable. People ignore bylaw people.Cost factors for fire fighters wages constantly amaze me. Not I agreement with any increase in salary etc when other people have financial restraints imposed upon salaries. Good comparison are health care workers...i.e. Registered Nurses etc. Fire fighters should not replace paramedicsPlease consider merging with Waterloo, etc so that the KW area can truly benefit from the money allotted to fire services. So many good things couldthis great area that this change was not made years ago!!!I live in an apartment building. Fire alarms are done monthly. I do not see carbon monoxide detectors anywhere....are they not required? 6 - 110 s at ify detached and town - school tours, open houses and work project. - t 2 lines of defence. Less emphasis on putting out the fire for on preventing them meone's paycheque. A make Would like to see more organization and expansion of the public education programs currently offered. There is such a opportunity to expand in this area and become more innovative. Implementing more thenthe occasional seminar. Nope."Did you know that effective October 2014 the Ontario Fire Code requires all single family, semihomes in Ontario whether owner occupied or rented to have a working carbon monoxide detector?"Requires? What does that mean? What happens if you don't have one? This is unenforceable and means nothing. Also, I will never submit to having Direct Detect forced on me. Let those that want it pay for it. It's another "tax" to justsoThe Direct Detect was installed in our new home apparently as a condition of the build without our notification. I think it iimportant to ensure this information is communicated prior to the home owner purchasing as there is a fee associated with it. There was no prior communication about it and we were forced to sign for it upon closing. It is an awesome program and no doubt important, however the lack of communication puts a negative light on the whole thing. We had a lot of questions, but no time to really ask them. The other month the fire department had come through our neighborhood, stopping to connect with the kids and parents and provide some public education, but there was no information ahead of time. I think this is good to make the connection with the community and maybe it can only happen on a spur of the moment. Had we not been outside we would not have known they were there. More information around community events and activities like this would be greso the community get be engaged.Comparing the number of fire stations to other cities we've lived in it seems Kitchener does not have as many stations as we shouldNot at this time but I reserve the right to express it in the future.Spend more on firs 6 - 111 days a month, sleep at night (while he administration offices of townhouses e the amount of tiered responses to reduce redundancy Keep up the great work. As a resident of the City of Kitchener I expect to have a Fire Service that is available to respond quickly when required. I also expect that they have the equipment and resources required to perform their work efficiently.There should be a check up that everyone is doing everything that they are supposed to. Doing personal inspections everywhere might be too much, so maybe a yearly questionnaire that has to be filled in the web (only on paper or phone for those who don't have web access) and if the people don't return the questionnaire by the deadline, they get a phone call or a personal visit. To offset the cost maybe there could be volunteers and tand condos, and community associations should participate as well. Our administration does send out the info, but that doesn't mean that owners and tenants are reading it or doing anything about it. Real awareness happens when they are forced to reply. Special concern is any house, townhouse or apartment that is rented out, because tenants might think that everything is okay while owners might think that tenants are taking care of things, so in reality neither party is doing anything.More Dalmatians. Please. Fully support the hard working Men and Women of the service, however the costs and the expections of wages etc need to be calmed down. The arbitration process is flawed and at some point other forms of infrastructure need to take precedent over "threat" of fire. I would be able to more accurately comment on how fair the percentage of tax dollars going to fire is if I had a better idea of how the money was being divided (% for wages, % for education, etc). DeceasWe spend entirely to much money on fire services. The fact that you can do 24 hour shifts in a busy city such as Kitchener shows just how many firefighters/bases we have. Way to many. I'd love to work 7getting paid) do mostly medical calls and maybe do 3 working fire's a year all while earning 70k starting. Wow. Sign me up. Waste if $$Stop wasting tax $ responding to medical calls, just to bump up your stats. Also response times should be calculated from the time to call comes in, not the time the crew leaves the station! 6 - 112 to reduce these costs so that money can flip Maybe include some info with utlitity bills. I am amazed how many people do not check their Fire/ EMS program would be a bad idea/poor decision if it were to go forward he fire dept is too redundant with three separate fire dept and numerous volunteer dept through out the region. why pay The fire department is there to provide fire rescue and suppression. They do not need to do very much else. I know how much they get compinsated and it is way to much. I believe they also do not need to be going very many medical calls, as this is left to do by medical professionals. I am not paying $250 dollars a year for medical services that they actual do notprovide. Please do not provide them with anymore training which will not impact the public at all. Please monitor how much actual work they do for the crazy amount of money they make. As far I know it is little. Thank you for doing this survey, and I hope you listen. No.There are so few fires it's time to look at service delivery changes as we do not need so many stations staffed at such high levels and wages. Budget is out of hand and bankrupting cities. No need to attend medical calls. No real service added when at them.I think the jointFocus on improving efficiency and looking for ways to cut costs rather than keep increasing the budget. Firefighters are valuable but are way overpaid. Can there not be ways to save on costs? Is it necessary to have firefighters doing public education and "PR"? Seems like a big waste of my tax bucks!! Also how hard are you pushing sales of Direct detect? Let me guess, that's another firefighter $100k+ salary. There has to be a waywhere it's actually neededObnoxious budget considering the continually decreasing fire statistics. Most of the fire department calls are medical at which they do very little at. Budget should be put toward services that actually need it, such as ambulance or police. Tfor 3+ of everything?? in this day of increasing costs its ridiculous to have this very expensive service as redundant as it is. We had an incident with a birdnest bursting into flames, we put it out, but my husband said it was very hot. When I asked if I should call 911 he said it might be a good idea. I felt foolish, but the firemen assured me it was a good idea to check things out. So Thanks! 6 - 113 o - need for eally doesn't matter to me saving medications. - e effectively more quickly and not just standby waiting for paramedics to has to be a long term negative impact on first responders and perhaps the ability to help smoke detectors or carbon monoxide detectors. I noticed when we recently installed new ones they have expiry datesgreat idea! Teaching kids at school also a great idea!What a waste of money. How can a ff make 100000 a year and work 7 days a month. Shows how busy they are. What a farceThey only work 7 days a month and answer mostly to medical calls. I think they make to much money for what they do. How many fires do they actually go to? We must reduce costs. We have to examine contracting out this service. The key word is "examine". There have to be ways of doing things differently so as to be able to bring costs in line with inflation.Ballooning costs need to be caped. Risk is inherent in this profession and should not be monetarily compensated. Regional integration of EMS and Fire should be reviewed to cut costs. We cannot afford to continue to pay these lucrative salaries. Something has to be done. $100k plus to literally sleep on the job is absolutely ludicrous!I am writing in support of Premier Wynne's statement about full time fireman practising as paramedics.It just doesn't make any sense that as 911 first responders firemen are called to every emergency but are not given the potentially life saving drugs that must be required at many if not all of those calls. As a citizen it rwhether its a fireman or a paramedic saving my loved one's life. I can imagine that there would need to be a slight shift or more coordination, but I do not want to get caught up in interdepartmental nonsense. I think that whoever arrives on the scene should have the training and the skills to help as best they can And if all it takes is a small adjustment to include things like Ventolin to the fireman's medical repertoire then it just makes sense to do that. Its not replacing theparamedics or taking over what they do. It is certainly in the best interest of the citizens of Kitchener to get the meds inttheir loves ones without delay. This point of view must surely be important to the people in charge. Further, I also think is must be very frustrating for firemen trained as PCP to arrive on scene of an emergency and not be able to use whatever means they can to help save lives. Especially, once again, since they are called to all emergency situations. I would think theremore people in emergency situations would lesson that impact. In other words, it would be less frustrating as a fireman who are trained as PCP to be able to help moradminister what they must feel is pretty basic life 6 - 114 do amedic even if - is grocery shopping at Zehrs. It's angering safety and prevention.. This will get through better to kids than trying to teach we had no clue that we should call 911 (sadly, I think we realized the need to do so - Less medical response. Please spend more on fire suppression. Staffing levels should not increase, however Parlevels should increase. Less tax money spent on fire, and more spent on Paramedic services. NoneThe City of Kitchener should ban backyard fires. The risks to the many far outweigh the pleasures of a few. Keep the prevention training for kids going. These events are what really make IDs think about it from an early age. When our home was hit by lightning after googling "what to do when house is hit by lightning). The crews that came to check that our house was safe were aMAZING!!! I think more people should be made aware that it's important to call for help after a lightning strike there are no signs of fire.Firefighters should be putting out fires. Leave public education to other city workers who are not paid such insanely high salaries.No cuts for this department. If cuts are needed look at councellors wages please! During education i would put majority of finances towards children education of fireadults.Fire service costs are not control especially when we see less and less fires. More resources should be shifted into regional ems with our aging population Not enough thanks to all first responders.Spend more resources on pub Ed and code enforcement. Enough of the high priced fire fighters. Get them out doing inspections and public educationThe biggest activity I actually observe the Kitchener Fire Department doingevery time I see it (which is quite frequently); good to know that it's also sucking the largest amount of my tax dollars to so. 6 - 115 smoking home and not extinguishing his law is not enforced right now I'm not sure how you'll enforcing in the future - , I just wish all to be safe Keep up the great work and I forming publicencourage the right people and don't be afraid to hold the wrong people accountable for their actions.I do notImprove tiered response capabilities for firefighters to include symptom relief medications and add Narcan.With the population aging rapidly in this community and a number of individuals residing in their homes longer it is of importance that the department think of innovative ways to educate and support this population and/or their caregivers. With an increasing number of individuals with dementia residing in apartments or shared buildings there is an increased concern for their safety and those of others. Perhaps the department could partner with other City programs to plan ways to support these individuals?I don't like to see cuts to the fire service. The fire dept. provides a service that every citizen can access and could use in contrast to other city funded services.The city needs to be more proactive in terms of emergency preparednessI live next to a boarding house and a rental unit. There have been serious incidents at both locations that have started fires. The rental home lost it's back porch and roof. Emergency response was great, and crucial to it not spreading to our (very close) home. That fire was the result of a resident smoking in a noncigarette. This was a well educated individual. He was working on his master's. I believe education is a major factor in avoiding these issues, but it seems that all it takes is one intoxicated smoker to start a major incident. Your emergency services are worth every penny. I would support an amalgamated department (like Police). This would save money and that money could be spent on improved service, equipment, training, etc. The fire byNo comment. You're a hero. 6 - 116 Education on update/services/value of Direct Detect nd control panel. the monitors a very responsive! - service. Demonstration on using I think Kitchener is well served and educated by our Fire Department. Thank you very much.Regionalize this serviceKeep up the good work and thanks.Fire should be a regional Already have Direct Detect.You are doing a terrific job Direct Detect previously inspected the equipment in their locations annually. This is not being done anymore. Needs to be reinstated. As the population ages and older citizens experience issue with chronic conditions (incl dementia) our plan will need to address how we support/respond.Staff education on dealing with dementia or mental health issues on their calls, very importantPlease publish somewhere the services available. We really need fire inspection services for my condominium especially to ensure that each unit has a WORKING smoke detector.Good time to review/understand the relationship about a service we take for granted. 6 - 117 6 - 118 6 - 119 Appendix B KFD Job Responsibilities By Division 6 - 120 KFD *®¡ 2¤²¯®²¨¡¨«¨³¨¤² ¡¸ $¨µ¨²¨® The Kitchener Fire Department Master Plan (KFDMP) follows the framework for fire master plans from the Office of the Fire Marshal – Emergency Management (OFMEM).That framework includes listings of job responsibilities for positions throughout the fire department. The following information provides examples of the primary responsibilities of positionswithin the Kitchener Fire Department(KFD). !£¬¨¨²³± ³¨® $¨µ¨²¨® Fire Chief As the head of the fire department, the fire chief is responsible for administration and operations of theKFD. In addition to responsibilities as a member of the corporate management team, primary responsibilities include: overseethe activities and operations of the ten fire department divisions directly supervise and oversee thework of the two deputy chiefs, the manager of emergency communications and supports services, the manager of emergency management and business continuity, and the chief fire prevention officer direct, approve and control fire department budgets represent the department at council and other committees, senior government agencies and public functions act as a member on the CSD senior management team ensure employees work in compliance with the OHSA coordinate and meet with other public safety partners act as a member of the CCG Deputy Chief (Operations and Training) In addition to supporting the fire chief with the daily administration of the department, examples of primary responsibilities include: develop the budget for the training and development division oversee the KFD wellness committee oversee the specialty rescue program representmanagement on the Joint Occupational Health and Safety Committee oversee media relations overseethe officer development program oversee the KFD recognition program oversee the KFD training advisory committee command personnel during firefighting and emergency operations act as back-up to the fire chief act as a member of the fire department senior leadership team 6 - 121 Deputy Fire Chief (Operations and Apparatus and Equipment) In addition to supporting the fire chief with the daily administration of the department, examples of primary responsibilities include: develop the budget for the apparatus and equipment division oversee the procurement and apparatus replacement schedules of fleet oversee firefighter recruitment oversee departmental promotion process oversee OFMEM reporting represent the department at the Joint Emergency Services Operating Group oversee the facility maintenance program for the fire department command personnel during firefighting and emergency operations act as back-up to the fire chief act as a member of the fire department senior leadership team Manager of Emergency Communications and Support Services This position is responsible for the operations of the emergency communications division, direct detect division, administration support staff, and fire systems and projects. Examples of the primary responsibilities include: accountable for the overall performance of the fire department’s communication centre responsible for interviewing and selection, orientation and training, guidance and direction and performance management of all staff within their division resolve labour relations issues in conjunction with the human resources division provide business planning support to the fire chief responsible for diagnosing staff development needs and supporting ongoing training provide input into the strategic and financial directions of the KFD as a member of the department’s senior management team develop and maintain strong relationship between the fire department, external partners, neighbouring municipalities, corporate information technology divisionand vendors represent fire on various corporateand regional committees or project groups Manager of Emergency Management andBusiness Continuity This position is responsible for the development, implementation, maintenance and review of a comprehensive emergency management and business continuity program for the City of Kitchener. Examples of the primary responsibilities include: provide advice and recommendations to the corporate leadership team regarding strategic policies, plans and investments required to create a more resilient and emergency-ready organization ensure the City of Kitchener and its emergency operations facilities are in a continuous state of readiness in the event of a municipal emergency or major incident 6 - 122 work collaboratively with the corporate management team to enhance the city’s capacity to effectively mitigate, prepare, respond and recover from a significant emergency or incident serve as the CEMC, providing advice and guidance to theCCG, in the event of an emergency of significant incident ensure the provision of timely,relevant and accurate emergency information to the corporate leadership team,city council, regional partners, the public and other stakeholders lead the coordination of disaster response or crisis management activities, such as ordering evacuations, opening public shelters, and implementing special needs plans and programs lead the city’s recovery efforts following a response to any type of emergency or significant incident represent the city on region or province-wide emergency management related committees oversee the public education division and manages its annual budget provideinput into the strategic and financial directions of the KFD as a member of the department’s senior management team Administrative Assistant (Fire) This position primarily assists the fire chiefand includes the following responsibilities: assist fire chief, deputies and fire division heads in identifying budget requirements for the fire department and develop and monitor operating and capital budget work plans with their senior financial analyst preparepurchase requisitions for the department ensuring they meet the Purchasing By-Law process fire department invoices, ensure payments, and update budget work plans invoice other municipalities for dispatch recovery, services, and other fees as listed in the City of Kitchener fees schedule as required monitor the purchasing cards within the department to ensure they are used in accordance with corporate procedures maintainthe records management system for the department monitor emails that are received via the website and respond to or forward relevant inquires to the other fire department divisions for response identify calls that are eligible for cost recovery and process accordingly maintain accurate personnel information, monitor yearly staff medical exam requirements and other personnel data as directed by chief and KFD management provide administrative support to the fire chief, deputy fire chiefs and various division heads with reports, bulletins and minutes Administration Assistant The position primarily assists the two deputy chiefs. Examples of the primary responsibilities include: provide administrative support and assistance to the fire management team with respect to ordering supplies, work orders, tenders, reports, bulletins, minutes, promotional material, mailing lists, personnel information, platoon listings, vacation calendars and daily time-in-lieu banks 6 - 123 collect and compile information from CriSys incident reports concerning monthly false/automatic alarms prepare and submit OFMEM and other reporting research and compile statistical information related to attendance management, OFMEMand CriSys !¯¯ ± ³´² £ %°´¨¯¬¤³ $¨µ¨²¨® Chief of Apparatus andEquipment Master Mechanic Examples of the primary responsibilities of this position include: develop in consultation with deputy chief of apparatus and equipment, a yearly divisional budget and work plan responsible for safety and compliance within Ontario Health and Safety Act for self- contained breathing apparatus, ladders, and aerial devices responsible for fire pump, ground ladder, auto extrication, tool testing and certification prepare specifications for the purchase of apparatus and equipment member of the KFD Apparatus Committee member of the KFD Senior Leadership Team member of KFD Training Advisory Committee schedule and supervise two staff members establish, create and maintain the Apparatus and Equipment Standard Operating Guidelines Emergency Vehicle Technician Examples of the primary responsibilities of this position include: perform fire apparatus, testing, repair and service including scheduled vehicle inspections to ensure reliable, effective and safe apparatus perform fire specific testing repair, service and certification including hydraulics, fire pumps, ladders and small engines perform maintenance and repair of all small fleet vehicles responsible for part sourcing and purchase provide on scene emergency logistics available for mandatory on call rotation provide equipment training to other fire divisions maintain professional currency and competency by attending training courses andmeetings, and reading publications to keep up-to-date on repair and maintenance techniques and procedures. $¨±¤¢³ $¤³¤¢³ $¨µ¨²¨® Direct Detect Coordinator Examples of the primary responsibilities of the direct detect coordinator include: directly supervise two fire alarm technicians approve vacation requests and coordinate work tasks for the division 6 - 124 make daily operational decisions on tendering equipment and discontinuing use of products prepare quotes for all commercial and residential customers pursue business growth opportunities manage inventory and order products maintain knowledge on industry standards perform installs and service provide input into the direct detect budget recommend and develop divisional operational procedures create and present business and marketing plans assist and participate in the hiring process for new staffmembers for the division participate as a member on fire senior leadership team Program Assistant - Direct Detect This position provides administrative support to the direct detect division. Examples of the primary responsibilities include: maintainbillings database, including all accounts receivable and accounts payable for the direct detect program participate in and monitor the budget for direct detect program schedule service calls, installations and removals respond to direct detect customer and billing inquiries troubleshoot system issues support the communication division with high volume direct detect calls Fire Alarm Technician Examples of the primary responsibilities of this position include: order, sell, install, test, maintain and repair all Direct Detect home alarm monitoring equipment. order, sell, design, install and service commercial alarm installations and certifies compliance with relevant provincial codes and standards. inspect commercial fire alarm systems and residential early fire warning/security systems as required. install, test, maintain, repair and replace all alarm monitoring receiving and software equipment located at the Fire Communication Centre including administration of our Bell Canada alarm data networks. participate in direct detect marketing programs maintain professional currency by attending training courses and meetings available for mandatory on call rotation %¬¤±¦¤¢¸ #®¬¬´¨¢ ³¨®² $¨µ¨²¨® Manager of EmergencyCommunications and Support Services This position is responsible for the operations of the emergency communications division. Primary responsibilities are described in the administration division section above. 6 - 125 Communication Officer The communication officer reports directly to the manager, emergency communications and support services and works a 4 day/10 hour Monday to Thursday schedule. The 10 hour shift schedule allows the communication officer to cover absences in the communications centre as needed on those days. Examples of the primary responsibilities of the communication officer include: provide direction to divisional staff regarding day-to-day operational issues recommend and develop divisional operational procedures and workflow processes ensure compliance with department procedures, municipal, provincial and federal legislation,National Fire Protection Association Standards (NFPA) and best practices monitor, schedule and manage staffing levels oversee all training programs for the division administer and recordall divisional evaluations and incremental exams maintain currency and knowledge of changes to industry technology, legislation, regulations and standards assist with testing XpertFire upgrades, response rule changes and reported mapping issues oversee inspections or routine maintenance of all radio gear and divisional equipment chair and participate on committees such as Regional Voice Radio, Provincial Advisory Committee for NFPA 1061 assist and participate in the hiring process for new staff members for the division participate as a member on fire senior leadership team Communication Operators All communication operators are responsible for receiving and processing emergency calls and requests for assistance/information. Responsibilities include: monitor alarm systems for fire, medical, critical function and trouble signals process fan outs for emergency plan activation (Kitchener, Waterloo and Woolwich), flood watch/warning statements (Kitchener and Waterloo) and weather watch/warning statements (Region of Waterloo Emergency Services) using fax, phone and email maintain data/information resources for use in the communications centre including phone numbers and various premise information assist with creation of training materials, training manual, and training of newly hired staff track inventory of portable radios through spreadsheet conduct routine checks of communications equipment and troubleshooting of systems assist and participate in the hiring process for new staff members in the division assist andparticipate in training programs for the division 6 - 126 #®±¯®± ³¤ %¬¤±¦¤¢¸ - ¦¤¬¤³ £ "´²¨¤²² #®³¨´¨³¸ 0« ¨¦ Manager of Emergency Management and Business Continuity This position is responsible for the development, implementation, maintenance and review of the comprehensive emergency management and business continuity program for the City of Kitchener and is based within theKFD.The program includes the development, execution and monitoring of strategic policies, procedures, documents and working groups addressing the key areas of emergency management and business continuity mandated by the city’s corporate leadership team. Primary responsibilities are described in the administration division section above. Community Emergency Management Coordinator (CEMC) TheCEMC is a legislated role as identified in the Ontario Regulation 380/04 Standards of the EMPCA. The City of Kitchener’s CEMC is the manager of emergency management and business continuity.The alternate CEMC is the director of asset management in INS department at the City of Kitchener. The CEMC is responsible for the following: provide input to the CCG regarding emergency management issues liaise with the neighbouringMunicipal and Regional CEMCs, the OFMEM and other provincial and federal representatives as required maintain a record of events and decisions made and actions taken as the CEMC in emergency or crisis situations activate the "Kitchener Emergency Alert System" (Fan Out) to notify CCG members to assemble at the designated EOC through the KFD communications centre (fire dispatch) upon learning of a potential emergency and facilitate a debriefing process with the CCG and other appropriate agencies or organizations and prepare a final report on the emergency to city council &¨±¤ 0±¤µ¤³¨® $¨µ¨²¨® Chief Fire Prevention Officer This positionreports directly to the fire chief. Examples of the primary responsibilities include: oversee all divisional staff activities related to inspections and investigations provide guidance to fire management and departmental personnel with respect to legislative and regulatory compliance review regulatory enforcement documentation prepared by divisional staff participate as a member on the fire senior leadership team participate as a member on thefire training advisory committee advise architects, engineers and building owners to ensure compliance with provisions of applicable acts, regulations to meet fire safety in new and existing buildings advise municipal counterparts on best practices related to life safety prepare the fire preventiondivisionbudget ensurecompliance with the FPPA respond to requests from media outlets 6 - 127 prepare and make presentations to the public, fire service, council and others as requested Assistant Fire Prevention Officer This position reports directly to the chief fire prevention officer. Examples of the primary responsibilities include: directly supervise staff of the prevention division and divisional staff activities related to inspection and investigation support departmental staff activities related to inspection and investigation provide guidance to divisional staff with respect to legislative and regulatory compliance review internal and external work products, regulatory enforcement documentation, and provincial offences documentation prepared by divisional staff members advise architects, engineers and building owners to ensure compliance with provisions of applicable acts, regulations to meet fire safety in new and existing buildings supervise compliance with FPPA, 1997 up to and including legal action respond to general public regarding request and complaint inspections of specific occupancies for fire safety infractions conduct initial review of complaints / reviews from general public regarding performance of divisional staff in carrying out of their respective duties respond to inquiries from general public regarding fire safety respond to departmental and municipal staff inquiries regarding compliance with the FPPA interact with OFMEM staff regarding joint incidents or inquiries respond to requests from media outlets during investigations prepare and make presentations to the public, fire service, council and others as requested Fire Prevention Officer Examples of the primary responsibilities of this position include: conduct inspections of buildings for Fire Code compliance and occupant safety based on complaint (public or internal), request from owners where approval by the Chief Fire Official is required, approval of Cityof Kitchenerbusiness or event license, AGCO license, fireworks/pyrotechnics permit, open burn permit or request for real estate/financing/insurance compliance for fee researchand prepare reports, documents and orders for the above associated duties. Deliver prepared and approved documents to all parties as required once prepared. re-inspecting buildings as necessary to ensure all identified violations are corrected in a timely manner prepares enforcement documents as required including charges, information, prosecutor briefs, and offence notices, then swearing and serving as appropriate 6 - 128 testifies in court, Fire Safety Commission hearings and OFMEMreviews to support enforcement activities participates as necessary in on-call rotation for fire investigations conducts fire investigations in conformance with NFPA 921 & 1033 and OFMEM directives as necessary in order to determine origin and cause testifies as required in criminal proceedings, and coroner’s inquests stemming from investigations prepares detailed fire investigation reports interacts with media agencies while performing the role of lead investigator advises building and safety system professionals and specialists on matters of fire and public safety interacts with public safety organization peers on matters of community safety and public interest Program Assistant – Fire Prevention Examples of the primary responsibilities of this position include: provide administrative support to fire prevention team prepare, maintain and distribute monthly list of outstanding work orders for each fire prevention officer utilize the AMANDA software to manage work folders for fire prevention officers, inspection requests, open air burn/fireworks/pyro permits, file searches, fire safety plans, notice to building owners, special occasion permits, licensing (e.g.,food trucks, special events, restaurants, public halls, etc.) maintain confidential public information related to court matters, freedom of information requests and Waterloo regional arson prevention program prepares part 3 information and compiles evidence and information related to fire code infractions act as main contact for all inquiries (phone, email and counter) for the division handle environmental record requests, Freedom of Information Act and incident investigation report requests &¨±¤ 3¸²³¤¬² £ 0±®©¤¢³² $¨µ¨²¨® Program Manager, Fire Systems and Projects The program manager, fire systems and projects reports directly to the manager, emergency communications andsupport services. Examples of the primary responsibilities include: directly supervise the work of the fire systems specialist work with the KFD senior leadership team to establish technology priorities for the department manage fire system responsibilities including implementing, maintaining and administering specific systems, system integration, and troubleshooting, including data integrity create reports and queries for data analysis recommend and implement technology improvements 6 - 129 responsible for overall system security ensure alignment of fire systems functionality with the needs of the Fire Technology Strategy recommend and draft policies and procedures related to fire systems develop the annual fire technologyoperating and capital budget in collaboration with the manager of emergency communication and support services identify, prioritize and rank new modules, and upgrade fire specific systems (e.g., MASterMind, CriSys, Comlog) work with corporate IT and GIS staff to establish solutions to system issues, configuration requirements and upgrades provide project management for all technological fire projects, related to new functionality rd manage contracts and service provision with key solution vendors and 3party providers manage service levels and service quality with Region of Waterloo and WRPS manage fire technology training program participate as a fire representative on various corporate committees and external committees Fire Systems Specialist The fire systems specialist reports directly to the program manager, fire systems and projects. Examples of the primary responsibilities of the fire systems specialist include: maintain and administer fire department specific systems including system configuration, testing and coordination of upgrades troubleshoot as required, to identify and resolve user issues, system issues or training deficiencies manage regular data updates from various sources, to support CAD system identify and implement new software functionality as required coordinate and prepare for major system changes manage hardware maintenance / replacement, software upgrades and system backups maintain systems inventory documentation maintain issue logs for all systems support systems including but not limited to CriSys CAD / Incident Reporting, EMSTIF, IP911 (Data & Voice (future)), 911 Avaya Phone System, ComLog Audio Logging, AIZAN Automated Mass Notification, Telestaff, MASterMind Business, MASterMind Monitor perform regular analysis of various data sets to identify areas where better emergency responses are possible perform response modelling and incident data analysis to support both internal and external (dispatch contract) communications centre customers create custom reports to support various fire department programs provide fire systems training as required maintain user documentation for fire systems 6 - 130 0´¡«¨¢ %£´¢ ³¨® $¨µ¨²¨® Manager, Emergency Management and Business Continuity This position is responsible for the development, implementation, maintenance and review of the public education division. Primary responsibilities are described in the administration division section above. Public Education Officer There are two public education officerswho coordinate fire education events that help promote fire safety messaging within the City of Kitchener. Examples of the primary responsibilities include: educate children in local primary schools about fire safetyusing the fire safety house provide training and information sessions for seniors provide basic fire and life safety education for new Canadians through the English as a Second Language (ESL) program and specific sessions as requested assist with the COPS program by recruiting volunteers from the KFD to act in mentor roles coordinate and assist with promoting the KFD through partnerships, participation and coordinating public events such as the annual neighbours day, fire department open house and other organized charity events Fire Prevention Coordinator - Children’s Safety Village (CSV) The fire prevention coordinator’s office is located at the Children’s Safety Village at 200 Maple Grove Road, Cambridge. Examples of the primary responsibilities include: educate grade two and four elementary school students in fire prevention and fire survival; and grade six students in emergency preparedness provide training for children in TAPP-C assist with media requests in coordination with other CSD staff, KFD and City of Kitchener corporate communications participate in the annual Heroes Awards Ceremonies, WRPSOpen House, and other KFD events %¬¤±¦¤¢¸ 2¤²¯®²¤ $¨µ¨²¨® The emergency response division is overseen by two deputy fire chiefs of operations. Responsibilities of the deputy chiefs are outlined in the administration division above. Platoon Chief The platoon chief reports directly to the deputy chiefs of operations and supervises a platoon of fire suppression personnel. Examples of the primary responsibilities of the platoon chief include: participate as a member of the fire senior leadership team control and coordinate all activities at emergency response operations ensure personnel adherence to all relevant and related legislation ensure personnel adherence to all organizational policies and procedures 6 - 131 directly supervise assistant platoon chief, captains and acting captains including orientation, mentoring, and performance management participate in strategic plan development and the setting and monitoring of divisional goals participate in development of operational policy media relations as required review and approve OFMEM reports 4± ¨¨¦ £ $¤µ¤«®¯¬¤³ $¨µ¨²¨on Training Director The training director reports directly to the deputy chief of operations and training. Examples of the primary responsibilities of the training director include: develop training division budget in collaboration with deputy chief of operations and training member of thefire training advisory committee member of fire senior leadership team implementtraining programs and exercises research and develop specialized program areas supervise employee training records communicate with internal and external partners and stakeholders design and supervise increment testing evaluations design and deliver evaluations of company officer candidates for promotion plan and deliver company officer courses represent organization on corporate learning council respond to emergencies as requested by on-scene incident commanders Training Officers Two training officers report directly to the training director.Examples of the primary responsibilities include: research and develop training programs andnew equipment deliver fire ground training and drills design and deliver increment testing evaluations manage medical equipment inventory and AED data develop and supervise provincial fire college schedule for department design and deliver recruit training programs facilitate communication between division and training committees plan and deliver company officer courses Program Assistant – Training The program assistant - trainingreports directly to the manager, emergency communications and support services. This position supports the training division in an administrative capacity.Examples of the primary responsibilities include: respond to general telephone lines and customer service counter inquiries 6 - 132 maintain training records from the Ontario Fire College and other institutions input personnel training records and certificates into the OMNIRIM and PeopleSoft systems assist with Ontario Fire College registration prepareand distribute fire department communications and bulletins order, stock and distribute medical supplies, cleaning supplies and office supplies for department update and post Ontario Fire College status reports update and maintain material safety data sheets for department update records for apparatus and equipment division in OMNIRIM system perform other administrative duties for the chief and deputy chiefs 6 - 133 Appendix C Annual Media Plan 6 - 134 !´ « -¤£¨ 0« The media work plan was designed in 2015 with the corporate communications division to identify annual fire and life safety campaigns and programs. Many of the programs and activities have a social networking or media component which is utilized to address fire safety messages. 6 - 135 6 - 136 6 - 137 Appendix D KFD Technology Strategy 6 - 138 6 - 139 6 - 140 6 - 141 6 - 142 6 - 143 6 - 144 6 - 145 6 - 146 6 - 147 6 - 148 6 - 149 6 - 150 6 - 151 6 - 152 6 - 153 6 - 154 6 - 155 6 - 156 6 - 157 6 - 158 6 - 159 6 - 160 6 - 161 6 - 162 6 - 163 6 - 164 6 - 165 6 - 166 6 - 167 6 - 168 6 - 169 6 - 170 6 - 171 6 - 172 6 - 173 6 - 174 6 - 175 6 - 176 6 - 177 6 - 178 6 - 179 6 - 180 6 - 181 Appendix E Response Analysis, Dillon Consulting 6 - 182 Kitchener Fire Department Response Analysis Final Report - 6 - 183 i Table of Contents 1.0 Introduction and Background 1 1.1 Industry Standards and Best Practices ..................................................................................... 5 1.1.1 National Fire Protection Association (NFPA) ........................................................................... 5 1.1.2 NFPA 1710 Standard ................................................................................................................ 5 1.1.3 Initial Arriving Company .......................................................................... 6 1.1.4 Initial Full Alarm Assignment .............................................................. 7 1.1.5 Vertical Fire Suppression Response ......................................................................................... 8 2.0 Fire Response Modelling 10 2.1 Performance Measures Applied ............................................................................................ 10 2.2 Historic Call Locations ............................................................................................................ 10 2.3 Historic Emergency Response Capabilities ............................................................................ 12 2.3.1 Emergency Call Volume ......................................................................................................... 12 2.3.2 Workload ................................................................................................................................ 13 2.3.3 Emergency Call Incident Types .............................................................................................. 15 2.3.4 Response Time Assessment ................................................................................................... 17 2.3.5 Dispatch Time ......................................................................................................................... 18 2.3.6 Turnout Time .......................................................................................................................... 20 2.3.7 Travel Time ............................................................................................................................. 21 2.3.8 Total Response Time .............................................................................................................. 23 2.4 Fire Response and Station Location Model ........................................................................... 24 2.4.1 Modelled Service Areas ......................................................................................................... 25 2.4.2 Model Results......................................................................................................................... 25 3.0 Summary of Results 45 Response Analysis - Final Report - 6 - 184 ii Figures Figure 1: Station Locations ...................................................................................................................... 4 Figure 2: Initial Response Fire Scene Responsibilities............................................................................. 7 Figure 3: Depth of Response Fire Scene Responsibilities ....................................................................... 8 Figure 4: Historic Call Locations (2011-2015) ....................................................................................... 11 Figure 5: Emergency Call Volume by Year ............................................................................................ 13 Figure 6: Response Zone Workload ...................................................................................................... 14 Figure 7: Apparatus Workload .............................................................................................................. 14 Figure 8: Historic Call Volume by Response Type ................................................................................. 15 Figure 9: Kitchener Percentage of Calls by Type (2011-2015) .............................................................. 16 Figure 10: Ontario Percentage of Calls by Type (2010-2014) ................................................................. 17 Figure 11: Historical 90th percentile Dispatch Times (2011-2015)......................................................... 19 Figure 12: Historical 95th Percentile Dispatch Times (2011-2015) ......................................................... 19 Figure 13: Historical Turnout Times by Response Type .......................................................................... 20 Figure 14: Turnout Time by Apparatus (Fire Calls Only)......................................................................... 21 Figure 15: Initial Response Travel Times Department Wide (All Calls) .................................................. 22 Figure 16: Initial Response Travel Times by Response Zone (Fire Calls) ................................................ 23 Figure 17: Historical Total Response Times by Response Type .............................................................. 24 Figure 18: Initial Response - Existing Conditions .................................................................................... 28 Figure 19: Depth of Response - Existing Conditions, Minimum Staffing 37 ........................................... 29 Figure 20: Depth of Response - Existing Conditions, Minimum Staffing 35 ........................................... 30 Figure 21: Initial Response .................................................................................. 33 Figure 22: Depth of Response ......................................... 34 Figure 23: Depth of Response ......................................... 35 Figure 24: Depth of Response - Move Aerial from Station 4 to Station 1 .............................................. 37 Figure 25: Depth of Response - Aerial Coverage with 3 Aerials at Stations 1, 2, and 4 .......................... 39 Figure 26: Depth of Response - Aerial Coverage with 3 Aerials at Stations 2, 5, and 6 .......................... 41 Figure 27: Depth of Response - Aerial Coverage with 3 Aerials at Stations 1, 2, and 5 .......................... 44 Response Analysis - Final Report - 6 - 185 iii Tables Table 1: Kitchener Fire Stations and Staffing ......................................................................................... 2 Table 2: Response Types ...................................................................................................................... 12 Table 3: Calibrated Road Network Speeds .......................................................................................... 25 Table 4: Summary of Initial Response Coverage ................................................................................. 26 Table 5: Summary of Depth of Response Coverage ............................................................................ 27 Table 6: Summary of Initial Response Coverage ................................................................................. 31 Table 7: Summary of Depth of Response Coverage ............................................................................ 32 Table 8: Summary of Depth of Response Coverage ............................................................................ 36 Table 9: Summary of Depth of Response Coverage ............................................................................ 38 Table 10: Summary of Depth of Response Coverage ............................................................................ 40 Table 11: Summary of Depth of Response Coverage ............................................................................ 43 Table 12: Summary of Initial Response ................................................................................................. 46 Table 13: Summary of Depth of Response ............................................................................................ 47 Appendices Community Response Analysis - Final Report - 6 - 186 1 1.0 Introduction and Background 1 -- 1 Statistics Canada, Census Profiles, 2011 Census Response Analysis - Final Report - 6 - 187 2 Table 1: Kitchener Fire Stations and Staffing Station Apparatus and Minimum Staffing Station 1 (Headquarters) 4 firefighters 270 Strasburg Road Rescue Vehicle 4 firefighters Command Unit - 1 firefighter Hazmat Unit shared staff with rescue vehicle Station 2 Pump 4 firefighters 187 Lancaster Street West Aerial 2 firefighters Station 3 Pump 4 firefighters 1035 Ottawa Street North Ambulance 2 firefighters Station 4 Pump 4 firefighters 25 Fairway Road North Aerial 2 firefighters Response Analysis - Final Report - 6 - 188 3 Station Apparatus and Minimum Staffing Station 5 Pump 4 firefighters 1700 Queens Boulevard Station 6 Pump 4 firefighters 149 Pioneer Drive Station 7 1440 Huron Road Pump 4 firefighters Tanker (shared staffing with pump) (Source: Kitchener Fire Department) Response Analysis - Final Report - 6 - 189 XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY XY 6 - 190 5 1.1 Industry Standards and Best Practices -- 1.1.1 - 1.1.2 - Response Analysis - Final Report - 6 - 191 6 1.1.3 - - -- Response Analysis - Final Report - 6 - 192 7 Figure 2: Initial Response Fire Scene Responsibilities -- 1.1.4 Response Analysis - Final Report - 6 - 193 8 Figure 3: Depth of Response Fire Scene Responsibilities -- - 1.1.5 - - 2 - - - - - - 2 City of Toronto, 2015 Operating Budget Briefing Note Vertical Response Times Source: http://www.toronto.ca/legdocs/mmis/2015/bu/bgrd/backgroundfile-76355.pdf Response Analysis - Final Report - 6 - 194 9 - Response Analysis - Final Report - 6 - 195 10 2.0 Fire Response Modelling - - 2.1 Performance Measures Applied - - 2.2 Historic Call Locations - Response Analysis - Final Report - 6 - 196 M NAL TSAC RE SELDEEN ARI 6 - 197 12 2.3 Historic Emergency Response Capabilities Table 2: Response Types 2.3.1 Response Analysis - Final Report - 6 - 198 13 Figure 5: Emergency Call Volume by Year 2.3.2 - Response Analysis - Final Report - 6 - 199 14 Figure 6: Response Zone Workload Figure 7: Apparatus Workload Response Analysis - Final Report - 6 - 200 15 2.3.3 Figure 8: Historic Call Volume by Response Type Response Analysis - Final Report - 6 - 201 16 Figure 9: Kitchener Percentage of Calls by Type (2011-2015) -- 3 - 3 Ontario-wide call type statistics for 2015 not available at time of report, likely available December 2016. Response Analysis - Final Report - 6 - 202 17 Figure 10: Ontario Percentage of Calls by Type (2010-2014) 2.3.4 Response time components are measured and analyzed according to benchmarks and performance criteria. The benchmark is the specified length of time to complete a response component and the criterion is the percentage of occurrences that must occur at or below the benchmark to achieve compliance with the standard. For example, the NFPA 1710 standard for turnout time requires that 90% of all fire related turnout responses (criterion) must be completed within 80 seconds (benchmark). The performance of the KFD against the standard can be measured in two ways: 1.Benchmark compliance this is the actual percentage of responses that occurred at or below the benchmark time. 2.Criterion compliance this is the amount of time that was actually required before the target percentage of responses occurred. Fire departments commonly utilize this method of measuring response time data for system planning and resource deployment purposes. The following sections present summary tables to show the relevant NFPA 1710 benchmarks and criteria compared with the historical performance of the KFD. Response Analysis - Final Report - 6 - 203 18 2.3.5 4 Dispatch time is defined by the NFPA in a standard called Standard for the Installation, , as follows: Emergency Alarm Processing / Dispatching: A process by which an alarm answered at the communications centre is transmitted to emergency response facilities (ERFs) or the emergency response units (ERUs) in the field. NFPA 1221 is an industry best practice for dispatch time requirements. It requires that 95% of alarms received on emergency lines shall be answered within 15 seconds, and 99% of alarms shall be answered within 40 seconds. It requires processing of the alarm call (dispatching) to be completed within 64 th seconds, for 90% of all calls (90 percentile), and within 106 seconds for 95% of calls. This means that 90 out of 100 calls are required to be dispatched within 64 seconds and the 95 out of 100 calls must be dispatched within 106 seconds. There are some exceptions that have been identified. For the following call types, emergency alarm processing shall be completed within 90 seconds 90% of the time and within 120 seconds 99% of the time: - The standard does not make a distinction between fire and emergency calls types other than those listed above but viewing these call types separately can help identify important differences in the historic performance of the KFD. For example, EMS calls generally have a shorter dispatch time, if the percentage of EMS calls increases over time, then the combined overall dispatch time will decrease. It may be interpreted as an improvement in dispatch time but in reality it is just a shift in the volume of th call types received by the department. Figure 11 presents a summary of the 90 percentile historical dispatch times for emergency type calls from 2011 to 2015. 4 NFPA 1221 2016 Edition was referenced within this report Response Analysis - Final Report - 6 - 204 19 Figure 11: Historical 90th percentile Dispatch Times (2011-2015) Figure 12: Historical 95th Percentile Dispatch Times (2011-2015) Response Analysis - Final Report - 6 - 205 20 2.3.6 2.3.6.1 Figure 13: Historical Turnout Times by Response Type - - Response Analysis - Final Report - 6 - 206 21 2.3.6.2 - Figure 14: Turnout Time by Apparatus (Fire Calls Only) 2.3.7 2.3.7.1 - Response Analysis - Final Report - 6 - 207 22 Figure 15: Initial Response Travel Times Department Wide (All Calls) 2.3.7.2 - Response Analysis - Final Report - 6 - 208 23 Figure 16: Initial Response Travel Times by Response Zone (Fire Calls) 2.3.8 2.3.8.1 Response Analysis - Final Report - 6 - 209 24 Figure 17: Historical Total Response Times by Response Type 2.4 Fire Response and Station Location Model - - Response Analysis - Final Report - 6 - 210 25 Table 3: Calibrated Road Network Speeds Speed Limit on Road Calibrated (km/h) Speeds (km/h) 90 100 75 90 65 80 55 70 45 60 30 50 25 40 20 30 2.4.1 - 2.4.2 Response Analysis - Final Report - 6 - 211 26 2.4.2.1 - Table 4: Summary of Initial Response Coverage Initial Response <= 4 minutes <= 5 minutes <= 6 minutes >6 minutes Scenario Area % Calls % Area % Calls % Area % Calls % Area % Calls % Existing Conditions 38% 47% 59% 75% 75% 89% 25% 11% - Response Analysis - Final Report - 6 - 212 27 Table 5: Summary of Depth of Response Coverage Depth of Response >= 8 Firefighters >= 12 Firefighters >= 14 Firefighters >= 24 Firefighters Scenario Area % Calls % Area % Calls % Area % Calls % Area % Calls % Existing Conditions Minimum Staffing 50% 68% 28% 42% 19% 30% 3% 4% 37 Existing Conditions Minimum Staffing 50% 68% 28% 42% 17% 27% 0% 0% 35 - Response Analysis - Final Report - 6 - 213 6 - 214 6 - 215 6 - 216 31 2.4.2.2 - Table 6: Summary of Initial Response Coverage Initial Response <= 4 minutes <= 5 minutes <= 6 minutes >6 minutes Scenario Area % Calls % Area % Calls % Area % Calls % Area % Calls % Existing Conditions 38% 47% 59% 75% 75% 89% 25% 11% 37% 47% 59% 75% 75% 89% 25% 11% Response Analysis - Final Report - 6 - 217 32 Table 7: Summary of Depth of Response Coverage Depth of Response >= 8 Firefighters >= 12 Firefighters >= 14 Firefighters >= 24 Firefighters Scenario Area % Calls % Area % Calls % Area % Calls % Area % Calls % Existing Conditions Minimum Staffing 50% 68% 28% 42% 19% 30% 3% 4% 37 Existing Conditions Minimum Staffing 50% 68% 28% 42% 17% 27% 0.02% 0% 35 Future Minimum Staffing 50% 68% 28% 42% 19% 30% 3% 4% 37 - Minimum Staffing 50% 68% 28% 42% 17% 27% 0.02% 0% 35 Response Analysis - Final Report - 6 - 218 6 - 219 6 - 220 6 - 221 36 2.4.2.3 2.4.2.4 Table 8: Summary of Depth of Response Coverage Depth of Response >= 8 Firefighters >= 12 Firefighters >= 14 Firefighters >= 24 Firefighters Scenario Area % Calls % Area % Calls % Area % Calls % Area % Calls % Existing Conditions 50% 68% 28% 42% 19% 30% 3% 4% Minimum Staffing 37 Existing Conditions 50% 68% 28% 42% 17% 27% 0.02% 0% Minimum Staffing 35 Minimum Staffing 37 50% 68% 28% 42% 19% 30% 3% 4% - 50% 68% 28% 42% 17% 27% 0.02% 0% Minimum Staffing 35 Scenario 1 45% 68% 25% 42% 24% 40% 3% 4% Response Analysis - Final Report - 6 - 222 6 - 223 38 2.4.2.5 Table 9: Summary of Depth of Response Coverage Depth of Response >= 8 Firefighters >= 12 Firefighters >= 14 Firefighters >= 24 Firefighters Scenario Area % Calls % Area % Calls % Area % Calls % Area % Calls % Existing Conditions 50% 68% 28% 42% 19% 30% 3% 4% Minimum Staffing 37 Existing Conditions 50% 68% 28% 42% 17% 27% 0.02% 0% Minimum Staffing 35 Minimum Staffing 37 50% 68% 28% 42% 19% 30% 3% 4% - 50% 68% 28% 42% 17% 27% 0.02% 0% Minimum Staffing 35 Scenario 1 45% 68% 25% 42% 24% 40% 3% 4% Scenario 2 45% 68% 25% 42% 25% 42% 4% 6% 3 Aerials at Stations 1, 2, and 4 Response Analysis - Final Report - 6 - 224 6 - 225 40 2.4.2.6 - Table 10: Summary of Depth of Response Coverage Depth of Response >= 8 Firefighters >= 12 Firefighters >= 14 Firefighters >= 24 Firefighters Scenario Area % Calls % Area % Calls % Area % Calls % Area % Calls % Existing Conditions 50% 68% 28% 42% 19% 30% 3% 4% Minimum Staffing 37 Existing Conditions 50% 68% 28% 42% 17% 27% 0.02% 0% Minimum Staffing 35 Minimum Staffing 37 50% 68% 28% 42% 19% 30% 3% 4% - 50% 68% 28% 42% 17% 27% 0.02% 0% Minimum Staffing 35 Scenario 1 45% 68% 25% 42% 24% 40% 3% 4% Scenario 2 45% 68% 25% 42% 25% 42% 4% 6% 3 Aerials at Stations 1, 2, and 4 Scenario 3 45% 68% 26% 45% 22% 38% 0.02% 0% 3 Aerials at Stations 2, 5, and 6 Response Analysis - Final Report - 6 - 226 6 - 227 42 2.4.2.7 Response Analysis - Final Report - 6 - 228 43 Table 11: Summary of Depth of Response Coverage Depth of Response >= 8 Firefighters >= 12 Firefighters >= 14 Firefighters >= 24 Firefighters Scenario Area % Calls % Area % Calls % Area % Calls % Area % Calls % Existing Conditions 50% 68% 28% 42% 19% 30% 3% 4% Minimum Staffing 37 Existing Conditions 50% 68% 28% 42% 17% 27% 0.02% 0% Minimum Staffing 35 Minimum Staffing 37 50% 68% 28% 42% 19% 30% 3% 4% - 50% 68% 28% 42% 17% 27% 0.02% 0% Minimum Staffing 35 Scenario 1 45% 68% 25% 42% 24% 40% 3% 4% Scenario 2 45% 68% 25% 42% 25% 42% 4% 6% 3 Aerials at Stations 1, 2, and 4 Scenario 3 45% 68% 26% 45% 22% 38% 0.02% 0% 3 Aerials at Stations 2, 5, and 6 Scenario 4 45% 68% 25% 42% 25% 42% 4% 6% 3 Aerials at Stations 1, 4, and 5 Response Analysis - Final Report - 6 - 229 6 - 230 45 3.0 Summary of Results - - - - - - - - Response Analysis - Final Report - 6 - 231 46 Table 12: Summary of Initial Response Initial Response <= 4 minutes <= 5 minutes <= 6 minutes >6 minutes Scenario Area % Calls % Area % Calls % Area % Calls % Area % Calls % Existing Conditions 38% 47% 59% 75% 75% 89% 25% 11% 37% 47% 59% 75% 75% 89% 25% 11% -BASELINE Scenario 1 37% 47% 59% 75% 75% 89% 25% 11% Scenario 2 37% 47% 59% 75% 75% 89% 25% 11% 3 Aerials at Stations 1, 2, and 4 Scenario 3 37% 47% 59% 75% 75% 89% 25% 11% 3 Aerials at Stations 2, 5, and 6 Scenario 4 37% 47% 59% 75% 75% 89% 25% 11% 3 Aerials at Stations 1, 4, and 5 Response Analysis - Final Report - 6 - 232 47 Table 13: Summary of Depth of Response Depth of Response >= 8 Firefighters >= 12 Firefighters >= 14 Firefighters >= 24 Firefighters Scenario Area % Calls % Area % Calls % Area % Calls % Area % Calls % Existing Conditions 50% 68% 28% 42% 19% 30% 3% 4% Minimum Staffing 37 Existing Conditions 50% 68% 28% 42% 17% 27% 0.02% 0% Minimum Staffing 35 Minimum Staffing 37 50% 68% 28% 42% 19% 30% 3% 4% - 50% 68% 28% 42% 17% 27% 0.02% 0% Minimum Staffing 35 Scenario 1 45% 68% 25% 42% 24% 40% 3% 4% Scenario 2 45% 68% 25% 42% 25% 42% 4% 6% 3 Aerials at Stations 1, 2, and 4 Scenario 3 45% 68% 26% 45% 22% 38% 0.02% 0% 3 Aerials at Stations 2, 5, and 6 Scenario 4 45% 68% 25% 42% 25% 42% 4% 6% 3 Aerials at Stations 1, 4, and 5 Response Analysis - Final Report - 6 - 233 Appendix A A OFMEM Response Types Response Analysis November 2016 13-8177 6 - 234 6 - 235 Appendix B B Community Risk Profile Response Analysis November 2016 13-8177 6 - 236 KITCHENER FIRE DEPARTMENT Response Analysis Appendix B Community Risk Profile - 6 - 237 i Table of Contents 1.0 Detailed Community Risk Profile 1 1.1 Introduction ............................................................................................................................. 1 1.2 OFMEM Fire Risk Sub-Model ................................................................................................... 1 1.3 Assessing Fire Risk Scenarios ................................................................................................... 2 2.0 Property Stock 3 2.1 Community Risk Profile Major Occupancy Classifications .................................................... 4 2.2 Property Stock Analysis ............................................................................................................ 7 2.3 Property Stock Profile Observations ........................................................................................ 8 3.0 Building Height and Area 9 3.1 Building Height ......................................................................................................................... 9 3.2 Building Area .......................................................................................................................... 10 3.3 Building Height and Area Observations ................................................................................. 11 4.0 Building Age and Construction 13 4.1 Building/Fire Code Application .............................................................................................. 13 4.2 Residential Buildings .............................................................................................................. 14 4.3 Non-Residential Buildings ...................................................................................................... 16 4.4 Building Age and Construction Observations ........................................................................ 16 5.0 Building Exposures 18 5.1 Building Exposures Observations ........................................................................................... 18 6.0 Demographic Profile 19 6.1 Population Distribution by Age Group ................................................................................... 19 6.2 Population Shifts .................................................................................................................... 21 6.3 Vulnerable Individuals or Occupancies .................................................................................. 22 6.4 Language Barriers to Public Education .................................................................................. 24 6.5 Income Levels ......................................................................................................................... 25 6.6 Demographic Profile Observations ........................................................................................ 26 7.0 Geography / Topography / Road Infrastructure 27 7.1 Geography/Topography/Road Infrastructure Profile Observations ...................................... 31 Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 238 ii 8.0 Past Fire Loss Statistics 32 8.1 Fire Loss by Occupancy Classification .................................................................................... 32 8.2 Property Fire Loss ................................................................................................................... 34 8.3 Reported Fire Cause ............................................................................................................... 34 8.4 Reported Ignition Source ....................................................................................................... 35 8.5 Reported Civilian Injuries and Fatalities ................................................................................ 36 8.6 Past Fire Loss Profile Observations ........................................................................................ 37 9.0 Fuel Load Profile 38 9.1 Fuel Load Profile Observations .............................................................................................. 38 10.0 Community Growth and Development 39 10.1 Historic Growth ...................................................................................................................... 39 10.2 Growth Projections ................................................................................................................ 39 10.3 Growth Projections Profile Observations .............................................................................. 40 11.0 Fire Risk Profile Model 41 11.1 Probability Levels ................................................................................................................... 42 11.2 Consequence Levels ............................................................................................................... 42 11.3 Risk Levels .............................................................................................................................. 43 11.4 Ontario Fire Code Compliance ............................................................................................... 44 11.5 City of Kitchener Risk Evaluation ........................................................................................... 46 12.0 City of Kitchener Risk Model 48 12.1 Methodology .......................................................................................................................... 48 12.2 Existing Risk and Response (Municipal Geography) .............................................................. 49 12.3 Existing Risk and Response (Historical Call Locations) ........................................................... 49 Figures Figure 1: City of Kitchener Land Use Map ............................................................................................ 29 Figure 2: Kitchener Priority for Development Approvals ...................................................................... 30 Figure 3: Breakdown of Provincial Fire Losses by Type 2010 to 2014 .................................................. 32 Figure 4: Risk and Response (Municipal Geography) ............................................................................ 50 Figure 5: Risk and Response (Historic Call Locations) ........................................................................... 51 Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 239 iii Tables Table 1: OBC Major Occupancy Classification ...................................................................................... 3 Table 2: Definitions, Risks and Proactive Measures for Risk Reduction by Major Occupancy Group ....................................................................................................................................... 6 Table 3: Property Stock Profile City of Kitchener (2016) ....................................................................... 7 Table 4: Companies with More than 200 Employees .......................................................................... 10 Table 5: Residential Structural Dwelling Type ..................................................................................... 14 Table 6: Age of Construction ............................................................................................................... 15 Table 7: Age Group .............................................................................................................................. 20 Table 8: Provincial % of Fire Fatalities by Age Group .......................................................................... 21 Table 9: Vulnerable Occupancies in Kitchener with more than 30 Occupants .................................. 22 Table 10: Knowledge of Official Languages of City of Kitchener Residents ........................................... 25 Table 11: 2011 Statistics Canada Household Data ............................................................................... 25 Table 12: Provincial Structure Fire Loss by Occupancy Classification Period 2010 to 2014 .................. 33 Table 13: City of Kitchener Fire Loss by Property Classification ............................................................ 33 Table 14: Structure Fire Property Loss (Dollars) .................................................................................... 34 Table 15: City of Kitchener 2010 to 2014 Reported Fire Cause ............................................................. 35 Table 16: The City of Kitchener 2010 to 2014 Ignition Source Class ..................................................... 36 Table 17: City of Kitchener 2010 to 2014 Reported Civilian Injuries and Fire Deaths ........................... 37 Table 18: Historic Growth in Population and Households ..................................................................... 39 Table 19: Population and Employment Growth Projections ................................................................. 40 Table 20: OFMEM Fire Risk Sub-Model Likelihood Levels (Probability) ................................................ 42 Table 21: OFMEM Fire Risk Sub-model Consequence Levels ................................................................ 43 Table 22: OFMEM Fire Risk Sub-model Risk Levels ............................................................................... 44 Table 23: Risk Evaluation Summary ....................................................................................................... 47 Table 24: Base Risk Zone Category by Land Zone Type ......................................................................... 48 Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 240 1 1.0 Detailed Community Risk Profile 1.1 Introduction --- -- Assessing Economic Circumstances from a Fire Protection Perspective (PFSG 02-03-0) Assessing Fire Risk (PFSG 02-02-12) Assessing the Existing Fire Protection Services (PFSG 02-04-01) 1.2 OFMEM Fire Risk Sub-Model - Assessing the fire risk within a community is one of the seven components that comprise the Comprehensive Fire Safety Effectiveness Model. It is the process of examining and analyzing the relevant factors that characterize the community and applying this information to identify potential fire risk scenarios that may be encountered. The assessment includes an analysis of the likelihood of these scenarios occurring and their subsequent consequences. defining characteristics. rent set of Communities that are distinguished by older buildings will pose a different set of concerns over those that are comprised of newer buildings constructed to modern building codes. Communities populated by a high percentage of senior citizens present a different challenge over ones with a younger population base. Assessing fire risk should begin with a review of all available and relevant information that defines and characterizes your community. Eight key factors have been identified that Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 241 2 These factors influence events that shape potential fire scenarios along with the severity of their outcomes: Property Stock Building Height and Area Building Age and Construction Building Exposures Demographic Profile Geography/Topography/Road Infrastructure Past Fire Loss Statistics Fuel Load - 1.3 Assessing Fire Risk Scenarios - urposes, the community being assessed can be defined as the municipality in its entirety or as a particular segment of it that distinguishes it from other parts. For smaller municipalities, it may be sufficient to simply define the community based on town boundaries. For larger municipalities, it may be appropriate to subdivide it into separate and distinct components to permit more detailed analysis. For example, it may be convenient to subdivide a municipality based on residential subdivision, downtown sections, industrial park, and a rural area. Hence, the first step in conducting a fire risk analyses is to identify and define the community (s) being Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 242 3 2.0 Property Stock 1 Table 1: OBC Major Occupancy Classification Group Division Description of Major Occupancies Assembly occupancies intended for the production and viewing of the performing 1 arts 2 Assembly occupancies not elsewhere classified in Group A Group A 3 Assembly occupancies of the arena type 4 Assembly occupancies in which occupants are gathered in the open air 1 Detention occupancies Group B 2 Care and treatment occupancies 3 Care occupancies Group C --- Residential occupancies Group D --- Business and personal services occupancies Group E --- Mercantile occupancies 1 High hazard industrial occupancies Group F 2 Medium hazard industrial occupancies 3 Low hazard industrial occupancies (Source: Ontario Building Code) 1 Fire Protection, Occupant Safety, and Accessibility. (1997, January 1). Retrieved November 4, 2014. Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 243 4 2.1 Community Risk Profile Major Occupancy Classifications - - - --- Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 244 5 - -- Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 245 6 - 246 7 2.2 Property Stock Analysis - Table 3: Property Stock Profile City of Kitchener (2016) Occupancy Definition Occupancy Classification Fire Risk Sub-model Number of Percentage of (OBC) (OFMEM) Occupancies Occupancies Assembly Occupancies 502 0.8% Care or Detention Occupancies 68 0.1% Residential Occupancies 60,748 94.8% 'Residential Business and Personal Services 1,537 2.4% Occupancies Industrial Occupancies 1,206 1.9% Not classified within the Ontario Building Other occupancies Code (i.e. farm buildings) 23 0.04% Totals 64,084* 100.0% * The total excludes residential accessory buildings not included in the table. (Source: City of Kitchener) - - -- Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 247 8 2.3 Property Stock Profile Observations - 2 3 2 Source: "Fire Loss in Ontario 20092013 Causes, Trends and Issues." Office of the Fire Marshal and Emergency Management, 10 Dec. 2013. Web. 8 June 2016. <http://www.mcscs.jus.gov.on.ca/english/FireMarshal/MediaRelationsandResources/FireStatistics/OntarioFires/FireLossesCaus esTrendsIssues/stats_causes.html>. 3 Source: "Ontario Fatal Fires: 10 years 2004 - 2013." Office of the Fire Marshal and Emergency Management, 17 Dec. 2013. Web. 8 June 2016. <http://www.mcscs.jus.gov.on.ca/english/FireMarshal/MediaRelationsandResources/FireStatistics/OntarioFatalities/FatalFiresS ummary/stats_fatal_summary.html>. Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 248 9 3.0 Building Height and Area 3.1 Building Height - - -- - -- - - - - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 249 10 3.2 Building Area Table 4: Companies with More than 200 Employees Number of Company Name Address Employees 25 Water Street South 1600 Manulife Conestoga College Institute of Technology and 299 Doon Valley Drive 720 Advanced Learning 40 Weber Street East 720 Rogers Communications 809 Wellington Street North 700 Christie Digital 151 Charles Street West 640 Desire2Learn/ Brightspace 166 Frederick Street 620 Canada Revenue Agency 851 Wilson Avenue 550 Kuntz Electroplating 100 Washburn Drive 540 Mitchell Plastics Regional Municipality of Waterloo Regional 150 Frederick Street 514 Administration Building 120 McBrine Drive 500 BLM Transportation 200 King Street West 500 City of Kitchener City Hall 539 Riverbend Drive 450 Crawford And Company (Canada) Inc. 421 Manitou Drive 450 Krug Inc. 675 Trillium Drive 450 Ventra Plastics Kitchener (Div. Ventra Group Co.) 280 Shoemaker Street 420 Celadon Canada Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 250 11 Number of Company Name Address Employees 2481 Kingsway Drive 420 Dare Foods Limited 100 Sasage Drive 400 Flanagan Foodservice Inc. 51 Breithaupt Street 400 Google Kitchener - Waterloo 88 Ardelt Avenue 320 Brock Solutions Inc. 101 Fredrick Street 320 MCAP Service Corporation 20 Water Street North 300 Bell Canada 270 Shoemaker Street 300 Gateman Milloy Inc. 590 Riverbend Drive 290 Economical Insurance Group K-W Branch 255 McBrine Drive 270 PWO Canada Inc. 101 Glasgow Street 250 AirBoss Rubber Compounding 120 Trillium Drive 250 Boehmer Box 160 King Street East 250 Nordia Inc. 325 Max Becker Drive 250 R-B-J Schlegel Holdings Inc. 85 Grand Crest Place 250 Rogers Cable TV Ltd. 85 Fredrick Street 250 Waterloo Region Consolidated Courthouse 1197 Union Street 240 Trade Mark Industrial Inc. 4438 King Street East 217 Costco Wholesale 515 Riverbend Drive 200 Crawford Health Care Management 100 Shirley Avenue 200 Roadtrek Motorhomes Inc. 100 Campbell Avenue 200 Service Master 58 Hanson Avenue 200 Sharp Bus Lines Limited 645 Westmount Road East 200 Tone Gar Security Service Inc. 3.3 Building Height and Area Observations - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 251 12 - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 252 13 4.0 Building Age and Construction - - 4.1 Building/Fire Code Application - - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 253 14 4.2 Residential Buildings 4 Table 5: Residential Structural Dwelling Type 56 Structural Dwelling Type Kitchener % of Units Ontario % of Units Single-Detached House 43,105 49.9 2,718,880 55.6 Semi-Detached House 5,425 6.3 279,470 5.7 Row House 9,745 11.3 415,225 8.5 Apartment-Duplex 2,620 3.0 160,460 3.3 Apartment-more than 5 Storeys 12,240 14.2 789,970 16.2 Apartment-less than 5 Storeys 13,160 15.2 498,160 10.2 Other single-attached House 70 0.1 9,540 0.2 Movable Dwelling 20 0.0 15,800 0.3 Total 86,370 100 4,887,510 100 (Source: Statistics Canada 2011) 4 Source: "Ontario Fatal Fires: 10 years 2004 - 2013." Office of the Fire Marshal and Emergency Management, 17 Dec. 2013. Web. 8 June 2016. <http://www.mcscs.jus.gov.on.ca/english/FireMarshal/MediaRelationsandResources/FireStatistics/OntarioFataliti es/FatalFiresSummary/stats_fatal_summary.html>. Source: "Fire Loss in Ontario 20092013 Causes, Trends and Issues." Office of the Fire Marshal and Emergency Management, 10 Dec. 2013. Web. 8 June 2016 http://www.mcscs.jus.gov.on.ca/english/FireMarshal/MediaRelationsandResources/FireStatistics/OntarioFires/Fir eLossesCausesTrendsIssues/stats_causes.html 5 Census Profile: Kitchener, CY. (2012, October 24). Retrieved November 4, 2014. 6 Census Profile: Ontario. (2012, October 24). Retrieved November 4, 2014. Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 254 15 - - - Table 6: Age of Construction City of 8 Period of Construction % of Units Ontario % of Units 7 Kitchener Prior to 1946 8,410 9.8 677,875 12.8 1946 to 1960 11,480 13.3 690,155 13.0 1961 to 1970 13,350 15.5 640,660 12.1 1971 to 1980 15,335 17.8 776,745 14.6 1981 to 1985 5,980 6.9 338,575 6.4 1986 to 1990 7,310 8.5 410,160 7.7 1991 to 1995 4,610 5.4 291,480 5.5 1996 to 2000 4,765 5.5 312,215 5.9 2001 to 2006 4,765 5.5 417,165 7.9 2006 to 2011 10,118 11.7 754,530 14.2 Total 86,123 100 5,309,560 100 (Source: Statistics Canada 2011) 7 Census Profile: Kitchener. (2013, September 11). Retrieved June 2, 2016. 8 Census Profile: Ontario. (2013, September 11). Retrieved June 2, 2016. Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 255 16 - 4.3 Non-Residential Buildings - -- 4.4 Building Age and Construction Observations - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 256 17 Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 257 18 5.0 Building Exposures 5.1 Building Exposures Observations Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 258 19 6.0 Demographic Profile 6.1 Population Distribution by Age Group 9 9 Canada's Aging Population. (2002). Retrieved November 5, 2014. Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 259 20 Table 7: Age Group 1011 City of Kitchener Ontario Age Characteristics of the Population Total % Total Total % Total 13,705 6.3% 0 to 4 years 704,260 5.5% 12,325 5.6% 5.5% 5 to 9 years 712,755 12,615 5.8% 5.9% 10 to 14 years 763,755 14,025 6.4% 6.7% 15 to 19 years 863,635 15,950 7.3% 6.6% 20 to 24 years 852,910 65,370 29.8% 26.3% 25 to 44 years 3,383,890 33,310 15.2% 16.0% 45 to 54 years 2,062,020 27,990 12.8% 12.7% 55 to 64 years 1,630,275 14,375 6.6% 7.8% 65 to 74 years 1,004,265 8,970 4.1% 4.9% 75 to 84 years 627,660 3,525 1.6% 1.9% 85 years and over 246,400 219,160 100% 100% Total 12,851,820 37.2 - Median age of the population 40.0 - 38,645 17.6% 2,180,770 17.0% % of the population aged 14 and under 26,870 12.3% 1,878,325 14.6% % of the population aged 65 and over (Source: Statistics Canada 2011) 10 Census Profile: Kitchener, CY. (2012, October 24). Retrieved November 4, 2014. 11 Census Profile: Ontario. (2012, October 24). Retrieved November 4, 2014. Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 260 21 Table 8: Provincial % of Fire Fatalities by Age Group % of Age Characteristics of the Age Group Population 0 to 10 years 8% 10 to 19 years 6% 20 to 29 years 6% 30 to 39 years 10% 40 to 49 years 19% 50 to 59 years 14% 60 to 69 years 12% 70 to 79 years 13% 80+ years 12% (Source: OFMEM Fire Statistics) 6.2 Population Shifts Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 261 22 - - - 6.3 Vulnerable Individuals or Occupancies - Table 9: Vulnerable Occupancies in Kitchener with more than 30 Occupants Name Address General Hospitals 3570 King Street East Freeport Health Centre 835 King Street West Kitchener Waterloo Health Centre 911 Queens Boulevard Seniors Long Term Care 200 David Bergey Drive The Westmount 369 Frederick Street A.R. Goudie Peoplecare 60 Westheights Drive Forest Heights Long Term Care 46 Lanark Crescent Lanark Heights Long Term Care 695 Block Line Road Winston Park Nursing Home 247 Franklin Street North Sunnyside Long Term Care 2727 Kingsway Drive Trinity Village Care Centre Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 262 23 Name Address Seniors Long Term Residential 71 Bankside Drive Bankside Terrace Retirement 190 David Bergey Drive Westmount Retirement Residence 164 Fergus Avenue Fergus Place Retirement Centre 20 Fieldgate Street Highland Place Retirement Residence 290 Queen Street South Victoria Place Retirement Centre 44 Lanark Crescent Lanark Place Retirement Residence 695 Block Line Road The Village Of Winston Park 55 Hugo Crescent Conestoga Lodge Retirement Centre 868 Doon Village Road Doon Village Retirement Residence 1250 Weber Street East Emmanuel Village Retirement Residence 409 Mill Street Millwood Manor Ltd 2711 Kingsway Drive Trinity Village Studios 210 Woolwich Street Cobble Creek Retirement Residence Persons with Physical Disability 2745 Kingsway Drive Sunbeam Residential Developmental Centre 2747 Kingsway Drive Sunbeam Residential Developmental Centre 2749 Kingsway Drive Sunbeam Residential Developmental Centre 389 Pinnacle Drive Sunbeam Lodge Care Facility Small Residential & Group Homes 125 Water Street North The Ark Care Centre 481 Activa Avenue Activa 1 Christian Horizons 483 Activa Avenue Activa 2 Christian Horizons 35 Kilbirnie Court Horizon House 1 Christian Horizons 7 Maple Manor Court Horizon House 2 Christian Horizons 10 Woodcrest Court Horizon House 3 Christian Horizons 62 Misty Street Horizon house 4 Christian Horizons 103 Irongate Street Irongate Christian Horizons 125 Connelly Drive 125 Connelly - KW Habilitation 129 Connelly Drive 129 Connelly - KW Habilitation 58 Avalon Place Avalon - KW Habilitation 47 Eby Street South Eby - KW Habilitation 290 Forest Hill Drive Forest Hill - KW Habilitation 878 Frederick Street Frederick Street - KW Habilitation 88 Kilkerran Crescent Healy House - KW Habilitation 44 Kilkerran Crescent Kilkerran - KW Habilitation 15 Birchcliff Avenue McFadden Home - KW Habilitation 564 Pinnacle Drive Pinnacle - KW Habilitation Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 263 24 Name Address 11-5 Maurice Street Shantz Terrace (11) - KW Habilitation 37-5 Maurice Street Shantz Terrace (37) - KW Habilitation 210 Stirling Avenue North Stirling - KW Habilitation 33 Third Avenue Third Avenue - KW Habilitation 387 Victoria Street South Victoria - KW Habilitation 44 Wordsworth Place Wordsworth KW Habilitation 48 Blueridge Avenue Blueridge Parents For Community Living 42 Evelyn Crescent Evelyn Parents For Community Living 64 Casey Drive Casey Parents For Community Living 290 Westheights Drive Westheights Parents For Community Living 120 Tagge Street Tagge - Participation House 78 Stanley Avenue Traverse Independence Participation House 26 Breckwood Place Breckwood - Sunbeam Residential Development 39 Champlain Crescent Champlain - Sunbeam Residential Development 55 Eagen Drive Eagen - Sunbeam Residential Development 29 Williamsburg Road Nine Pines - Sunbeam Residential Development 75 Tradewinds Place Tradewinds - Sunbeam Residential Development 3 Janet Court Zeller - Sunbeam Residential Development 11 Rothsay Avenue Rothsay Sunbeam Residential Development 154 Old Chicopee Drive Chicopee Deaf Blind Ontario Note: The KFD ha s 45 other occupancies that are subject to annual reassessments and possible categorization as care facilities. 6.4 Language Barriers to Public Education Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 264 25 Table 10: Knowledge of Official Languages of City of Kitchener Residents Kitchener Ontario Language Total % Total Total % Total 12,722,060 Total population (non-institutional) 216,365 - - English Only 91.9% 10,984,360 86.3% 189,930 French Only 110 0.1% 42,980 0.3% English and French 13,500 6.5% 1,395,805 11.0% Other 3,820 1.8% 298,920 2.4% (Source: Statistics Canada 2011) -- 6.5 Income Levels Table 11: 2011 Statistics Canada Household Data Census Characteristic City of Kitchener Ontario 1602.1 14.1 Population Density (per square km) $63,709 $66,358 Median Household Income $299,641 $367,428 Average Value of Owned Dwelling 56,125 3,235,495 Total # of Dwellings Owned 65% 71% % Owned Dwellings 35% 28% % Rented Dwellings (Source: Statistics Canada 2011) Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 265 26 6.6 Demographic Profile Observations - - -- Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 266 27 7.0 Geography / Topography / Road Infrastructure - - - -- Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 267 28 12 - - nd 2016 Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 268 29 Figure 1: City of Kitchener Land Use Map Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 269 30 Figure 2: Kitchener Priority for Development Approvals (Source: City of Kitchener Growth Management Plan Fall 2015-Fall 2017+, p. 47) Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 270 31 7.1 Geography/Topography/Road Infrastructure Profile Observations - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 271 32 8.0 Past Fire Loss Statistics 8.1 Fire Loss by Occupancy Classification Figure 3: Breakdown of Provincial Fire Losses by Type 2010 to 2014 Vehicle 27% Structure 65% Outdoor 8% Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 272 33 Table 12: Provincial Structure Fire Loss by Occupancy Classification Period 2010 to 2014 Occupancy Definition Occupancy Classification Fire Risk Sub-model Ontario Fire Loss by Occupancy (OBC) (OFMEM) Classification Assembly occupancies 4% Care or Detention occupancies 1% Residential occupancies 73% Business and Personal Services Occupancies 3% Mercantile occupancies 4% Industrial occupancies 7% Not classified within the Ontario Building Other occupancies 13% Code (i.e. farm buildings) Reported fires Reported structure fires 37,307 (Source: OFMEM) - Table 13: City of Kitchener Fire Loss by Property Classification Occupancy Definition Occupancy Classification Kitchener Fire Loss by Fire Risk Sub-model (OBC) Occupancy Classification (OFMEM) Assembly occupancies 4% Care or Detention occupancies 2% Residential occupancies 75% Business and Personal Services Occupancies 2% Mercantile occupancies 6% Industrial occupancies 7% Not classified within the Ontario Building Code Other occupancies 5% (i.e. farm buildings) excluding buildings under National Farm Reported fires 649 Building code (4 fires) (Source: OFMEM Municipal Fires: Overview Property Class, Injuries, Cause, Ignition source for the City of Kitchener) Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 273 34 8.2 Property Fire Loss Table 14: Structure Fire Property Loss (Dollars) Year Fire Loss 2010 $3,320,102 2011 $4,283,134 2012 $2,738,031 2013 $3,879,635 2014 $7,972,229 (Source: OFMEM Municipal Fires: Overview Property Class, Injuries, Cause, Ignition source for the City of Kitchener) 8.3 Reported Fire Cause Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 274 35 Table 15: City of Kitchener 2010 to 2014 Reported Fire Cause Nature Fire Cause Number of Fires % of Cause Arson 46 7% Intentional Vandalism 39 6% Children Playing 5 1% Design/Construction/Maintenance deficiency 33 5% Mechanical /Electrical failure 67 10% Unintentional Misuse of ignition source 273 42% Other unintentional 39 6% Undetermined 25 4% Other Other 64 10% Undetermined Undetermined 58 9% Total number of fires and percentage 649 100% (Source: OFMEM Municipal Fires: Overview Property Class, Injuries, Cause, Ignition source for the City of Kitchener) 8.4 Reported Ignition Source Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 275 36 Table 16: The City of Kitchener 2010 to 2014 Ignition Source Class Reported Ignition Source Number of Fires % of Cause Appliances 25 3.9% Cooking equipment 161 24.8% Electrical distribution 44 6.8% Heating equipment chimney etc. 29 4.5% Lighting equipment 28 4.3% Open flame tools/smokers articles 115 17.7% Other electrical/mechanical 14 2.2% Processing equipment 9 1.4% Miscellaneous 86 13.3% Exposure 52 8.0% Undetermined 86 13.3% Unknown, not reported 0 0% Total number of fires and percentage 649 100% (Source: OFMEM Municipal Fires: Overview Property Class, Injuries, Cause, Ignition source for the City of Kitchener) 8.5 Reported Civilian Injuries and Fatalities - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 276 37 Table 17: City of Kitchener 2010 to 2014 Reported Civilian Injuries and Fire Deaths Occupancy Definition Occupancy Classification Fire Risk Sub-model Injuries Fatalities (OBC) (OFMEM) Assembly occupancies 0 0 Care or Detention occupancies 1 0 Residential occupancies 75 2 Business and Personal Services Occupancies 0 0 Mercantile occupancies 1 0 Industrial occupancies 0 0 Not classified within the Ontario Building Code Other occupancies 0 0 (i.e. farm buildings) (Source: OFMEM Municipal Fires: Overview Property Class, Injuries, Cause, Ignition source for the City of Kitchener) 8.6 Past Fire Loss Profile Observations - - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 277 38 9.0 Fuel Load Profile - - 9.1 Fuel Load Profile Observations - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 278 39 10.0 Community Growth and Development 10.1 Historic Growth Table 18: Historic Growth in Population and Households Kitchener Kitchener % Change in % Change in Year Population by 13 Population Population Households 14 Household 178,430 - 67,540 - 1996 190,399 6.7% 74,127 9.8% 2001 204,668 7.5% 82,723 11.6% 2006 219,153 7.1% 89,603 8.3% 2011 (Source: Statistics Canada 2011) 10.2 Growth Projections 13 Population data from Statistics Canada, Census Community Profiles, City of Kitchener. 14 Total Private Dwellings, Statistics Canada, Census Community Profiles, City of Kitchener. Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 279 40 Table 19: Population and Employment Growth Projections Year 2006 2011 2016 2021 2026 2029 2031 214,500 219,153 244,033 265,555 286,135 *313,000 **319,500 Population 82,723 89,603 - - - - - Housing Units 99,380 114,800 - - - *130,000 **132,500 Employment *The 2029 projection data is from Table 1, p. 2- Region of Waterloo Official Plan. (Source: City of Kitchener Official Plan and Region of Waterloo Official Plan) 10.3 Growth Projections Profile Observations Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 280 41 11.0 Fire Risk Profile Model - - - - - - - - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 281 42 - 11.1 Probability Levels - - Table 20: OFMEM Fire Risk Sub-Model Likelihood Levels (Probability) Description Level Specifics - may occur in exceptional circumstances 1 Rare - no incidents in the past 15 years - could occur at some time, especially if circumstances change 2 Unlikely - 5 to 15 years since last incident - might occur under current circumstances 3 Possible - 1 incident in the past 5 years - will probably occur at some time under current circumstances 4 Likely - multiple or reoccurring incidents in the past 5 years - expected to occur in most circumstances unless circumstances change 5 Almost Certain - multiple or reoccurring incidents in the past year (Source: OFMEM Comprehensive Fire Safety Effectiveness model) 11.2 Consequence Levels - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 282 43 - - - Table 21: OFMEM Fire Risk Sub-model Consequence Levels Description Level Specifics - no life safety issue - limited valued or no property loss 1 Insignificant - no impact to local economy and/or - no effect on general living conditions - potential risk to life safety of occupants - minor property loss 2 Minor - minimal disruption to business activity and/or - minimal impact on general living conditions - threat to life safety of occupants - moderate property loss 3 Moderate - poses threat to small local businesses and/or - could pose threat to quality of the environment - potential for a large loss of life - would result in significant property damage 4 - significant threat to businesses, local economy and tourism and/or Major - impact to the environment would result in a short term, partial evacuation of local residents and businesses - significant loss of life - multiple property damage to significant portion of the municipality - long term disruption of businesses, local employment, and tourism 5 Catastrophic and/or - environmental damage that would result in long-term evacuation of local residents and businesses (Source: OFMEM Comprehensive Fire Safety Effectiveness model) 11.3 Risk Levels - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 283 44 Table 22: OFMEM Fire Risk Sub-model Risk Levels Priority Lower Upper Risk Level Definition Level Range - manage by routine programs and procedures, L1 0 to 6.3 Low Risk maintain risk monitoring - requires specific allocation of management L2 6.4 to 12.5 responsibility including monitoring and response Moderate Risk procedures - community threat, senior management attention L3 12.6 to 18.7 High Risk needed - serious threat, detailed research and management L4 18.8 to 25.0 Extreme Risk planning required at senior levels (Source: OFMEM Comprehensive Fire Safety Effectiveness model) 11.4 Ontario Fire Code Compliance 15 - - 15 Office of the Fire Marshal and Emergency Services. (2012, June 21). Comprehensive Fire Safety Effectiveness Model. Retrieved February 2, 2015, from Ministry of Community Safety & Correctional Services: http://www.mcscs.jus.gov.on.ca/english/FireMarshal/FireServiceResources/ComprehensiveFireSafetyEffe ctivenessModel/FireRiskSub-Model/Fire_risk_submodel.html. Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 284 45 - - - - - - - - - - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 285 46 - - 11.5 City of Kitchener Risk Evaluation - - - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 286 6 - 287 48 12.0 City of Kitchener Risk Model 12.1 Methodology - Table 24: Base Risk Zone Category by Land Zone Type City of Kitchener Land City of Kitchener Land OBC Occupancy Base Risk Zone Use Zoning Category Use Zoning Subcategory Classification Category Assigned All --- Low Agricultural All Business Moderate Commercial Industrial Division 1 High All Industrial Division 2 Moderate Industrial Industrial Division 3 Low Cemetery Low Institutional Moderate Institutional Institutional Institutional-Residential Moderate School High All --- Low Open Space All --- Low Recreational Future --- Low Residential All other Residential Moderate Rail Corridor --- High ROW All other --- Low All --- Low Utility (Source: City of Kitchener and Ontario Building Code) - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 288 49 12.2 Existing Risk and Response (Municipal Geography) 12.3 Existing Risk and Response (Historical Call Locations) - Kitchener Fire Department Response Analysis - Appendix B Community Risk Profile - 6 - 289 NAL ETSAC R SELDEEN ARI 6 - 290 NAL ETSAC R SELDEEN ARI 6 - 291