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HomeMy WebLinkAboutJanuary 13, 2025 Executive Committee Meeting Agenda January 13, 2025 Electronic Meeting – 2:00 pm Chair: Councillor Brenner For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca Please be advised that in accordance with Section 09.04 of the Procedure By-law, the City of Pickering is holding Council and Committee Meetings in an electronic format until further notice. Members of the public may observe the meeting proceedings by viewing the livestream. A recording of the meeting will also be available on the City’s website following the meeting. Page 1. Call to Order/Roll Call 2. Disclosure of Interest 3. Delegations Members of the public looking to provide a verbal delegation to Members of the Executive Committee may do so through a virtual connection into the meeting. For more information, and to register as a delegate, visit www.pickering.ca/delegation, and complete the online delegation form or email clerks@pickering.ca. The list of delegates who have registered to speak will be called upon one by one by the Chair in the order in which they have registered. Delegates are allotted a maximum of 5 minutes to make their delegation. Please be advised that your name will appear in the public record and will be posted on the City’s website as part of the meeting minutes. 3.1 Mike Palachik, President, Pickering Professional Firefighters Association Re: Report FIR 01-25 Community Risk Assessment and Fire Master Plan 4. Matters for Consideration 4.1 Fire Chief, Report FIR 01-25 1 Community Risk Assessment and Fire Master Plan Consultant Delegation Isaac Comandante, Executive VP, Emergency Management and Response Consulting Services Tim Beckett, Senior Technical Advisor, Behr Integrated Solutions Inc Executive Committee Meeting Agenda January 13, 2025 Electronic Meeting – 2:00 pm Chair: Councillor Brenner For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca Recommendation: 1. That Report FIR 01-25 regarding the Community Risk Assessment and Fire Master Plan be received; 2. That the Community Risk Assessment and Fire Master Plan, as set out in Attachment 1 and Attachment 2, be endorsed; 3. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.2 Chief Administrative Officer, Report CAO 01-25 398 Corporate Strategic Plan - 2024 Annual Progress Report Recommendation: That Report CAO 01-25, regarding Corporate Strategic Plan Annual Progress Report, be received for information. 4.3 Economic Development & Strategic Projects, Report ECD 01-25 448 Municipal Accommodation Tax and the Establishment of a Municipal Services Corporation - Implementation and Establishing Municipal Accommodation Tax and Destination Pickering Recommendation: 1. That the City of Pickering implement a Municipal Accommodation Tax (MAT) by-law in the form included in this Report as Attachment 1, subject to minor changes acceptable to the Director, Corporate Services & City Solicitor, Director, Finance & Treasurer and Director, Economic Development & Strategic Projects, establishing a MAT rate of 4%, effective March 1st, 2025; 2. That staff be directed to formalize an agreement, and the Director, Finance & Treasurer or designate be authorized to execute an agreement between the City of Pickering and the Ontario Restaurant Hotel & Motel Association (ORHMA) to collect the MAT (revenue) from City of Pickering accommodation providers in a form Executive Committee Meeting Agenda January 13, 2025 Electronic Meeting – 2:00 pm Chair: Councillor Brenner For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca satisfactory to the Director, Corporate Services & City Solicitor and Director, Economic Development & Strategic Projects; 3. That staff be authorized to act on the request for consent from the Regional Municipality of Durham to incorporate a Tourism Municipal Services Corporation (MSC), named Destination Pickering, if available and that the Director, Finance & Treasurer be authorized to execute any supporting documents confirming consent; 4. That the following persons be appointed to the interim Board of Directors of Destination Pickering: two Members of Council, appointed by the Mayor; and three City staff members as follows: Director, Economic Development & Strategic Projects, Director, Finance & Treasurer, and Director, Community Services; 5. That staff bring forward in the third quarter of 2025, three tourism industry stakeholders from a range of sectors, including, but not limited to: accommodations, meetings and conferences, attractions and retail, festivals and events, sports tourism, food and beverage to be appointed to the Destination Pickering Board of Directors, in addition to one Member of Council, as appointed by the Mayor, and three City staff members; 6. That the Director, Economic Development & Strategic Projects, Director, Community Services, and Director, Finance & Treasurer be authorized to negotiate a service level agreement with the MSC on behalf of the City, to affirm the types of programs and services the MSC will provide on behalf of the City, in a form satisfactory to the Director, Corporate Services & City Solicitor; and that the Mayor and City Clerk be authorized to execute same; 7. That staff report back to Council in the third quarter of 2025 on the progress of the MAT, including a review of its budget and any additional strategies; and 8. That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. 4.4 Director, Engineering Services, Report ENG 01-25 478 Krosno Creek Stormwater Management Facility K-16 - Feasibility Analysis and Detailed Design Executive Committee Meeting Agenda January 13, 2025 Electronic Meeting – 2:00 pm Chair: Councillor Brenner For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca - Request for Proposal No. RFP2024-13 Recommendation: 1. That the proposal submitted by Aquafor Beech Limited, in response to Request for Proposal No. RFP2024-13 for the Feasibility Analysis and Detailed Design for Krosno Creek Stormwater Management (SWM) Facility-K16, in the amount of $150,813.40 (net HST) or $167,471.65 (HST included) be accepted; 2. That the total gross project cost of $209,368.00 (HST included), including the fee amount and other associated costs, and the total net project cost of $188,542.00 (net HST) be approved; 3. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $188,542.00 as follows: a) The sum of $65,500.00 to be funded by a transfer from the from Development Charges – City’s Share Reserve as approved in the 2024 Capital Budget be increased to $98,090.00; b) The sum of $60,400.00 to be funded by a transfer from the from Development Charges – Stormwater Management Reserve Fund as approved in the 2024 Capital Budget be increased to $90,452.00; 4. That the Director, Engineering Services be authorized to enter into an execute the Form of Agreement with the above-mentioned consultant pursuant to Request for Proposal No. RFP2024-13; and, 5. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.5 Director, Engineering Services, Report ENG 02-25 483 Proposed Parking Restrictions - Pickering Parkway Recommendation: 1. That the attached draft by-law be enacted to amend Schedule “2” to By-law 6604/05 to provide for the regulation of parking restrictions on highways or parts of highways under the jurisdiction of The Executive Committee Meeting Agenda January 13, 2025 Electronic Meeting – 2:00 pm Chair: Councillor Brenner For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca Corporation of the City of Pickering, specifically to address the proposed installation of timed parking restrictions near the Community Food Bank at 1537 Pickering Parkway; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.6 Director, Engineering Services, Report ENG 03-25 489 Municipal Bridge Maximum Gross Vehicle Weight Restrictions - By-law to establish load limits for certain bridges under the jurisdiction of the City of Pickering Recommendation: 1. That the attached draft By-law limiting the gross vehicle weight of any vehicle or any class thereof, passing over certain bridges, under the jurisdiction of The Corporation of the City of Pickering be enacted; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.7 Fire Chief, Report FIR 02-25 507 Agreement to Provide Medical Oversight Services - Lakeridge Health Central East Prehospital Care Program (CEPCP) Recommendation: 1. That Report FIR 02-25, regarding the Agreement to provide Medical Oversight Services between The Corporation of the City of Pickering and Lakeridge Health, be received; 2. That the Mayor and City Clerk be authorized to execute the Agreement with Lakeridge Health to provide Medical Oversight Services to the City of Pickering, as set out in Attachment 1 of this report, subject to such revisions as may be required by the Fire Chief and the Director, Corporate Services & City Solicitor; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary actions to implement the recommendations in this report. Executive Committee Meeting Agenda January 13, 2025 Electronic Meeting – 2:00 pm Chair: Councillor Brenner For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca 4.8 Director, City Development & CBO, Report PLN 01-25 534 Sign By-law Review Recommendation: 1. That Report PLN 01-25, which provides additional information regarding Council Resolution #587/24, be received; 2. That the revised Sign By-law as set out in Appendix I to Report PLN 01-25 be enacted; 3. That Council approve an amendment to the General Municipal Fees & Charges By-law 6191/03, as amended, as set out in Appendix II, to implement fees related to the new Sign By-law. 5. Member Updates on Committees 6. Other Business 7. Adjournment Report to Executive Committee Report Number: FIR 01-25 Date: January 13, 2025 From: Steve Boyd Fire Chief Subject: Community Risk Assessment and Fire Master Plan - File: A-1440-001-25 Recommendation: 1. That Report FIR 01-25 regarding the Community Risk Assessment and Fire Master Plan be received; 2. That the Community Risk Assessment and Fire Master Plan, as set out in Attachment 1 and Attachment 2, be endorsed; 3. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of the report is to seek Council's endorsement of the City of Pickering's Community Risk Assessment (CRA) and Fire Master Plan, which were developed to address fire protection services and emergency response needs over the next 7±10 years. The report outlines the strategic framework for improving fire safety, including staffing, station locations, and community risk mitigation. It also seeks approval for the implementation of the plan's recommendations, which are prioritized based on urgency and resource requirements. The plan aligns with the City's strategic goals and follows provincial regulations and industry best practices to ensure effective fire protection services for current and future community needs. As per Resolution 303/23, Pickering Fire Services retained Behr Integrated Solutions to develop a Community Risk Assessment and Fire Master Plan that provides the City with a strategic 7±10-year roadmap to guide future needs related to community fire risk, staffing, deployment, station location, and overall strategy for responding to community emergencies. In accordance with O. Reg. 378/18: Community Risk Assessments under the Fire Protection and Prevention Act 1997, every municipality, must, complete and review a community risk assessment; and use its Community Risk Assessment to inform decisions about the provision of fire protection services. A Community Risk Assessment is a process for identifying, analyzing, and prioritizing risks to public safety. The CRA is based on nine mandatory profiles, including: geographic, building stock, critical infrastructure, demographics, hazards, public safety response, community services, economic impact, and past loss and event history. The results of the CRA are reviewed to inform decisions about fire protection services. Once risks are identified within a - 1 - FIR 01-25 January 13, 2025 Subject: Community Risk Assessment and Fire Master Plan Page 2 CRA, a Fire Master Plan is needed to address those risks and develop a roadmap for accepting, mitigating, or removing them, in alignment with the current and future growth needs of the municipality. The Fire Master Plan is an essential strategic document that outlines the long-term vision, priorities, and action steps for improving fire protection services and emergency response capabilities in the community. It also serves as a guide for the development of fire services, aligning our operational goals with community needs, available resources, and best practices in fire prevention, risk reduction, and emergency response. The City of Pickering Fire Master Plan includes a series of recommendations designed to address future growth and enhance current service delivery. Recognizing that many of these recommendations require financial investment, their implementation will be prioritized based on available capital and operating resources needed for each stage of execution. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advocate for an Inclusive, Welcoming, Safe & Healthy Community. Financial Implications: There are no cost implications associated with endorsing this report. The strategic recommendations within the plan that require funding, will be incorporated LQWRWKH&LW\¶VFXUUHQWDQGFDSLWDOEXGJHWIRUHFDVWV for consideration. Discussion: The purpose of the report is to seek Council's endorsement of the City of Pickering's Community Risk Assessment and Fire Master Plan, which were developed to address fire protection services and emergency response needs over the next 7±10 years. The report outlines the strategic framework for improving fire safety, including staffing, station locations, and community risk mitigation. It also seeks approval for the implementation of the plan's recommendations, which are prioritized based on urgency and resource requirements. The plan aligns with the City's strategic goals and follows provincial regulations and industry best practices to ensure effective fire protection services for current and future community needs. A. Community Risk Assessment: In accordance with O. Reg. 378/18: Community Risk Assessments under the Fire Protection and Prevention Act 1997, every municipality, must, complete and review a community risk assessment; and use its community risk assessment to inform decisions about the provision of fire protection services. A Community Risk Assessment is a process for identifying, analyzing, and prioritizing risks to public safety. The CRA is based on nine mandatory profiles, including geographic, building stock, critical infrastructure, demographics, hazards, public safety response, community services, economic factors, and past loss and event history. The results of a CRA are reviewed and inform decisions about fire protection services. Once risks are identified, within a CRA, a Fire Master Plan is needed to address identified risks and develop a roadmap for accepting, - 2 - FIR 01-25 January 13, 2025 Subject: Community Risk Assessment and Fire Master Plan Page 3 mitigating, or removing that risk, that aligns with the current and future growth needs of a municipality. B. Fire Master Plan The Fire Master Plan is an essential strategic document that outlines the long-term vision, priorities, and action steps for improving fire protection services and emergency response capabilities in a community. It further serves as a guide for the development for fire services in aligning our operational goals with community needs, available resources, and best practices in fire prevention, risk reduction, and emergency response. Behr Integrated Solutions was retained by Pickering Fire Services to develop a 7±10 year Fire Master Plan in line with the CLW\¶VVWUDWHJLFSODQDQG DGDSWLQJWRIXWXUHJURZWK(DFKGLYLVLRQ within Pickering Fire Services was thoroughly reviewed, along with operating policies, staff engagement, along with other City of Pickering division engagement, in efforts to develop a fulsome picture of the state of operation of Pickering Fire Services. As a result of this review, a number of recommendations have been established to best support the current and future needs of Pickering residents based on current and emerging trends. These recommendations are based on fire services best practices, National Fire Protection Association Standards, and DOLJQZLWK WKH 2QWDULR )LUH0DUVKDO¶V0RGHOIRUHVWDEOLVKLQJ ILUHSURWHFWLRQVHUYLFHVXVLQJWKH Three Lines of Defense. As a result of this review, a number of recommendations have been made to best support the current and future needs of Pickering residents, based on both current and emerging trends. These recommendations are grounded in fire services best practices, National Fire Protection AssociaWLRQVWDQGDUGVDQGDUHDOLJQHGZLWK WKH2QWDULR)LUH0DUVKDO¶V0RGHOIRUHVWDEOLVKLQJ fire protection services using the Three Lines of Defense. Line 1: Public Fire Safety Education Line 2: Fire Safety Standards and Enforcement Line 3: Emergency Response (suppression) C. Council and Fire Chief Responsibility: The Fire Protection and Prevention Act requires Council to establish a fire service to provide fire protection services as it deems necessary, in accordance with the needs and circumstances of the municipality. The Fire Chief, as appointed by Council, has the responsibility to inform Council of the fire protection needs of the municipality so that service delivery standards may be established. The comprehensive risk assessment and Fire Master Plan will be used to inform and update the Establishment and Regulating Bylaw governing Pickering Fire Services. D. Recommendations: The Fire Master Plan contains 29 recommendations, which are categorized as Critical, Short Term, and Long Term. The recommendations OLVWHGEHORZDUH³&ULWLFDO´DQG should be completed within 1 to 12+ months (recommendation numbering aligns with the report) during this term of Council: - 3 - FIR 01-25 January 13, 2025 Subject: Community Risk Assessment and Fire Master Plan Page 4 No. Recommendation 1a Update the existing Establishing and Regulating (E&R) By-law to ensure the by-law reflects current legislation, the structure of the organization, outline powers and authority of the Fire Chief, and set level of service for all areas required based on legislation, risk, and circumstances. 1b Establish Standard of Cover policy identifying the performance expectations (baseline) for each level of service identified in an updated E&R By-law. 2a PFS established a business analyst position to the leadership team. 2b The PFS increase administrative support staff by 1 FTE to support the organizations immediate administrative needs and further increase the administrative by 1 FTE to support Fire Prevention and Training as those units grow in the future. 3b Maintain an optimal operational staffing level to ensure sustained core service performances, ensuring that growth in services and staffing utilize an updated staffing ratio identified in Section 2. 7 PFS to formalize the public education program. 16 PFS assess and update as necessary the number of training hours per staff member and include in the updated figure in the annual staffing model. 17 PFS to work with OFS to establish detailed performance levels required to be met for the delivery of communications services. 29 Implement performance goals and regular reporting using established benchmarks to future service levels approved by Council. Staff are recommending that Council endorse the Community Risk Assessment and 2024 Fire Master Plan and direct City staff to carry out and implement recommendations through the annual budget process. Attachments: 1. Community Risk Assessment 2. Fire Master Plan - 4 - FIR 01-25 January 13, 2025 Subject: Community Risk Assessment and Fire Master Plan Page 5 Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Nigel Robinson Steve Boyd Deputy Fire Chief Fire Chief SB:jm Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 5 - City of Pickering COMMUNITY RISK ASSESSMENT Final Report - November 6, 2024 Presented to: Presented by: Behr Integrated Solutions Inc. Unit 4, 545 Trillium Drive Kitchener ON N2R 1J4 www.behrintegrated.com Attachment 1 to Report FIR 01-25 - 6 - Final Report - November 6, 2024 City of Pickering Community Risk Assessment PREFACE This Community Risk Assessment will serve as a foundational document to inform and direct the development of a municipal Fire Services Master Plan for the City of Pickering to address the strengths, threats and vulnerabilities that are unique to the city, to protect lives, the environment and property. COPYRIGHT The contents of this document are protected by copyright and are the intellectual property of the City of Pickering and Behr Integrated Solutions Inc. The copying, distribution, or use of this document, in whole or in part, without written consent by any party other than previously noted, is strictly prohibited. - 7 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Acronyms ACRONYMS Acronym Definition CEMP Community Emergency Management Program CO Carbon Monoxide CRA Community Risk Assessment FD Fire Department FPPA Fire Protection and Prevention Act FSMP Fire Service Master Plan GTA Greater Toronto Area HIRA Hazard Identification and Risk Assessment MPAC Municipal Property Assessment Corporation MVC Motor Vehicle Collision MW Megawatt NBC National Building Code NFPA National Fire Protection Association OBC Ontario Building Code OFC Ontario Fire Code OFM Office of the Fire Marshal PFS Pickering Fire Services PPE Personal Protective Equipment - 8 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 TOC TABLE OF CONTENTS EXECUTIVE SUMMARY I ............................................................................................................ Introduction i ............................................................................................................................... Community Risk Assessment Process i ........................................................................................ Summary of Identified Risks and Key Findings ii .......................................................................... SECTION 1 INTRODUCTION 1 .................................................................................................... 1.1 Background 1 ...................................................................................................................... 1.2 Purpose 2 ............................................................................................................................ 1.3 Methodology 2 .................................................................................................................... SECTION 2 GEOGRAPHIC PROFILE 6 .......................................................................................... 2.1 Geographic Overview 6 ...................................................................................................... 2.2 Transportation Network 8 .................................................................................................. 2.2.1 Road Network 8 ......................................................................................................... 2.2.2 Bridges and Culverts 9 ............................................................................................... 2.2.3 Rail 9 ........................................................................................................................... 2.3 Waterways and Marinas 10 ................................................................................................ 2.4 Geographic Profile – Identified Risks and Key Findings 10 ................................................. SECTION 3 BUILDING STOCK PROFILE 11 ................................................................................... 3.1 Ontario Building Code Occupancy Classifications 11 ......................................................... 3.2 OFM Fire Risk Model Occupancy Classification 12 ............................................................. 3.2.1 City of Pickering Existing Major Building Stock Classification Summary 17 .............. 3.3 Building Age and Construction 18 ...................................................................................... 3.3.1 Lightweight Construction 21 ...................................................................................... 3.4 Building Density and Exposure 22 ...................................................................................... 3.5 Building Density Snapshot and Context 23 ......................................................................... 3.6 Building Height and Area 24 ............................................................................................... 3.6.1 Building Height 24 ...................................................................................................... 3.6.2 Building Area 25 ......................................................................................................... 3.7 Potential High-Fire Risk Occupancies 26 ............................................................................ 3.7.1 Fuel Load Concerns 28 ............................................................................................... 3.8 Occupancies with Potential High-Fire Safety Risk 28 ......................................................... 3.8.1 Registered Vulnerable Occupancies 30 ..................................................................... 3.8.2 Other High-Fire Life Safety Risk Occupancies 31 ....................................................... 3.9 Historic or Culturally Significant Buildings 31 ..................................................................... 3.10 Building Stock Profile – Identified Risks and Key Findings 33............................................ - 9 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 TOC SECTION 4 CRITICAL INFRASTRUCTURE PROFILE 34 ................................................................... 4.1 Critical Infrastructure in the City of Pickering 34 ............................................................... 4.1.1 Water Servicing & Infrastructure 34 .......................................................................... 4.1.2 Stormwater & Sanitary Servicing & Infrastructure 35 ............................................... 4.1.3 Transportation Infrastructure 36 ............................................................................... 4.1.4 Roads & Highways 36 ................................................................................................. 4.1.5 Rail 36 ......................................................................................................................... 4.1.6 Energy and Communications Infrastructure 37 ......................................................... 4.1.7 Other Critical Infrastructure Considerations 37 ........................................................ 4.2 Critical Infrastructure – Identified Risks and Key Findings 40 ............................................ SECTION 5 DEMOGRAPHIC PROFILE 41 ..................................................................................... 5.1 Population and Dispersion 41 ............................................................................................. 5.1.1 Population Age 42 ...................................................................................................... 5.1.2 Population Age by Neighbourhood 47 ...................................................................... 5.2 Gender 48 ........................................................................................................................... 5.3 Socioeconomic Circumstances 49 ...................................................................................... 5.3.1 Labour Force Status 50 .............................................................................................. 5.3.2 Educational Attainment 51 ........................................................................................ 5.3.3 Median Income 52 ..................................................................................................... 5.3.4 Housing Tenure 53 ..................................................................................................... 5.4 Cultural Background, Language Considerations 56 ............................................................ 5.5 Transient Populations and Commuting 57 ......................................................................... 5.5.1 Commuters Populations 57 ....................................................................................... 5.5.2 Tourism 59 ................................................................................................................. 5.5.3 Indigenous Population 59 .......................................................................................... 5.6 Demographic Profile – Identified Risks and Key Findings 60 .............................................. SECTION 6 HAZARD PROFILE 61 ................................................................................................ 6.1 Hazard Identification and Risk Assessment (HIRA) 61 ........................................................ 6.1.1 City of Pickering Community Emergency Management Program Risk Assessment 61 ........................................................................................................... 6.2 Hazard Profile – Identified Risks and Key Findings 64 ........................................................ SECTION 7 PUBLIC SAFETY RESPONSE PROFILE 65 ..................................................................... 7.1 Public Safety Response Agencies in the City of Pickering 65 ............................................. 7.1.1 Mutual and Automatic Aid Agreements 68 ............................................................... SECTION 8 COMMUNITY SERVICES PROFILE 70 ......................................................................... 8.1 Community Services 70...................................................................................................... - 10 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 TOC SECTION 9 ECONOMIC PROFILE 72 ............................................................................................ 9.1 Economic Sectors and Employers in the City of Pickering 72 ............................................. 9.2 Economic Profile – Identified Risks and Key Findings 75 .................................................... SECTION 10 PAST LOSS & EVENT HISTORY PROFILE 76 .............................................................. 10.1 Past Loss 76 ......................................................................................................................... 10.1.1 Total Fire Loss 76 ....................................................................................................... 10.1.2 Fires by Occupancy Type 78 ....................................................................................... 10.1.3 Civilian Fatalities and Injuries 80 ............................................................................... 10.1.4 Reported Fire Cause 81 .............................................................................................. 10.1.5 Ignition Source 82 ...................................................................................................... 10.1.6 Smoke Alarm Status 83 .............................................................................................. 10.2 Event History 84 .................................................................................................................. 10.2.1 Emergency Call Volume 85 ........................................................................................ 10.3 Past Loss & Event History Profile – Identified Risks and Key Findings 91 .......................... SECTION 11 IDENTIFIED RISKS AND RISK TREATMENTS 92 ......................................................... 11.1 Prioritizing Risk 93 .............................................................................................................. 11.1.1 Risk assignment Process Overview 93 ....................................................................... 11.1.2 Assigned Risk Levels 95 .............................................................................................. 11.2 Risk Treatment 106 ............................................................................................................. APPENDICES 119 ...................................................................................................................... Appendix A: List of Figures, Maps, and Tables 120 ..................................................................... Appendix B: References 123 ........................................................................................................ - 11 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page i EXECUTIVE SUMMARY Introduction A Community Risk Assessment (CRA) is a process used to identify, evaluate, and prioritize potential hazards, vulnerabilities, and risks to the public within a specific community or geographic area. Under the Fire Protection and Prevention Act, 1997 (FPPA), Ontario Regulation 378/18: Community Risk Assessments (O. Reg. 378/18), every municipality must complete and review a CRA “to inform decisions about the provisions of fire protection services1”in the interest of public safety. It involves gathering information, analyzing data, and engaging with stakeholders to understand the potential threats and vulnerabilities that could lead to various types of emergencies or disasters. The goal of a CRA is to inform emergency management and response agencies to enhance community resiliency and reduce the impact of potential future emergencies. Community Risk Assessment Process The Office of the Fire Marshal (OFM) has developed a guideline (OFM-TG-02-2019) to assist municipalities during the process of conducting a CRA. As per O.Reg. 378/18, there are nine mandatory profiles that must be examined: 1. Geographic Profile: Physical features of the community 2. Building Stock Profile: Types, numbers, uses and ages of buildings in the community 3. Critical Infrastructure Profile: Facilities and services that meet vital needs, sustain economy, and protect public security 4. Demographic Profile: Composition of the community’s population 5. Public Safety and Response Profile: Organized agencies and organizations within and external to the community that can respond to certain types of incidents 6. Community Services Profile: Community agencies, organizations and associations that can provide supportive services 7. Hazard Profile: Natural, human-caused, and technological hazards in the community 8. Economic Profile: Economic sectors that are critical to financial stability of the community 9. Past Loss and Event History Profile: Past emergency responses in the community Each profile is considered and where applicable, taken through the core six-step process of a CRA development as outlined in the table below. 1 Ontario Regulation 378/18: Community Risk Assessments, Mandatory Use, Section 1 (b) - 12 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page ii No. Step Description 1 Data Collection Gather relevant data about the community, including demographics, geography, infrastructure, land use, historical disaster data, socio- economic factors, and stakeholder input. 2 Hazard Identification Identify the various hazards that could affect the community. Hazards include natural, human-made and technological events. 3 Vulnerability Analysis Assess the community's vulnerabilities in relation to each identified hazard. Consider factors such as population density, housing quality, socio-economic status, access to community resources and community protection agencies. 4 Risk Assessment Combine information about hazards and vulnerabilities to assess the overall risk to the community by quantifying the likelihood and potential impact of various hazards occurring and affecting vulnerable areas. 5 Risk Mapping Create maps that visually represent the identified hazards, vulnerabilities, and risks within the community to understand the spatial distribution of risks and assist in decision-making regarding emergency service levels. 6 Risk Ranking and Risk Treatment Assign each risk a ranking score and potential treatment options to accept, avoid, mitigate, or transfer the risk. The results of the six-step process will provide a series of identified risks and key findings. Identified risks are factors which may highlight a need for future consideration during the development of a FSMP when examining emergency service levels, while key findings may be noted as strengths in the community’s current response model and/or trends to be monitored. The identified risks and key findings of the City of Pickering’s CRA are summarized in the next section and a full analysis of the risk assessment process is outlined in Section 11 of this report. Summary of Identified Risks and Key Findings The following identified risks and key findings are drawn from analyses presented throughout the report. They are grouped based on the nine mandatory profiles and in the order in which they appear in the report. As per the OFM technical guidelines, the risk treatments presented in this report are a generalized basis for further consideration and in-depth analysis during the development of a FSMP, which will serve to account for feasibility of risk treatments, cost, and execution. - 13 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page iii Summary of Identified Risks Identified Risk Probability Level Risk Level Rationale The road network is a contributor to emergency call volume due to motor vehicle collisions and vehicle fires. Almost Certain High • Approximately 2464 emergency calls responded to between 2018 and 2022 pertain to motor-vehicle related incidents, this represents 95% of rescue calls and approximately 14% of all calls responded to by PFS during that period There are several rail lines within the City of Pickering that present a risk related primarily to the movement of goods. Possible High • GO Transit operates a passenger train which runs through the city’s core in an east-west direction through the communities of. As a major regional transit system which has a ridership of over 35 million each year, the system runs frequently through the core of the city. • There are tracks running through most major neighbourhoods of the city. There is an increased risk of ice and water rescue along Lake Ontario due to recreational boating and other activity on the water. Unlikely Moderate • There are 3 marinas located in Pickering • Frenchman’s’ Bay marina has more than 200 slips, the Yacht club has approximately 130 slips. • Waterfront activities increase the risk of an incident both on the water and onshore. PFS reported a total of 17 water and/or ice rescues in the past 5 years. - 14 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page iv Identified Risk Probability Level Risk Level Rationale Group C- Residential Occupancies represents 93.02% of the existing property stock and over the period from January 1, 2018- December 31, 2022, and were associated with 53% of the structure fire loss. Almost Certain High • The majority of the city’s existing property stock is comprised of Group C - Residential Occupancies (93.02%) • 53% of structure fires loss over the five-year period from January 1, 2018, to December 31, 2022, occurred within Group C - Residential Occupancies. • 81.56% of the civilian fire related injuries, 100.00% of the civilian fire related fatalities occurred in residential occupancies. • High Density development in the City of Pickering over the next 10+ years suggests more than 17,000 additional units projected for both the City Centre and Seaton neighbourhoods. Over the next 20 years the city expects to add more than 60,000 additional units Data provided by the 2021 census indicates that 31.17% of the city’s residential building stock was built prior to the introduction of the 1981 OFC. Almost Certain High • 57.96% of the city’s building stock was built prior to 1981, preceding the adoption of the 1981 OFC. • There were 28 incidents (or 17.61%) where a smoke alarm was present but did not operate. There are several properties within Pickering that have a potentially high fuel load and therefore an increased high fire risk. Possible Moderate • There are 565 industrial occupancies (1.51% of property stock) - several with known high fuel load concerns • There have been 18 industrial fires over the past 5 years resulting in over $2M fire loss (4.61% of the total fire loss) The City of Pickering currently has 21 registered vulnerable occupancies. Possible High • The majority of the city’s existing property stock is comprised of Group C - Residential Occupancies (93.02%) • 53% of structure fires loss over the five-year period from January 1, 2018, to December 31, 2022, occurred within Group C - Residential Occupancies. • 81.56% of the civilian fire related injuries, 100.00% of the civilian fire related fatalities occurred in residential occupancies. - 15 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page v Identified Risk Probability Level Risk Level Rationale In addition to registered vulnerable occupancies the city has 17 elementary schools, and 47 registered daycares. Likely Moderate • 17 elementary schools, and 47 registered daycares There are 15 Properties Designated Under Part IV, Section 29 of the Ontario Heritage Act and 102 under Section 27 and 102 under Section 27. Likely High • 15 Properties Designated Under Part IV, Section 29 of the Ontario Heritage Act and 102 under Section 27 and 102 under Section 27 • Hamlet of Whitevale has been designated as a conservation district. • The hamlet has not changed significantly since the late 19th century There were 2464 emergency calls responded to between 2018 and 2022 pertaining to motor- vehicle related incidents, this represents 95% of rescue calls and approximately 14% of all calls responded to by PFS during that period. Almost Certain High • 2464 emergency calls responded to between 2018 and 2022 pertain to motor-vehicle related incidents, this represents 95% of rescue • Nearly 60% of the population commutes to a different census division within the province. This is 35.35% more than that of the provincial commuters (23.50%) • a large proportion (44.65%) of the labour force begins their commute between the hours of 7 and 9 AM The percentage of the population aged 65 years and older in Pickering represents 16.57% of the total population. An additional 14.99% of the city’s population falls between the age group of 55 and 64, who are aging towards the senior’s demographic of 65 years of age and older. Almost Certain High • Canada’s aging population has been recognized as one of the most significant demographic trends. • Seniors (those 65 years and over) are considered to represent one of the highest fire risk groups across the province based on residential fire death rate (fire deaths per million of population). • The percentage of the population aged 65 years and older in Pickering represents 16.57% of the total population • 14.99% of the city’s population falls between the age group of 55 and 64, who are aging towards the senior’s demographic of 65 years of age and older - 16 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page vi Identified Risk Probability Level Risk Level Rationale The number of seniors aged 65+ is 18% higher than the city average in the City Centre. Almost Certain High • 35% of the population aged 65+ reside in the city centre area (the city average is 16.57) The city has higher proportion of newcomers (35.30%) when compared to Ontario (29.98%) Almost Certain High • The city has higher proportion of newcomers (35.30%) when compared to Ontario (29.98%) • Communication barriers, in terms of language and the ability to read written material, may have an impact on the success of these programs • A high proportion of immigrants could demonstrate a large population that has a potential for unfamiliarity with local fire life safety practices and/or may experience possible language barriers. Nearly 60% of the population commutes to a different census division within the province. This is 35.35% more than that of the provincial commuters (23.50%). Likely Moderate • 59.84% of the population commutes to a different census division (14,595 people) • (44.65%) of the labour force begins their commute between the hours of 7 and 9 AM, and therefore the risk of Motor Vehicle Collision (MVC) calls is likely to be greatest during this time For the period from January 1st, 2018, to December 31st, 2022, the city experienced a total of 215 structure fires of which 74.88% occurred in Group C-Residential Occupancies Almost Certain High • Fires were responsible for 53.00% of the total fire loss for this period. Over this period, Pickering experienced a 1.02% higher rate of fires in Group C-Residential Occupancies than that of the province • 81.56% of the civilian fire related injuries, 100.00% of the civilian fire related fatalities occurred in residential occupancies. • High Density development in the City of Pickering over the next 10+ years suggests more than 17,000 additional units projected for both the City Centre and Seaton neighbourhoods. Over the next 20 years the city expects to add more than 60,000 additional units. - 17 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page vii Identified Risk Probability Level Risk Level Rationale For the period from January 1st, 2018, to December 31st, 2022, group E- Mercantile occupancies accounted for 6.98% of the structure fires and 32.04% of the total structure fire loss. The city’s percentage of loss is nearly 8 times higher than that of the province. Likely High • Group E accounts for only 1.64% of the property stock but 6.98% of the structure fires. Over the five-year period from January 1st, 2018, to December 31st, 2022, the most reported ignition sources within the city were related to cooking equipment (18.14%) which is higher than the provincial rate of 15.51%. Likely Moderate • There were 36 fires where Cooking related fires were 2.63% higher than that of the province The city also had a very high rate of exposure fires. Over the five-year period from January 1st, 2018, to December 31st, 2022, 13.49% of reported fires were exposure fires. This is 8.55% higher than that of the province over the same time period. Likely High • Exposure fires rates are 13.49% compared to the province at 4.94%. • Third highest reported ignition source for the city Over the five-year period from January 1st, 2018, to December 31st, 2022, in 17.61% of incidents, there was a smoke alarm present on the floor of origin, but it did not operate. This is much higher than that of the province at 12.40%. Likely Moderate • There were 28 incidents (or 17.61%) where a smoke alarm was present but did not operate. • there was no smoke alarm present in 11.95% of occurrences - 18 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page viii Summary of Key Findings No. Key Finding Geographic Profile 1 With Highways 401 and 407 bisecting the city, there is an elevated risk of a dangerous goods release that could impact the public and environment. 2 With highway 401 bisecting the city, this creates a physical barrier to the area south of the 401 that could result in delays in emergency response times. 3 Bridges, with restrictions or closures, have the potential to reduce the connectivity of the city’s road network resulting in the potential for delays in emergency response times. 4 There are risks associated with the potential for interactions between rail traffic and vehicular traffic or pedestrian traffic within the city. 5 Grade level rail crossings could create a physical barrier to the connectivity of the city’s road network that can potentially result in delays in emergency response times. Building Stock Profile 6 Neighbourhoods of Lamoureaux, Brock-Taunton, Mount Pleasant, Wilson Meadows, Thompson’s Corner’s & Pickering Innovation Corridor that will make up the new Seaton Community are projected to have up to 61,000 residents by 2031. 7 In the Pickering City Centre 100% of the development proposals and 78% of the final approved developments in are classified as apartments 8 The Hamlet of Whitevale has been identified as a conservation district and has not changed significantly since the late 19th century therefore many structures were built prior to OBC and OFC requirements. Critical Infrastructure 9 The most pertinent risk arising from utilities relates to fallen hydro lines. Between 2018 and 2022 PFS responded to 195 calls for fallen hydro lines which is 24% of all public hazard calls. Demographic Profile 10 The 2021 Census data indicates that children aged 14 and underrepresent 22.4% of the city’s total population. This represents an important demographic for the purposes of public education. There is value in targeting public education and prevention programs to this demographic. 11 The number of children aged 14 and under is 6.6% higher than the city average in Duffin Heights. 12 The City Centre, Rougemount and West Shore have the greater proportion of population over 65. 13 Language by “mother tongue” indicates that some of the top nonofficial languages spoken in Pickering include Urdu, Tamil, Tagalog, Arabic, Spanish, Italian and Gujarati. The potential for communication barriers should be considered and monitored, especially as the city continues to grow in the future. - 19 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page ix No. Key Finding 14 The majority of the Indigenous population reported a single Indigenous identity either First Nations, Métis or Inuk (Inuit). Of the Indigenous population in Pickering, 48.55% (450) were First Nations people, 50.70% (540) were Métis, and 1.41% (15) were Inuit. These populations should be monitored as new Census data becomes available for consideration when planning public education programs and materials. Hazard Profile 15 The city’s 2023 Hazard Identification and Risk Assessment (HIRA) identifies hazards that could each impact the ability of PFS to deliver fire protection services. Economic Profile 16 The city has identified top employers that contribute to the economic vitality of the community. The majority of these are industrial type manufacturing plants. If a fire were to occur at one of these facilities it could have a negative impact on the financial well-being of the city. Consideration should be given to proactive industrial fire safety programming. Past Loss & Event History Profile 17 Of the total injuries, 29 or 81% were associated with Class C – Residential Occupancy fires. 18 Over the five-year period from January 1st, 2018, to December 31st, 2022, 31.68% of the unintentionally set fires in the city occurred due to misuse of ignition source. 19 There was a 53.46% increase in the call volume from 2021 to 2022, but it's important to mention that during the COVID-19 period in 2020 and 2021, adjustments were made to medical response incidents through mutual agreement with Durham Region Paramedics to minimize exposure to multiple agencies. This adjustment was reverted in 2022, and this trend should be closely monitored. 20 Over the five-year period from January 1st, 2018, to December 31st, 2022, 39.59% of the total emergency calls that PFS responded to were medical/resuscitator incidents. 21 The city has nearly double the rate of intentional fires that were deemed undetermined. - 20 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 1 SECTION 1 INTRODUCTION 1.1 Background This Community Risk Assessment (CRA) has been developed for the City of Pickering to comply with Ontario Regulation 378/18: Community Risk Assessments (O. Reg. 378/18). O. Reg. 378/18 was made under the authority of the Fire Protection and Prevention Act, 1997 (FPPA) and came into effect on July 1, 2019. It requires all municipalities in Ontario to develop a CRA prior to July 1st, 2024. This regulation also requires municipalities to “use its community risk assessment to inform decisions about the provisions of fire protection services”2. At this time, this CRA will inform the Fire Master Plan being developed as a companion document for the City of Pickering. This CRA is formatted to become a stand-alone document in the future to assist the city in sustaining compliance with O. Reg. 378/18 that includes conducting a review of the CRA when necessary, and annually. In addition to this CRA, the FPPA requires that municipalities must provide fire protection programs that “must include public education with respect to fire safety and certain components of fire prevention and provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances”3. The recent introduction of O. Reg. 378/18 is now a core component of developing an in-depth analysis of a community’s fire related risks through a comprehensive analysis of nine mandatory profiles. The FPPA also assigns duties to the Office of the Fire Marshal (OFM) to “advise municipalities in the interpretation and enforcement of this Act and the regulations”4. The OFM has developed Technical Guideline-02-2019 (T.G.-02-2019) to assist municipalities and fire departments in the process to develop a CRA and to utilize the completed CRA to inform the municipality’s decisions about complying with the FPPA. At a minimum, the regulation outlines a standard set of information profiles that must be considered when conducting a community risk assessment. The Guideline provides suggestions as to how to record and analyze the data/information and provides sample worksheets to assist municipalities. A leading practice in Ontario would see the City of Pickering’s Community Risk Assessment report maintained as a living document by the Pickering Fire Services. This would include regular (e.g. annual) review and updates to the CRA’s data and information. 2 Ontario Regulation 378/18, Community Risk Assessments, Mandatory Use, Section 1(b) 3 Fire Protection and Prevention Act, 1997 Part II Responsibility for Fire Protection Services, Section 2.1 (a) (b) 4 Fire Protection and Prevention Act, 1997, Part III Fire Marshal, Section 9.2 (b) - 21 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 2 The methodology and analysis utilized to develop this CRA has been directly informed by T.G.- 02-2019 that recognizes the value of understanding the fire risk within a community, and the importance of developing fire risk reduction and mitigation strategies in addition to providing fire suppression services. 1.2 Purpose The primary purpose of this CRA is twofold: 1. To develop a Community Risk Assessment for the City of Pickering to identify the fire related risks within the community and comply with O. Reg. 378/18; and 2. To utilize the risk conclusions of the Community Risk Assessment to inform comprehensive analyses of the existing, and future fire protection needs of the City of Pickering through the development of a Fire Master Plan (FMP). 1.3 Methodology In addition to TG-02-2019, the methodology applied to develop this CRA has been informed by other current industry standards and best practices. These include: 1. OFM Comprehensive Fire Safety Effectiveness Model: Fire Risk Sub-Model 2. OFM Public Fire Safety Guideline (PFSG) 04-40A-03: Simplified Risk Assessment 3. NFPA 1300, Standard on Community Risk Assessment and Community Risk Reduction Plan Development (2020 Edition) 4. NFPA 1730, Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education Operations (2019 Edition) 5. Vision 20/20 Community Risk Assessment: A Guide for Conducting a Community Risk Assessment (Version 1.5, 2016) 6. Vision 20/20 Community Risk Reduction Planning: A Guide for Developing a Community Risk Reduction Plan As required by O. Reg. 378/18, this CRA includes a comprehensive analysis of the nine mandatory profiles including: i. Geographic Profile ii. Building Stock Profile iii. Critical Infrastructure Profile iv. Demographic Profile v. Public Safety and Response Profile vi. Community Services Profile vii. Hazard Profile viii. Economic Profile ix. Past Loss and Event History Profile - 22 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 3 Within each of the nine profiles, there are several sub-topics examined. These sub-topics are illustrated in Figure 1. These profiles are based on an analysis of several sources of information, including data provided by the City of Pickering, Pickering Fire Services (PFS), Statistics Canada, the OFM, and desktop research. The mandatory profile analyses result in a series of risk related conclusions that will be used to inform service levels or other strategies in alignment with the three lines of defense through a risk treatment process. These are referred to as a ‘key finding’ or an ‘identified risk.’ Those findings referred to as an ‘Identified Risk’ are taken through a risk assignment process to assist with risk prioritization as referred to within T.G.-02- 2019. In specific circumstances, being those that involve additional jurisdictional or legislative considerations, a risk-related conclusion is referred to as a Special Consideration. All risk-related conclusions will be taken through a risk treatment process and aligned with the three lines of defense in order to inform decision making. Figure 2 illustrates the risk treatment process. - 23 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 4 Figure 1: Community Risk Profiles and Sub-topics COMMUNITY RISK ASSESSMENT PROFILES AND SUB-TOPICS GEOGRAPHIC • Road network • Bridges • RaiIways • Airport • Natural features and landforms • Willand-urban interface BUILDING S TO C K • Property stock by occupancy type • Building age, construction • Building density and exposure • Building height and area • Potential high fire risk occupancies • Historically or culturally important features C R IT IC A L INFRASTRUCTURE • Food and water • Oil and natural gas • Electricity • Telecommunicati am • Public safety and security • Continuity of government • Transportation • Health • Financial institutions D E M O G R A P H IC S • Population and dispersion • Age • Gender • Socioeconomic circumstances • Ethnic and Cultural considerations • Transient populations H A Z A R D S • Hazard identification and risk assessment p u b l ic s a f e t y RESPONSE • Public safety response agencies within the community COMMUNITY SERVICES • Community service agencies, Orgaranizations, and associations E C O N O M IC • Major employers and economic sectors PAST LOSS & EVEN T HISTORY • Overall fire loss • Fire loss by occupancy type • Civilian fire deaths and injuries • Fire cause and ignition • Smoke alarm status • Call volume • call types - 24 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 5 Figure 2: Risk Treatment Process --O't;./--pJ(KERJNG a 9 Profiles -Risk Outcomes ® Geographic d~b Building Stock ~ Critical Infrastructure 0 0 (~~~ Demographic ~~ Hazard fr,~ Public Safety Response ~ Community Services (rfl~ ~$ Economic ~ Past Loss Event History Prioritizing Risks High Risk Moderate Risk Low Risk Risk Treatment Options 1. Avoid 2. Mitigate 3. Accept 4. Transfer Five Es 1. Education 2. Engineering 3. Enforcement 4. Economic Incentives S. Emergency Response Application of Ontario "Three Lines of Defence" Model 1. Public Education and Prevention 2. Fire Safety Standards and Enforcement 3. Emergency Response The analysis presented within this CRA has been informed by a wide range of data sources. Where applicable, all numerical data has been rounded to the nearest 1/100 (hundredth) decimal point to provide consistency in the analysis. As a result, the numerical totals presented within each analysis, although stated as reflecting 100%, may actually show a minor variance based on the use of only the nearest 1/100 (hundredth) decimal points. - 25 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 6 SECTION 2 GEOGRAPHIC PROFILE The geographic profile of a community is an assessment of the physical features of a community, such as highways, waterways, railways, bridges, landforms, quarries, and wildland-urban interfaces, that may present inherent risks to the community and affect emergency services' access to incidents and response capabilities. This section contains a detailed analysis of these geographical features for the City of Pickering to assist in determining the type and level of fire protection services needed for the community and any potential impacts these features may pose on service delivery. 2.1 Geographic Overview The City of Pickering is a municipal district located within the Durham Region in Southern Ontario, forming part of the Greater Toronto Area (GTA). It has a population of 99,186 residents and covers a land area of 231.10 km², resulting in a population density of 429.2 individuals per km². Pickering is situated approximately 32 km northeast of downtown Toronto and the eastern border of Toronto proper, and 18 km west of Oshawa. It benefits from its strategic location within the GTA, with easy access to major transportation routes such as Provincial Highways 401 and 407, Toronto Pearson International Airport, and transportation services like GO Transit and Durham Region Transit. These connections make it a central economic hub within the Durham Region, attracting both commuters and local residents due to its thriving industries in manufacturing, technology, and retail. One of Pickering's unique features is its diverse landscape, which includes a mix of urban neighborhoods and rural hamlets. The city is divided into 16 distinct urban neighborhoods and 15 rural hamlets. Additionally, being located on the shores of Lake Ontario, Pickering offers an abundance of natural recreational areas and year-round activities for residents and visitors alike. - 26 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 7 Map 1: City of Pickering Overview Map Pickering Fire Services Scale: 1 :95,000 Date: March 2024 0 2 4 @BEHR INTEGRATED SOLUTIONS INC. All Overview Map --O't;./--pJ(KERJNG a ------------------ Riahts Reserved. Not to be cooied in whole or in oart. 6 8 KM "'--J .... FIRST NATION Ci AIRPORT ACCESS ROAD CITY OF PICKERING HIGHWAY MUNICIPAL BOUNDARY -------+ RAILWAY UPPER AND DISTRICT MUNICIPAL BOUNDARY WATERWAY/ LOWER AND SINGLE WATERBODY PROTECTED AREA/PARK N • !legra~~u! A - 27 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 8 2.2 Transportation Network 2.2.1 Road Network Road networks and transportation systems provide fire services with access throughout a community when responding to emergency calls. The road network is how fire apparatus travel through a municipality; and therefore, it is valuable to consider where there may be a lack of connectivity due to road network design as well as other natural (e.g. rivers, lakes, etc.) or human-made barriers (e.g. rail lines, traffic calming measures, etc.). Road networks can also contribute to vehicle congestion causing delays in emergency response travel times. Where possible, the city’s transportation planning processes should include PFS as a stakeholder to provide consideration to emergency services needs and challenges relating to the road network, traffic congestion, and traffic calming and related topics. Roads are also important from a risk and emergency response perspective because motor vehicle-related incidents are often a common source of emergency call volume within a municipality. The city is responsible for several arterial, collector, local, and gravel roads, totaling 420 km. According to the city’s Asset Management Plan, road conditions are rated as good, with an average condition of 70%. It should be noted, however, that 17% of the city’s local roads were reported to need substantial improvements. The city takes a lifecycle management approach to road maintenance and improvements and employs strategic rehabilitation as needed rather than wait for roads to deteriorate to the point of requiring replacement. A list of roadway construction projects is available on the city’s website under ‘Capital Projects.’ According to the asset management plan, it is estimated that approximately $13,500,000 is slated for projects on local roads, $700,000 for collectors, and none for arterials. As all provincial highways are dangerous goods routes, traffic carrying a variety of dangerous goods is likely to pass through the city daily. Provincial Highways 401 and 407 bisect the city in an east-west direction. Highway 401 crosses the southern portion of the city, through or bordering the neighborhoods of Village East, Brock Industrial, City Centre, Liverpool, Dunbarton, Woodlands, Rougemount, and Rosebank, while Highway 407 crosses the mid- northern/rural portion of the city. Although unlikely, an incident involving a dangerous goods release is possible along these highways, in particular. Both are major transportation corridors used to transport goods across the county and across borders into the U.S. Incidents involving roads and highways, as well as incidents involving dangerous goods, were listed as a moderate threat on the city’s 2023 Hazard Identification and Risk Assessment. PlCKt~JNG a ----------------------- - 28 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 9 2.2.2 Bridges and Culverts Bridges must be considered when conducting a CRA, as they can create a physical barrier to response and negatively impact response times. An apparatus may be restricted from crossing (i.e., load restrictions), or roadway connectivity may be disrupted if a bridge is rendered out of service for maintenance/repairs. Furthermore, incidents located on a bridge have an increased risk associated with spills, congestion, and difficulty accessing the scene. Incidents may also require slope rope rescue, which requires specialized skills and equipment. The city’s Asset Management Plan indicates that there are 29 bridges (not including pedestrian bridges) and 27 culverts. The bridges are rated to be in good condition, while the culvert system is rated as satisfactory. 2.2.3 Rail At-grade rail crossings (an intersection at which a road crosses a rail line at the same level) can create delays in emergency response by impeding access to roadways. They can also pose a threat of dangerous collisions with motor vehicles. Additionally, the physical barriers created by rail infrastructure itself, such as rail yards or the placement of rail infrastructure (e.g., tracks, grade separations, grade level crossings, etc.) within and throughout a city, can impact emergency service travel times and overall emergency response times. In addition to the rail infrastructure, the frequency at which trains pass through a community and the goods they carry pose varying degrees of risk due to derailment and potentially dangerous goods releases. GO Transit operates a passenger train that runs through the city’s core in an east-west direction. As a major regional transit system with a ridership of over 35 million each year, the system runs frequently through the core of the city. The transit system employs Transit Safety Officers, who are designated special constables, responsible for the safety of passengers and enforcing the code of conduct on GO Transit property. They also assist local authorities, fire, and ambulance services in the event of an incident. The transit system has experienced major incidents, including a fatality in 2023 due to a collision with a pedestrian east of Pickering, although, in comparison to the number of routes and operational hours, major incidents are reportedly low. The Canadian Pacific Railway (CPR) and the Canadian National (CN) Railway also traverse the city in all directions. The trains travel through the core of the city as well as into the industrial core and through the northern portion of the city near Claremont and Milliken. Except for Brock Ridge, Lamoreaux, Dufferin Heights, and Liverpool, there are tracks running through all major neighborhoods of the city. While the possibility of a derailment and release of dangerous goods is low, such an event could have a significant impact and would necessitate a specialized response. Dangerous goods are frequently transported along these routes, which pass through populated areas. - 29 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 10 Moreover, there is a major rail crossing over an inlet leading to Lake Ontario on the edge of the city between the community of Rosebank and Toronto. Effective information sharing practices between railway operators and emergency responders can provide valuable insight into the types and frequencies of dangerous goods being shipped through the city. 2.3 Waterways and Marinas Waterways pose natural hazards such as potential flooding, ice jams, and erosion, which can trigger the need for rapid evacuation and/or rescue responses. Additionally, waterways frequently used for recreational activities demand that responders have specialized technical rescue training and equipment. Pickering is home to four marinas: Frenchman’s Bay Marina, Frenchman’s Bay Yacht Club, Fairport Yacht Club, and Tenkey Marina. These locations are particularly active and busy during the summer months. Frenchman’s Bay Marina boasts more than 200 slips, while the Yacht Club has approximately 130 slips. Waterfront activities increase the risk of incidents both on the water and onshore. From January 2018 to December 2022, PFS reported a total of 17 water and/or ice rescues. 2.4 Geographic Profile -Identified Risks and Key Findings Identified Risk / Key Finding Rationale Identified Risk Identified Risk The road network is a contributor to emergency call volume due to motor vehicle collisions and vehicle fires. Identified Risk There are several rail lines within the City of Pickering that present a risk related primarily to the movement of goods. Identified Risk There is an increased risk of ice and water rescue along Lake Ontario due to recreational boating and other activities on the water. Key Finding Key Finding With Highways 401 and 407 bisecting the city, there is an elevated risk of a dangerous goods release that could impact the public and environment. Key Finding With highway 401 bisecting the city, this creates a physical barrier to the area south of the 401 that could result in delays in emergency response times. Key Finding Bridges, with restrictions or closures, have the potential to reduce the connectivity of the city’s road network resulting in the potential for delays in emergency response times. Key Finding There are risks associated with the potential for interactions between rail traffic and vehicular traffic or pedestrian traffic within the city. Key Finding Grade level rail crossings could create a physical barrier to the connectivity of the city’s road network that can potentially result in delays in emergency response times. - 30 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 11 SECTION 3 BUILDING STOCK PROFILE As referenced in O. Reg. 378/18, the building stock profile assessment involves analyzing the types and uses of buildings within the city. Important considerations include the number, types, and uses of buildings, as well as any building-related risks known to the fire service. Various types or uses of buildings may pose potential fire risks, depending on the presence or absence of fire safety systems and equipment at the time of construction and maintenance thereafter. This section examines these building characteristics within the city. 3.1 Ontario Building Code Occupancy Classifications OFM TG-02-2019 encourages fire services to assess potential fire-related risks associated with various building occupancy types and uses. This involves considering each occupancy classification's prevalence within a community and the presence of fire and life safety systems and equipment. The Ontario Building Code (OBC) categorizes buildings by major occupancy classification, providing a recognized definition and baseline for developing a community risk assessment. The OBC is structured into six major building occupancy classifications (groups), further defined by division within each group. Table 1 presents the OBC major classification groups and divisions. Table 1: OBC Major Occupancy Classifications Group Division Description of Major Occupancies A 1 Assembly occupancies intended for the production and viewing of the performing arts A 2 Assembly occupancies not elsewhere classified in Group A A 3 Assembly occupancies of the arena type A 4 Assembly occupancies in which occupants are gathered in the open air B 1 Detention occupancies B 2 Care and treatment occupancies B 3 Care occupancies C All divisions Residential occupancies D All divisions Business and personal services occupancies E All divisions Mercantile occupancies F 1 High-hazard industrial occupancies F 2 Medium-hazard industrial occupancies F 3 Low-hazard industrial occupancies Table Source: Ontario Building Code5 5 Ontario Regulation 332/12:Building Code, Part III Fire Protection, Occupant Safety and Accessibility, Section 3.1.2.1 - 31 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 12 3.2 OFM Fire Risk Model Occupancy Classification The Fire Risk Sub-model developed by the OFM utilizes major group classifications (i.e., Group A, B, C, D, E, F) from the Ontario Building Code (OBC) but does not incorporate the detailed division classifications included in the OBC. This approach allows for comparative assessment of buildings within a community by major occupancy groups, providing a consistent and recognized definition for each major occupancy type. Additionally, it offers the opportunity for further analysis of specific occupancy groups. Subject to any site-specific hazards or concerns, occupancies within a group can be individually assessed and included within the broader scope of the Community Risk Assessment (CRA). The OFM Fire Risk Sub-Model OBC classifications, definitions, associated fire-related risks, and potential proactive measures to reduce risk within these occupancy types are presented in PlCKt~JNG a ----------------------- Table 2. - 32 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 13 Table 2: OFM Fire Risk Sub-Model Major Building Classifications OBC Occupancy Classification OFM Fire Risk Sub- Model Major Building Classifications OFM Definitions OFM Fire Related Risks Proactive Measures for Reducing Risk Group A Assembly Occupancies An assembly occupancy is defined as one that is used by a gathering of persons for civic, political, travel, religious, social, educational, recreational or like purposes or for the consumption of food or drink. Assembly buildings are often occupied by a large number of people and may contain high quantities of combustible furnishings and decorations. Occupants are generally unfamiliar with the building’s exit locations and may not know how to react in the event of an emergency. Low light conditions are inherent to some of these occupancies and can contribute to occupant confusion during an evacuation. Numerous examples exist of disastrous events that have occurred throughout the world, resulting in multiple fire fatalities in these occupancies. Therefore, these facilities warrant special attention. Accordingly, it is paramount to ensure that maximum occupant load limits are not exceeded, detection is available, an approved fire safety plan is in place and adequate unobstructed exits/means of egress are readily available. • Regular fire prevention inspection cycles • Automatic fire detection and monitoring systems • Approved fire safety plan and staff training • Pre-planning by fire suppression staff - 33 - City of Pickering Community Risk Assessment OBC OFM Fire Risk Sub-OFM Definitions OFM Fire Related Risks Proactive Measures for Occupancy Model Major Building Reducing Risk Classification Classifications Group B Care or Detention Occupancies A care or detention occupancy means the occupancy or use of a building or part thereof by persons who: • Are dependent on others to release security devices to permit egress; • Receive special care and treatment; or, • Receive supervisory care. In addition to the presence of vulnerable occupants, these occupancies may contain quantities of various flammable/combustible liquids and gases, oxidizers and combustible furnishings that will impact the intensity of the fire if one should occur. The evacuation or relocation of patients, residents, or inmates to an area of refuge during an emergency poses additional challenges in these facilities. It is essential to ensure that properly trained staff is available and prepared to quickly respond according to the facility’s approved fire safety plan. • Regular fire prevention inspection cycles • Automatic fire detection and monitoring systems • Approved Fire Safety Plan and staff training • Pre-planning by fire suppression staff Group C Residential Occupancies A residential occupancy is defined as one that is used by persons for whom sleeping accommodation is provided but who are not harboured or detained to receive medical care or treatment or are not involuntarily detained. In Ontario, residential occupancies account for 70% of all structural fires and 90% of all fire deaths. Residential units that are located in multi-unit buildings, including secondary units in a house, pose additional risks due to egress and firefighting accessibility challenges. • Home smoke alarm programs • Public education programming including home escape planning • Retro-fit and compliance inspection cycles for OFC compliance • Pre-planning by fire suppression staff • Fire Drills as required by the OFC Final Report -November 6, 2024 Page 14 - 34 - City of Pickering Community Risk Assessment OBC Occupancy Classification OFM Fire Risk Sub- Model Major Building Classifications OFM Definitions OFM Fire Related Risks Proactive Measures for Reducing Risk Group D Business & Personal Services A business and personal services occupancy is defined as one that is used for the transaction of business or the rendering or receiving of professional or personal services. Many office buildings are occupied by a large number of people during business hours and contain high combustible content in the form of furnishings, paper, books, computers, and other office equipment/supplies. Those that are located in a high-rise building pose additional risks due to egress and firefighting challenges. • Regular fire prevention inspection cycles to maintain OFC compliance • Targeted fire prevention inspections for OFC retrofit compliance • Staff training in fire prevention and evacuation procedures • Public education programs • Pre-planning by fire suppression staff Group E Mercantile A mercantile occupancy is defined as one that is used for the displaying or selling of retail goods, wares, or merchandise. Larger mercantile occupancies such as department stores are generally occupied by a large number of people and contain high quantities of combustibles in the form of merchandise, furnishings, and decorations. Customers may be unfamiliar with the building’s exit locations and not know how to react in the event of an emergency. Additional hazards will be present in “big box” type stores that sell and store large volumes of combustible materials in bulk. These stores generally have similar properties to industrial warehouses with the additional hazard of higher number of occupants. • Regular fire prevention inspection cycles • Automatic fire detection and monitoring systems • Approved Fire Safety Plan and staff training • Pre-planning by fire suppression staff Final Report -November 6, 2024 Page 15 - 35 - City of Pickering Community Risk Assessment OBC Occupancy Classification OFM Fire Risk Sub- Model Major Building Classifications OFM Definitions OFM Fire Related Risks Proactive Measures for Reducing Risk Group F High/Medium/Low Hazard Industrial An industrial occupancy is defined as one for the assembling, fabricating, manufacturing, processing, repairing, or storing of goods and materials. This category is divided into: • low hazard (F3) • medium hazard (F2) • high hazard (F1) based on its combustible content and the potential for rapid fire growth. These occupancies constitute a special fire hazard due to high levels of combustible, flammable or explosive content and the possible presence of oxidizing chemicals and gases. Processing and other activities that involve various ignition sources often occur in these occupancies. The lack of security during non-operational hours also makes them susceptible to incendiary type fires. Industrial fires generally involve large quantities of combustible materials and potentially result in large financial losses (e.g. building, contents) and significant damage to the community’s environment and economic well-being (e.g. loss of jobs). • Regular fire prevention inspection cycles • Staff training in fire prevention and evacuation • Public education • Pre-planning by fire suppression staff • Installation of early detection systems (e.g., fire alarm systems, heat detectors) • Installation of automatic sprinkler systems • Approved Fire Safety Plans • Preplanning by fire suppression staff • Fire extinguisher training Final Report -November 6, 2024 Page 16 - 36 - City of Pickering Community Risk Assessment 3.2.1 City of Pickering Existing Major Building Stock Classification Summary Analysis of the city’s major building occupancy types was conducted using data the 2021 census. Table 3 summarizes the city’s existing major building occupancy classifications. The majority of the city’s existing property stock is comprised of Group C -Residential Occupancies (93.02%), with 53.36% of those being single-detached homes. The second largest occupancy type within the city is ‘other (farm),’ accounting for 2.20% of the city’s property stock (821 farm buildings), primarily located in the rural portion of the city. Table 3: Existing Major Building Classification Summary OBC Occupancy Classification OFM Fire Risk Sub-Model Major Building Classifications Number of Occupancies Percentage of Occupancies Group A Assembly Occupancies 160 0.43 Group B Care or Detention Occupancies 23 0.06 Group C Residential Occupancies -Total 34,718 93.02 Group C Single-detached 19,915 53.36 Group C Semi-detached 2,510 6.72 Group C Row 4,980 13.34 Group C Apartment > 5 Storeys 3,060 8.20 Group C Apartment < 5 Storeys 1,105 2.96 Groups D Business & Personal Services 377 1.01 Group E Mercantile 235 0.63 Group F (all divisions) * Industrial Occupancies 565 1.51 Division F1 High Hazard 2 0.35 Division F2 Medium Hazard 512 90.00 Division F3 Low Hazard 1 0.18 Other Not classified in OBC-Farm 821 2.2 Other Not classified in OBC -Government 426 1.14 Total 37,325 100.00 *Source for breakdown is MPAC. Numbers may differ from stats Canada. Consistent with most other municipalities in Canada, Group C - Residential Occupancies represent the most prominent type of building occupancy. Standard incident reporting from the OFM6 indicates that 53% of structure fires losses over the five-year period from January 1, 2018, to December 31, 2022, occurred within Group C - Residential Occupancies. It is also important to note that 81.56% of civilian fire-related injuries and 100.00% of the civilian fire- related fatalities occurred within these occupancies. 6 Pickering SIR- Municipal Fires: Overview Property Class, Injuries, Cause, Ignition Source (2018-2022) Final Report -November 6, 2024 Page 17 - 37 - City of Pickering Community Risk Assessment When examining from the perspective of each neighbourhood, it is observed that the City Centre has the highest proportion of high-density housing. In contrast, smaller, typically more peripheral areas such as Rosebank, Dunbarton, Brock Ridge and Amberlea have a significantly higher proportion of single-detached housing. Table 4 below illustrates the breakdown by neighbourhood. Table 4: Structural Dwelling Type by Neighbourhood Neighbourhood Single- Detached Semi- Detached Row House Apartment < 5 Storeys Apartment >5 Storeys Rosebank 90 0 0 0 0 Dunbarton 88 1 1 3 0 Brock Ridge 76 1 8 1 1 Amberlea 75 14 5 2 1 Rougemont 73 1 10 1 9 Lamoreaux 71 8 15 1 1 West Shore 67 8 13 4 1 Liverpool 65 11 18 2 0 Highbush 61 11 22 1 1 Woodlands 54 1 26 1 8 Rouge Park 50 25 17 3 1 Bay Ridges 37 11 14 7 22 Duffin Heights 37 8 43 10 1 Village East 31 2 36 7 18 City Centre 1 51 8 5 35 Brock Industrial 0 0 0 0 0 Totals 876 153 236 48 99 3.3 Building Age and Construction The Ontario Building Code (OBC) was adopted in 1975, followed by the adoption of the Ontario Fire Code (OFC) in 1981. Together, these two codes have laid the foundation for eliminating many inconsistencies in building construction and maintenance that existed before their adoption. The OBC and OFC were developed to ensure uniform building construction and maintenance standards are applied to all new building construction. These codes also mandate specific fire and life safety measures based on the building's intended use. Final Report -November 6, 2024 Page 18 - 38 - City of Pickering Community Risk Assessment Examples of addressed fire and life safety issues include: • Occupancy • Exits/means of egress including signs and lighting • Fire alarm and detection equipment • Fire service access • Inspection, testing, and maintenance In many cases, the age and construction of a building can be directly associated with whether it was constructed prior to or after the introduction of these codes. For instance, during the late 19th century and early 20th century, balloon frame construction was a common wood framing technique used in both residential and small commercial construction. This technique allowed exterior walls to extend continuously from the main floor to the roof, facilitating unobstructed fire and smoke spread from the basement to the roof. In many cases, the result was a fire that started in the basement spreading to the roof very quickly and without the knowledge of building occupants or fire service personnel. To mitigate this, the OBC implemented requirements to alter this construction method and introduced additional measures to prevent fire spread through wall cavities. Similarly, the new codes have recognized modern construction techniques such as lightweight wood frame construction, including the use of wood trusses and laminated veneer lumber. While these techniques enhance efficiency and cost-effectiveness, they present unique challenges to firefighters compared to historical construction methods. For instance, lightweight wood frame construction relies on all structural components working together. If one component fails due to exposure to high heat or fire, the entire roof system may collapse. Lightweight construction is discussed further later in this section. Listed in Table 5 are fire growth rates measured by the time it takes for a fire to reach a one- megawatt (MW) fire. Table 5: Time to Reach 1 MW Fire Growth Rates in the Absence of Fire Suppression7 Fire Growth Rate Time in Seconds (Minutes) to Reach 1 MW Time in Seconds (Minutes) to Reach 2 MW Slow 600 seconds (10 minutes) 848 seconds (14.13 minutes) Medium 300 seconds (5 minutes) 424 seconds (7.07 minutes) Fast 150 seconds (2.5 minutes) 212 seconds (3.53 minutes) 7 Office of the Fire Marshal (2017, May). Operational Planning: An Official Guide to Matching Resource Deployment and Risk Workbook. Final Report -November 6, 2024 Page 19 - 39 - City of Pickering Community Risk Assessment In addition to building construction, fire growth rate depends on the flammability of materials and contents within the building, which introduces variances into the growth rates presented above. The impact of increasing fire growth rates is directly related to the time lapse from ignition to flashover when the combustible items within a given space reach a temperature sufficiently high for them to auto-ignite. Figure 3 (below) illustrates the exponential increase in fire temperature and the potential for property and life loss as time progresses. Figure 3: Fire Propagation Curve Figure Source: Fire Underwriters Survey “Alternative Water Supplies for Public Fire Protection: An informative Reference Guide for Use in Fire Insurance Grading” (May 2009) and NFPA “Fire Protection Handbook” (2001) Understanding building construction and materials is crucial for firefighters in determining the appropriate type of fire attack and safety measures. Therefore, knowledge of a building's age may directly relate to the construction methods and materials used, making building age and construction an essential component of this CRA. Table 6 summarizes the age of the building stock within the city prior to the adoption of the new codes (OBC and OFC). This analysis reveals that 57.96% of the city’s building stock was built before 1981, preceding the adoption of the 1981 OFC. While this represents a significant fire risk within the community, it is comparatively lower (4.24%) than the provincial average.8 8 Ibid. Final Report -November 6, 2024 Page 20 - 40 - City of Pickering Community Risk Assessment Table 6: Period of Construction of all Dwellings – City of Pickering and Province of Ontario9 19F Period of Construction Pickering Dwellings Pickering % of Dwellings Ontario Total Number of Dwellings Ontario % of Dwellings Prior to 1960 2,070 6.19 1,247,430 22.72 1961-1980 8,350 24.98 1,456,110 26.52 1981-1990 8,955 26.79 711,940 12.97 Total prior to 1991 19,375 57.96 3,415,480 62.20 1991-2000 6,540 19.56 644,080 11.73 2001-2005 1,680 5.03 385,045 7.01 2006-2010 1,315 3.93 348,760 6.35 2011-2015 1,675 5.01 328,735 5.99 2016-2021 2,845 8.51 369,095 6.72 Total 1991-2021 14,055 42.04 2,075,715 37.80 Total Dwellings *33,430 100.00 5,491,200 100.00 *Total occupied private dwellings 25% sample data 3.3.1 Lightweight Construction As of February 25, 2022, the OFM has directed that available information documenting the presence and location of truss and lightweight construction systems (referred to as lightweight construction) be utilized to inform pre-planning activities by fire departments. Buildings with lightweight construction pose a safety risk to responding firefighters, as they are known to be susceptible to premature failure and rapid collapse under fire conditions. Pre-plans provide responding fire departments with awareness of the presence of lightweight construction, enabling proactive fire response strategies to protect the safety of firefighters. The city is actively working to identify buildings constructed with lightweight construction, particularly those using wood framing. It is anticipated that the city will collect and document information on such buildings, which will be used to update the CRA during the annual review and updating process. Additionally, it is expected that the PFS will incorporate this information into their pre-planning program. Further details on pre-planning will be discussed in the Fire Master Plan. 9 Statistics Canada. 2023. (table). Census Profile. 2021 Census of Population. Statistics Canada Catalogue no. 98- 316-X2021001. Ottawa. Released March 29, 2023. https://www12.statcan.gc.ca/census-recensement/2021/dp-pd/prof/index.cfm?Lang=E (accessed October 25, 2023). Final Report -November 6, 2024 Page 21 - 41 - City of Pickering Community Risk Assessment 3.4 Building Density and Exposure NFPA 1730 -Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education Operations (2019 Edition) identifies building density as a key factor for understanding potential fire risk, with special consideration given to core areas such as downtowns. Closely spaced buildings, common in historic downtown cores and newer infill constructions, may pose a higher risk of fire spreading to adjacent exposed buildings. In areas with minimal building setbacks and high density, a fire originating in one building could easily extend to neighboring structures due to their proximity. The close proximity of buildings can also impede firefighting operations by limiting access for firefighters and equipment. The adoption of the OBC and the OFC has mandated spatial separations and the use of fire- retardant materials and construction methods to mitigate fire risks. In addition to construction and planning requirements outlined in these codes, basic firefighting practices prioritize the protection of exposures as a primary function during fire and emergency services responses. As previously noted, older developments and new infill constructions may pose increased exposure risks due to higher building density. Table 7 below illustrates a comparison of the city’s existing Group C – residential building stock with that of the province based on the 2021 Statistics Canada Census. Table 7: Group C Residential Building Stock Comparison Dwelling Type City of Pickering % Ontario % Single Detached 19,915 60 2,942,990 54 Apartment > 5 Storeys 3,060 9 984,665 18 Apartment < 5 Storeys 1,105 3 548,785 10 Duplex 1,825 5 181,030 3 Row House 4,980 15 505,265 9 Semi-Detached 2,510 8 303,260 6 Total 33,425 100 5,491,200 100 Table Source: 2021 Census, Statistics Canada10 This analysis reveals that the city has a higher percentage of single-detached houses (60.00%) compared to the province, which stands at 53.59%. Currently, Pickering has a much lower percentage of mid-and low-rise occupancies compared to the province. However, as described in the next section, the planned growth for this city will see a significant increase in multi- residential buildings over the next 10-20 years. 10 Statistics Canada. 2023. Census Profile. 2021 Census. Statistics Canada Catalogue no. 98-316-X2021001. Ottawa. Released February 8 2023. Final Report -November 6, 2024 Page 22 PlCKt~JNG a ----------------------- - 42 - 3.5 Building Density Snapshot and Context City of Pickering Community Risk Assessment A snapshot of high-density development in the City of Pickering over the next 10+ years suggests the projection of more than 17,000 additional units in both the City Centre and Seaton neighborhoods. Over the next 20 years, the city expects to add more than 60,000 additional units. “Seaton at 44% will account for the greatest proportion of the city’s population growth in the period of 2023 to 2042, the City Centre at 30% of the population growth and Duffin Heights contributing 10% of the population growth. During this period, the rest of Pickering, urban neighbourhoods will continue to mature, and the intensification proposed along Kingston Road, experiencing growth that will contribute to 16 percent of the total population”11 Table 8 below summarizes the number if high density building applications in various stages of the review and planning process. Table 8: Building Application Timelines Stage Timeline # of Buildings Approved & Under Construction -7 Zoning approved and is under site plan review 2-5 years 16 Zoning approved; no site plan application received 5+ years 11 Applications for Official Plan Amendment & Zoning By-law under review (no Council approval) 10+ years 43 Table Source: LetsTalkPickering.ca/Development, PDF Figure 4 below illustrates the proposed buildings by buildings by type for the City of Pickering as of December 2023: Figure 4: Building Proposals by Building Type 13% 3% 19% 5% 61% Detached Semi Detached Row Multi Apartment Figure Source: City of Pickering Maps12 11 City of Pickering, Detailed 20 year Population Forecast, Data collected up to December 21, 2022 12 City of Pickering Maps, Major Residential Developments and Proposals https://cityofpickering.maps.arcgis.com/apps/MapSeries/index.html?appid=22feaf99031a48b1968a21ab4925ec05 Final Report -November 6, 2024 Page 23 PlCKt~JNG a ----------------------- • • • • • - 43 - City of Pickering Community Risk Assessment It's important to note that 100% of the development proposals and 78% of the final approved developments in the City Centre are classified as apartments, encompassing high-rise, mid-rise, and low-rise buildings. Additionally, substantial development is planned for Central Pickering (Seaton), which will include various housing types and densities. This development could lead to a “population of 61,000 residents by 2031 and up to 70,000 residents through long-term intensification at a density that supports transit.”13 3.6 Building Height and Area 3.6.1 Building Height One of the unique characteristics and risks of tall/multi-storey buildings is known as the “stack effect.” This phenomenon is characterized by vertical air movement throughout the building, caused by airflow into and out of the building, typically through open doors and windows. The resulting buoyancy, due to differences in indoor/outdoor temperature and elevation, causes smoke and heat to rise within the building. This can lead to smoke permeation throughout common areas and individual units, contributing to a high percentage of deaths in high-rise buildings due to smoke inhalation. Taller buildings also tend to have higher occupant and fuel loads due to the quantity of furnishings and building materials. Efficient evacuation can be challenging due to a lack of direction, signage, or familiarity of occupants, potentially resulting in overcrowding of stairways and exit routes. Ensuring all required fire and life safety systems are in place and functioning is crucial for these occupancies. However, taller buildings may experience extended rescue/fire suppression response times for firefighters to ascend to upper levels, known as “vertical response.” Strategies like “shelter-in-place,” where occupants are directed to stay within their units, can be effective life safety measures. However, functional internal building communication systems are critical for the success of this strategy. Targeted public education campaigns addressing strategies like shelter-in-place are also vital for educating building occupants. For the purposes of developing this Community Risk Assessment (CRA), the OBC/OFC definition has been used to analyze building height within the city, defining high-rise as 18 meters above grade or six storeys. The following fire safety features are required by the OBC for new buildings, and the OFC for occupied buildings: • Building services (ventilation, firefighter elevators, water supply, etc.) • Non-combustible construction (concrete and steel) • Interior finishes (drywall, block, concrete slab) • Fire detection and notification of occupants (pull stations, heat detectors, fire detectors, alarm system) 13 Central Pickering Development plan, Ministry of Municipal Affairs and Housing, 2012, Section 2 Final Report -November 6, 2024 Page 24 - 44 - City of Pickering Community Risk Assessment • Compartmentation (containment of fire and smoke spread, fire doors, fire shutters, self-closing mechanisms on doors, etc.) • Means of egress (stairwells constructed with non-combustibles) • Fire protection system (automatic sprinklers, standpipes and hose cabinets, fire pumps, fire extinguishers, etc.) These fire safety features are crucial for ensuring the safety of the public and firefighters alike. Currently, the city has 99 buildings classified as high-rise buildings according to the OBC, with floor levels 18 meters (59 feet) above grade or above six storeys. 3.6.2 Building Area Building area can present challenges comparable to those in taller buildings. Horizontal travel distances, rather than vertical ones, can lead to extended response times for firefighters conducting rescue or fire suppression activities. Large buildings, including industrial plants, warehouses, department stores, and big box stores, often contain significant volumes of combustible materials. Additionally, many of these occupancies utilize high rack storage systems, which can make fires difficult to access and increase risks to firefighter safety due to collapse hazards. As part of the data collection process, city staff provided building footprint data for the City of Pickering. Table 9 presents this information, showing that the majority of building stock (81%) has a total footprint of 2,500 square feet or less. Additionally, the summary indicates that 0.1% (34) of buildings have an area greater than 50,000 square feet or approximately 4,655 square meters. Table 9: Building Area Building Size (ft2 ) # of Buildings % of all Buildings 0-2,499 27,681 81% 2,500-4,999 6,304 18% 5,000-9,999 212 1% 10,000-19,999 61 0.2% 20,000-49,999 53 0.2% >50,000 34 0.1% Total 34,345 100% Source: Municipal Property Assessment Corporation (MPAC) Final Report -November 6, 2024 Page 25 - 45 - City of Pickering Community Risk Assessment 3.7 Potential High-Fire Risk Occupancies Potential high-fire risk occupancy is a critical factor to consider within a city’s building stock. High fire risk can be attributed to a combination of factors, including building density (exposures), building age, and construction. The term 'fuel load' typically refers to the quantity and nature of combustible content and materials within a building. This encompasses combustible contents, interior finishes, and structural materials. Combustible content poses the greatest potential fire loss risk, as higher fuel loads increase the likelihood of ignition and severity of fires. In many communities, significant fuel loads can be found within a single occupancy, such as a building supply business, large multi-unit residential buildings, or historic downtown cores. This section of the CRA will primarily focus on fuel load considerations for industrial occupancies. Map 2 identifies the high fuel load locations which are located in the southern section of the city with the majority in the Station # 5 response area. Final Report -November 6, 2024 Page 26 PlCKt~JNG a ----------------------- - 46 - City of Pickering Community Risk Assessment Map 2: High Fuel Load Final Report -November 6, 2024 Page 27 --O't;./--pJ(KERJNG 25 Scale: 1 :95,000 Date: MAY 2024 a 0 Pickering Fire Services High Fuel Load & Top Employers Map l,ake Ontario 2 4 6 • 8 KM f ,. ■ HIGH FUEL LOAD ■ TOP EMPLOYERS FIRST NATION CITY OF PICKERING MUNICIPAL BOUNDARY UPPER AND DISTRICT MUNICIPAL BOUNDARY LOWER AND SINGLE PROTECTED AREA/PARK N A 0 FIRE STATION LOCATION E3 AIRPORT ACCESS ROAD HIGHWAY --+--+ RAILWAY WATERWAY/ WATERBODY ©BEHR INTEGRATED SOLUTIONS INC. All Rights Reserved, Not to be copied In whole or in part. - 47 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 28 3.7.1 Fuel Load Concerns Buildings with potential fuel load concerns are identified in Table 10. These include buildings housing materials such as oxidizers, flammable liquids, and combustible chemicals. Table 10: Potential High Fire Risk Occupancies Address Facility Name/ Organization Risk Description 777 McKay Road Schwartz Chemical Corporation Adhesive Manufacturing 1815 Ironstone Manor Magnus Water Management & Industrial Fluids Chemical Manufacturing 1845 Sandstone Manor Roll Forming Services Industrial Machinery Manufacturing 757 McKay Road Viability Metals Inc. Metal Manufacturing 906 Brock Road Global Precision Installations Inc. Millwrighting, Mechanical Fabrication 1734 Orangebrook Court Metal Form Products Co. Ltd. Metal fabrication 794 McKay Road Aco Container Systems Plastic Tank manufacturing 190 Clements Road Unilock Ltd. Manufacture interlocking and outdoor flooring 813 Brock Road Indaco Manufacturing Ltd. Paper Manufacturing 800 Brock Road Hydro One Central Maintenance Services, above and below ground storage 1019 Toy Avenue Chemionex Inc. Hydrometallurgical and chemical separation facility In addition to ensuring compliance with the requirements of the OBC and the OFC, fire services can implement operational strategies to address fuel load concerns. These strategies include regular fire inspection cycles and pre-planning of buildings of this nature to provide an operational advantage in the event of a fire. 3.8 Occupancies with Potential High-Fire Safety Risk Fire risk disproportionately affects certain individuals, known as vulnerable individuals, who are at an increased risk of fire injury or fatality. In the event of a fire, these individuals may be unable to self-evacuate and may require assistance in their evacuation efforts. Identifying the location and number of vulnerable individuals or occupancies within the community provides insight into the magnitude of this demographic's presence within a community. Map 3 identifies the areas of vulnerable occupancies, daycares, schools, and heritage buildings. A majority of vulnerable occupancies are located in the central core and within Station #6 response area. - 48 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 29 Map 3: Building Stock Map --O't;./-- pJ(KERJNG t---""'025 a Pickering Fire Services Building Stock Map mn-,1,r.-.~~ ■ HERITAGE Scale: 1 :95,000 Date: MAY 2024 0 8 -----=========-----======::::::i KM 2 4 6 © BEHR INTEGRATED SOLUTIONS INC. Alf Rights Reserved. Not to be copied in whole or in part. ■ SCHOOL VULNERABLE RESIDENTS FIRST NATION CITY OF PICKERING MUNICIPAL BOUNDARY UPPER AND DISTRICT MUNICIPAL BOUNDARY LOWER AND SINGLE PROTECTED AREA/PARK Iv :() FIRE STATION LOCATION f-3 AIRPORT ACCESS ROAD HIGHWAY -+--+-RAILWAY WATERWAY I WATERBOOY - 49 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 30 3.8.1 Registered Vulnerable Occupancies From an occupancy perspective, vulnerable occupancies are those that house vulnerable individuals who may require assistance to evacuate in the event of an emergency due to cognitive or physical limitations, representing a potential high-life safety risk. The OFM defines vulnerable occupancy as any care occupancy, care and treatment occupancy, or retirement home regulated under the Retirement Homes Act. These occupancies accommodate individuals such as seniors or people requiring specialized care. However, it's important to note that not all vulnerable individuals live in vulnerable occupancies; for example, some seniors who are vulnerable due to physical limitations can live on their own or in subsidized housing, making them a key demographic to reach. Ontario Regulation 150/13: Fire Code, which amends Ontario Regulation 213/07: Fire Code, identifies vulnerable occupancies as care, care and treatment, and retirement homes. This includes hospitals, certain group homes, seniors’ residences, and long-term care facilities. The regulation requires the fire service to perform annual inspections, approve and witness fire drill scenarios, and file certain information regarding the occupancy with the OFM. A list of vulnerable occupancies is presented in Table 11. Table 11: Vulnerable Occupancies Property Name Occupancy Type Location Abbeylawn Manor Retirement Home 534 Rodd Avenue Amica Pickering Retirement Home 1450 Pickering Parkway Chartwell Pickering City Retirement Centre Retirement Home 1801 Valley Farm Road Christian Horizons Care Occupancy 4342 Sideline Road #2 Christian Horizons Care Occupancy 598 Finch Avenue Christian Horizons Care Occupancy 4346 Sideline Road #2 Christian Horizons Care Occupancy 800 Jacqueline Avenue Kennedy House Youth Services Inc. Care Occupancy 2245 Brock Road Kerry's Place Autism Services Care Occupancy 4752 Sideline 4 Livita Retirement Residence Retirement Home 1645 Pickering Parkway Orchard Villa Care and Treatment Occupancy 1955 Valley Farm Road Orchard Villa Retirement Residence Retirement Home 1955 Valley Farm Road Rene Goupil Jesuit Infirmary Care and Treatment Occupancy 2315 Liverpool Road Revera-Long Term Care (Bay Ridges) Care and Treatment Occupancy 900 Sandy Beach Road Stewart Homes Care Occupancy 1947 Glenview Road - 50 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 31 Property Name Occupancy Type Location Stewart Homes Care Occupancy 274 Davidson Street Stewart Homes Care Occupancy 1993 Guild Road Stewart Homes Care Occupancy 1995 Guild Road Stewart Homes Care Occupancy 1907 Valley Farm Road Stewart Homes Care Occupancy 333 Sheppard Avenue Viva Retirement Communities - Pickering Retirement Home 1880 Glengrove Road 3.8.2 Other High-Fire Life Safety Risk Occupancies From a risk perspective, it is valuable for a fire service to identify additional potential high fire life-safety risk considerations, such as day care facilities and schools. Children, due to their age and potential cognitive or physical limitations, may face challenges in self-evacuation during an emergency. For the purposes of this CRA, potential high life-safety risk occupancy considerations include schools and licensed day care facilities. It's important to note that many schools also offer before and after childcare services for children aged 4-12, as well as childcare centers for infants to preschool-aged children. Conducting pre-planning activities for all occupancies with vulnerable occupants is beneficial for fire services. These activities increase fire service personnel's familiarity with buildings of special interest and help reduce the risk faced by vulnerable individuals or vulnerable occupancies. Fire services can perform regularly scheduled fire safety inspections, approve and witness fire drill scenarios, provide public education on fire safety issues, conduct pre- planning exercises to increase familiarity with facilities, review fire safety plans for accuracy, encourage facility owners to update facilities as needed, provide staff training, and conduct fire drills. It's noted that the PFS includes vulnerable occupancies in their current pre- planning program . 3.9 Historic or Culturally Significant Buildings An understanding of the location of historic or culturally significant buildings or facilities is crucial in the building stock profile of a Community Risk Assessment. Such buildings or facilities may serve as keystone features to the community, providing a sense of heritage, place, and pride. They hold importance to the community and may act as tourism destinations, potentially impacting the local economy. However, historic areas can present a high fire risk due to their age, the materials used in their construction, and exposure cycles. To address these risks, strategies to enforce continued compliance with the OFC are considered best practices. This helps municipalities fulfill their legislative responsibilities and provides an effective fire protection program to address fuel load risks. - 51 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 32 The City of Pickering regulates numerous heritage properties through its municipal heritage register under the Ontario Heritage Act. This register includes properties designated for preservation under Section 29, Part IV, as well as those recognized by the Council for their cultural heritage significance under Section 27, Part IV. Properties listed under Section 27 require Council approval before demolition. Pickering has identified 15 properties designated under Section 29 and 102 under Section 27. Notable heritage buildings include Altona Mennonite Church & Cemetery, Phillips Residence, Thistle Ha’, Willson House, Greenwood Schoolhouse, and the Henry Major House. Pre-fire planning enhances fire department personnel's familiarity with these special buildings. Additionally, in 1993, a by-law was passed designating the Hamlet of Whitevale as a conservation district due to its remarkably preserved state since the late 19th century, emphasizing its status for preservation. The list of properties designated under Section 29 of the Ontario Heritage Act is detailed in Table 12. Map 3 on page 29 identifies the visual location of these heritage properties, many located in the northern rural section of the city. Table 12: Designated Heritage Properties Property Name Address Year of Construction Altona Mennonite Church & Cemetery 5475 Sideline 30 (Altona) 1852 Cleve Home House 1940 8th Concession 1958 Dillingham-Lamorie House 1636 Arathron Court 1850 Greenwood Schoolhouse 3540 Westney Road 1860 Henry Major House 940 Whitevale Road 1930’s Palmer-Voss House 2319 Wildwood Crescent 1950’s Phillips Residence 2595 6th Concession (Greenwood) 1850 Post Manor 1970 Brock Road 1841 The Nesbit-Newman House 560 Park Crescent 1850’s Thistle Ha’ 1860 Seventh Concession 1860 Thompson Residence 4810 Brock Road 1845-1855 Walter Percy House 2865 Sideline 16 1875-1885 William Brignall House 1200 Whitevale Road Unknown Wilson House 1505 Whitevale Road 1861 Woodruff-Mackenzie House 2935 Brock Road Unknown A fire department can help reduce the risk of fire within heritage properties through regularly scheduled fire safety inspections, enforcement of the Ontario Fire Code, regular review of fire safety plans for accuracy, and encouraging facility owners to upgrade facilities as needed. - 52 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 33 3.10 Building Stock Profile - Identified Risks and Key Findings Identified Risk / Key Finding Rationale Identified Risk Identified Risk Group C- Residential Occupancies represents 93.02% of the existing property stock and over the period from January 1, 2018- December 31, 2022, and were associated with 53% of the structure fire loss Identified Risk Data provided by the 2021 census indicates that 31.17% of the city’s residential building stock was built prior to the introduction of the 1981 OFC. Identified Risk There are several properties within Pickering that have a potentially high fuel load and therefore an increased high fire risk. Identified Risk The City of Pickering currently has 21 registered vulnerable occupancies. Identified Risk In addition to registered vulnerable occupancies the city has 17 elementary schools, and 47 registered daycares Identified Risk There are 15 Properties Designated Under Part IV, Section 29 of the Ontario Heritage Act and 102 under Section 27 and 102 under Section 27. Key Finding Key Finding Neighbourhoods of Lamoureaux, Brock-Taunton, Mount Pleasant, Wilson Meadows, Thompson’s Corner’s & Pickering Innovation Corridor that will make up the new Seaton Community are projected to have up to 61,000 residents by 2031 Key Finding In the Pickering City Centre 100% of the development proposals and 78% of the final approved developments in are classified as apartments Key Finding The Hamlet of Whitevale has been identified as a conservation district and has not changed significantly since the late 19th century therefore many structures were built prior to OBC and OFC requirements. PlCKt~JNG a ----------------------- - 53 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 34 SECTION 4 CRITICAL INFRASTRUCTURE PROFILE Critical infrastructure encompasses the systems, facilities, and assets that are vital for the smooth functioning of society and the economy. As outlined in O. Reg. 378/18, the critical infrastructure profile assessment involves analyzing the capabilities and limitations of various critical infrastructure components, including electrical distribution, water distribution, telecommunications, hospitals, and airports. The following section considers these critical infrastructure characteristics within the City of Pickering. 4.1 Critical Infrastructure in the City of Pickering Ontario’s Critical Infrastructure Assurance Program defines critical infrastructure (CI) as “interdependent, interactive, interconnected networks of institutions, services, systems and processes that meet vital human needs, sustain the economy, protect public health, safety and security, and maintain continuity of and confidence in government.”14 The program also sets out nine critical infrastructure sectors, namely: continuity of government, electricity, financial institutions, food and water, health, oil and natural gas, public safety and security, telecommunications and transportation networks. Infrastructure is a complex system of interconnected elements whereby failure of one could lead to the failure of others. The vulnerability of infrastructure is often connected to the degree to which one infrastructure component depends upon another. Therefore, it is critical that these elements be viewed in relation to one another and not in isolation. For the purposes of this CRA, Pickering-specific CI concerns are described in greater detail below. 4.1.1 Water Servicing & Infrastructure Pickering has a water supply system consisting of water storage and distribution, as well as numerous fire hydrants, mostly in the urban area of the city. There is one reservoir (Brock Zone 1 Reservoir) and 7 pumping stations. The Region of Durham is responsible for treating and disinfecting drinking water for the Region. Water supply is an essential component of firefighting and is accessible to the fire department through hydrant systems. A water supply shortage or damage to the distribution system could impede the fire department’s ability to use these systems. There are fire department considerations for areas without adequate water flow and supply (hydrants). The city is well-serviced in high-density areas; however, as the city continues to grow and expansion extends to rural areas such as Claremont, Greenwood, and Kinsale, and the community of Seaton expands (including Lamoreaux, Brock- Taunton, Mount Pleasant, Wilson Meadows, Thompsons Corners, and Innovation Corridor), the city will have to assess service to those areas. 14 Ministry of the Solicitor General. (2017). Critical Infrastructure. Retrieved from Emergency Management Ontario website - 54 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 35 Water supply is a critical infrastructure essential for firefighting. Having access to the city’s water delivery systems is crucial for service delivery. The city is serviced by a system of water mains maintained by the Region of Durham. The region has over 2600 kilometers of water mains and over 17,000 fire hydrants. The majority of the regional water (95%) is obtained from Lake Ontario, with the remainder sourced from underground wells and Lake Simcoe. 4.1.2 Stormwater & Sanitary Servicing & Infrastructure Stormwater facilities are designed to collect and manage runoff from rain and snowmelt, reducing the risk of flooding, erosion, and damage to property and infrastructure. Storm sewers are underground pipes that collect and transport stormwater runoff to nearby water bodies, such as rivers and lakes. Storm sewers prevent stormwater from flooding streets and buildings, and they help to control the water quality and quantity in natural water bodies. Stormwater services play a crucial role in managing and controlling the flow of stormwater runoff during rain events and mitigating the challenges and impacts related to flooding. This is especially relevant when considering the impacts of climate change. Pickering owns and maintains 20 stormwater facilities, ranging from small dry ponds to very large wet ponds and artificial wetlands. There are also many private facilities servicing commercial and industrial buildings. Most neighbourhoods built since the early 1980's have had some sort of ponds incorporated into them.15 Any disruption to the operation of stormwater facilities and storm sewers can have significant impacts on public safety, property, and the environment. For example, if storm sewers are not functioning correctly, they can cause flooding, property damage, and health hazards such as waterborne diseases. Therefore, they are considered critical infrastructure and need to be protected and maintained to ensure their proper functioning during extreme weather events. Sanitary sewers are underground pipes that transport wastewater from homes, businesses, and industries to treatment plants where the wastewater is treated and cleaned before being released into rivers or lakes. The proper functioning of sanitary sewers is critical for preventing the spread of diseases, protecting public health, and preserving the environment. Any disruption to the operation of sanitary sewers can have significant impacts on public health and the environment, making it essential to consider them as part of critical infrastructure. 15 City of Pickering Stormwater Management - 55 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 36 4.1.3 Transportation Infrastructure Transportation infrastructure includes highways, railways, airports, seaports, and public transit systems. Transportation infrastructure is critical infrastructure because it enables economic activity, public safety, social mobility, and environmental sustainability. Any disruption to the transportation infrastructure can have significant impacts on the functioning of municipalities and the economy, making it essential to protect and maintain it. The following section provides an overview of the city’s transportation infrastructure. Additional details on the transportation systems in the City of Pickering are provided in the Geographic Profile. 4.1.4 Roads & Highways As described in the Geographic Profile, the city is intersected by provincial highways 401, the 407 ETR and Highway 7. In addition to the Provincial highways, the city’s road network is comprised of local, collector, arterial (Regional) and rural roads. Major highways are of concern from the perspective of fire protection services due to the following factors: • Incidents involving hazardous materials transport • Motor vehicle collisions driving fire department and ambulance call volume • Multi-lane and vehicle collisions can obstruct lane access for responding apparatus • Traffic hazards (distracted drivers, high-speed movement) present safety considerations for responding crews. Approximately 2,464 emergency calls responded to between 2018 and 2022 pertain to motor-vehicle related incidents, this represents 95% of rescue calls and approximately 14% of all calls responded to by PFS during that period. 4.1.5 Rail The city is connected through an integrated transportation network that includes: CN Rail and CP rail for goods movement and GO Transit & Durham Region Transit for people movement. VIA rail is also proposing a high frequency rail line between Toronto and Quebec city with a proposal for a stop in Pickering. Rail lines and operations are of concern from the perspective of fire protection services due to the following factors: • Accidents involving transportation of hazardous cargo could result in release hazardous material requiring hazardous materials response • Potential for explosions, fires, and destabilization of surrounding structures • For passenger train derailments or collisions, passenger and rail employee extrication and technical rescue may be required • Difficulty accessing scene • Major incidents resulting in long term recovery could delay daily shipment of goods and services, with potential negative affects to local economy. - 56 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 37 4.1.6 Energy and Communications Infrastructure Energy infrastructure includes the systems, facilities, and assets that generate, transmit, and distribute electricity, oil, and gas within the city. Within the City of Pickering, Elexicon Energy is the local utility for electricity. Natural Gas is provided by Enbridge Gas. There is a nuclear power generation station in the city operated by Ontario Power Generation. Nuclear incidents are rare but can have extreme consequences. The Pickering Nuclear Generation Station plays a significant role in Ontario’s power supply. Energy and utility infrastructure is significant from the perspective of fire protection services for the following reasons: • the oil and natural gas subsector present operational hazards to first responders, including spills and personal injury, firefighter exposure to toxic or hazardous materials via inhalation, skin contact, and/or ingestion • There is potential for explosion and/or fire • Gas and oil supply could be limited across the city in the event of an emergency incident • Firefighter safety considerations when responding to a fire at an electrical substation (e.g. high voltage electrical hazards and the presence of chemical hazards that are used to cool electrical conductors) • Disruption to the electrical distribution system could disrupt emergency communication systems, or municipal power supply leading to a wide range of public health and safety concerns, requiring fire department assistance. Communications infrastructure is considered critical infrastructure because it provides the necessary connectivity and communication services for the functioning of day-to-day life and the overall economy. Communications infrastructure includes the systems, facilities, and assets that enable the transmission and reception of voice, data, and video communications. The combined energy and communications infrastructure within the City of Pickering, includes hydro lines, pipelines, transmission lines, communications fibre lines, and Wi-Fi hotspots. The most pertinent risk arising from these utilities relates to fallen hydro lines. Between 2018 and 2022 PFS responded to 195 calls for fallen hydro lines which is 24% of all public hazard calls. 4.1.7 Other Critical Infrastructure Considerations General considerations and concerns related to each CI sector as it pertains to the provision of fire protection services for other critical infrastructure sectors are included in Table 13. - 57 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 38 Table 13: Critical Infrastructure Overview Sector Identified Critical Infrastructure Issues / Concerns Finance Banking Institutions • A disruption to this sector may result in the inability to make transactions for things such as fuel and supplies, maintenance, utilities etc. • May create inability to pay workers • May result in compromised data and funds in reserves and allocated for payroll, purchasing, utility payment etc. • The city has 22 bank branches in the city Health Long-Term Care • Disrupting large numbers of people with mobility issues • Potential communication issues • Need for specialized medical equipment • There are 13 long-term care facilities in the city Outbreak/Illness • A major outbreak or illness can create unexpected shortages in the workforce • Reduced staffing can result in an inability to run an apparatus in a certain part of the city, as well as affect ambulance and police services for widespread illnesses • Illnesses and outbreaks can also increase medical calls in the region and have an increased cost in replenishing medical PPE Health Centres • There is no major hospital in the city, however four in nearby communities of Ajax, Markham, Uxbridge, and Scarborough • There are numerous privately owned and operated walk-in clinics and doctors’ offices in the city Food Food Supply and Demand • Food related infrastructure can include agriculture, major distribution centres or grocery stores, for example • Grocery stores and food distribution centres typically contain large amounts of ammonia used as a component of refrigeration systems • Fire responders should be aware of dangers related to an ammonia release and response protocols. - 58 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 39 Sector Identified Critical Infrastructure Issues / Concerns Safety Fire and Emergency Services • There are five fire stations located in the city • Frequent or extreme emergency events could increase demand for emergency response services affecting the response capacity of the fire department Government Municipal Government • Municipal government closed due to extreme weather, cyber-attack, health emergency, location, civil disruption causes disruption to decision making, financial support, declaration of emergencies etc. • Municipal services are often interconnected, therefore the failure of one may lead to the failure or damage to other services or loss of continuity of operations Manufacturing Supply Chain Disruption • Prolonged disruptions to supply chains can impact apparatus replacement due to manufacturing delays (resulting in them going over lifetime) • Supply disruptions also have an unforeseeable but potentially impactful financially impact on running apparatus, as well as the ability to obtain/replenish PPE Industrial Sites • According to the 2021 Statistics Canada Census, manufacturing in the City of Pickering accounts for 6.03% of local industry (see Economic Profile) Processing and other activities that involve various ignition sources often occur in these occupancies. Manufacturing facilities constitute a special fire hazard due to high levels of combustible, flammable or explosive content and the possible presence of oxidizing chemicals and gases - 59 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 40 4. 2 Critical Infrastructure - Identified Risks and Key Findings Identified Risk / Key Finding Rationale Identified Risk Identified Risk There were 2,464 emergency calls responded to between 2018 and 2022 pertain to motor-vehicle related incidents, this represents 95% of rescue calls and approximately 14% of all calls responded to by PFS during that period. Key Finding Key Finding The most pertinent risk arising from utilities relates to fallen hydro lines. Between 2018 and 2022 PFS responded to 195 calls for fallen hydro lines which is 24% of all public hazard calls. PlCKt~JNG a ----------------------- - 60 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 41 SECTION 5 DEMOGRAPHIC PROFILE As referenced in O. Reg. 378/18, the demographic profile assessment includes analysis of the composition of the community’s population, respecting matters relevant to the community such as: • Population size and dispersion • Age distribution • Gender distribution • Cultural background • Level of education • Socioeconomic make-up • Transient population The following sections consider these demographic characteristics within the City of Pickering. 5.1 Population and Dispersion Over a twenty-year period (2001-2021), the City of Pickering’s population has steadily increased. Simultaneously, the number of total private dwellings has increased from 2001 to 2021. Table 14 illustrates that the rate of increase for both the population and total private dwellings has increased most significantly over the past five years with a 13.3% increase in total population and an 8.1% increase between 2016 and 2021. Table 14: Historic Growth in Population and Households – City of Pickering Year Population % Change Total Private Dwellings % Change 2001 87,139 No Data 27,188 No Data 2006 87,838 0.8 29,044 6.83 2011 88,721 1.0 29,875 2.86 2016 91,771 3.4 31,630 5.87 2021 99,186 8.1 33,425 5.67 Table Source: 2021 Census, Statistics Canada16 16 Statistics Canada, 2021 Census of Population, Statistics Canada. 2023. Census Profile. 2021 Census. Statistics Canada Catalogue no. 98-316-X2021001. Ottawa. Released February 8 2023 - 61 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 42 Table 15 is a further analysis of population distribution amongst the core neighbourhoods in the city. Table 15: Population Growth in Settlement Areas – City of Pickering Neighbourhood Area (km2 ) Population Population Density (per km2 ) % Population Change from 2016 Number of Dwellings Liverpool No data 17,610 4,086 0.30 5,880 Amberlea 4.31 14,935 3,465 -0.50 4,660 Brock Ridge 2.96 8,655 2,008 10.90 2,405 Bay Ridges 3.84 8,550 1,984 13.80 3,670 West Shore 3.68 6,790 1,575 8.00 2,455 Highbush 2.14 6,765 1,570 1.30 2,070 Village East 1.82 5,065 1,175 -1.60 1,830 City Centre 1.78 4,895 1,136 4 4,940 Duffin Heights 5.23 4,500 1,044 30.40 1,365 Dunbarton 1.62 3,275 760 8.40 960 Rougemount 1.84 3,275 760 -1.80 1,080 Lamoreaux 6.3 3,105 720 No date 980 Rosebank 2.16 2,900 673 -5.20 950 Woodlands 1.49 2,860 664 10.60 930 Rouge Park 1.66 1,230 285 41.40 180 Brock Industrial 7.85 0 0 0 0 Table Source: City of Pickering, adapted from individual Neighbourhood Profiles, October 2023 5.1.1 Population Age Identifying a community’s population by age category is a core component of developing the CRA and identifying specific measures to mitigate risks associated with a specific age group, such as seniors. The 2021 Census identifies a total population of 99,190 for the City of Pickering. The age distributions of the city’s population and Ontario’s population are compared in Table 16. - 62 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 43 Table 16: Population by Age Group – City of Pickering and Ontario Age Pickering Population Pickering % Ontario Population Ontario % 0 to 4 years 5,275 5.32 683,515 4.81 5 to 9 years 5,510 5.56 764,430 5.37 10 to 14 years 5,615 5.66 803,850 5.65 15 to 19 years 5,915 5.96 801,455 5.63 20 to 24 years 6,275 6.33 895,600 6.30 25 to 29 years 6,430 6.48 975,400 6.86 30 to 34 years 6,820 6.88 981,210 6.90 35 to 39 years 6,955 7.01 948,030 6.67 40 to 44 years 6,235 6.29 890,160 6.26 45 to 49 years 6,100 6.15 894,580 6.29 50 to 54 years 6,750 6.81 941,270 6.62 55 to 59 years 7,885 7.95 1,040,160 7.31 60 to 64 years 6,985 7.04 966,575 6.80 65 to 69 years 5,535 5.58 813,215 5.72 70 to 74 years 4,395 4.43 691,280 4.86 75 to 79 years 2,785 2.81 469,485 3.30 80 to 84 years 1,865 1.88 325,110 2.29 85 to 89 years 1,150 1.16 205,480 1.44 90 to 94 years 555 0.56 101,430 0.71 95 to 99 years 135 0.14 28,000 0.20 100 + 20 0.02 3,705 0.03 Total 99,190 100.01 14,223,940 100.00 Median Age of the Population 40.8 - 42.0 - Population aged 14 and under 16,405 16.54% 2,251,795 15.83% Population aged 65 and over 16,435 16.57% 2,637,710 18.54% Population aged 55 to 64 14,870 14.99% 2,006,735 14.11% * Note: Due to rounding totals may not reflect individual counts Table Source: 2021 Census, Statistics Canada17 17 Ibid. - 63 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 44 The youngest demographic (those 14 years of age and under) represents 16.54% of the city’s total population, which is slightly higher in comparison to the province (15.8%). While at a lower risk of fatality in residential occupancies overall when compared to seniors or adults, youth (aged 14 years and under) represent an important demographic for the purposes of public education. As a result, there is value in targeting public education and prevention programs to this demographic. Structured education programs consistently provided to children and youth can help to engrain fire and life safety awareness and knowledge into future generations. The percentage of the population aged 65 years and older in Pickering represents 16.57% of the total population, which is 1.93% lower than the province (18.5%). An additional 14.99% of the city’s population falls between the age group of 55 and 64, who are aging towards the seniors' demographic of 65 years of age and older. Based on historic residential fire fatality data, this population will become seniors who will be at greater risk. These demographic trends are important considerations for the development of informed targeted public education programs and risk reduction strategies within the community. A community’s population by age is an important factor in identifying specific measures to mitigate risks associated with a specific age group, such as seniors. Canada’s aging population has been recognized as one of the most significant demographic trends. According to Statistics Canada, from 2016 to 2021, Canada experienced a large increase in the proportion of seniors since Confederation due to the baby boomer generation reaching the age of 65. There are more Canadians over the age of 65 (19.0% of the population) than there are children aged 14 years and younger (16.3%). Seniors (those 65 years and over) are considered to represent one of the highest fire risk groups across the province based on residential fire death rate (fire deaths per million of population). Figure 5 illustrates the number of fire deaths in Ontario through 2020. Seniors are identified at an increased risk of fatality in residential occupancies when compared to other age groups. Map 4 shows the distribution and density of the 65 plus population in the city. The downtown core area has the highest density and is consistent with the location of vulnerable occupancies in the same area. - 64 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 45 Map 4: Percentage of Population Ages 65 and Over --O't;./--pJ(KERJNG Scale: 1 :95,000 Date: MAY 2024 a Pickering Fire Services Percentage of Population Aged 65 and Over Map 0 2 4 6 8 KM -FIRST NATION CITY OF PICKERING MUNICIPAL BOUNDARY UPPER AND DISTRICT MUNICIPAL BOUNDARY LOVvER AND SINGLE PROTECTED AREA/PAAK © BEHR INTEGRATED SOLUTIONS INC. All Rights Reserved. Not to be copied in whole or in part LESS GREATER 0 FIRE STATION LOCATION f:i AIRPORT ACCESS ROAD HIGHWAY ~ RAILWAY -WATERWAY/ WATERBODY - 65 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 46 Figure 5: 2011-2020 Residential Fire Death Rate by Age of Victim 2011-2020 Residential Fire Death Rate by Age Figure Source: Adapted based on OFM reported residential fatal fires18 18 Office of the Fire Marshal and Emergency Management (revised 2018, November), Ontario Residential Fatal Fires, Retrieved from the Ministry of the solicitor General Website C: O 18 :;::; ~ 16 g-14 a. 12 C: .Q 10 ~ 8 I,... ~ 6 ~ 4 +-' ro 2 (1J 0 0 (1J I,... u::: .. • • • • • • • ".--.---.--~-.::---=~-----.....~--------.:~ 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 ~0-15 ~16-64 ~65+ - 66 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 47 5.1.2 Population Age by Neighbourhood A further analysis of population age by neighborhood suggests that Duffin Heights and Lamoreaux have a greater proportion of the population aged 14 and under, while the City Centre, Rougemount, and West Shore have a greater portion over 65. Table 17 and Table 18 illustrate the distribution by neighbourhood. Table 17: Population Ages 0-14 by Neighbourhood Neighbourhood % of Population Aged 0-14 Duffin Heights 29 Lamoreaux 28 Brock Ridge 18 Dunbarton 18 Highbush 18 Rosebank 18 Rouge Park 18 Amberlea 17 Woodlands 17 Liverpool 16 Village East 16 Rougemount 15 West Shore 15 Bay Ridges 14 City Centre 12 Brock Industrial 0 Table Source: City of Pickering, Neighbourhood Profiles19 19 City of Pickering, Adapted from individual neighbourhood profiles October 2023. Retrieved from the City of Pickering Website through Open Data - 67 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 48 Table 18: Population Age 65 and Over by Neighbourhood Neighbourhood % Population Aged 65+ City Centre 35 Rougemount 20 West Shore 20 Bay Ridges 18 Liverpool 17 Brock Ridge 15 Dunbarton 15 Rosebank 15 Woodlands 15 Village East 15 Highbush 12 Amberlea 11 Rouge Park 7 Lamoreaux 5 Duffin Heights 4 Brock Industrial 0 Table Source: City of Pickering, Neighbourhood Profiles20 5.2 Gender NFPA 1730: Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education Operations (2019 Edition) integrates gender considerations into Community Risk Assessments, as historical data indicates that males are more susceptible to fire-related injuries or fatalities. In the City of Pickering, Table 19 details the gender distribution by age, revealing that males comprise 48.49% and females 51.51% of the population. This closely aligns with the provincial gender ratio of 49% men and 51% women. Minor deviations occur within specific age groups, notably among individuals aged 65 and over, where the gender gap widens to 8.98% (45.51% men versus 54.49% women). This pattern persists as age cohorts increase, with the 85 years and over group displaying a 27.22% gap. These trends reflect provincial statistics. Consequently, it is not anticipated that public education programs in Pickering would require adjustment based on gender. However, gender ratios could have a more significant impact on public education programming in communities with unique demographics, such as those experiencing transient populations due to employment. 20 Ibid. - 68 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 49 Table 19: Gender Distribution by Age Group Age Group Total Population Male % Female % 0 to 4 years 5,275 2,625 2.65 2,650 2.67 5 to 9 years 5,510 2,780 2.80 2,735 2.76 10 to 14 years 5,615 2,870 2.89 2,740 2.76 15 to 19 years 5,915 3,025 3.05 2,895 2.92 20 to 24 years 6,275 3,245 3.27 3,025 3.05 25 to 29 years 6,430 3,340 3.37 3,090 3.12 30 to 34 years 6,820 3,365 3.39 3,450 3.48 35 to 39 years 6,955 3,305 3.33 3,650 3.68 40 to 44 years 6,235 2,950 2.97 3,280 3.31 45 to 49 years 6,100 2,910 2.93 3,190 3.22 50 to 54 years 6,750 3,125 3.15 3,620 3.65 55 to 59 years 7,885 3,725 3.76 4,160 4.19 60 to 64 years 6,985 3,345 3.37 3,645 3.67 65 to 69 years 5,535 2,615 2.64 2,920 2.94 70 to 74 years 4,395 2,080 2.10 2,315 2.33 75 to 79 years 2,785 1,295 1.31 1,490 1.50 80 to 84 years 1,865 810 0.82 1,055 1.06 85 to 89 years 1,150 440 0.44 710 0.72 90 to 94 years 555 195 0.20 360 0.36 95 to 99 years 135 40 0.04 95 0.10 100 + 20 0 0.00 15 0.02 Total 99,190 48,085 48.48 51,090 51.51 * Note due to rounding totals may not reflect individual counts Table Source: 2021 Census, Statistics Canada21 5.3 Socioeconomic Circumstances The socioeconomic circumstances of a community significantly influence fire risk, reflecting individuals' economic and social standing, measured through various indicators such as labor force status, educational attainment, income, household tenure, occupancy, suitability, and cost. 21 Statistics Canada, 2021 Census of Population, Statistics Canada. 2023. Census Profile. 2021 Census. Statistics Canada Catalogue no. 98-316-X2021001. Ottawa. Released February 8 2023 -O't;./-pJ(KERJNG a - 69 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 50 These factors intersect in multiple ways, directly and indirectly affecting fire risk. For instance, the OFM’s Fire Risk Sub-Model illustrates the relationship between income and fire risk. Households with lower disposable income may be less likely to invest in fire safety products like smoke alarms or fire extinguishers, heightening their vulnerability to fire incidents. Additionally, households below the poverty line may have more occupants per bedroom or unsupervised children, impacting both the likelihood and severity of fire events. While the intricate connections between socioeconomic circumstances and fire risk are not fully understood, this CRA seeks to explore these factors. The analysis considers high-level factors drawn from Statistics Canada data, including income decile group and median household income, and visualizes them spatially throughout this section. Factors that are highlighted in this section include: • Labour force status • Immigrant status • Educational attainment • Household tenure, occupancy, suitability, and cost 5.3.1 Labour Force Status Those facing economic hardships, including low-income families, the homeless, and individuals living alone, often experience heightened fire risk. The OFM’s Fire Risk Sub-Model references several reports indicating a correlation between income levels and fire risk, highlighting various factors: • Low-income neighborhoods often have higher numbers of vacant buildings, attracting homeless individuals who engage in risky behaviors like careless smoking, drinking, and unsafe heating practices. • Building owners in these areas may struggle to afford repairs to essential systems such as electrical, mechanical, and suppression, increasing the risk of fires due to improper maintenance. • Households with lower disposable income may be unable to afford fire safety products like smoke alarms, fire extinguishers, and ignition-resistant furniture, further elevating their vulnerability. • Utility shut-offs due to non-payment are more common in low-income households, leading to increased risks related to unsafe heating, lighting, and cooking practices. • The 1981 report, “Fire-Cause Patterns for Different Socioeconomic Neighborhoods in Toledo, Ohio” determined that the incendiary fire rate in low-income neighbourhoods is 14.4 times higher compared to areas with the highest median income. Further, fires caused by smoking and unsupervised children occurred at rates 8.5 and 14.2 times higher, respectively. • Single-parent families, facing economic challenges with only one income, may have fewer resources for childcare, increasing the likelihood of fires caused by unsupervised children. - 70 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 51 • Studies have shown an inverse relationship between income and smoking rates, with lower-income individuals more likely to smoke. In Canada, findings by the Centre for Chronic Disease Prevention and Control through the National Population Health Survey established that there were nearly twice as many smokers in the lowest income group when compared against the highest (38% vs. 21% respectively). • Individuals with low education and literacy levels may struggle to understand fire safety messages, warning labels, and instruction manuals.22 Labour force status serves as a potential indicator of income levels, directly impacting fire risk. The participation rate, indicating the proportion of residents in the labor force, alongside unemployment rates, can help gauge income levels and associated fire risk (e.g. lower participation rate and higher unemployment could mean lower income, higher fire risk). Table 20 below illustrates the labor force status in the City of Pickering, showing a higher participation rate compared to the provincial average (65.34% versus 62.80%). Table 20: Labour Force Status - City of Pickering & Ontario Status South Glengarry Population Ontario Population In the Labour Force* 53,705 7,399,200 Employed 46,795 6,492,895 Unemployed 6,910 906,310 Not in the Labour Force 28,490 4,383,620 Total 28,490 11,782,820 Participation Rate 65.34% 62.80% Employment Rate 56.90% 55.10% Unemployment Rate 12.90% 12.25% *Total - Population aged 15 years and over by labour force status Table Source: 2021 Census, Statistics Canada23 *The Category “In the Labour Force” is a subtotal of employed and unemployed 5.3.2 Educational Attainment The relationship between educational attainment and income is complex. Statistics Canada's analysis reveals that high-income Canadians are generally more likely to have higher levels of education. Around two-thirds (67.1%) of the top 1% of earners had attained a university degree, compared to only 20.9% of all Canadians aged 15 and over. 22 Minister of the Solicitor General (Modified 2016 February) Comprehensive Fire Safety Effectiveness Model: Fire Risk Sub-Model. Retrieved from Ministry of the Solicitor General Website 23 Statistics Canada, 2021 Census of Population, Statistics Canada. 2023. Census Profile. 2021 Census. Statistics Canada Catalogue no. 98-316-X2021001. Ottawa. Released February 8 2023 - 71 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 52 For the purposes of this Community Risk Assessment, it is assumed that higher education correlates with greater disposable income and, consequently, a lower fire risk. Additionally, households with higher disposable income are presumed to be more inclined to invest in fire safety products such as fire extinguishers and smoke alarms, thereby reducing the fire risk. Table 21 illustrates the educational attainment for the City of Pickering and the Province of Ontario. According to the 2021 Census, 59.92% of Pickering residents hold a postsecondary certificate, diploma, or degree, which is approximately 2.39% higher than the province average. Table 21: Educational Attainment – City of Pickering and Ontario Educational Attainment City of Pickering Population City of Pickering % Ontario Population Ontario % No Certificate / Diploma / Degree 9,500 11.56 1,799,890 15.28 High School Diploma or Equivalent 23,440 28.52 3,204,170 27.19 Postsecondary Certificate; Diploma or Degree 49,250 59.92 6,778,765 57.53 Total 82,190 100.00 11,782,825 100.00 Table Source: 2021 Census, Statistics Canada24 5.3.3 Median Income According to the 2021 Census, the median total income of households in the city in 2020 was $102,000, surpassing the provincial median total income per household by $22,500. Similarly, the median income per individual in the city exceeds the provincial median individual income by $5,200. Table 22 compares both individual and household median income between Pickering and the province. Table 22: Median Income of the City of Pickering and Ontario Geography Median Income Individual Median Income Household City of Pickering $43,200 $102,000 Ontario $38,000 $79,500 % Difference 12.81% 24.79% Table Source: 2021 Census, Statistics Canada25 24 Statistics Canada, 2021 Census of Population, Statistics Canada. 2023. Census Profile. 2021 Census. Statistics Canada Catalogue no. 98-316-X2021001. Ottawa. Released February 8 2023 25 Ibid. - 72 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 53 5.3.3.1 Income Decile Groups Income can also be viewed through the lens of income decile groups. As stated by Statistics Canada, a “decile group provides a rough ranking of the economic situation of a person based on his or her relative position in the Canadian distribution of the adjusted after-tax income of economic families”.26 Economic family income decile group for the population in private households in the city is presented in Table 23. The city has a lower portion of the population that falls within the bottom distribution of income (34.62%) decile groups when compared to the province (46.44%). These statistics may be suggestive of a lower fire risk. Table 23: Economic Family Income Decile Group for the Population in Private Households – City of Pickering and Ontario Decile Group Pickering Population Pickering % Ontario Population Ontario % In the bottom half of the distribution 34,130 34.62 6,516,085 46.44 In the top half of the distribution 64,450 65.38 7,515,670 53.56 Total 98,580 100.00 14,031,755 100.00 Table Source: 2021 Census, Statistics Canada27 5.3.4 Housing Tenure Housing tenure reflects socioeconomic status, where a low rate of home ownership may indicate lower incomes in the community and potentially a higher overall fire risk. As shown in Table 24, the city has a higher proportion of dwellings that are owned compared to rented, with 85.16% owned in Pickering versus 68.53% in the province. Table 24: Household Tenure – City of Pickering and Ontario Household Tenure Pickering Pickering % Ontario Ontario % Owner 28,470 85.16 3,755,720 68.53 Renter 4,960 14.84 1,724,970 31.47 Total 33,430 100.00 5,480,690 100.00 Table Source: 2021 Census, Statistics Canada28 26 Ibid. 27 Ibid. 28 Ibid. - 73 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 54 5.3.4.1 Occupancy A higher proportion of multiple persons per household can lead to increased fire risk and potential loss. As shown in Table 25, the city has a higher proportion of households with two or more occupants (82.83%) compared to the provincial rate (73.54%). Table 25: Household Occupancy Household Occupancy Pickering Total Pickering % Ontario Total Ontario % 1 Person 5,740 17.17 1,452,540 26.45 2 Persons 9,715 29.07 1,798,040 32.74 3 Persons 6,445 19.28 872,480 15.89 4 Persons 6,805 20.36 825,445 15.03 5 Persons or more 4,720 14.12 542,700 9.88 Total 2,33,425 100.00 5,491,205 100.00 Table Source: 2021 Census, Statistics Canada29 5.3.4.2 Suitability The 2021 Census provides data on housing suitability, which refers to whether a private household is considered suitable accommodation according to the National Occupancy Standard. Suitable accommodations are defined by whether the dwelling has enough bedrooms based on the ages and relationships among household members. As shown in Table 26, only 5.31% of the city’s housing was deemed unsuitable, compared to 6.72% for the province. From the perspective of housing suitability, the city has a lower fire risk than the province. Table 26: Household Suitability – City of Pickering and Ontario Housing Suitability Pickering Pickering % Ontario Ontario % Suitable 31,650 94.69 5,122,185 93.28 Not suitable 1,775 5.31 369,015 6.72 Table Source: 2021 Census, Statistics Canada30 29 Ibid. 30 Ibid. - 74 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 55 5.3.4.3 Housing Costs The cost of shelter may also be indicative of the amount of disposable income within a household. Households with less disposable income have fewer funds to purchase household fire life safety items, resulting in a higher risk. As demonstrated in Table 27, in the city, 24.14% of households spend 30% or more of the household total income on shelter costs. This is approximately the same as the province, where 24.23% of households spend 30% or more of their income on shelter costs. Looking closer at shelter costs (Table 28), the median value of dwellings in the city is $880,000, which is $100,000 higher than the provincial median. The city also has higher median monthly shelter costs for rented dwellings than the province. Table 27: Shelter Costs – City of Pickering and Ontario Shelter Costs Pickering Pickering % Ontario Ontario % Spending less than 30% of household total income on shelter costs 25,240 75.86 4,103,320 75.77 Spending 30% or more of household total income on shelter costs 8,030 24.14 1,312,095 24.23 Total 33,270 100.00 5,415,415 100.00 Table Source: 2021 Census, Statistics Canada31 Table 28: Median Costs – City of Pickering and Ontario - 2021 Census, Statistics Canada Median Costs Pickering Ontario Median value of dwellings $880,000 $700,000 Median monthly shelter costs for owned dwellings $1,980 $1,440 Median monthly shelter costs for rented dwellings $1,720 $1,300 Table Source: 2021 Census, Statistics Canada32 31 Ibid. 32 Ibid. - 75 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 56 5. 4 Cultural Background, Language Considerations Cultural background and language considerations can be factors for fire service providers to consider in developing and delivering programs related to fire prevention and public education. Communication barriers, in terms of language and the ability to read written material, may have an impact on the success of these programs. There may also be familiarity challenges related to fire safety standards within newcomer populations. A high proportion of immigrants could demonstrate a large population that has a potential for unfamiliarity with local fire life safety practices and/or may experience possible language barriers. Table 29 summarizes the immigration status of Pickering’s population. The city has a higher proportion of newcomers (35.30%) when compared to Ontario (29.98%). Table 29: Immigration Status – City of Pickering and Ontario Immigration Status Pickering Pickering % Ontario Population Ontario % Non-immigrants 61,835 62.73 9,437,320 67.26 Immigrants 35,780 36.30 4,206,585 29.98 Before 1980 8,955 25.03 860,305 20.45 1980 to 1990 4,805 13.43 506,195 12.03 1991 to 2000 8,480 23.70 852,765 20.27 2001 to 2010 7,830 21.88 941,630 22.38 2011 to 2015 2,895 8.09 461,010 10.96 2016 to 2021 2,815 7.87 584,680 13.90 Non-permanent residents 965 0.98 387,850 2.76 Total 98,580 100.00 14,031,755 100.00 Table Source: 2021 Census, Statistics Canada33 Knowledge of official languages based on the 2021 Census is included in Table 30 for the City of Pickering and Ontario. As illustrated below, 91.39% of the population in the city have knowledge of English only, 7.22% possess knowledge of both English and French, 0.06% have no knowledge of English or French, and 60 people speak French only. Additional research into language by “mother tongue” indicates that some of the top non official languages spoken in Pickering include Urdu, Tamil, Tagalog, Arabic, Spanish, Italian and Gujarati. The potential for communication barriers should be considered and monitored, especially as the city continues to grow in the future. 33 Ibid. PlCKt~JNG a ------------------------ - 76 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 57 Table 30: Knowledge of Official Language – City of Pickering and Ontario Language Pickering Total Pickering % Ontario Total Ontario % English Only 90,255 91.39 12,196,575 86.50 French Only 60 0.06 39,310 0.28 English and French 7,130 7.22 1,519,365 10.78 Neither English nor French 1,315 1.33 344,545 2.44 Total (non-institutional) 98,760 100.00 14,099,795 100.00 Table Source: 2021 Census, Statistics Canada34 5.5 Transient Populations and Commuting Ontario Regulation 378/18 requires the consideration of “transient populations”. This refers to the concept of population shift where the population within a community can shift at various times during the day or week or throughout the year. Population shift can be a result of several factors including employment, tourism, and education. In some municipalities, residents regularly leave the community for employment. This can contribute to increased traffic resulting in an increase in the number of motor vehicle collision calls. Other communities may be major tourist and vacation destinations resulting in large population shifts related to seasonal availability of tourism activities. This can result in an increased risk due to overnight tourism accommodation (sleeping) which can impact the demand for fire protection services. Educational institutions can attract a transient student population who commute to school daily or reside in dormitories or student housing on a seasonal basis. Student accommodations and short-term rental units present unique fire safety issues that may be attributed to the conversion of houses into boarding houses or rooming house type accommodations that do not conform to the OFC or OBC. These properties are not always known to the fire department, posing a challenge for fire prevention division staff responsible for fire code enforcement. 5.5.1 Commuters Populations Commuter populations represent a significant portion of Pickering’s labour force. Table 31 shows the commuting destination trends for the residents of Pickering based on 2021 Census data. Only 13.51% of the city’s labour force commutes to a different census subdivision within the census division of residence. Nearly 60% of the population commutes to a different census division within the province. This is 35.35% more than that of the provincial commuters (23.50%). This is a significant statistic as it may impact the demand for fire protection services. These figures are important from a fire suppression standpoint as large numbers of people commuting in and out of the city could increase the number of vehicle collision calls to which the fire service responds. 34 Ibid. -O't;./-pJ(KERJNG a - 77 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 58 Table 31: Commuting Destinations – City of Pickering Commuting Destination Population % Commute within census subdivision (CSD) of residence 6,485 26.58 Commute to a different CSD within Census Division (CD) of residence 3,295 13.51 Commute to a different CSD and CD within province or territory of residence 14,595 59.83 Commute to a different province or territory 20 0.08 Total 24,395 100.00 *Commuting destination for the employed labour force aged 15 years and over in private households with a usual place of work - 25% sample data Table Source: 2021 Census, Statistics Canada35 When attempting to understand peak commuter times in and out of the city, Table 32 suggests that a large proportion (44.65%) of the labour force begins their commute between the hours of 7 and 9 AM, and therefore the risk of Motor Vehicle Collision (MVC) calls is likely to be greatest during this time. Table 32: Time of Commute to Work Time Leaving for Work Population % Between 5 AM and 5:59 AM 2,450 8.20 Between 6 AM and 6:59 AM 5,020 16.81 Between 7 AM and 7:59 AM 7,030 23.54 Between 8 AM and 8:59 AM 6,305 21.11 Between 9 AM and 11:59 AM 4,420 14.80 Between 12 PM and 4:59 AM 4,640 15.54 Total 29,865 100.00 Total time leaving for work for the employed labour force aged 15 years and over with a usual place of work or no fixed workplace address - 25% sample data Table Source: 2021 Census, Statistics Canada36 35 Ibid. 36 Ibid. - 78 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 59 5.5.2 Tourism An increase in tourism can result in an increased risk due to overnight tourism accommodation which can impact the demand for fire protection services. There are several city-hosted events each year and attractions that draw residents and non-residents to the City of Pickering. Annual festivals and events include, but are not limited to: • Dragon Boat Festival • D-Day Parade • Canada Day • Fall Festival • Petapolooza • Artfest • Rotary Ribfest • Pickering Casino Resort Hotel • Pickering Porsche Experience Centre 5.5.3 Indigenous Population The proportion of the Indigenous population in the City of Pickering (1.08%) is lower than in Ontario (2.90%). The majority of the Indigenous population reported a single Indigenous identity, either First Nations, Métis, or Inuk (Inuit). Of the Indigenous population in Pickering, 48.55% (450) were First Nations people, 50.70% (540) were Métis, and 1.41% (15) were Inuit. These populations should be monitored as new Census data becomes available for consideration when planning public education programs and materials. Table 33 provides insights into the Indigenous population within the City of Pickering and the province. Table 33: Indigenous Population – City of Pickering and Ontario Indigenous Identity Pickering Total Pickering % Ontario Total Ontario % Indigenous Identity 1,065 1.08 406,585 2.90 Single Indigenous Responses 1,010 94.84 389,955 95.91 First Nations 450 44.55 251,030 64.37 Métis 540 53.47 134,615 34.52 Inuk (Inuit) 15 1.49 4,310 1.11 Multiple Indigenous Responses 25 2.35 7,115 1.75 Indigenous Responses not specifically listed above 30 2.82 9,515 2.34 Non-Indigenous Identity 97,515 98.92 13,625,165 97.10 Total 98,580 100.00 14,031,750 100.00 Registered or Treaty Indian 245 0.25 172,535 1.23 Not a Registered or Treaty Indian 98,335 99.75 13,859,215 98.77 Table Source: 2021 Census, Statistics Canada37 37 Ibid. - 79 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 60 5. 6 Demographic Profile - Identified Risks and Key Findings Identified Risk / Key Finding Rationale Identified Risk Identified Risk The percentage of the population aged 65 years and older in Pickering represents 16.57% of the total population. An additional 14.99% of the city’s population falls between the age group of 55 and 64, who are aging towards the senior’s demographic of 65 years of age and older. Identified Risk The number of seniors aged 65+ is 18% higher than the city average in the City Centre due to higher density VO’s and age in place residences. Identified Risk The city has higher proportion of newcomers (35.30%) when compared to Ontario (29.98%) Identified Risk Nearly 60% of the population commutes to a different census division within the province. This is 35.35% more than that of the provincial commuters (23.50%). Key Finding Key Finding The 2021 Census data indicates that children aged 14 and under represent 22.4% of the city’s total population. This represents an important demographic for the purposes of public education. There is value in targeting public education and prevention programs to this demographic. Key Finding The number of children aged 14 and under is 6.6% higher than the city average in Duffin Heights. Key Finding The City Centre, Rougemount and West Shore have the greater proportion of population over 65. Key Finding Language by “mother tongue” indicates that some of the top non official languages spoken in Pickering include Urdu, Tamil, Tagalog, Arabic, Spanish, Italian and Gujarati. The potential for communication barriers should be considered and monitored, especially as the city continues to grow in the future. Key Finding The majority of the Indigenous population reported a single Indigenous identity either First Nations, Métis, or Inuk (Inuit). Of the Indigenous population in Pickering, 48.55% (450) were First Nations people, 50.70% (540) were Métis, and 1.41% (15) were Inuit. These populations should be monitored as new Census data becomes available for consideration when planning public education programs and materials. PlCKt~JNG a ----------------------- - 80 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 61 SECTION 6 HAZARD PROFILE 6.1 Hazard Identification and Risk Assessment (HIRA) The hazard profile assessment includes analysis of the hazards within the community, including natural hazards, hazards caused by humans, and technological hazards to which a fire service may be expected to respond, and that may have a significant impact on the community. This section considers these hazards within the City of Pickering. A hazard is defined as a phenomenon, substance, human activity, or condition that may cause loss of life, injury or other health impacts, property damage, loss of livelihoods and services, social and economic disruption, or environmental damage. Hazards can be natural, human-caused, or technological. A Hazard Identification and Risk Assessment (HIRA) is a comprehensive process to assess risks based on potential consequences and frequencies. The outcome of the HIRA assists municipalities in prioritizing risks based on their likelihood and potential to cause an emergency. Appropriate measures can then be taken to mitigate, prepare for, and respond to the risks that pose the greatest threat, to reduce future losses. Under the Local Authority Emergency Management Regulation 203/2018, municipalities are required to have an emergency plan that must include a ‘hazard and risk assessment’. The regulation does not specify which standard must be used; however, the use of a formal HIRA process is encouraged. 6.1.1 City of Pickering Community Emergency Management Program Risk Assessment A CRA provides an opportunity to review the results of a Community Emergency Management Program (CEMP) risk assessment and understand the impact of identified hazards on fire services. For this CRA, a "fire protection services" perspective will be applied to the top hazards identified. As part of the risk assessment conducted by the city in 2023, hazards were assigned a risk score and ranked from extreme to very low based on their probability and consequences. The following top hazards were identified (some hazards were grouped based on similar risks): • Fire/explosion • Cyber attack • Roadway/highway emergency • Winter weather • Extreme temperatures/seasonal storms • Oil or natural gas release • Infectious disease • Active threat - 81 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 62 • Rail, light rail To better understand the risks of hazards as they pertain to fire protection services, the top hazards have been assessed to identify possible impacts on fire protection services. Many of the potential impacts are not unique to a jurisdiction. The results of this review are presented in Table 34. Table 34: Impacts of Hazards on Fire Protection Services Hazard Possible Impact Fire/explosion Overall Impact (from CEMP) Threat of exposure fire to homes and businesses. Large-scale evacuations may be possible, with many people displaced. Evacuations with little notice may occur. Potential for damages and loss. Damage to the environment. Many industrial properties in the city. Fire Services May require mutual aid support. May not be equipped (with enough people or apparatus) to extinguish fire as it expands. May require specialized resources. Cyber Attack Overall Impact (from CEMP) Privacy/data breach of public and/or municipality ility to perform administrative functions. . Inab Fire Services Breaches to major infrastructure could result in injury or fatalities. Breaches to databases could impede dispatch, record keeping and investigations. Breaches could result in financial loss. Roadway/ highway emergency Overall Impact (from HIRA) Threat to life safety. Impact to road network, downed power lines and vehicular fires. Fire Services Pose secondary threat to responders of fire or explosion. Delayed response in accessing scene. May require support for high number of injuries/fatalities and/or rescues. Winter weather Overall Impact (from CEMP) Above ground power lines could be impacted along with road treatments, debris clearing, salt gravel or other road treatment supplies. Increase in call volume due to vehicular incidents, rescues. Fire Services Depending on the severity of the debris on roads and downed power lines, access to various sections of the road network could be limited to fire service response delaying emergency response times. Interruptions to communication towers could impact fire service communications. - 82 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 63 Hazard Possible Impact Extreme temperatures/ seasonal storms Overall Impact (from HIRA) Above ground power lines could impact buildings or roads and winds could take down communication towers. Life safety risk, in particular to vulnerable population. Fire Services Depending on the severity of the debris on roads and downed power lines, access to various sections of the road network could be limited to fire service response delaying emergency response times. Interruptions to communication towers could impact fire service communications. Oil or gas release Overall Impact (from HIRA) Serious injury or fatality. Possible secondary emergencies such as fire or explosion when chemicals mixed with air, water, or other agents. Could require small- or large-scale evacuation of homes, businesses, school etc. Fire Services Depending on the severity and type of release, could pose secondary risk to firefighters on-scene. Must have proper knowledge of chemical release. May not be able to access the scene until proper back-up arrives or have proper information. Infectious disease Overall Impact (from CEMP) Medically vulnerable persons are at risk. Increased use of non-recyclable PPE for staff. Critical infrastructure must be maintained with planning for staffing and acquisition of critical supplies. Fire Services Epidemic or pandemic breakout can present significant challenges to first responders causing potential fire service workplace absenteeism, and an increased demand for medical response and supplies as was illustrated during COVID 19. Fire services currently take on a large number of medical calls. PPE was severely limited and supply chain issues for all equipment impacted operations. In many cases planned programming related to inspections and public education had to be delayed or modified. Active threat Overall Impact (from HIRA) Threat to life safety, may require evacuation/shelter in place of large population. Fire Services Requires coordination with police services. Threat to life safety of responders. Rail, light rail Overall Impact (from HIRA) Threat to life safety, may require evacuation. Impact to road network and environment. Fire Services Pose secondary threat of fire or explosion to responders. Requires support from rail owners. May require securing a large scene and additional support from mutual aid partners. - 83 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 64 PlCKt~JNG a ----------------------- 6. 2 Hazard Profile -Identified Risks and Key Findings Identified Risk / Key Finding Rationale Key Finding Key Finding The city’s 2023 Hazard Identification and Risk Assessment (HIRA) identifies hazards that could each impact the ability of PFS to deliver fire protection services. - 84 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 65 SECTION 7 PUBLIC SAFETY RESPONSE PROFILE 7.1 Public Safety Response Agencies in the City of Pickering As required by O. Reg. 378/18, the Public Safety Response Profile considers the types of incidents responded to by other entities in the community, and those entities’ responsibilities. These entities could include police, ambulance, fire, and other entities that may be tasked with or able to assist in some capacity the collective response to an emergency situation. The following sections consider these public safety response characteristics within the City of Pickering. Public safety and response agencies refer to agencies and organizations that respond to specific types of incidents within a community that provide trained personnel and resources critical to upholding public safety. Each of these entities offer specialized skill sets in support of front-line operations. The types of response services offered might include fire protection, medical attention, rescue operations, policing activities, or dangerous goods response. In addition to responding individually to certain types of incidents, these entities work closely with one another in the event of major emergencies through a structured standardized response approach to ensure effective coordination among all response agencies. Table 35 lists the public safety response agencies who could be able to assist the city in a collective emergency response effort and may contribute to the minimization of risk within the community. Identifying the public safety response agencies within the community can help the fire service understand the agencies that may be able to assist in the response to an emergency. Table 35: Public Safety Response Agencies Public Safety Response Agency Types of Incidents they Respond to Agency Role in Incident Durham Regional Police • Federal provincial and municipal law infractions • Traffic calls, emergency calls, crowd control, public assistance • Major crimes i.e., homicide, kidnapping, organized crime • Investigations • Complaints • Enforce Criminal Code • Enforce Municipal bylaws • Investigate cross-jurisdictional and major crimes • Offender transport Ontario Provincial Police (OPP) • Traffic incidents on Provincial Highways • Nuclear response incidents (large scale) • Assistance to Durham Regional Police • Enforce Criminal Code • Enforce Highway Traffic Act • Traffic control • - 85 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 66 Public Safety Response Agency Types of Incidents they Respond to Agency Role in Incident Municipal Law Enforcement Officers • Violations of city bylaws • Enforcing traffic infractions on city roads • Providing information on legislation and city bylaws to industry, as well as the general public • Enforce city bylaws • Liaise with regional law enforcement Office of the Fire Marshal • Fire • Assistance with managing fire and obtaining resources beyond capability of city Durham Regional Paramedic Service • Advanced EMT pre-hospital care • Mass casualty incidents • Evacuation of health facilities (hospital, nursing homes etc.) • Disease related emergencies • Ensuring provision of paramedic services at the site of the emergency • Ensuring continuity of paramedic services coverage is maintained throughout the remainder of the community/city • Liaise with the Medical Officer of Health to help facilitate medical services at the hospital Medical Officer of Health • Communicable Diseases • Health Inspection Services • Advice on Medical Services • Public Health Advisory • Liaise with long term care facilities, hospitals, retirement homes, and other vulnerable populations as required • Provide information and instructions to the population on matters concerning public health • Protect the health of the community from inherent health threats by enforcement of the applicable legislation. • Continue delivery of established programs to ensure continuity of care and general health protection Victim Services of Durham Region • Serious assault • Domestic violence • Sexual assault • Stalking • Immediate crisis response • Vitim assistance • Victim support and needs assessment - 86 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 67 Public Safety Response Agency Types of Incidents they Respond to Agency Role in Incident CANUTEC • Hazardous spills/emissions • Product information • Safe handling information • emergency actions Ministry of Natural Resources • Spills • Environmental disasters • Provide personnel and equipment for cleanup and remediation Ministry of Environment • Spills • Environmental disasters • Provide personnel and equipment for cleanup and remediation Ministry of Labour, Immigration, Training and Skill Development • Industrial accidents • Workplace critical injuries and deaths • Investigate worker injury or death Ministry of Natural Resources and Forestry • Large wildland fires • Assis in mitigating and combating wildland fires Ministry of Transportation • Major/large vehicle incidents on King’s Highways • Traffic control • Assist with repair and cleanup Emergency Management Ontario • Large-scale emergencies requiring declaration of state of local emergency • Provincial level support • Communication CP Police Service • Rail emergencies (on and off board) • Rail security incidents on and-off board • Promote rail safety • Protect infrastructure • Enforce Criminal Code • Oversee response to all rail emergencies. • Liaise with and support municipal or provincial fire and emergency services as needed for large incidents CN Police Constables • Rail emergencies (on and off board) • Rail security incidents on and-off board • Enforce Criminal Code • Safety awareness • Oversee response to all rail emergencies. • Liaise with and support municipal or provincial fire and emergency services as needed for large incidents. - 87 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 68 Public Safety Response Agency Types of Incidents they Respond to Agency Role in Incident GO Transit Customer Protective Officers • Customer assistance • Fare inspection • Regular prevention and deterrence patrols • Support for local police, fire, and ambulance • Parking, by-law, provincial law, and Criminal Code enforcement • Locate missing persons • Protection for vulnerable passengers • Railway safety knowledge • Initiate response to rail emergencies • Liaise with and support municipal or provincial fire and emergency services as needed for large incidents • Initiate emergency response protocols (evacuations, first on- scene medical) • Enforce applicable by-laws and Criminal Code laws Durham Region Social Services • Large evacuation events • Events with displaced residents • Assist with temporary housing for displaced occupants. • Provide social services to affected occupants Red Cross • Large evacuation events • Events with displaced residents • Emergency Lodging • Reception and information • Emergency food • Emergency clothing • Family reunification PARA – Pickering Auxiliary Rescue Association • Water based incidents, Water based rescue, vessel rescue, water-based search and rescue • Initiate response to water emergencies • Liaise with and support municipal or provincial fire and emergency services as needed for large incidents. • Initiate emergency response protocols (evacuations, first on- scene medical) 7.1.1 Mutual and Automatic Aid Agreements Large emergency events can quickly overwhelm the response capacity of most community fire departments in Ontario. As a result, mutual aid and automatic aid agreements are a necessary component in adding response capacity for these low frequencies but potentially high or extreme consequence events. The City of Pickering is part of the Durham Region Mutual Aid Plan, as defined under the FPPA, with oversight through the OFM. This plan allows for assistance to be provided to or received from other fire services in the region. The plan defines the various levels to be provided. - 88 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 69 The City of Pickering also has formal automatic aid and/or cost sharing agreements with: • Town of Ajax “Automatic Aid Agreement” 2023-12-01 • Town of Whitby “Automatic Aid Agreement” 2016-06-21 • Ontario Power Generation “Memorandum of Understanding” 2019-01-01 – Currently Under Review The principal purpose for entering into these automatic aid agreements is to promote and ensure that adequate and coordinated resources are made available when requested from, or by a neighbouring municipality to minimize the loss of human life and property and damage to the environment in the event of an emergency that requires such additional resources. All inter-municipal agreements should be reviewed regularly and adjusted as required. This provides for the updating and clarification of agreements and consideration of adjustments. It may also lead to discussions regarding localized fire service response agreements and considerations about whether automatic aid in defined circumstances might be of additional value. - 89 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 70 SECTION 8 COMMUNITY SERVICES PROFILE As referenced in O. Reg. 378/18, the community service profile assessment includes analysis of the types of services provided by other entities in the community, and those entities’ service capabilities. This includes the presence or absence and potential abilities of other agencies, organizations, or associations to provide services that may assist in mitigating the impacts of emergencies to which the fire department responds. The following sections consider these community service characteristics within the City of Pickering. 8.1 Community Services Fires and other emergency events can have devastating effects on a community and at times can overwhelm public safety and security agencies’ capacity to respond. In an emergency event, community-based agencies, organizations, and associations can provide surge capacity to the response and recovery efforts of first responders and a useful resource to call upon if integrated into the emergency management framework early on. These types of affiliations can contribute a variety of capabilities essential to response and recovery efforts including support in the areas of communications, health care, logistics, shelter, food and water supply, emergency clothing, and more specialized skill sets. Table 36 lists the community agencies, non-government organizations (NGOs), which area available to the city. Table 36: Community Service Agencies Community Service Agency Type of Assistance Provided Local School Boards: Durham Catholic District School Board & Durham District School Board The 2021 Census data indicates that children aged 14 and under represent 22.4% of the city’s total population. The proportion of children in Pickering should be considered as an opportunity for public education. These numbers support the development of enhanced public education programming that targets children/youth of all ages. Partnering with school boards and other agencies that work with children can provide opportunity for fire and life safety education. Salvation Army The Salvation Army can provide both immediate and long-term recovery assistance in cooperation with Fire and Police Services. The Salvation Army also provides information and referral to other agencies, camps, disaster services and counselling. The TSA Hope program offers Ajax and Pickering communities to access emergency food and other assistance Region of Durham Paramedic Services Provides basic and advance medical care for first aid emergencies at public events. They are also able to provide volunteer support in the event of emergency situations such natural or human disasters. Victim Services of Durham Region Provides immediate on-site crisis, trauma, safety & support services to victims of crime and sudden tragedies. - 90 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 71 Community Service Agency Type of Assistance Provided YMCA Pickering Provides a variety of employment services as well as youth programming. Big Brothers & Sisters of Southwest Durham Provides youth 6 to 16 years old with a role model to talk to and share the experiences of growing up with. HOPE Helping Parents Everywhere (HOPE) is a volunteer-run network of peer support groups for parents and guardians who share similar struggles, experiences, and concerns related to their adolescent or young adult children. Community Care Durham Provides access to adult day programs, assisted living/housing, mental health programs and access to fresh food. St. Paul’s on the Hill community Food Bank Provided food and supplies to almost 30,000 people in 2023. Local community faith-based organizations Public fire safety messaging does not always reach community’s most vulnerable populations. Partnering with local faith-based organizations can provide PFS with the opportunity to improve its public education program as a method of information sharing to a wider audience within the city. This type of opportunity could involve distributing printed materials with fire safety messaging and smoke alarm installation information among the congregation, or faith-based leaders may allow representatives from PFS to address congregations at faith- based events with fire safety messaging in person. These organizations may also be able to identify residents within the community who are at great risk of fire danger due to substandard housing or hoarding. Women’s Multicultural Resource and Counselling Centre Specializes in dealing with issues of violence against multicultural women, immigrant, and refugee women in the region. - 91 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 72 SECTION 9 ECONOMIC PROFILE As referenced in O. Reg. 378/18, the economic profile assessment includes analysis of the economic sectors affecting the community that are critical to its financial sustainability. This involves economic drivers in the community that have significant influence on the ability of the community to provide or maintain service levels. The following sections consider these economic characteristics within the City of Pickering. 9.1 Economic Sectors and Employers in the City of Pickering The top industries that contribute to the economic base of the city are summarized in Figure 6. According to the Statistics Canada 2021 Census, Health Care, Retail, Professional Scientific services and Finance and Insurance are the top contributing industries to Pickering’s economic base. Figure 6: Pickering Top Industries 0.00%2.00%4.00%6.00%8.00%10.00%12.00% Mining, quarrying, and oil and gas extraction 0.13% Agriculture, forestry, fishing and hunting 0.50% Management of companies and enterprises 0.61% Utilities 1.40% Arts, entertainment and recreation 1.92% Real estate and rental and leasing 2.33% Information and cultural industries 3.33% Wholesale trade 3.66% Other services (except public administration)3.93% Accommodation and food services 4.33% Administrative and support, waste management…4.85% Public administration 5.61% Transportation and warehousing 5.61% Manufacturing 6.03% Construction 7.39% Educational services 7.41% Finance and insurance 9.31% Professional, scientific and technical services 10.02% Retail trade 10.60% Health care and social assistance 11.02% Figure Source: 2021 Census, Statistics Canada38 Certain industries, employers and events contribute to the financial sustainability and economic vitality of a community. A fire or other emergency at key sectors and employment facilities within a community could have significant impacts on the local economy and employment. 38 Ibid. - 92 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 73 Pickering’s 2,800+ businesses have access to a large skilled GTA-wide labour force. The city’s top employers are summarized in Table 37. Table 37: Major Employers in the city Company Service/Product Address Number of Employees Public Sector Ontario Power Generation Nuclear power generation 889 Brock Road 3,895 City of Pickering Municipal services 1 The Esplanade 750 MPAC (Municipal Property Assessment Corporation) Property assessments in Ontario 101-1340 Pickering Parkway 538 Private Sector Rogers Communication Communications provider 1851 Sandstone Manor 750 Aspect Retail Logistics This-party logistics provider and supply chain management 1400 Church Street 670 Pickering Casino Resort Hotel and casino 888 Durham Live Avenue 600 Trench Ltd.Power engineering and design 1865 Clements Road 300 Yorkville Sound Sound equipment distributors 550 Granite Court 240 Signature Aluminum Canada Inc. Aluminum fabrication 1850 Clements Road 225 Kubota Canada Ltd.Heavy machinery sales 1155 Kubota Drive 200 Noranco Manufacturing Ltd.Aerostructure manufacturer 1842 Clements Road 185 As identified above, Ontario Power Generation employs almost 4,000 individuals, making it the largest employer in the city. An incident impacting the power generation plan could have a significant economic impact for many individuals. More importantly, given the nature and location of the facility, as well as its role in producing a substantial amount of the province’s power, a major incident could negatively affect the region and the province. Pickering also has substantially large employers in other industries, in both the private and public sectors, with many in the manufacturing sector. Certain industrial operations may have increased fuel loads and conduct higher risk activities. Proactive inspections should target these facilities to ensure compliance with codes, maintenance, and emergency planning requirements. Map 5 provides a visual location of the city’s top employers, located primarily in the southern area of the city. The majority of the top employers are located in the Station #5 response area. - 93 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 74 Map 5: Top Employers - 94 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 75 9.2 Economic Profile - Identified Risks and Key Findings Identified Risk / Key Finding Rationale Key Finding Key Finding The city has identified top employers that contribute to the economic vitality of the community. The majority of these are industrial type manufacturing plants. If a fire were to occur at one of these facilities it could have a negative impact on the financial well-being of the city. Consideration should be given to proactive industrial fire safety programming. PlCKtERING a ----------------------- - 95 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 76 SECTION 10 PAST LOSS & EVENT HISTORY PROFILE As referenced in O. Reg. 378/18, the past loss and event history profile assessment includes analysis of the community’s past emergency response experience, including an analysis of the number and types of emergency responses, injuries, deaths and dollar losses, and a comparison of the community’s fire loss statistics with provincial fire loss statistics. Evaluation of previous response data will inform decisions on fire protection services delivery including public fire safety education and inspection programs. The following sections consider these past loss and event history characteristics within the City of Pickering. 10.1 Past Loss Analysis of historical data provides valuable insight into understanding the specific trends within a community. Assessing the key factors of life safety risk and fire risk in relation to provincial statistics provides a foundation for evaluating where specific programs or services may be necessary. The analysis within this section is based on the OFM’s Standard Incident Reporting for the period of January 1st, 2018, to December 31st, 2022. 10.1.1 Total Fire Loss Analysis of the total fire loss within the city over the five-year period from January 1st, 2018, to December 31st, 2022, as displayed in Table 38 includes three categories representing the primary types of fires and the total amount of dollar loss associated with these fires. This includes 215 structure fires, 18 outdoor fires, and 170 vehicle fires representing $52,270,826 in total dollar loss. Over this five-year period, the city averaged 81 fires per year and $10,454,165 in property loss per year. Table 39 compares the number of structure fires and the associated total property loss within the city between 2018 and 2022, to the number of structure fires and total property loss that occurred across Ontario during this time frame. The city experienced an average of 43 structure fires per year over the five-year period representing an average of 53.35% of all fires. During this time, the province experienced an average of 7,026 structure fires per year representing an average of 64.29% of all fires that occurred in the province. This structure fire analysis indicates that the average number of structure fires compared to all other fires in the city is lower than the province, by approximately 10%. The reported percentage of loss was very similar. - 96 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 77 Table 38: Total Fire Loss – City of Pickering Year Structure Fires Loss ($)Outdoor Fires Outdoor Loss Vehicle Fires Vehicle Loss Total Fires Total Loss 2018 52 $9,480,319 1 $7,500 37 $3,017,034 90 $12,504,853 2019 43 $19,798,870 4 $3,600 37 $1,005,591 84 $20,808,061 2020 37 $2,346,231 4 $5,500 32 $1,005,498 73 $3,357,229 2021 43 $10,255,250 6 $30,000 31 $815,499 80 $11,100,749 2022 40 $3,445,934 3 $109,000 33 $945,000 76 $4,499,934 Total 215 $45,326,604 18 $155,600 170 $6,788,622 403 $52,270,826 % of All Fires 53.35%86.71%4.47%0.30%42.18%12.99%100.00%100.00% Average 43 $9,065,321 3.6 $31,120 34 $1,357,724 80.6 $10,454,165 Table Source: OFM SIR Data for City of Pickering39 Table 39: Structure Fires and Property Loss – City of Pickering and Province of Ontario Year Pickering Structure Fires Pickering Structure Loss % of All Fires % of All Loss Ontario Structure Fires Ontario Structure Loss % of All Fires % of All Loss 2018 52 $9,480,319 12.90 18.14 7,012 $734,340,655 12.83 14.75 2019 43 $19,798,870 10.67 37.88 6,715 $860,432,756 12.29 17.28 2020 37 $2,346,231 9.18 4.49 6,842 $790,698,587 12.52 15.88 2021 43 $10,255,250 10.67 19.62 7,081 $858,108,388 12.96 17.23 2022 40 $3,445,934 9.93 6.59 7,482 $1,161,882,704 13.69 23.34 Average 43 $9,065,321 10.67 17.34 7,026 $881,092,618 12.86 17.70 Total 215 $45,326,604 53.35 86.71 35,132 $4,405,463,090 64.29 88.48 Total, fires with Loss 403 $52,270,826 100.00 100.00 54,645 $4,978,933,145 100.00 100.00 Table Source: OFM SIR data for City of Pickering40 39 OFM SIR Data for the City of Pickering, 2018-2022 40 Ibid. - 97 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 78 10.1.2 Fires by Occupancy Type This section assesses the structure fires that occurred over the period from January 1st, 2018, to December 31st, 2022, based on the type of occupancy. Information retrieved from the OFM’s Standard Incident Reporting was utilized to inform this analysis. The analysis in Table 40 indicates that during this period, the city experienced a total of 215 structure fires, 161 of these fires, or 74.88% occurred in Group C-Residential Occupancies. These fires were responsible for 53.00% of the total fire loss for this period. Over this period, Pickering experienced a 1.02% higher rate of fires in Group C-Residential Occupancies than that of the province and a 14.44% lower dollar loss. The second most significant source of property loss in the city, accounting for 6.98% of structure fires and 32.04% of the total structure fire loss over the same period are Group E – Mercantile occupancies. The city’s percentage of loss is nearly 8 times as high as the province and the percentage of fires in this occupancy type 3.70% higher. The distribution of property stock across the city can account for some of the trends. For example, as found within SectionSECTION 3 under Existing Major Building Classification Summary of this CRA, 93.02%of the property stock classified by the Ontario Building Code is Group C – Residential. It is reasonable to expect that Group C would account for the highest proportion of structure fires. Consideration should be given to Group E-Mercantile occupancies as they (along with Group D) account for only 1.64% of the property stock but 6.98% of the structure fires. - 98 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 79 Table 40: Fires by Major Occupancy Type Group Occupancy Classification # of Fires Pickering % of Structure Fires Pickering Structure Fire Loss Pickering % of Structure Fire Loss Ontario % of Structure Fires Ontario % Fire Loss A Assembly 4 1.86 $3,760,000 8.30 3.33 3.76 B Care & Detention 0 0.00 $0 0.00 1.45 0.75 C Residential 161 74.88 $24,023,970 53.00 73.86 67.44 D Business & Personal Services 6 2.79 $854,834 1.89 2.63 2.63 E Mercantile 15 6.98 $14,523,000 32.04 3.28 4.44 F Industrial 18 8.37 $2,090,100 4.61 7.26 11.99 Other Not Classified in OBC 9 4.19 $29,700 0.07 5.52 1.18 Farm Classified in the OBC 2 0.93 $45,000 0.10 2.67 7.81 Total 215 100.00 $45,326,604 100.00 100.00 100.00 Table Source: OFM SIR data for City of Pickering41 41 Ibid. - 99 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 80 10.1.3 Civilian Fatalities and Injuries As shown in Table 41, according to OFM Standard Incident Reporting, over the five-year period from January 1st, 2018, to December 31st, 2022, there were 31 reported injuries and 4 fatalities within the city. Of the total injuries, 29 or 81% were associated with Class C – Residential Occupancy fires. This finding is consistent with the fire loss statistics by occupancy type, whereby most fire losses within the province and within the city occurred in Group C – Residential occupancies. Table 41: Civilian Fire Fatalities and Injuries by OBC Major Occupancy Classification – City of Pickering and Ontario Group Occupancy Classification Pickering Injuries Pickering Injuries (%) Pickering Fatalities Pickering Fatalities (%) Ontario Injuries Ontario Injuries (%) Ontario Fatalities Ontario Fatalities (%) A Assembly 0 0 0 0 23 0.90 3 0.64 B Care & Detention 0 0 0 0 51 1.99 6 1.27 C Residential 26 83.87 4 100 2304 89.68 444 94.07 D Business & Personal Services 1 3.23 0 0 35 1.36 0 0.00 E Mercantile 2 6.45 0 0 34 1.32 1 0.21 F Industrial 2 6.45 0 0 74 2.88 12 2.54 Other Not Classified in OBC 0 0 0 0 34 1.32 6 1.27 Farm Classified in the NBC 0 0 0 0 14 0.54 0 0.00 Total 31 100 4 100 2,569 100.00 472 100.00 Table Source: OFM SIR data for City of Pickering42 42 Ibid. - 100 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 81 10.1.4 Reported Fire Cause The NFPA defines fire cause as “the circumstances, conditions, or agencies that bring together a fuel, ignition source, and oxidizer (such as air or oxygen) resulting in a fire or a combustion explosion.”43 Assessing the possible cause of the fires reported is an important factor in identifying potential trends or areas that may be considered for introducing additional public education or fire prevention initiatives. Within OFM fire loss reporting, there are four categories of cause used to classify the cause of a fire. These include intentional, unintentional, other, and undetermined. Table 42 presents the reported fire causes for the city compared to the province over the five-year period from January 1st, 2018, to December 31st, 2022. The “intentional” category recognizes the cause of a fire to be started for a specific reason. These are typically classified as arson fires, acts of vandalism, or to achieve personal gain through insurance payment for example. As indicated in Table 42, 3.26% of the fires reported over the five-year period from January 1st, 2018, to December 31st, 2022, were intentional (arson) in the city, while the provincial total of intentional fires was 7.88%. The city has nearly double the rate of intentional fires that were deemed undetermined. The ‘unintentional’ category recognizes several of the common causes of a fire that represent both human behavioral causes (e.g., misuse of ignition source) and equipment failures (e.g., mechanical failure). In total, unintentional fire causes represented 71.17% of all reported fires in the city during this period, compared to 66.01% for the province. The leading cause of unintentionally set fires in the city occurred due to misuse of ignition source (31.63%) and mechanical/electrical failure at 12.56%, compared to 28.14% and 15.06% respectively in the province. 43 NFPA, Glossary of Terms. 2019 Edition - 101 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 82 Table 42: Reported Fire Cause – City of Pickering and Province of Ontario – 2018-2022 Nature Fire Cause Pickering # of Fires Pickering % of Fires Ontario # of Fires Ontario % of Fires Intentional Arson 7 3.26 2,219 6.32 Vandalism 0 0.00 536 1.53 Other 0 0.00 11 0.03 Unintentional Design/Construction/ Maintenance Deficiency 17 7.91 2,232 6.35 Mechanical/Electrical Failure 27 12.56 5,292 15.06 Misuse of Ignition Source 68 31.63 9,885 28.14 Other Unintentional 10 4.65 2,554 7.27 Vehicle Collision 0 0.00 29 0.08 Children Playing 1 0.47 138 0.39 Undetermined 30 13.95 3,062 8.72 Other Other 30 13.95 1,952 5.56 Undetermined Undetermined 25 11.63 7,100 20.21 Unknown Unknown, Not reported 0 0.00 122 0.35 Total 215 100.00 35,132 100.00 Table Source: OFM SIR data for City of Pickering44 10.1.5 Ignition Source According to the 2019 NFPA Glossary of Terms, ignition source is defined as “any item or substance capable of an energy release of type and magnitude sufficient to ignite any flammable mixture of gases or vapors that could occur at the site or onboard the vehicle.”45 Table 43 provides fire loss by source of ignition for the city and the province. In the city, the most commonly reported ignition source was cooking equipment, accounting for 18.14% of fires. This percentage is higher than the provincial rate of 15.51%. Additionally, exposure fires were notably prevalent in the city, constituting 13.49% of incidents, compared to only 4.94% in the province (It is noted that a single event large strip mall fire during this reporting timeframe has added to the higher percentage identified). Exposure fires pose significant risks and expenses, particularly in areas with high-density housing. 44 OFM SIR Data for the City of Pickering, 2018-2022 45 NFPA, Glossary of Terms. 2019 Edition - 102 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 83 Table 43: Source of Ignition – City of Pickering and Province of Ontario – 2018-2022 Reported Ignition Source Pickering # of Fires Pickering % of Fires Ontario # of Fires Ontario % of Fires Appliances 10 4.65 1,528 4.35 Cooking Equipment 39 18.14 5,450 15.51 Electrical Distribution Equipment 18 8.37 2,977 8.47 Heating Equipment 19 8.84 2,582 7.35 Lighting Equipment 4 1.86 964 2.74 Open Flame tools/ Smokers Articles 26 12.09 4,974 14.16 Other Electrical/Mechanical 11 5.12 1,791 5.10 Processing Equipment 4 1.86 421 1.20 Miscellaneous 20 9.30 3,469 9.87 Exposure 29 13.49 1,736 4.94 Undetermined 35 16.28 9,101 25.91 Unknown/Not Reported 0 0.00 139 0.40 Total 215 100.00 35,132 100.00 Table Source: OFM SIR data for City of Pickering46 10.1.6 Smoke Alarm Status In the Province of Ontario, smoke alarms serve as the primary defense against fires and are mandated to be installed on every level of a dwelling. Consequently, smoke alarm programs and ensuring compliance are integral parts of public education and fire prevention efforts undertaken by municipal fire services across the province. Smoke alarm status data is publicly accessible at the provincial level, with municipalities collecting and reporting this information to the province. Table 44 presents data provided by the OFM for the City of Pickering and the Province of Ontario over a five-year period from January 1st, 2018, to December 31st, 2022, specifically focusing on Group C - Residential occupancies. During this five-year period, 11.95% of incidents in the city occurred in residences without smoke alarms, a percentage lower than the provincial average of 17.35%. Conversely, there were 28 incidents (17.61%) where a smoke alarm was present but failed to operate, a rate higher than the provincial average of 12.40%. In 48.43% of incidents, a smoke alarm was both present and operational. 46 OFM SIR Data for the City of Pickering, 2018-2022 - 103 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 84 Table 44: Smoke Alarm Presence and Operation on the Floor of Fire Origin – City of Pickering– 2018- 202247 Pickering Ontario Smoke Alarm Status (on floor of origin) 2018 2019 2020 2021 2022 Total %Ontario Total Ontario % No Smoke Alarm Present 3 4 4 3 5 19 11.95 4,307 17.35 Smoke Alarm Present & Operated 20 12 14 15 16 77 48.43 11,091 44.68 Smoke Alarm Present & did not operate 7 6 5 3 7 28 17.61 3,079 12.40 Smoke Alarm Present, Operation undetermined 3 1 0 3 2 9 5.66 2,007 8.09 Smoke Alarm Presence Undetermined 8 2 5 8 2 25 15.72 4,269 17.20 Unknown, not reported 1 0 0 0 0 1 0.63 69 0.28 Total 42 25 28 32 32 159 100.00 24,822 100.00 Table Source: OFM SIR data for City of Pickering48 In 29.79% of instances in the city, it was undetermined whether a smoke alarm was present or operational. Both provincial and local statistics underscore the importance of implementing a targeted and proactive smoke alarm program. Additionally, they highlight the necessity for enhanced enforcement strategies to address non-compliant properties effectively. 10.2 Event History Event history analysis utilizes historical emergency call data to develop insights into community risks. The data provided by the OFM covers all historical calls for the five-year period from January 1st, 2018, to December 31st, 2022. This section offers a statistical examination of historic emergency call volumes for the city, including a detailed breakdown of calls by OFM response type. The data used in analyzing call volume by type is sourced from the OFM’s Standard Incident Reporting for comparison with provincial data. Understanding the volume and frequency of historic calls informs the likelihood of responses by the PFS. Moreover, the types of calls shed light on the potential consequences of PFS responses and the demand for their services. By considering these elements collectively, an understanding of community risk based on past calls for service can be attained. 47 Ibid. 48 Ibid. - 104 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 85 10.2.1 Emergency Call Volume This section provides an overview of the historical emergency call volume by year, month, day of the week, and time of day for all types of incidents responded to by PFS from January 1st, 2018, to December 31st, 2022. 10.2.1.1 Annual Call Volume – All Incident Types Analyzing the annual emergency call volume provides valuable insights into evolving trends and changes in emergency response demand. Figure 7 summarizes the total number of emergency calls from January 1st, 2018, to December 31st, 2022. Over this period, there was a notable decrease in total emergency calls within the city, dropping from 4,533 calls in 2018 to 3,562 calls in 2022, marking a 21.4% decrease. On average, there were 3,516 calls per year during this five-year period. Notably, there was a significant 53.46% increase in call volume from 2021 to 2022, but it's important to mention that during the COVID-19 period in 2020 and 2021, adjustments were made to medical response incidents through mutual agreement with Durham Region Paramedics to minimize exposure to multiple agencies. This adjustment was reverted in 2022, and this trend should be closely monitored. Figure 7: Annual Call Volume – All Incidents January 1st, 2018, to December 31st, 2022 2018 4533 2019 4493 2020 2674 2021 2321 2022 3562 0 500 1000 1500 2000 2500 3000 3500 4000 4500 5000 Ca l l V o l u m e Year Figure Source: OFM SIR data for City of Pickering49 49 Ibid. - 105 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 86 10.2.1.2 Daily Emergency Call Volume – All Incident Types For the period from January 1st, 2018, to December 31st, 2022, call volume typically begins to increase between 6 AM and 9:00 AM and peaks between 3:00 PM and 6:00 PM (See Figure 8) The lowest percentage of emergency call volume typically takes place between the hours of 12 AM and 6 AM. This is a typical trend expected with daytime commuters, and reduced call volumes when most of the population is typically sleeping. Figure 8: Total Call Volume by Time of Day – All Incidents January 1st, 2018, to December 31st, 2021 12 A.M. - 2:59 A.M. 97 3:00 A.M. - 5:59 A.M. 95 6:00 A.M. - 8:59 A.M. 164 9:00 A.M. - 11:59 A.M. 243 12:00 P.M. - 2:59 P.M. 325 3:00 P.M. - 5:59 P.M. 352 6:00 P.M. - 8:59 P.M. 247 9:00 P.M. - 11:59 P.M. 170 0 50 100 150 200 250 300 350 400 Nu m b e r o f C a l l s Call Times Figure Source: OFM SIR data for City of Pickering50 An analysis of the call volume by day of the week reveals that incidents generally occurred with similar frequency, with some increase observed through Friday and Saturday. This type of trend is generally expected, as more of the population may be taking part in recreational activities and there may be an increase in traffic volume throughout the city. Additionally, call volumes tend to increase in the summer months, as expected, due to the influx of tourists. 50 Ibid. - 106 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 87 10.2.1.3 Call Type – All Incident Types This section analyzes all emergency call volumes for the period from January 1st, 2018, to December 31st, 2022. Table 45 illustrates that during this period, 38.99% of the total emergency calls that PFS responded to were medical incidents. Responding to other calls was the second-highest percentage, representing 16.98% of the department’s total emergency call volume. This category includes canceled en route, assistance to other agencies (Police, Mutual Aid, other FD’s), and other public service responses. Over this five-year period, only 4.6% of emergency calls were categorized as Public Hazard. The number of reported fires during this period was 714, which is 4.06% of the total calls. This is comparable to fires reported provincially at 2.10%. Table 46 provides a breakdown of all calls. Table 45: Total Number of Incidents – Summary - January 1st, 2018, to December 31st, 2022. Incident Subcategory 2018 2019 2020 2021 2022 Total Total % Property fires/explosions 137 136 140 166 135 714 4.06 Burning Controlled 42 49 80 54 43 268 1.52 Overpressure rupture/explosion (no fire) 1 0 3 0 3 7 0.04 Pre-fire conditions/no fire 92 105 107 90 147 541 3.07 False fire calls 447 434 383 384 500 2,150 12.23 CO false calls 146 123 114 132 130 645 3.67 Public Hazard 196 136 136 150 199 817 4.65 Rescue 608 591 430 424 547 2,600 14.79 Medicals 2,202 2,165 778 448 1,262 6,855 38.99 Other response 662 754 501 473 596 2,986 16.98 Total 4,533 4,493 2,672 2,321 3,562 17,583 100.00 Table Source: OFM SIR data for City of Pickering51 51 Ibid. - 107 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 88 Table 46: Total Number of Incidents – Breakdown - January 1st, 2018, to December 31st, 2022 Call Type 2018 2019 2020 2021 2022 Total A. Structure Fire 52 43 37 43 40 215 B. Other Fire 1 4 4 6 3 18 C. Vehicle Fire 37 37 32 31 33 170 D. No Loss Fire 2 3 4 3 8 20 E. No Loss Fire (Excluded) 45 49 63 83 51 291 F. Non-Fire Call 4,396 4,357 2,532 2,155 3,427 16,869 Total 4,533 4,493 2,648 2,321 3,562 17,583 F. Non-Fire Call Breakdown Burning Controlled 42 49 80 54 43 268 Authorized controlled burning complaint 4 2 6 6 2 20 Open Air Burning/unauthorized controlled burning 38 47 74 48 41 248 CO False Fire Calls 146 123 114 132 130 645 CO false alarm - equipment malfunction 112 94 89 114 93 502 CO false alarm - perceived emergency 34 29 25 18 37 143 False Fire Calls 447 434 385 384 500 2,150 Alarm System Equipment Accidental Activation 128 132 106 117 133 616 Alarm System Equipment Malfunction 190 179 176 159 196 900 Human - Accidental 43 45 30 35 50 203 Human - Malicious 9 8 10 13 32 72 Human - Perceived Emergency 49 45 47 41 42 224 Other False Fire Call 28 25 16 19 37 125 Medical/Resuscitator Call 2,202 2,165 778 448 1,262 6,855 Accident or illness 258 258 101 74 194 885 Alcohol or Drug Related 74 88 49 29 59 299 Asphyxia, respiratory Condition 622 580 146 23 228 1599 Burns 0 1 0 1 0 2 Chest Pains or Suspected Heart Attack 273 268 75 7 107 730 CPR administered 9 15 21 9 22 76 Defibrillator Used 2 3 2 2 5 14 Electric Shock 0 0 1 0 0 1 Medical aid not required on arrival 66 58 20 14 43 201 Medical Resuscitator call false alarm 5 7 5 3 8 28 - 108 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 89 Call Type 2018 2019 2020 2021 2022 Total Medical/Resuscitator Call - Continued Medical Resuscitator call no action required 322 322 84 32 127 887 Other Medical Resuscitator Call 336 352 132 94 272 1186 Oxygen Administered 82 44 17 3 22 168 Seizure 68 86 51 49 71 325 Traumatic Shock 2 0 0 0 0 2 Vital Signs Absent, DOA 83 83 74 108 104 452 Other Response 662 754 501 473 596 2986 Assistance not required by other agency 113 95 84 55 78 425 Assistance to other agencies 12 14 13 26 21 86 Assistance to Police 38 47 26 26 37 174 Assisting other Fire Department (Automatic Aid) 54 61 40 38 55 248 Assisting other Fire Department (Fire Protection Agreement) 0 1 1 0 0 2 Assisting other Fire Department (Mutual Aid) 10 14 6 4 6 40 Assisting other Fire Department (Other) 0 2 0 3 2 7 Cancelled on Route 242 303 171 173 177 1,066 Illegal Grow Operation (no fire) 0 0 1 0 0 1 Incident Not Found 55 54 35 33 42 219 Other Public Service 82 102 80 79 124 467 Other Response 56 61 44 36 54 251 Overpressure Rupture/explosion (no fire) 1 0 3 0 3 7 Overpressure Rupture- Gas pipe (no fire) 1 0 1 0 1 3 Overpressure Rupture (no fire- steam boilers, hot water) 0 0 2 0 2 4 Pre-Fire Conditions (no fire) 92 105 107 90 147 541 Fireworks (no fire) 2 1 1 1 1 6 Lightening (no fire) 1 1 1 0 1 4 Other (cooking, smoke, steam) 28 32 38 35 59 192 Other pre fire conditions (no fire) 27 20 23 18 24 112 Overheat (no fire- mechanical devices) 15 31 29 22 36 133 Pot on Stove 19 20 15 14 26 94 - 109 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 90 Call Type 2018 2019 2020 2021 2022 Total Public Hazard 196 136 136 150 199 817 Bomb, Explosive removal Standby 0 1 0 0 0 1 CO incident, CO present 21 17 32 29 24 123 Gas Leak - Miscellaneous 1 1 2 2 1 7 Gas Leak - Natural Gas 40 46 34 41 43 204 Gas Leak - Propane 0 3 6 2 3 14 Gas Leak - Refrigeration 1 1 0 0 0 2 Other Public Hazard 21 13 12 13 19 78 Power Lines Down, Arcing 68 12 27 33 55 195 Public Hazard call false alarm 13 15 11 9 16 64 Public Hazard no action required 6 6 5 7 16 40 Ruptured Water, Steam Pipe 10 6 1 5 9 31 Spill- Gasoline or Fuel 12 11 2 5 9 39 Spill - Miscellaneous 1 4 2 3 1 11 Spill - Toxic Chemical 1 0 0 1 1 3 Suspicious Substance 1 0 2 0 2 5 Rescue 608 591 430 424 547 2,600 Animal Rescue 2 0 0 4 0 6 Building Collapse 0 1 0 0 0 1 Commercial Industrial Accident 0 2 1 1 0 4 Confine Space Rescue (non-fire) 0 1 0 0 0 1 High Angle Rescue 1 0 0 0 1 2 Home/Residential Accident 2 0 2 0 0 4 Low Angle Rescue 1 1 3 1 1 7 Other Rescue 0 7 2 9 5 23 Persons Trapped in Elevator 14 14 6 6 7 47 Rescue False Alarm 0 1 0 1 2 4 Rescue No Action Required 1 5 7 1 3 17 Vehicle Collision 570 548 396 391 509 2,414 Vehicle Extrication 12 8 8 8 14 50 Water Ice Rescue 4 1 0 0 3 8 Water Rescue 1 2 5 2 2 12 Table Source: OFM SIR data for City of Pickering52 52 Ibid. - 110 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 91 10. 3 Past Loss & Event History Profile -Identified Risks and Key Findings Identified Risk / Key Finding Rationale Identified Risk Identified Risk For the period from January 1st, 2018, to December 31st, 2022, the city experienced a total of 215 structure fires of which 74.88% occurred in Group C- Residential Occupancies. Identified Risk For the period from January 1st, 2018, to December 31st, 2022, group E- Mercantile occupancies accounted for 6.98% of the structure fires and 32.04% of the total structure fire loss. The city’s percentage of loss is nearly 8 times higher than that of the province. NOTE: There was one large strip mall fire during the reporting period that elevated the mercantile occupancy’s structure loss figures. Identified Risk Over the five-year period from January 1st, 2018, to December 31st, 2022, the most reported ignition sources within the city were related to cooking equipment (18.14%) which is higher than the provincial rate of 15.51%. Identified Risk Over the five-year period from January 1st, 2018, to December 31st, 2022, 18.14% of the reported fires had an ignition source related to cooking equipment which is 2.63% higher than that of the province. Identified Risk Over the five-year period from January 1st, 2018, to December 31st, 2022, 13.49% of reported fires were exposure fires. This is 8.55% higher than that of the province over the same time period. Identified Risk Over the five-year period from January 1st, 2018, to December 31st, 2022, in 17.61% of incidents, there was a smoke alarm present on the floor of origin, but it did not operate. This is much higher than that of the province at 12.40%. Key Finding Key Finding Of the total injuries, 29 or 81% were associated with Class C – Residential Occupancy fires. Key Finding Over the five-year period from January 1st, 2018, to December 31st, 2022, 31.68% of the unintentionally set fires in the city occurred due to misuse of ignition source. Key Finding There was a 53.46% increase in the call volume from 2021 to 2022, but it's important to mention that during the COVID-19 period in 2020 and 2021, adjustments were made to medical response incidents through mutual agreement with Durham Region Paramedics to minimize exposure to multiple agencies. This adjustment was reverted in 2022, and this trend should be closely monitored. Key Finding Over the five-year period from January 1st, 2018, to December 31st, 2022, 39.59% of the total emergency calls that PFS responded to were medical/resuscitator incidents. Key Finding The city has nearly double the rate of intentional fires that were deemed undetermined. PlCKt~JNG a ----------------------- - 111 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 92 SECTION 11 IDENTIFIED RISKS AND RISK TREATMENTS The purpose of a CRA is to identify risks that are then used to inform decision-making regarding the provision of fire protection services. The analysis throughout this CRA identifies ‘Key Findings’ and ‘Identified Risks’ to be considered. In alignment with T.G.-02-2019, this section takes the identified risk conclusions (both the key findings and the identified risks) through a risk assignment process to assist in the prioritization of risks, as well as a risk treatment process. This section of the CRA brings together all the key findings and identified risks. They are taken through a risk treatment process and aligned with the “Five E’s” of Community Risk Reduction and three lines of defence in order to inform the analysis and recommendations for within a Fire Master Plan or other strategic document as shown in Figure 9. Figure 9: Risk Conclusions Application Process RISK PROFILES Geographic Building Stock Critical Infrastructure Demographic Hazard Public Safety Response Community Services Economic Past Loss & Event A PPLICATION PROCESS • High Risk • Moderate Risk • Low Risk Pnorrm1ng Risks Risk Treatment Options • Avoid • Mitigate • Accept • Transfer • Education • Engineering • Enforcement • Economic Incentives • Emergency Response Five E's Three Lines of Defence • Public Education • Fire Safety Standards & Enforcement • Emergency Response Figure Source: Adapted from OFM TG-02-2019 & NFPA 130053 53 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, Section 6, Pg 16 & NFPA 1300, 2020 Edition, Annex A.6.3.3.2(4) --O't;./--pJ(KERJNG a ~ '--...-/ - 112 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 93 11. 1 Prioritizing Risk Following the probability and consequence levels identified by the OFM as described in the subsections below, the risk assignment process considers probability and consequence of each identified risk. This will result in each risk having a risk level (e.g., low, moderate, or high) assigned. These risk levels will then be used to assist in the prioritization of risks as part of a Fire Master Plan. 11.1.1 Risk assignment Process Overview The risk assignment methodology used as part of this CRA is informed by the OFM Technical Guideline (T.G.)-02-2019 Community Risk Assessment Guideline. There are three steps included in the risk assignment exercise used for this CRA.: 1. Determine a probability level: The probability of a fire or emergency event occurring can be estimated in part based on historical experience of the community and that of the province. The likelihood categories, and the values presented, follow the OFM T.G.-02-2019 Community Risk Assessment Guideline. Table 47 presents the probability levels and the adjusted descriptions. Table 47: Probability Level Likelihood Category Numerical Value54 Description Rare 1 • May occur in exceptional circumstances • No incidents in the past 15 years Unlikely 10 • Could occur at some time, especially if circumstances change • 5 to 15 years since last incident Possible 100 • Might occur under certain circumstances • 1 incident in the past 5 years Likely 1,000 • Will probably occur at some time under current circumstances • Multiple or recurring incidents in the past 5 years Almost Certain 10,000 • Expected to occur unless circumstances change • Multiple or recurring incidents in the past year Table Source: OFM TG 02-201955 2. Determine a consequence level: The consequences of an emergency event relate to the potential losses or negative outcomes associated with the incident. There are four components that should be evaluated in terms of assessing consequence. These include: a) Life Safety: Injuries or loss of life due to occupant and firefighter exposure to life threatening fire or other situations. 54 Numeric scales is taken from Dillon Consulting, The Corporation of the city of Mississauga Community Risk Identification: Introduction and Methodology, July 2017 55 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, Section 4.1, Pg 13 PlCKt~JNG a ----------------------- - 113 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 94 b) Property Loss: Monetary losses relating to private and public buildings, property content, irreplaceable assets, significant historic/symbolic landmarks, and critical infrastructure due to fire. c) Economic Impact: Monetary losses associated with property income, business closures, downturn in tourism, tax assessment value and employment layoffs due to fire. d) Environmental Impact: Harm to human and non-human (e.g., wildlife, fish, and vegetation) species of life and general decline in quality of life within the community due to air/water/soil contamination because of fire or fire suppression activities. Table 48 presents the consequence levels. Table 48: Consequence Levels Likelihood Category Numerical Value56 Description Insignificant 1 • No life safety issue • Limited value or no property loss • No impact to local economy • No effect of general living conditions Minor 10 • Potential risk to life safety of occupants • Minor property loss • Minimal disruption to business activity and/or Minimal impact on general living conditions Moderate 100 • Threat to life safety of occupants • Moderate property loss • Poses threat to small local businesses • Could pose threat to quality of the environment Major 1,000 • Potential for large loss of life • Would result in significant property damage • Significant threat to businesses, local economy, and tourism • Impact to environment would result in a short term, partial evacuation of local residents and businesses Catastrophic 10,000 • Significant loss of life • Multiple property damage to a significant portion of the city • Long term disruption of businesses, local employment, and tourism and/or Environmental damage that would result in long-term evacuation of local residents and businesses Table Source: OFM TG 02-201957 56 Numeric scales is taken from Dillon Consulting, The Corporation of the city of Mississauga Community Risk Identification: Introduction and Methodology, July 2017 57 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, Section 4.2 pg 14 - 114 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 95 3. Establish the risk level: (i.e., low, moderate, or high) for each risk based on the identified probability and consequence for each event. Once probability and consequence are determined the level of risk is calculated by multiplying the numerical values58 for probability and consequence. The relationship between probability and consequence as it pertains to risk levels can be illustrated in a risk matrix. In a risk matrix, probability and consequence are defined on separate scales with varying descriptors providing directions on how to assign the probability and consequence of an event. Table 49 shows the risk matrix for this CRA. Table 49: Probability & Consequence Risk Matrix Probability/ Consequence Insignificant 1 Minor 10 Moderate 100 Major 1,000 Catastrophic 10,000 Almost Certain 10,000 Moderate Moderate High High High Likely 1,000 Moderate Moderate Moderate High High Possible 100 Low Moderate Moderate Moderate High Unlikely 10 Low Low Moderate Moderate Moderate Rare 1 Low Low Low Moderate Moderate Table Source: OFM TG 02-201959 11.1.2 Assigned Risk Levels The purpose of assigning a risk level is to assist in the prioritization of the range of risks that were identified as part of this CRA. The results of the risk assignment process are presented in Table 50. Where possible, quantitative data was used to inform the risk assignment as described in the rationale in the table. 58 Numeric scales are taken from Dillon Consulting, The Corporation of the city of Mississauga Community Risk Identification: Introduction and Methodology, July 2017 59 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, Appendix B Pg B1 P - 115 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 96 Table 50: Risk Assignment Identified Risk Probability Level Rationale Consequence Level Rationale Risk Level The road network is a contributor to emergency call volume due to motor vehicle collisions and vehicle fires. (Source Geographic Profile) Almost Certain • Approximately 2464 emergency calls responded to between 2018 and 2022 pertain to motor-vehicle related incidents, this represents 95% of rescue calls and approximately 14% of all calls responded to by PFS during that period Moderate • Potential for risk to life safety of occupants of motor vehicles • Potential risk for property loss • Could pose a threat to small local business • Could pose a threat to the quality of the environment • Consequence level could be impacted by the magnitude of a hazard event. High There are a number of rail lines within the City of Pickering that present a risk related primarily to the movement of goods. (Source Geographic Profile) Possible • GO Transit operates a passenger train which runs through the city’s core in an east-west direction through the communities of. As a major regional transit system which has a ridership of over 35 million each year, the system runs frequently through the core of the city. • There are tracks running through most major neighbourhoods of the city. Catastrophic • Significant loss of life • Multiple property damage to significant portion of the municipality • Long term disruption of businesses, local employment, and tourism and/or Environmental damage that would result in long-term evacuation of local residents and businesses High There is an increased risk of ice and water rescue along Lake Ontario due to recreational boating and other activity on the water. (Source Geographic Profile) Unlikely • There are 3 marinas located in Pickering • Frenchman’s’ Bay marina has more than 200 slips, the Yacht club has approximately 130 slips. • Waterfront activities increase the risk of an incident both on the water and onshore. PFS reported a total of 17 water and/or ice rescues in the past 5 years. Moderate • Threat to life safety of occupants • Moderate property loss Moderate - 116 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 97 Identified Risk Probability Level Rationale Consequence Level Rationale Risk Level Group C- Residential Occupancies represents 93.02% of the existing property stock and over the period from January 1, 2018- December 31, 2022, and were associated with 53% of the structure fire loss. (Source Building Stock and Fire Loss and Event History Profile) Almost Certain • The majority of the city’s existing property stock is comprised of Group C - Residential Occupancies (93.02%) • 53% of structure fires loss over the five- year period from January 1, 2018, to December 31, 2022, occurred within Group C - Residential Occupancies. • 81.56% of the civilian fire related injuries, 100.00% of the civilian fire related fatalities occurred in residential occupancies. • High Density development in the City of Pickering over the next 10+ years suggests more than 17,000 additional units projected for both the City Centre and Seaton neighbourhoods. Over the next 20 years the city expects to add more than 60,000 additional units. Moderate • Could pose a threat to the life safety of occupants • Could result in moderate property loss • Could pose a threat to small local businesses, and/or pose a threat to the quality of the environment • Potential for vulnerable individuals including seniors and youth within Group C • Potential for exposure risk depending on dwelling type and building age • Potential presence and maintenance of fire protection equipment would influence consequence level • As the city continues to grow, construction may include increased numbers of multifamily dwellings and high- rise occupancies High - 117 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 98 Identified Risk Probability Level Rationale Consequence Level Rationale Risk Level Data provided by the 2021 census indicates that 31.17% of the city’s residential building stock was built prior to the introduction of the 1981 OFC. (Source: Building Stock Profile) Almost Certain • 57.96% of the city’s building stock was built prior to 1981, preceding the adoption of the 1981 OFC. • There were 28 incidents (or 17.61%) where a smoke alarm was present but did not operate. Moderate • Could pose a threat to the life safety of occupants • Could result in moderate property loss • Could pose a threat to small local businesses, and/or pose a threat to the quality of the environment • Occupants could be vulnerable individuals including seniors and youth within Group C – Residential High There are several properties within Pickering that have a potentially high fuel load and therefore an increased high fire risk. (Source: Building Stock Profile) Possible • There are 565 industrial occupancies (1.51% of property stock) - several with known high fuel load concerns • There have been 18 industrial fires over the past 5 years resulting in over $2M fire loss (4.61% of the total fire loss) Major • Significant threat to businesses, local economy, and tourism • Impact to environment could result in a short term, partial evacuation of local residents and businesses • Prolonged disruptions to supply chains Moderate - 118 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 99 Identified Risk Probability Level Rationale Consequence Level Rationale Risk Level The City of Pickering currently has 21 registered vulnerable occupancies. (Source: Building Stock Profile) Possible • The majority of the city’s existing property stock is comprised of Group C - Residential Occupancies (93.02%) • 53% of structure fires loss over the five- year period from January 1, 2018, to December 31, 2022, occurred within Group C - Residential Occupancies. • 81.56% of the civilian fire related injuries, 100.00% of the civilian fire related fatalities occurred in residential occupancies. Major • Ontario Regulation 150/13 requires fire departments to perform annual inspections and approve and witness fire drill scenarios • Presence and maintenance of fire protection equipment, for example, fire alarm system, sprinklers, etc. • Potential for vulnerable individuals including those who receive special care or treatment within a Group B occupancy High In addition to registered vulnerable occupancies the city has 17 elementary schools, and 47 registered daycares. (Source: Building Stock Profile) Likely • 17 elementary schools, and 47 registered daycares Moderate • Children, due to age and potential cognitive or physical limitations may prevent or delay self-evacuation in the event of an emergency. Moderate There are 15 Properties Designated Under Part IV, Section 29 of the Ontario Heritage Act and 102 under Section 27 and 102 under Section 27. (Source: Building Stock Profile) Likely • 15 Properties Designated Under Part IV, Section 29 of the Ontario Heritage Act and 102 under Section 27 and 102 under Section 27 • Hamlet of Whitevale has been designated as a conservation district. • The hamlet has not changed significantly since the late 19th century Major • Significant threat to businesses, local economy, and tourism • Impact to environment could result in a short term, partial evacuation of local residents and businesses • Loss is permanent – cannot be replaced High - 119 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 100 Identified Risk Probability Level Rationale Consequence Level Rationale Risk Level There were 2464 emergency calls responded to between 2018 and 2022 pertain to motor- vehicle related incidents, this represents 95% of rescue calls and approximately 14% of all calls responded to by PFS during that period. (Source: Critical Infrastructure Profile) Almost Certain • 2464 emergency calls responded to between 2018 and 2022 pertain to motor- vehicle related incidents, this represents 95% of rescue • Nearly 60% of the population commutes to a different census division within the province. This is 35.35% more than that of the provincial commuters (23.50%). • a large proportion (44.65%) of the labour force begins their commute between the hours of 7 and 9 AM Moderate • Potential for risk to life safety of occupants of motor vehicles • Potential risk for property loss • Could pose a threat to small local business • Could pose a threat to the quality of the environment • Consequence level could be impacted by the magnitude of a hazard event. High The percentage of the population aged 65 years and older in Pickering represents 16.57% of the total population. An additional 14.99% of the city’s population falls between the age group of 55 and 64, who are aging towards the senior’s demographic of 65 years of age and older. (Source: Demographic Profile) Almost Certain • Canada’s aging population has been recognized as one of the most significant demographic trends. • Seniors (those 65 years and over) are considered to represent one of the highest fire risk groups across the province based on residential fire death rate (fire deaths per million of population). • The percentage of the population aged 65 years and older in Pickering represents 16.57% of the total population • 14.99% of the city’s population falls between the age group of 55 and 64, who are aging towards the senior’s demographic of 65 years of age and older Moderate • Could pose a threat to the life safety of occupants • Could result in moderate property loss • Potential for exposure risk depending on dwelling type and building age • Potential presence and maintenance of fire protection equipment would influence consequence level High - 120 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 101 Identified Risk Probability Level Rationale Consequence Level Rationale Risk Level The number of seniors aged 65+ is 18% higher than the city average in the City Centre. (Source: Demographic Profile) Almost Certain • 35% of the population aged 65+ reside in the city centre area (the city average is 16.57) Moderate • Could pose a threat to the life safety of occupants • Could result in moderate property loss • Potential for exposure risk depending on dwelling type and building age • Potential presence and maintenance of fire protection equipment would influence consequence level High The city has higher proportion of newcomers (35.30%) when compared to Ontario (29.98%) (Source: Demographic Profile) Almost Certain • The city has higher proportion of newcomers (35.30%) when compared to Ontario (29.98%) • Communication barriers, in terms of language and the ability to read written material, may have an impact on the success of these programs • A high proportion of immigrants could demonstrate a large population that has a potential for unfamiliarity with local fire life safety practices and/or may experience possible language barriers. Moderate • Could pose a threat to the life safety of occupants • Could result in moderate property loss • Potential for exposure risk depending on dwelling type and building age • Potential presence and maintenance of fire protection equipment would influence consequence level High Nearly 60% of the population commutes to a different census division within the province. This is 35.35% more than that of the provincial commuters (23.50%). Likely • 59.84% of the population commutes to a different census division (14,595 people) • (44.65%) of the labour force begins their commute between the hours of 7 and 9 AM, and therefore the risk of Motor Vehicle Collision (MVC) calls is likely to be greatest during this time Moderate • Potential for risk to life safety of occupants of motor vehicles • Potential risk for property loss Moderate - 121 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 102 Identified Risk Probability Level Rationale Consequence Level Rationale Risk Level For the period from January 1st, 2018, to December 31st, 2022, the city experienced a total of 215 structure fires of which 74.88% occurred in Group C-Residential Occupancies Almost Certain • Fires were responsible for 53.00% of the total fire loss for this period. Over this period, Pickering experienced a 1.02% higher rate of fires in Group C-Residential Occupancies than that of the province • 81.56% of the civilian fire related injuries, 100.00% of the civilian fire related fatalities occurred in residential occupancies. • High Density development in the City of Pickering over the next 10+ years suggests more than 17,000 additional units projected for both the City Centre and Seaton neighbourhoods. Over the next 20 years the city expects to add more than 60,000 additional units. Moderate • Could pose a threat to the life safety of occupants • Could result in moderate property loss • Potential for exposure risk depending on dwelling type and building age • Potential presence and maintenance of fire protection equipment would influence consequence level High For the period from January 1st, 2018, to December 31st, 2022, group E- Mercantile occupancies accounted for 6.98% of the structure fires and 32.04% of the total structure fire loss. The city’s percentage of loss is nearly 8 times higher than that of the province. Likely • Group E accounts for only 1.64% of the property stock but 6.98% of the structure fires. Major • Potential presence and maintenance of fire protection equipment would influence consequence level • potential for large loss of life, significant property damage, significant threat to businesses and local economy – depending on type of business High Over the five-year period from January 1st, 2018, to December 31st, 2022, the most reported ignition sources within the city were related to cooking equipment (18.14%) which is higher than the provincial rate of 15.51%. Likely • There were 36 fires where Cooking related fires were 2.63% higher than that of the province Moderate • Could pose a threat to the life safety of occupants • Could result in moderate property loss Moderate - 122 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 103 Identified Risk Probability Level Rationale Consequence Level Rationale Risk Level The city also had a very high rate of exposure fires. Over the five-year period from January 1st, 2018, to December 31st, 2022, 13.49% of reported fires were exposure fires. This is 8.55% higher than that of the province over the same time period. Likely • Exposure fires rates are 13.49% compared to the province at 4.94%. • Third highest reported ignition source for the city Major • Exposure fires are particularly dangerous and costly and typically as a result of high- density housing. • Potential for vulnerable individuals including seniors and youth within Group C • Potential for exposure risk depending on dwelling type and building age • Potential presence and maintenance of fire protection equipment would influence consequence level • As the city continues to grow, construction may include increased numbers of multifamily dwellings and high- rise occupancies High Over the five-year period from January 1st, 2018, to December 31st, 2022, in 17.61% of incidents, there was a smoke alarm present on the floor of origin, but it did not operate. This is much higher than that of the province at 12.40%. Likely • There were 28 incidents (or 17.61%) where a smoke alarm was present but did not operate. • there was no smoke alarm present in 11.95% of occurrences Moderate • Could pose a threat to the life safety of occupants • Could result in moderate property loss • Potential for exposure risk depending on dwelling type and building age Moderate - 123 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 104 Table 51: Key Findings Summary No.Key Finding Geographic Profile 1 With Highways 401 and 407 bisecting the city, there is an elevated risk of a dangerous goods release that could impact the public and environment. 2 With highway 401 bisecting the city, this creates a physical barrier to the area south of the 401 that could result in delays in emergency response times. 3 Bridges, with restrictions or closures, have the potential to reduce the connectivity of the city’s road network resulting in the potential for delays in emergency response times. 4 There are risks associated with the potential for interactions between rail traffic and vehicular traffic or pedestrian traffic within the city. 5 Grade level rail crossings could create a physical barrier to the connectivity of the city’s road network that can potentially result in delays in emergency response times. Building Stock Profile 6 Neighbourhoods of Lamoureaux, Brock-Taunton, Mount Pleasant, Wilson Meadows, Thompson’s Corner’s & Pickering Innovation Corridor that will make up the new Seaton Community are projected to have up to 61,000 residents by 2031 7 In the Pickering City Centre 100% of the development proposals and 78% of the final approved developments in are classified as apartments 8 The Hamlet of Whitevale has been identified as a conservation district and has not changed significantly since the late 19th century therefore many structures were built prior to OBC and OFC requirements. Critical Infrastructure 9 The most pertinent risk arising from utilities relates to fallen hydro lines. Between 2018 and 2022 PFS responded to 195 calls for fallen hydro lines which is 24% of all public hazard calls. Demographic Profile 10 The 2021 Census data indicates that children aged 14 and underrepresent 22.4% of the city’s total population. This represents an important demographic for the purposes of public education. There is value in targeting public education and prevention programs to this demographic. 11 The number of children aged 14 and under is 6.6% higher than the city average in Duffin Heights. 12 The City Centre, Rougemount and West Shore have the greater proportion of population over 65. 13 Language by “mother tongue” indicates that some of the top nonofficial languages spoken in Pickering include Urdu, Tamil, Tagalog, Arabic, Spanish, Italian and Gujarati. The potential for communication barriers should be considered and monitored, especially as the city continues to grow in the future. - 124 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 105 No. Key Finding Demographic Profile 14 The majority of the Indigenous population reported a single Indigenous identity either First Nations, Métis, or Inuk (Inuit). Of the Indigenous population in Pickering, 48.55% (450) were First Nations people, 50.70% (540) were Métis, and 1.41% (15) were Inuit. These populations should be monitored as new Census data becomes available for consideration when planning public education programs and materials. Hazard Profile 15 The city’s 2023 Hazard Identification and Risk Assessment (HIRA) identifies hazards that could each impact the ability of PFS to deliver fire protection services. Economic Profile 16 The city has identified top employers that contribute to the economic vitality of the community. The majority of these are industrial type manufacturing plants. If a fire were to occur at one of these facilities it could have a negative impact on the financial well-being of the city. Consideration should be given to proactive industrial fire safety programming. Past Loss & Event History Profile 17 Of the total injuries, 29 or 81% were associated with Class C – Residential Occupancy fires. 18 Over the five-year period from January 1st, 2018, to December 31st, 2022, 31.68% of the unintentionally set fires in the city occurred due to misuse of ignition source. 19 There was a 53.46% increase in the call volume from 2021 to 2022, but it's important to mention that during the COVID-19 period in 2020 and 2021, adjustments were made to medical response incidents through mutual agreement with Durham Region Paramedics to minimize exposure to multiple agencies. This adjustment was reverted in 2022, and this trend should be closely monitored. 20 Over the five-year period from January 1st, 2018, to December 31st, 2022, 39.59% of the total emergency calls that PFS responded to were medical/resuscitator incidents. 21 The city has nearly double the rate of intentional fires that were deemed undetermined. - 125 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 106 11.2 Risk Treatment NFPA 1300 and the OFM T.G.-02-2019 apply the process of identifying a risk treatment option for an identified risk. The risk treatment options include avoidance, mitigation, acceptance, and transfer. (See Table 52). Table 52: Risk Treatment Options Treatment Option Description Avoid Implementing programs and initiatives to prevent a fire or emergency from happening. Mitigate Implementing programs and initiatives to reduce the probability and/or consequence of a fire or emergency. Accept After identifying and prioritizing a risk, the fire service determines that no specific programs or initiatives will be implemented to address this risk. Transfer The fire service transfers the impact and/or management of the risk to another organization or body. (i.e. fire protection agreements, automatic aid) Table Source: OFM TG 02-201960 Section 7 of TG 02-2019 discusses setting the levels of service. To assist with application of the Identified Risks in the CRA, municipalities must consider the “Establishment of goals and objectives, strategies, timelines, and evaluation for the proposed fire protection services to be provided.”61 This includes the identification of programming or resource gaps and the plan to close those gaps. Typically, this articulated as part of a Fire Master Plan or Community Risk Reduction strategy. Recommendations of a Fire Master Plan should focus on ways to proactively reduce risk through education, prevention, and enforcement with fire suppression as the fail-safe. The Five Es is a framework outlined in NFPA 1300, and the Institution of Fire Engineers’ Vision 20/20 National Strategy for Fire Loss Prevention, is a tool that helps to provide a lens through which identified risks can be reviewed to inform and support the Fire Master Plan. Table 53 identifies and describes each of the 5 Es of risk mitigation. 60 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, Section 6 pg 16 61 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, 7 pg 18 PlCKt~JNG a ---------------------- - 126 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 107 Table 53: 5 Es of Risk Mitigation Mitigation Type Description Education Aims to provide information that creates awareness and knowledge and subsequently changes behaviour. Enforcement Intended to correct negative human behaviour through legislation such as the Ontario Building Code and the Ontario Fire Code and the Provincial Offences Act. Engineering When education does not change an individual’s behavior, this component removes the human factor and introduces technology to improve safety such as smoke alarms. Economic Incentives Provided to reinforce positive impacts (e.g., insurance discounts or tax levy reductions) and discourage negative impacts (e.g., fines and charges) Emergency Response Necessary only if the first 4 Es are unsuccessful, and a fire incident occurs. The level of service for a community is determined by Council based on the needs and circumstances identified locally. Source: Adapted from NFPA 1300 & Vision 20/2062 Table 54 summarize the identified risks and present ways in which the risks can be addressed by PFS and ultimately considered within the Fire Master Plan analysis and recommendations. The same process is applied to the key findings in Table 55. 62 NFPA 1300, 2020 Edition, Annex A.6.3.3.2(4) - 127 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 108 Table 54: Identified Risk Treatment Profile Identified Risk Risk Level Risk Treatment Option Education Enforcement Engineering Economic Incentives Emergency Response Geographic The road network is a contributor to emergency call volume due to motor vehicle collisions and vehicle fires. High Accept No No No No Yes Geographic There are several rail lines within the City of Pickering that present a risk related primarily to the movement of goods. High Accept No No No No Yes Geographic There is an increased risk of ice and water rescue along Lake Ontario due to recreational boating and other activity on the water. Moderate Accept No No No No Yes Building Stock and Fire Loss and Event History Group C- Residential Occupancies represents 93.02% of the existing property stock and over the period from January 1, 2018- December 31, 2022, and were associated with 53% of the structure fire loss. High Mitigate Yes Yes Yes No Yes - 128 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 109 Profile Identified Risk Risk Level Risk Treatment Option Education Enforcement Engineering Economic Incentives Emergency Response Building Stock Data provided by the 2021 census indicates that 31.17% of the city’s residential building stock was built prior to the introduction of the 1981 OFC. High Mitigate Yes Yes Yes No Yes Building Stock There are several properties within Pickering that have a potentially high fuel load and therefore an increased high fire risk. Moderate Mitigate Yes Yes Yes No Yes Building Stock The City of Pickering currently has 21 registered vulnerable occupancies. High Mitigate Yes Yes Yes Yes Yes Building Stock In addition to registered vulnerable occupancies the city has 17 elementary schools, and 47 registered daycares. Moderate Mitigate Yes Yes Yes No Yes Building Stock There are 15 Properties Designated Under Part IV, Section 29 of the Ontario Heritage Act and 102 under Section 27 and 102 under Section 27. High Mitigate Yes Yes Yes Yes Yes - 129 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 110 Profile Identified Risk Risk Level Risk Treatment Option Education Enforcement Engineering Economic Incentives Emergency Response Critical Infrastructure There were 2464 emergency calls responded to between 2018 and 2022 pertaining to motor-vehicle related incidents, this represents 95% of rescue calls and approximately 14% of all calls responded to by PFS during that period. High Accept No No No No Yes Demographic The percentage of the population aged 65 years and older in Pickering represents 16.57% of the total population. An additional 14.99% of the city’s population falls between the age group of 55 and 64, who are aging towards the senior’s demographic of 65 years of age and older. High Mitigate Yes Yes Yes No Yes Demographic The number of seniors aged 65+ is 18% higher than the city average in the City Centre. High Mitigate Yes Yes Yes No Yes Demographic The city has higher proportion of newcomers (35.30%) when compared to Ontario (29.98%) High Mitigate Yes Yes Yes No Yes - 130 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 111 Profile Identified Risk Risk Level Risk Treatment Option Education Enforcement Engineering Economic Incentives Emergency Response Demographic Nearly 60% of the population commutes to a different census division within the province. This is 35.35% more than that of the provincial commuters (23.50%). Moderate Accept No No No No Yes Past Loss & Event History For the period from January 1st, 2018, to December 31st, 2022, the city experienced a total of 215 structure fires of which 74.88% occurred in Group C-Residential Occupancies High Mitigate Yes Yes Yes Yes Yes Past Loss & Event History For the period from January 1st, 2018, to December 31st, 2022, group E- Mercantile occupancies accounted for 6.98% of the structure fires and 32.04% of the total structure fire loss. The city’s percentage of loss is nearly 8 times higher than that of the province. High Mitigate Yes Yes Yes Yes Yes - 131 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 112 Profile Identified Risk Risk Level Risk Treatment Option Education Enforcement Engineering Economic Incentives Emergency Response Past Loss & Event History Over the five-year period from January 1st, 2018, to December 31st, 2022, the most reported ignition sources within the city were related to cooking equipment (18.14%) which is higher than the provincial rate of 15.51%. Moderate Mitigate Yes Yes Yes No Yes Past Loss & Event History The city also had a very high rate of exposure fires. Over the five-year period from January 1st, 2018, to December 31st, 2022, 13.49% of reported fires were exposure fires. This is 8.55% higher than that of the province over the same time period. High Mitigate Yes Yes Yes No Yes Past Loss & Event History Over the five-year period from January 1st, 2018, to December 31st, 2022, in 17.61% of incidents, there was a smoke alarm present on the floor of origin, but it did not operate. This is much higher than that of the province at 12.40%. Moderate Mitigate Yes Yes Yes Yes Yes - 132 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 113 Table 55: Key Findings Treatment Profile Key Finding Risk Treatment Option Education Enforcement Engineering Economic Incentive Emergency Response Geographic With Highways 401 and 407 bisecting the city, there is an elevated risk of a dangerous goods release that could impact the public and environment. Accept No No No No Yes Bridges, with restrictions or closures, have the potential to reduce the connectivity of the city’s road network resulting in the potential for delays in emergency response times. Accept No No No No Yes There are risks associated with the potential for interactions between rail traffic and vehicular traffic or pedestrian traffic within the city. Accept No No No No Yes Grade level rail crossings could create a physical barrier to the connectivity of the city’s road network that can potentially result in a delay in emergency response times. Accept No No No No Yes - 133 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 114 Profile Key Finding Risk Treatment Option Education Enforcement Engineering Economic Incentive Emergency Response Building Stock Neighbourhoods of Lamoureaux, Brock-Taunton, Mount Pleasant, Wilson Meadows, Thompson’s Corner’s & Pickering Innovation Corridor that will make up the new Seaton Community are projected to have up to 61,000 residents by 2031 Mitigate Yes Yes Yes Yes Yes In the Pickering City Centre 100% of the development proposals and 78% of the final approved developments in are classified as apartments Mitigate Yes Yes Yes Yes Yes The Hamlet of Whitevale has been identified as a conservation district and has not changed significantly since the late 19th century therefore many structures were built prior to OBC and OFC requirements. Mitigate Yes Yes Yes Yes Yes Critical Infrastructure The most pertinent risk arising from utilities relates to fallen hydro lines. Between 2018 and 2022 PFS responded to 195 calls for fallen hydro lines which is 24% of all public hazard calls. Mitigate Yes No No No Yes - 134 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 115 Profile Key Finding Risk Treatment Option Education Enforcement Engineering Economic Incentive Emergency Response Demographic The 2021 Census data indicates that children aged 14 and underrepresent 22.4% of the City’s total population. This represents an important demographic for the purposes of public education. There is value in targeting public education and prevention programs to this demographic. Mitigate Yes No No No Yes The number of children aged 14 and under is 6.6% higher than the city average in Duffin Heights. Mitigate Yes No No No Yes The City Centre, Rougemount and West Shore have the greater proportion of population over 65. Mitigate Yes No No No Yes Language by “mother tongue” indicates that some of the top nonofficial languages spoken in Pickering include Urdu, Tamil, Tagalog, Arabic, Spanish, Italian and Gujarati. The potential for communication barriers should be considered and monitored, especially as the city continues to grow in the future. Mitigate Yes No No No Yes - 135 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 116 Profile Key Finding Risk Treatment Option Education Enforcement Engineering Economic Incentive Emergency Response Demographic The majority of the Indigenous population reported a single Indigenous identity either First Nations, Métis or Inuk (Inuit). Of the Indigenous population in Pickering, 48.55% (450) were First Nations people, 50.70% (540) were Métis, and 1.41% (15) were Inuit. These populations should be monitored as new Census data becomes available for consideration when planning public education programs and materials. Mitigate Yes No No No Yes 44.65% of the labour force begins their commute between the hours of 7 and 9 a.m., and therefore the risk of Motor Vehicle Collision (MVC) calls is likely to be greatest during this time. Accept No No No No Yes Hazard The city’s 2023 Hazard Identification and Risk Assessment (HIRA) identifies hazards that could each impact the ability of PFS to deliver fire protection services. Accept Yes No No No Yes - 136 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 117 Profile Key Finding Risk Treatment Option Education Enforcement Engineering Economic Incentive Emergency Response Economic The city has identified top employers that contribute to the economic vitality of the community. The majority of these are industrial type manufacturing plants. If a fire were to occur at one of these facilities it could have a negative impact on the financial well-being of the City. Consideration should be given to proactive industrial fire safety programming. Mitigate Yes Yes Yes Yes Yes Past Loss & Event History Of the total injuries, 29 or 81% were associated with Class C – Residential Occupancy fires. Mitigate Yes No No No Yes Over the five-year period from January 1st, 2018, to December 31st, 2022, 31.68% of the unintentionally set fires in the city occurred due to misuse of ignition source. Mitigate Yes Yes Yes Yes Yes There was a 53.46% increase in the call volume from 2021 to 2022. This trend should be monitored. Note: During the Covid-19 pandemic, medical responses were reduced and are now reactivated accounting for majority of this increase. Accept Yes No No No Yes - 137 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 118 Profile Key Finding Risk Treatment Option Education Enforcement Engineering Economic Incentive Emergency Response Over the five-year period from January 1st, 2018, to December 31st, 2022, 39.59% of the total emergency calls that PFS responded to were medical/resuscitator incidents. Accept No No No No Yes Past Loss & Event History The city has nearly double the rate of intentional fires that were deemed undetermined. Mitigate Yes No No No Yes - 138 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 119 ..................................................................... APPENDICES Appendix A: List of Figures, Maps, and Tables 120 Appendix B: References 123........................................................................................................ - 139 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 120 Appendix A: List of Figures, Maps, and Tables Figures Figure 1: Community Risk Profiles and Sub-topics 4 ......................................................................... Figure 2: Risk Treatment Process 5 .................................................................................................... Figure 3: Fire Propagation Curve 20 .................................................................................................. Figure 4: Building Proposals by Building Type 23 .............................................................................. Figure 5: 2011-2020 Residential Fire Death Rate by Age of Victim 46 .............................................. Figure 6: Pickering Top Industries 72 ................................................................................................. Figure 7: Annual Call Volume – All Incidents January 1st, 2018, to December 31st, 2022 85 .......... Figure 8: Total Call Volume by Time of Day – All Incidents January 1st, 2018, to December 31st, 2021 86 ...................................................................................................................... Figure 9: Risk Conclusions Application Process 92 ............................................................................ Maps Map 1: City of Pickering Overview Map 7 ......................................................................................... Map 2: High Fuel Load 27 .................................................................................................................. Map 3: Building Stock Map 29 ........................................................................................................... Map 4: Percentage of Population Ages 65 and Over 45 .................................................................... Map 5: Top Employers 74 .................................................................................................................. Tables Table 1: OBC Major Occupancy Classifications 11 ............................................................................. Table 2: OFM Fire Risk Sub-Model Major Building Classifications 13 ............................................... Table 3: Existing Major Building Classification Summary 17 ............................................................. Table 4: Structural Dwelling Type by Neighbourhood 18 .................................................................. Table 5: Time to Reach 1 MW Fire Growth Rates in the Absence of Fire Suppression 19 17F .............. Table 6: Period of Construction of all Dwellings – City of Pickering and Province of Ontario19 21 F ........................................................................................................................ Table 7: Group C Residential Building Stock Comparison 22 ............................................................ Table 8: Building Application Timelines 23 ........................................................................................ Table 9: Building Area 25 ................................................................................................................... Table 10: Potential High Fire Risk Occupancies 28 ............................................................................ Table 11: Vulnerable Occupancies 30 ................................................................................................ Table 12: Designated Heritage Properties 32 .................................................................................... Table 13: Critical Infrastructure Overview 38 .................................................................................... Table 14: Historic Growth in Population and Households – City of Pickering 41 .............................. Table 15: Population Growth in Settlement Areas – City of Pickering 42 ......................................... PlCKt~JNG a ---------------------- - 140 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 121 Table 16: Population by Age Group – City of Pickering and Ontario 43 ............................................ Table 17: Population Ages 0-14 by Neighbourhood 47 ..................................................................... Table 18: Population Age 65 and Over by Neighbourhood 48 .......................................................... Table 19: Gender Distribution by Age Group 49 ............................................................................... Table 20: Labour Force Status - City of Pickering & Ontario 51 ........................................................ Table 21: Educational Attainment – City of Pickering and Ontario 52 .............................................. Table 22: Median Income of the City of Pickering and Ontario 52 ................................................... Table 23: Economic Family Income Decile Group for the Population in Private Households – City of Pickering and Ontario 53 ...................................................................................... Table 24: Household Tenure – City of Pickering and Ontario 53 ....................................................... Table 25: Household Occupancy 54 ................................................................................................... Table 26: Household Suitability – City of Pickering and Ontario 54 .................................................. Table 27: Shelter Costs – City of Pickering and Ontario 55 ............................................................... Table 28: Median Costs – City of Pickering and Ontario - 2021 Census, Statistics Canada 55 .......... Table 29: Immigration Status – City of Pickering and Ontario 56 ..................................................... Table 30: Knowledge of Official Language – City of Pickering and Ontario 57 ................................. Table 31: Commuting Destinations – City of Pickering 58 ................................................................. Table 32: Time of Commute to Work 58 ........................................................................................... Table 33: Indigenous Population – City of Pickering and Ontario 59 ................................................ Table 34: Impacts of Hazards on Fire Protection Services 62 ............................................................ Table 35: Public Safety Response Agencies 65 .................................................................................. Table 36: Community Service Agencies 70 ........................................................................................ Table 37: Major Employers in the city 73 .......................................................................................... Table 38: Total Fire Loss – City of Pickering 77 .................................................................................. Table 39: Structure Fires and Property Loss – City of Pickering and Province of Ontario 77 ........... Table 40: Fires by Major Occupancy Type 79 .................................................................................... Table 41: Civilian Fire Fatalities and Injuries by OBC Major Occupancy Classification – City of Pickering and Ontario 80 ................................................................................................ Table 42: Reported Fire Cause – City of Pickering and Province of Ontario – 2018-2022 82 ........... Table 43: Source of Ignition – City of Pickering and Province of Ontario – 2018-2022 83 ............... Table 44: Smoke Alarm Presence and Operation on the Floor of Fire Origin – City of Pickering– 2018-2022 84 .................................................................................................... Table 45: Total Number of Incidents – Summary - January 1st, 2018, to December 31st, 2022 87 . .............................................................................................................................. Table 46: Total Number of Incidents – Breakdown - January 1st, 2018, to December 31st, 2022 88 ............................................................................................................................... Table 47: Probability Level 93 ............................................................................................................ - 141 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 122 Table 48: Consequence Levels 94 ...................................................................................................... Table 49: Probability & Consequence Risk Matrix 95 ........................................................................ Table 50: Risk Assignment 96 ............................................................................................................ Table 51: Key Findings Summary 104 ................................................................................................ Table 52: Risk Treatment Options 106 .............................................................................................. Table 53: 5 Es of Risk Mitigation 107 ................................................................................................. Table 54: Identified Risk Treatment 108 ............................................................................................ Table 55: Key Findings Treatment 113.............................................................................................. - 142 - City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 123 Appendix B: References Ontario Regulation 378/18: Community Risk Assessments, Mandatory Use, Section 1 (b) Ontario Regulation 378/18, Community Risk Assessments, Mandatory Use, Section 1(b) Fire Protection and Prevention Act, 1997 Part II Responsibility for Fire Protection Services, Section 2.1 (a) (b) Fire Protection and Prevention Act, 1997, Part III Fire Marshal, Section 9.2 (b) City of Pickering Open data, Find your Ward Map Ontario Regulation 332/12: Building Code, Part III Fire Protection, Occupant Safety and Accessibility, Section 3.1.2.1. Ontario Regulation 332/12:Building Code, Part III Fire Protection, Occupant Safety and Accessibility, Section 3.1.2.1 Pickering SIR- Municipal Fires: Overview Property Class, Injuries, Cause, Ignition Source (2018-2022) Office of the Fire Marshal and Emergency Management. (2017, May). Operational Planning: An Official Guide to Matching Resource Deployment and Risk Workbook. Statistics Canada. 2023. (table). Census Profile. 2021 Census of Population. Statistics Canada Catalogue no. 98-316-X2021001. Ottawa. Released March 29, 2023. https://www12.statcan.gc.ca/census-recensement/2021/dp-pd/prof/index.cfm?Lang=E (accessed October 25, 2023). Statistics Canada. 2023. Census Profile. 2021 Census. Statistics Canada Catalogue no. 98-316-X2021001. Ottawa. Released February 8 2023. City of Pickering, Detailed 20 year Population Forecast, Data collected up to December 21, 2022 City of Pickering Maps, Major Residential Developments and Proposals https://cityofpickering.maps.arcgis.com/apps/MapSeries/index.html?appid=22feaf99031a48b1968a21a b4925ec05 Central Pickering Development plan, Ministry of Municipal Affairs and Housing, 2012, Section 2 Ministry of the Solicitor General. (2017). Critical Infrastructure. Retrieved from Emergency Management Ontario website 2023 Proposed Business Plan and Budget, Region of Durham Consolidated Water Supply and Sanitary Sewerage City of Pickering Stormwater Management Statistics Canada, 2021 Census of Population, Statistics Canada. 2023. Census Profile. 2021 Census. Statistics Canada Catalogue no. 98-316-X2021001. Ottawa. Released February 8 2023 Statistics Canada. (2017 May) The Daily: Age & sex and type of dwelling data: key results from the 2016 Census. Retrieved from www.statcan.gc.ca/daily-quitidien/170503/dq170504a-eng.htm?HPA=1 Office of the Fire Marshal and Emergency Management (revised 2018, November), Ontario Residential Fatal Fires, Retrieved from the Ministry of the solicitor General Website PlCKt~JNG a ----------------------- - 143 - City of Pickering Community Risk Assessment Page 124 City of Pickering, Adapted from individual neighbourhood profiles October 2023. Retrieved from the City of Pickering Website through Open Data Statistics Canada, 2021 Census of Population, Statistics Canada. 2023. Census Profile. 2021 Census. Statistics Canada Catalogue no. 98-316-X2021001. Ottawa. Released February 8 2023 Minister of the Solicitor General (Modified 2016 February) Comprehensive Fire Safety Effectiveness Model: Fire Risk Sub-Model. Retrieved from Ministry of the Solicitor General Website Statistics Canada, 2021 Census of Population, Statistics Canada. 2023. Census Profile. 2021 Census. Statistics Canada Catalogue no. 98-316-X2021001. Ottawa. Released February 8 2023 Statistics Canada. (Modified 2018, July). Education and occupation of high-income Canadians. Retrieved from Statistics Canada Website Statistics Canada, 2021 Census of Population, Statistics Canada. 2023. Census Profile. 2021 Census. Statistics Canada Catalogue no. 98-316-X2021001. Ottawa. Released February 8 2023 Statistics Canada. (Updated 2016). Income Decile Group. Retrieved from Statistics Canada Website Statistics Canada, 2021 Census of Population, Statistics Canada. 2023. Census Profile. 2021 Census. Statistics Canada Catalogue no. 98-316-X2021001. Ottawa. Released February 8 2023 OFM SIR Data for the City of Pickering, 2018-2022 NFPA, Glossary of Terms. 2019 Edition OFM SIR Data for the City of Pickering, 2018-2022 NFPA, Glossary of Terms. 2019 Edition OFM SIR Data for the City of Pickering, 2018-2022 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, Section 6, Pg 16 & NFPA 1300, 2020 Edition, Annex A.6.3.3.2(4) Numeric scales is taken from Dillon Consulting, The Corporation of the city of Mississauga Community Risk Identification: Introduction and Methodology, July 2017 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, Section 4.1, Pg 13 Numeric scales is taken from Dillon Consulting, The Corporation of the city of Mississauga Community Risk Identification: Introduction and Methodology, July 2017 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, Section 4.2 pg 14 Numeric scales are taken from Dillon Consulting, The Corporation of the city of Mississauga Community Risk Identification: Introduction and Methodology, July 2017 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, Appendix B Pg B1 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, Section 6 pg 16 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, 7 pg 18 NFPA 1300, 2020 Edition, Annex A.6.3.3.2(4) Final Report - November 6, 2024 - 144 - City of Pickering FIRE MASTER PLAN Final Report November 15, 2024 Attachment 2 to Report FIR 01-25 - 145 - Prepared by: Behr Integrated Solutions Inc. Suite 750, 600 – 6 Avenue SW Calgary AB T2P 0S5 www.behrintegrated.com Preface This document serves as the City of Pickering’s Fire Master Plan. The primary motivation for developing this document is for the community in establishing a long-term strategy to protect life and property based on community risk, safety, corporate priorities, and council-approved budget allocations. This document will be used as a tool to evaluate and forecast the immediate and future emergency service needs of the community. Acknowledgements Behr would like to specifically acknowledge the leadership, diligence and continuous improvement focus of Fire Chief Stephen Boyd. While there are some challenges for the City of Pickering, Fire Chief Boyd remains positive in his efforts to enhance the department and public safety for the community and its citizens. The fire services’ leadership and firefighters are dedicated and engaged in all facets of their community. Their pride in the department and their service is clear. Copyright The contents of this document are protected by copyright and are the intellectual property of the City of Pickering and Behr Integrated Solutions Inc. The copying, distribution, or use of this document, in whole or in part, without written consent by any party other than previously noted, is strictly prohibited. - 146 - City of Pickering Fire Master Plan ACRONYMS AHJ Authority Having Jurisdiction ASP Area Structure Plan CAD Computer Aided Dispatch CRA Community Risk Assessment ERF Effective Response Force FMP Fire Master Plan FUS Fire Underwriters Survey MAP Mutual Aid Plan MVC Motor Vehicle Collision NFPA National Fire Protection Association OBC Ontario Building Code POC Paid-On-Call (Volunteer Firefighter) PSAP Public Safety Answering Point RMS Record Management System SOC Standard of Cover SOG Standard Operating Guideline Final Report Acronyms November 15, 2024 - 147 - City of Pickering Fire Master Plan TABLE OF CONTENTS EXECUTIVE SUMMARY I .............................................................................................. Introduction i ................................................................................................................. Strategic Goals i ............................................................................................................ Project Approach and Outcomes ii ................................................................................ Fire Services Master Plan Process ii ............................................................................... Consultation and Comparative Analysis iii ...................................................................... Community Overview iv .................................................................................................. Community Risk Assessment v ...................................................................................... Department Overview vi ................................................................................................. Summary of Observations and Recommendations vii ..................................................... Conclusion xxiii ............................................................................................................. SECTION 1 INTRODUCTION 1 ...................................................................................... 1.1 Background and Significance 1 .............................................................................. 1.2 Goals and Objectives 1 .......................................................................................... 1.3 Project Scope 2 ..................................................................................................... 1.4 Standards and References 2 .................................................................................. 1.5 Fire Services Master Plan Process 3 ....................................................................... 1.6 Consultative Process 3 .......................................................................................... 1.6.1 Community and Fire Station Tour 3 ................................................................ 1.6.2 Targeted Interviews 4 ..................................................................................... 1.6.3 Online Firefighter Survey 5 ............................................................................. 1.6.4 Municipal Comparative Analysis 6 ................................................................. 1.7 Study Considerations 7 ......................................................................................... SECTION 2 COMMUNITY PROFILE AND RISK OVERVIEW 8 ............................................. 2.1 Community Overview 8 .......................................................................................... 2.2 Economic Indicators 10 ......................................................................................... 2.3 Growth Projections 12 ........................................................................................... 2.4 Key Community Demographics 13 ......................................................................... 2.5 Community Planning and Development 13 ............................................................ 2.6 Community Risk Assessment 14 ............................................................................ 2.6.1 Factors Contributing to Risk 16 ...................................................................... 2.6.2 Risk Management 17 ..................................................................................... 2.7 Risk Evaluation vs. Service Levels 17 ..................................................................... 2.7.1 Assigning Risk Level 21 .................................................................................. 2.8 Structural Fire Risk Analysis 22 .............................................................................. Final Report TOC November 15, 2024 - 148 - City of Pickering Fire Master Plan 2.9 Ontario Building Code Occupancy Classifications 22 ............................................. ................................................................................ ........................................ ....................... ............................................................... .................................................................................. ....................................... ......................................................... ................................................................... ................................................. ......................................................... ......................................................................................... .......................................................................... ....................................................................................... ............................................................................... .......................................... .................................................................................................. .................................................................................... ................................................................................ .............................. ........................... ........................................................................................... .............................................................................................. ........................................................... ......................................................................................... ................................................................ ......................................................................................... .......................................................................... ............................................................. ............................................................. ................................................................... ............................................................. .................................................................. ....................................................................................... ............................................................................... .......................................................................................... 2.9.1 Building Stock Profile 22 2.10 OFM Fire Risk Sub-Model Occupancy Classifications 23 2.11 City of Pickering Existing Major Building Classification Summary 24 2.12 Potential High-Fire Risk Occupancies 25 2.12.1 Fuel Load Concerns 25 2.13 Occupancies with Potential High Fire Life-Safety Risk 26 2.13.1 Registered Vulnerable Occupancies 26 2.14 Community Risk Analysis Overview 28 2.15 Impacts of Hazards on Fire Protection Services 29 2.15.1 Fire Station Response Demand Zone 31 2.16 Water Infrastructure 33 SECTION 3 DEPARTMENT PROFILE 34 3.1 Department Overview 34 3.2 Mission, Vision, and Values 35 3.3 Thematic Summary of Interview and Survey Results 35 3.4 Administration 37 3.4.1 Human Resources 37 3.4.2 Staffing Complement 38 3.4.3 Department Leadership, Management and Operations 44 3.5 Remuneration, Recruitment, Selection, Retention, Promotion 47 3.5.1 Remuneration 47 3.5.2 Recruitment 47 3.5.3 Selection and Training of New Staff 50 3.6 Health and Wellness 54 3.7 Policies, Procedures, and Guidelines 56 3.8 Command Structure 57 3.9 Fire Public Education Services 58 3.10 Fire Prevention and Code Enforcement 59 3.10.1 Fire Prevention Services Overview 59 3.10.2 Fire Code Inspection Services 60 3.10.3 New Developments Plan Reviews 63 3.10.4 Fire Cause and Origin Services 64 3.11 Emergency Response 66 3.11.1 Structural Firefighting 66 3.11.2 Medical Assist 68 Final Report TOC November 15, 2024 - 149 - City of Pickering Fire Master Plan 3.11.3 Motor Vehicle Collisions, Vehicle Extrication 69 ............................................. .................................... ........................................................................ ........................................................................... ............................................................. ............................................................................... ......................................................... ............................................................................................................ ...................................................................................... ..................................................... ................. .................................................................................................. ................................................................................................... ............................................................ ........................................................ ........................................................................................ ....................................................................... ......................................................... ................................................................................. ..................................................................... ................................................................................. .................................................................................................. ................................................................................. ....................................................................................... ........ ................................................. ........................... ............ ........................................................... .................................................................................. .................................................................................... ........................................................ ................................................... ....................................................................................... ....................................................................................... ........................................................................ 3.11.4 Hazardous Materials/Dangerous Goods Response 70 3.11.5 Technical Rescue Services 73 3.11.6 Pre-Emergency Planning 76 3.11.7 Citizen Assist and Public Services 76 3.11.8 911 and Fire Dispatch 77 3.12 Mutual Aid and Other Service Agreements 77 3.13 Training 78 3.13.1 Training Overview 78 3.13.2 Industry Recommended Qualifications 82 3.14 Emergency Management Program and Emergency Operation Centre 85 3.15 Capital Assets 87 3.15.1 Facilities 87 3.15.2 Firehall Overview and Assessment 88 3.15.3 Apparatus and Emergency Vehicles 101 3.16 Ancillary Equipment 110 3.17 Personal Protective Equipment 110 3.17.1 Specialized Operations Equipment 110 3.17.2 Asset Management 111 3.18 Municipal Comparative Analysis 112 3.18.1 Department Profile 113 3.18.2 Budgets 114 3.18.3 Industry Standards 115 3.18.4 Response Data 116 SECTION 4 INCIDENT STATISTICS AND RESPONSE PERFORMANCE ANALYSIS 118 4.1 Industry Standards and Provincial Legislation 118 4.1.1 National Fire Protection Association (NFPA) Standards 118 4.1.2 Ontario Regulatory Framework Regarding Community Fire Safety 119 4.2 Incident Types and Frequency Analysis 120 4.3 Response Performance 126 4.3.1 Intervention Time 126 4.3.2 NFPA 1710 Performance Standards 129 4.4 Emergency Response Performance Analysis 130 4.4.1 Alarm Handling 131 4.4.2 Assembly Time 133 4.4.3 Travel Time Performance 135 Final Report TOC November 15, 2024 - 150 - ............................................................................... .......................................................................... ................................................................................ ...................................................................................... .................................... ..................................................................................... ............................................................................. ........................................... ..................................................................................... ........................................................................................................ City of Pickering Fire Master Plan 4.4.4 Total Response Time 140 4.5 Response Coverage Mapping 143 4.6 Effective Response Force 151 4.7 Critical Task Analysis 152 4.8 Optimizing Station location and Apparatus placement 157 4.8.1 Station Location 157 4.8.2 Apparatus Placement 161 4.9 Measuring, Managing and Reporting Performance 162 SECTION 5 CONCLUSION 167 APPENDICES 169 Final Report TOC November 15, 2024 - 151 - City of Pickering Fire Master Plan This page has been left blank intentionally. Final Report TOC November 15, 2024 - 152 - City of Pickering Fire Master Plan EXECUTIVE SUMMARY Introduction Today’s fire and emergency services are continually being challenged by budget constraints, unprecedented growth, rising call volumes, and increasing and unusual risks against a backdrop of expectations to do more with less. The demand for emergency response and emergency management services has expanded, causing the role to shift and for services to diversify. Effective management of an emergency services department requires a clear understanding of risk and the ability to provide an appropriate response to mitigate the risks. Failing to realize and address these challenges could leave the community and its responders vulnerable. Modern fire, rescue and emergency services have evolved into a critical component of a community’s social safety net. Whereas early fire departments were established specifically to combat structure fires that, at the time, were often devastating. Today’s fire departments are also called upon to respond to medical emergencies, rescues of all sorts, motor vehicle incidents, dangerous goods releases, wildland fires and natural disasters etc. As a result, fire departments must be adequately resourced and equipped to provide these services safely, efficiently, and effectively with a great deal of competency. The goal of developing this Fire Master Plan (FMP) is to provide strategic direction for the fire service. This plan will provide a systematic and comprehensive approach to evaluate current response capabilities by identifying and mitigating risks through a community risk assessment. The Fire Service Master Plan will also assist in formulating and communicating strategic directions for the fire service, while highlighting opportunities for improved service delivery. This plan can also be used in conveying information to the public, staff, and municipal council about what to expect in the municipality’s approach to fire and emergency service planning, service delivery model, policy, and development. Ultimately, the outcome of this project determines options towards an optimum service delivery model and serves as a blueprint for the municipality to be more effective and efficient in the delivery of emergency services through current and future challenges. Strategic Goals The City of Pickering Fire Services (PFS) will utilize the Community Risk Assessment (CRA) to identify the fire safety risks within the city, as the basis to inform the development of goals and objectives for the delivery of fire protection and emergency response provided. Optimizing the methodology of the three lines of defense (Public Education, Fire Prevention and Code Enforcement, and Emergency Response) will allow PFS to provide a comprehensive fire protection program. Final Report Page i November 15, 2024 - 153 - Project Approach and Outcomes City of Pickering Fire Master Plan While risks are the basis for triggering response decisions, our analysis has also investigated the needs of the community and will provide a point of reference upon which future decisions and priorities can be evaluated and implemented. This includes identifying priorities, challenges, and opportunities for the improvement of the delivery of emergency services to the community businesses, and overall public safety. Along with risks, this plan also, considers applicable legislation, industry-leading and best practices, and standards to provide unbiased analysis and evidence-based recommendations. Key aspects in the development of this plan included a community and station tour that focused on the overall footprint, topography, and transportation infrastructure of the community along with the various response zones for each of the responding stations. Touring each station also provided an opportunity to conduct a general condition and operational functionality assessment on each station. Targeted interviews and an online survey were also used to collect data and information. This process was used to promote an open discussion about the community, risks, general concerns related to the community and municipal operations. An industry peer municipal comparative analysis1 of the fire service was conducted as a method of benchmarking the performance of departments to similar municipalities. These benchmarks include budgets, performance, effectiveness, and efficiencies. Although fire and emergency services ultimately have the same goal of protecting life and property, each community has its unique features in how to accomplish their goals. Our main criteria for the comparative analysis are indicators of effectiveness and efficiencies amongst the communities for risk and mitigation. Fire Services Master Plan Process The following diagram illustrates the process used to complete this plan. A Fire Service Master Plan is sometimes referred to as a ‘road map’ for the future and used as a guiding document for current and future department leaders and decision makers. As described in the implementation phase, it is highly recommended that this plan be reviewed and evaluated, at minimum, on an annual basis or when there are unusual changes, such as in population, and residential and/or industrial development activity that could affect changes in risk. 1 Please see Section 3.18 Municipal Comparative Analysis, Page 113 Final Report Page ii November 15, 2024 - 154 - City of Pickering Fire Master Plan When reasonably possible, we also recommend a third-party update of the plan at the five- year mark to apply an unbiased review into the operation and provide further credibility to the master plan process. Figure 1: Fire Services Master Plan Process PLANNING DECIDE TO PLAN ORGANIZE FORPLANNING DEFINE GOALS AND OBJECTIVES ANALYSIS COLLECT AND ANALYZE DATA CONDUCT A COMMUNITY RISK ASSESSMENT DEFINE PROGRAMS AND/OR SYSTEMS REQUIREMENTS DEFINE ALTERNATE PROGRAMS AND/OR SYSTEMS PREPARE THE PLAN IMPLEMENTATION IMPLEMENT THE PLAN RE-VISIT AND EVALUATE COMMUNITY RISKS AND THE PLAN DECIDE TO PLAN ORGANIZE FOR PLANNING DEFINE GOALS AND OBJECTIVES COLLECT AND ANALYZE DATA DEFINE PROGRAMS AND/OR SYSTEMS REQUIREMENTS DEFINE ALTERNATE PROGRAMS AND/OR SYSTEMS PREPARE THE PLAN IMPLEMENT THE PLAN RE-VISIT AND EVALUATE COMMUNITY RISKS AND THE PLAN PLANNING ANALYSIS IMPLEMENTATION CONDUCT A COMMUNITY RISK ASSESSMENT Consultation and Comparative Analysis Three key aspects in the development of the Fire Master Plan included a community and station tour, targeted interviews, and an online firefighter survey. The community tour focused on the overall footprint, topography, transportation infrastructure of the municipality and the various response zones for the current fire service station. Visiting the stations provided an opportunity to conduct a general condition and operational functionality assessment. This tour also provided the opportunity to meet with various PFS staff and discuss their respective interests regarding the FMP development. To obtain balanced input, we also employed an online firefighter survey. Our survey methodology offers several unique benefits. First, it offers an opportunity to gather opinions from an entire group as opposed to a limited sample of opinions from a select few. The online survey also offers an extremely flexible approach to the collection of data as respondents can complete the survey questions when it is convenient for them. Additionally, the anonymity of participants is relatively easy to control and therefore may yield more candid and valid responses. Finally, surveys are also extremely time and cost- efficient methods to engage large groups while capturing extensive data. An industry peer comparative analysis2 of PFS was conducted as a method of benchmarking the performance of departments to similar municipalities. These benchmarks include budgets, performance, effectiveness, and efficiencies. Although fire and emergency services ultimately have the same goal of protecting life, property and the environment, each community has its unique features in how to accomplish their goals. Our main criteria for the comparative analysis are indicators of effectiveness and efficiencies amongst the communities for risk and mitigation. 2 Please see Section 3.18, Municipal Comparative Analysis, Page 113 Final Report Page iii November 15, 2024 - 155 - City of Pickering Fire Master Plan The communities who participated in the comparative analysis include: • City of Pickering • Town of Whitby • City of Oshawa • Town of Clarington • Town of Ajax • Town of Central York The six surveyed fire services have operating budgets within the range of $14.6M to $29.9M annually. PFS occupies #2 of 6 for cost per capita and #1 of 6 of the percentage of the municipal budget spent on fire services, of all the municipalities surveyed at $190.78 per person and 25.5% of Pickering’s operating budget, respectively. The percentage of the municipal budget for all fire services surveyed ranges from 11.98% to 25.5% of municipal operating budgets, and the cost per capita of these departments ranges from $134.09 to $194.90. The PFS operating budget and cost per capita are within the upper range of similarly staffed/operated fire services surveyed. Note: It is important to note that within this comparative analysis, Pickering Fire Service covers the second largest area of response a 231.6 kms2. Community Overview Nestled along the 401 Highway corridor in Ontario, the City of Pickering is a dynamic community with a population of 99,186 residents spread across 231.6 km², resulting in a population density of 429.2/km². The city strategically accesses major markets through an extensive transportation network, featuring high-capacity roads, rail systems, public transit, and air travel. Positioned immediately east of Toronto, Pickering has direct access to major highways such as the 401, 407, #7, and #2 (Kingston Road). Its strategic locale includes a direct commuter rail link to Toronto, is served by two commercial train lines, and is conveniently within 30 minutes of Pearson International Airport, Oshawa Municipal Airport, and Buttonville Airport. The city is also positioned within 2 ½ hours of five separate United States border crossing points. Bordered by Toronto, Markham, Ajax, Whitby, Uxbridge, and Rouge National Park, Pickering combines urban amenities with the natural beauty of the park. Its commitment to sustainable development is evident in well-planned neighborhoods, green spaces, and environmental initiatives. The city's robust and diversified economy, spanning manufacturing, technology, and healthcare, is fostered by the Innovation Corridor. Final Report Page iv November 15, 2024 - 156 - City of Pickering Fire Master Plan As a waterfront community along Lake Ontario, Pickering offers scenic views, parks, and diverse recreational opportunities. The city celebrates its cultural diversity through events and festivals, respecting its Indigenous heritage. With excellent education facilities and essential services, Pickering provides an unprecedented quality of life, has the highest diversity rate in Durham, and continues to attract residents and businesses from all over the world. Community Risk Assessment Every municipality has unique challenges and characteristics contributing to the overall risk profile of the community. In accordance with the Ontario Regulation 378/18: Community Risk Assessments (O. Reg. 378/18), under the authority of the Fire Protection and Prevention Act, 1997 (FPPA), O.Reg. 378/18 “requires that each municipality and every fire department in a territory without municipal organization complete a community risk assessment and use it to inform decisions on the provision of fire protection services.”3 A Community Risk Assessment (CRA) is a comprehensive evaluation of potential risks and vulnerabilities within a specific community. It is a vital process designed to identify, assess, and prioritize various risks, such as natural disasters, industrial accidents, public health emergencies, and other hazards that impact the safety and well-being of the community residents. The introduction of O. Reg. 378/18 is also now a core component to satisfy the FPPA requirements of developing an in-depth analysis of a community’s fire related risks through a comprehensive analysis of nine mandatory profiles which include: 1. Geographic Profile 2. Building Stock Profile 3. Critical infrastructure Profile 4. Demographic Profile 5. Hazard Profile 6. Public Safety Response Profile 7. Community Services Profile 8. Economic Profile 9. Past Loss and Event History Profile 3 Community Risk Assessment: Office of the Fire Marshal OFM-TG-02-2019, 2019 Final Report Page v November 15, 2024 - 157 - City of Pickering Fire Master Plan A CRA was developed for the City of Pickering using technical guidelines provided by the Office of the Fire Marshal (OFM). A series of data was collected and analyzed to identify risks to the community from the perspective of each of the nine profiles. Key data sources were obtained from Pickering Fire Services, Office of the Fire Marchal (OFM) Standard Incident Reporting Data, Statistics Canada Population Census, Municipal Property Assessment Corporation (MPAC) and desktop research. The lens of the risk assessment was focused on risk outcomes and how they relate to the fire service. The results of the CRA were then used to inform the development of this fire service master plan to mitigate the identified risks and improve fire safety and emergency response capabilities for the community. The evaluation of fire and rescue-related risks consider both the probability and consequence of emergency event types. The probability of an event is quantified by analyzing historical, current, and projected data. The consequence of the event type or risk is based on an informed assessment of the potential impact on a community should the event occur. As a result of this analysis, the top hazards in the city include the following: • Fire and explosion • Roadway/ Highway emergency • Winter weather • Oil or natural gas release • Extreme temperatures/ seasonal storms • Infectious disease • Rail, light rail incidents In addition to the overall highest risks to the community, certain events pose an increased risk specific to firefighting. To better understand the risks of hazards as they pertain to fire protection services, the top five hazards have been assessed to identify possible impacts on fire protection services. Department Overview The Pickering Fire Services (PFS) was first formed as the Pickering Fire Company in 1888, utilizing volunteer firefighters to serve their community. As the community grew, and emergency services became increasingly demanding the service evolved into a full-time career fire service in 2010. The PFS has recently celebrated their 50 years history in 2021. PFS is established and guided by By-law 771/78 passed on the sixth day of March 1978. Today, PFS is led by their Fire Chief and relies on a current roster of 5 exempt full-time staff and 116 career full-time unionized firefighters responding from five fire stations located throughout the community to provide education, safety and code enforcement, and fire response including, rescue, and medical first response to the City of Pickering. Final Report Page vi November 15, 2024 - 158 - Summary of Observations and Recommendations City of Pickering Fire Master Plan The intent of this fire services master plan is to provide a series of recommendations to be implemented over a ten-year timeframe. However, the recommendations in this plan were prioritized in such a way that it was felt all should be completed within seven years. The following recommendations are drawn from findings presented throughout the report. They are grouped into three categories according to priority: critical, short-term, and long-term. Progress on the implementation of recommendations should be monitored and potentially adjusted to reflect available funding and administrative capacity that may go beyond the five years identified. Most of the recommendations presented in this report are achievable using existing staff or members’ time and will therefore not pose significant additional costs to the community, however some recommendations are substantial and will require review of potential funding or financial strategies. Costs are rough order of magnitude estimates only and will require further investigation. ‘Cost neutral’ refers to the use of internal staff through a normal work schedule. This would include support from other internal departments that may or may not require additional resources (costs) to complete. Undertaking of these cost neutral recommendations are also contingent upon staff availability. A timeframe within 1 – 84 months (1 – 7 years) has been assigned to each recommendation, recognizing that the start and completion of any recommendation is based on annual corporate priorities and council approved budget allocations. Critical Short Term Long-Term 1 -12 months 12 -48 months 48 -84 months Note: Recommendations are numbered based on how they appear in the report. Recommendation #1a Update the existing Establishing and Regulating Bylaw to ensure the by-law reflects current legislation, structure of organization, outline powers and authority of the fire chief, and set level of service for all areas required based on legislation, risk, and circumstances. Reference: Section 2.15.1 Fire Station Response Demand Zone, Pg. 31 Suggested completion: 6-12 months Cost: Neutral Resource: PFD staff time Final Report Page vii November 15, 2024 - 159 - City of Pickering Fire Master Plan Recommendation #1b Establish Standard of Cover policy identifying the performance expectations (baseline) for each level of service identified in an updated E&R by-law. Reference: Section 2.15.1 Fire Station Response Demand Zone, Pg. 31 Suggested completion: 6-12 months Cost: Neutral Resource: PFD staff time Recommendation #2a PFS establish a business analyst position to the leadership team. Reference: Section 3.4.2 Staffing Complement, Pg. 38 Suggested completion: 1 -24 months Cost: Approximately $100,000 per Business Analyst. Resource: PFS Operating budget Recommendation #2b The PFS increase administrative support staff by 1 FTE to support the organizations immediate administrative needs and further increase the administrative by 1 FTE to support fire prevention and training as those units grow in the future. Reference: Section 3.4.2 Staffing Complement, Pg. 38 Suggested completion: 1 -24 months Cost: $150,00 -$170,000 annually. Approximately $75,000-$85,000 (wages and benefits) per Administrative Assistant Resource: PFS Operating budget Final Report Page viii November 15, 2024 - 160 - City of Pickering Fire Master Plan Recommendation #3a Recommendation #3b Maintain an optimal operational staffing level to ensure sustained core service performances, ensuring that growth in services and staffing utilize an updated staffing ratio identified in Section 2. Reference: Section 3.4.2.1 Staffing Ratio, Pg. 41 Suggested completion: 1 -12 months Cost: TBD, based on results of an updated staffing ratio analysis Resource: Resource: PFS Operating budget Recommendation #4 PFS explore combining firefighter or fire prevention/inspector recruit training opportunities with neighbouring fire departments particularly during small recruitment periods (1-5). Reference: Section 3.5.3.2 Fire Inspectors and Training Officers, Pg. 51 Suggested completion: 6 months and ongoing Cost: TBA Based on recruit numbers and participating fire departments Resource: PFS Operational Budget Final Report Page ix November 15, 2024 I Reference: Section 3.4.2.1 Staffing Ratio, Pg. 41 Suggested completion: 24 - 60months Cost: TBD, based on results of an updated staffing ratio analysis Resource: PFS Operating budget In conjunction with relocation of station 5, phase in an increase of suppression staffing adding an additional response vehicle to station #5. Formalize a hiring that will allow for the hiring of 5-6 additional firefighters annually over a 3-year period to fully staff this additional vehicle. - 161 - City of Pickering Fire Master Plan Recommendation #5 PFS explore internal processes that can assist with identifying upcoming retirements or resignations Reference: Section 3.5.3.3 Retention, Pg. 52 Suggested completion: 12-24 months Cost: Staff time only Resource: Internal and/ or corporate staff Recommendation #6 PFS implement a regular SOP/SOG review process by subject matter experts with amendments as necessary that includes a process to ensure all staff have ease of access, conduct, and confirm regular reviews of all policies. Reference: Section 3.7 Policies, Procedures, and Guidelines, Pg. 56 Suggested completion: 6 months, ongoing Cost: Staff time only Resource: PFS staff time Recommendation #7 PFS to formalize the public education program. Reference: Section 3.7 Policies, Procedures, and Guidelines, Pg. 56 Suggested completion: 12 months Cost: Staff time only Resource: PFS staff time Final Report Page x November 15, 2024 - 162 - City of Pickering Fire Master Plan Recommendation #8 Phase in a formal proactive inspection program and ensure the city is leading by example with the enforcement inspections and compliance on all city facilities as part of the program. Reference: Section 3.10.2 Fire Code Inspection Services, Pg. 60 Suggested completion: 6-36 month Cost: To be determined based on the phase in and staffing requirements to ensure a successful program. Resource: PFS staff time Recommendation #9 Increase the Fire Prevention division by an additional five staff over three years to meet the current and anticipated growth requirements. Reference: Section 3.10.2 Fire Code Inspection Services, Pg. 60 Suggested completion: 36 months Cost: Estimated at $150,000 annually, including benefits. Over a 3 -year period the additional cost at the end of the phase in would be $750,000 to the operating budget. Resource: Operating budget Recommendation #10 PFS and the Building Department conduct a review of OBC plan review and occupancy inspections fees for service to ensure that the Fire Service is appropriately compensated for the work conducted under the building code act. Reference: Section 3.10.3 New Developments Plan Reviews, Pg. 63 Suggested completion: 18 months Cost: Operating budget Resource: PFS staff time Final Report Page xi November 15, 2024 - 163 - City of Pickering Fire Master Plan Recommendation #11 Expand the NFPA 1033 training to PC’s and APC’s / Captains or on-shift fire fighters to lessen the workload on current investigator’s during after hours. Reference: Section 3.10.4 Fire Cause and Origin Services, Pg. 64 Suggested completion: 24 months Cost: Operating budget Resource: PFS staff time and training costs (to be determined) Recommendation #12 PFS must review the effective response force (ERF) considering the critical tasks necessary to manage all risks and structure fire types safely and effectively, including residential, industrial, commercial, and high-rise fires. SOG’s must be developed to provide direction to staff for completion of critical tasks, and the need to update existing mutual aid agreements for additional support when necessary to meet these requirements. Reference: Section 3.11.1 Structural Firefighting, Pg. 66 Suggested completion: 12-18 months Cost: Staff time only Resource: Operational staff Recommendation #13 Conduct regular review of medical assistance incidents responded to and work with PFS’s medical director and Durham Region Paramedic Services to ensure the tiered response agreement has PFS responding to the appropriate incidents. Reference: Section 3.11.2 Medical Assist, Pg. 68 Suggested completion: 6-months-ongoing Cost: Internal staff time only Resource: Human Resources Final Report Page xii November 15, 2024 - 164 - City of Pickering Fire Master Plan Recommendation #14 PFS continue to assess the risks and number of incidents within their municipality involving dangerous goods to ensure the level of response provided by internal staff is appropriate. Reference: Section 3.11.4 Hazardous Materials/Dangerous Goods Response, Pg. 70 Suggested completion: 12-36 months Cost: Internal staff time Resource: PFS internal staff Recommendation #15 PFS Training Division ensure each specialty rescue course outline is reviewed with each applicable adjunct instructor annually to ensure consistency across all platoons and crews. Reference: Section 3.11.5 Technical Rescue Services, Pg. 73 Suggested completion: 6-18 months Cost: Internal staff time including course development with adjunct instructors Resource: PFS internal staff Recommendation #16 PFS assess and update as necessary the number of training hours per staff member and include in the updated figure in the annual staffing model. Reference: Section 3.11.5 Technical Rescue Services, Pg. 73 Suggested completion: 6-9 months Cost: Operational cost based on necessary minimum staffing level Resource: PFS Internal staff, operating budget Final Report Page xiii November 15, 2024 - 165 - City of Pickering Fire Master Plan Recommendation #17 PFS to work with OFS to establish detailed performance levels required to be met for the delivery of communications services. Reference: Section 3.11 .8 911 and Fire Dispatch, Pg. 77 Suggested completion: 1-12 months Cost: N/A Resources: PFS Internal staff Recommendation #18 PFS work towards the optimal training process that includes the necessary of theoretical and practical training that will provide all staff the training to allow the safe and effective delivery of all core services being delivered. Reference: Section 3.13.1 Training Overview, Pg. 78 Suggested completion: 6-48 months Cost: Operational cost based on chosen training process Resources: PFS training staff, on-shift instructors, third party vendors as needed Recommendation #19 PFS explore options for partnerships with third parties for the construction of a dedicated training centre in the city, including the option to attach to a new response station on innovation corridor lands (identified in Section 4). Reference: Section 3.13.1 Training Overview, Pg. 78 Suggested completion: 24-48 months Cost: TBD depending on potential partnerships, location, and size of the centre Resources: Capital budget Final Report Page xiv November 15, 2024 - 166 - City of Pickering Fire Master Plan Recommendation #20 PFS staff the training section with additional staff phased in over the next 3 years. One additional TO in 2025 and one additional TO in 2026 is recommended. Reference: Section 3.13.2 Industry Recommended Qualifications, Pg. 82 Suggested completion: 12-36 months Cost: The salary and benefit costs associated with training Officers is approximately $150,000 per year. Over a 3 -year period the additional cost at the end of the phase in would be $300,000 to the operating budget. Resources: Human Resources, operating budget Recommendation #21 PFS expand the involvement with Emergency Management through the utilization of Platoon Chiefs/ Acting Platoon Chiefs as the ESMT Fire Commander, Training to the IMS system, and establish an appropriate call-back program if the ESMT is activated. Reference: Section 3.14 Emergency Management Program and Emergency Operation Centre, Pg. 85 Suggested completion: 18 months Cost: Minimal costs associated to training Resources: PFS Staff, third party program Recommendation #22 Under the Emergency Management program, the municipality develop a formal business continuity program with individual section business continuity plans developed, prioritized, and practiced. Reference : Section 3.14 Emergency Management Program and Emergency Operation Centre, Pg. 85 Suggested completion: 24-36 months Cost: TBD – Internal staff time or third-party consultant Resources: Internal staff Final Report Page xv November 15, 2024 --O't;./--pJ(KERJNG a I I I - 167 - City of Pickering Fire Master Plan Recommendation #23 Proceed with recommended replacement of fire station 5 and the major renovations for fire station 2. Reference: Section 3.15.2 Firehall Overview and Assessment, Pg. 88 Suggested completion: 12-60 months Cost: Operating and Capital funding dependent on project scope Resources: Capital and operating budget, facilities management Recommendation #24 PFS explore opportunities to improve equipment tracking and maintenance reporting processes with fleet services. Reference: Section 3.17.2 Asset Management, Pg. 111 Suggested completion: 12-24 months Cost: Operating and Capital funding dependent on project scope Resources: IT, Fleet Services, PFS staff, potential third-party vendor Recommendation #25 Investigate opportunities (such as new station designs, countdown clocks, etc.) to improve assembly time and implement regular monitoring and reporting of assembly time performance by station, shift, and incident category. Reference: Section 4.4.2 Assembly Time, Pg. 133 Suggested completion: 12-24 months Costs: TBD based on what is implemented. Resources: PFS staff time, third party vendors as required, IT Final Report Page xvi November 15, 2024 - 168 - City of Pickering Fire Master Plan Recommendation #26 Monitor the occurrence of concurrent incidents and its impact on travel time for apparatus coming from other first due areas. Reference: Section 4.4.3 Travel Time Performance, Pg. 135 Suggested completion: 12-24 months Costs: Neutral Resources: PFS Staff, IT Recommendation #27 Complete and maintain as required critical task analyses for common incident types and include them in response operational guidelines or response policies. Reference: Section 4.7 Critical Task Analysis, Pg. 152 Suggested completion: 12-84 months Costs: Neutral Resources: PFS Staff Recommendation #28 The City of Pickering locate a new fire station situated on Innovation Corridor lands (Whites Road and Hwy 407) to service new growth areas and provide improvement to effective response force to Stations 1 and 4. Reference: Section 4.8.1 Station Location Pg. 157 Suggested completion: 24-60 months Cost: TBA depending on amount of land, size of station and inclusion of training centre. Approximate $10-$20 million Resources: Capital funding Final Report Page xvii November 15, 2024 - 169 - City of Pickering Fire Master Plan Recommendation #29 Implement performance goals and regular reporting using established benchmarks to future service levels approved by Council. Reference: Section 4.9 Measuring, Managing and Reporting Performance Pg. 162 Suggested completion: 1-12 months Cost: Neutral Resources: PFS staff, IT Final Report Page xviii November 15, 2024 - 170 - Recommendation Months 1 12 24 36 48 60 72 84 1a Update the existing Establishing and Regulating Bylaw to ensure the by-law reflects current legislation, structure of organization, outline powers and authority of the fire chief, and set level of service for all areas required based on legislation, risk, and circumstances. 1b Establish Standard of Cover policy identifying the performance expectations (baseline) for each level of service identified in an updated E&R by-law. 2a PFS establish a business analyst position to the leadership team. 2b PFS increase administrative support staff by 1 FTE to support the organizations immediate administrative needs and further increase the administrative by 1 FTE to support fire prevention and training as those units grow in the future. 3a 3b Maintain an optimal operational staffing level to ensure sustained core service performances, ensuring that growth in services and staffing utilize an updated staffing ratio identified in Section 2 . This would include the development of strategies to reduce overtime requirements. 4 PFS explore combining firefighter or fire prevention/inspector recruit training opportunities with neighbouring fire departments particularly during small recruitment periods (1-5). 5 PFS explore internal processes that can assist with identifying upcoming retirements or resignations City of Pickering Fire Master Plan Final Report Page xix November 15, 2024 In conjunction with relocation of station 5, phase in an increase of suppression staffing adding an additional response vehicle to station #5. Formalize a hiring that will allow for the hiring of 5-6 additional firefighters annually over a 3-year period to fully staff this additional vehicle. - 171 - 6 PFS implement a regular SOP/SOG review process by subject matter experts with amendments as necessary that includes a process to ensure all staff have ease of access, conduct, and confirm regular reviews of all policies. 7 PFS to formalize the public education program. 8 Phase in a formal proactive inspection program and ensure the city is leading by example with the enforcement inspections and compliance on all city facilities as part of the program. 9 Increase the Fire Prevention division by an additional five staff over three years to meet the current and anticipated growth requirements. 10 PFS and the Building Department conduct a review of OBC plan review and occupancy inspections fees for service to ensure that the Fire Service is appropriately compensated for the work conducted under the building code act. 11 Expand the NFPA 1033 training to PC’s and APC’s / Captains or on-shift fire fighters to lessen the workload on current investigator’s during after hours. 12 PFS must review the effective response force (ERF) considering the critical tasks necessary to manage all risks and structure fire types safely and effectively, including residential, industrial, commercial, and high-rise fires. SOG’s must be developed to provide direction to staff for completion of critical tasks, and the need to update existing mutual aid agreements for additional support when necessary to meet these requirements. 13 Conduct regular review of medical assistance incidents responded to and work with PFS’s medical director and Durham Region Paramedic Services to ensure the tiered response agreement has PFS responding to the appropriate incidents City of Pickering Fire Master Plan Recommendation Months 1 12 24 36 48 60 72 84 Final Report Page xx November 15, 2024 - 172 - 14 PFS continue to assess the risks and number of incidents within their municipality involving dangerous goods to ensure the level of response provided by internal staff is appropriate 15 PFS Training Division ensure each specialty rescue course outline is reviewed with each applicable adjunct instructor annually to ensure consistency across all platoons and crews. 16 PFS assess and update as necessary the number of training hours per staff member and include in the updated figure in the annual staffing model. 17 PFS to work with OFS to establish detailed performance levels required to be met for the delivery of communications services. 18 PFS work towards the optimal training process that includes the necessary of theoretical and practical training that will provide all staff the training to allow the safe and effective delivery of all core services being delivered 19 PFS explore options for partnerships with third parties for the construction of a dedicated training centre in the city, including the option to attach to a new response station on innovation corridor lands (identified in Section 4 . 20 PFS staff the training section with additional staff phased in over the next 3 years. One additional TO in 2025 and one additional TO in 2026 is recommended. 21 PFS expand the involvement with Emergency Management through the utilization of Platoon Chiefs/ Acting Platoon Chiefs as the ESMT Fire Commander, Training to the IMS system, and establish an appropriate call-back program if the ESMT is activated. 22 Under the Emergency Management program, the municipality develop a formal business continuity program with individual section business continuity plans developed, prioritized, and practiced. City of Pickering Fire Master Plan Recommendation Months 1 12 24 36 48 60 72 84 Final Report Page xxi November 15, 2024 - 173 - 23 Proceed with recommended replacement of fire station 5 and the major renovations for fire station 2 24 PFS explore opportunities to improve equipment tracking and maintenance reporting processes with fleet services. 25 Investigate opportunities (such as new station designs, countdown clocks, etc.) to improve assembly time and implement regular monitoring and reporting of assembly time performance by station, shift, and incident category. 26 Monitor the occurrence of concurrent incidents and its impact on travel time for apparatus coming from other first due areas. 27 Complete and maintain as required critical task analyses for common incident types and include them in response operational guidelines or response policies 28 The City of Pickering locate a new fire station situated on Innovation Corridor lands (Whites Road and Hwy 407) to service new growth areas and provide improvement to effective response force to Stations 1 and 4. 29 Implement performance goals and regular reporting using established benchmarks to future service levels approved by Council. City of Pickering Fire Master Plan Recommendation Months 1 12 24 36 48 60 72 84 Final Report Page xxii November 15, 2024 - 174 - Conclusion City of Pickering Fire Master Plan The goal of developing this Fire Services Master Plan is to conduct a comprehensive review of the City of Pickering fire service and produce a strategic plan for the next 7 years. This will provide a systematic and comprehensive approach to evaluate current response capabilities by identifying and mitigating risks and assist in formulating and communicating strategic directions for the fire service, while highlighting opportunities for improved service delivery. The FMP will also assist in conveying information to the public, staff, and municipal council about what to expect in the municipality’s approach to fire and emergency service planning, service delivery model, policy, and development. The PFS is functioning remarkably well providing the community with a professional level of fire protection services. They are meeting their minimum requirements required under the appropriate legislation. There are opportunities for improvements as are identified in all fire services across the province, however the rapid growth that the city is experiencing will continue to challenge the fire service, putting stresses on the ability to continue to delivery the service that meet the community’s expectations and meet the necessary requirements under legislation. This plan looks to balance the need to provided effective service levels with the fiscal responsibility of the city to their taxpayers. There are several observations and recommendations provided in this master plan to improve operational effectiveness and efficiencies and enhance administrative and operational processes. Key among the 32 recommendations is: • Establish service levels for emergency response that includes the analysis and risk factors identified in the community risk assessment. • Establish targeted fire and life safety education and proactive inspection and enforcement programs with the appropriate resources with a focus on risk reduction through lines 1 and 2. • Ensuring all fire fighters and fire service staff are trained and certified to appropriate levels as identified by the Council approved service levels. • Optimising emergency response with adding a unit to Station 5 and a new station in the Innovation Corridor. • Ensure adequate resources, including administrative support, training officers and training facilities, are available to provide necessary training to all staff Although each recommendation has a corresponding timeframe, it is important to note this FMP needs to be revisited on a regular basis to confirm that the observations and recommendations remain relevant. The recommendations outlined in this FMP will better position PFS to mitigate and manage community risks, monitor response capabilities and performance, and maintain excellent community relationships and ‘value for money’. Final Report Page xxiii November 15, 2024 - 175 - City of Pickering Fire Master Plan Notwithstanding operational observations around emergency response performance, achievement of an effective response force and the PFS is an exemplary fire service that is serving the community very well. Finally, our interactions with the City of Pickering staff revealed a highly professional and dedicated organization that is committed to providing the best possible service to the citizens of the city. Final Report Page xxiv November 15, 2024 - 176 - SECTION 1 INTRODUCTION 1.1 Background and Significance City of Pickering Fire Master Plan Community leaders across Canada continue to search for innovative approaches to improve the efficiency and effectiveness of service delivery. Effectiveness refers to the ability to achieve the desired results or outcomes. Efficiency refers to optimizing the use of available resources – whether it is time, money, or effort. The notion of efficiency in service delivery is often described as ‘doing more for less’ or ‘value for money’. Elected officials, CAOs, directors and managers are often faced with the ongoing challenge of achieving efficient and effective service delivery models. Public safety is most often one of the top priorities within most communities, but achieving this goal comes at a relatively high cost. The services charged with achieving this outcome, including police, fire, EMS, and emergency management services, are essential components of any community’s social safety net. Service effectiveness is not an option, however, the need for fiscal prudence and to review operational efficiency and effectiveness cannot be ignored. Senior community officials must continue to be vigilant in their search for innovative and sustainable practices and finding the balance between service levels and expenditures to ensure their citizens are getting ‘value for money’. 1.2 Goals and Objectives The goal of developing this Fire Master Plan (FMP) is to create a strategic plan by conducting a comprehensive community risk assessment and review the current capacity of the fire service. The goal of the FMP is to provide a systematic and comprehensive approach to evaluate current response capabilities by identifying and mitigating risks and assist in formulating and communicating strategic directions for the fire service, while highlighting opportunities for improved service delivery. The FMP will also assist in conveying information to the public, staff, and municipal council about what to expect in the municipality’s approach to fire and emergency service planning, service delivery model, policy, and development. While risks are the basis for triggering response decisions, our analysis has also investigated the needs of the community and will provide a point of reference upon which future decisions and priorities can be evaluated and implemented. This includes identifying priorities, challenges, and opportunities for the improvement of the delivery of emergency services to the community, businesses, and overall public safety. This plan has considered applicable legislation, industry-leading practices, and standards, along with current and anticipated risks to provide unbiased analysis and evidence-based recommendations. Final Report Page 1 November 15, 2024 - 177 - City of Pickering Fire Master Plan Ultimately, this project FMP has determined options towards an optimum service delivery model(s) and serves as a ‘blueprint’ for the municipality to be more effective and efficient in the delivery of emergency services through current and future challenges. The detailed project scope is available at 1.3 Project Scope Section 1.3 of this document. The FMP will consider and achieve the following benefits: • Enhanced firefighter safety • Improved cost control and containment • Increased efficiency and effectiveness • Identification of the right sized service to meet the current and future needs of the community. The following items were completed to complete this project: 1. Community Risk Assessment (CRA) addressing the nine (9) mandatory profiles outlined in Ontario Reg 378/18 to make informed decisions regarding the current service capabilities. 2. A review of all current fire services and programs, based upon the above risk assessment. Our analysis included an examination of the department’s core functions, including, but not limited to: • Fire administration fire prevention, fire inspection, public education, training, fire suppression, apparatus, facilities, and emergency management. • How are services currently being provided and to identify areas needing improvement? • Fire station locations and apparatus deployment 1.4 Standards and References This plan considers the following references and standards: • Commission on Fire Accreditation International • Canadian Standards Association (CSA) • Fire Underwriters Survey (FUS) • Ontario Emergency Management and Civil Protection • Ontario Fire Protection and Prevention Act o O. Reg. 213/07: Ontario Fire Code o O. Reg. 378/18: Community Risk Assessments o O. Reg. 364/13: Mandatory Inspection – Fire Drill in Vulnerable Occupancy o O. Reg. 365/13: Mandatory Assessment of Complaints and Requests for Approval o O. Reg. 343/22: Firefighter Certification Final Report Page 2 November 15, 2024 - 178 - City of Pickering Fire Master Plan • Fire Marshal Directives • National Fire Protection Association (NFPA) • Ontario Occupational Health and Safety Act • Ontario Building Code • Underwriters Laboratories (UL/ULC) 1.5 Fire Services Master Plan Process The following diagram illustrates the process used to complete this plan. A Fire Master Plan (FMP) is sometimes referred to as a ‘road map’ for the future and used as a guiding document for current and future department leaders and decision makers. As described in the ‘implementation’ phase, it is highly recommended that this plan be reviewed and evaluated, at minimum, on an annual basis or when there are unusual changes in risk, response demands, population and residential or industrial development activity. When reasonably possible, we also recommend a third-party update of the FMP at the five-year mark to apply an unbiased review into the operation and provide further credibility to the master plan process. Figure 1: Fire Services Master Plan Process PLANNING DECIDE TO PLAN ORGANIZE FOR PLANNING DEFINE GOALS AND OBJECTIVES ANALYSIS COLLECT AND ANALYZE DATA CONDUCT A COMMUNITY RISK ASSESSMENT DEFINE PROGRAMS AND/OR SYSTEMS REQUIREMENTS DEFINE ALTERNATE PROGRAMS AND/OR SYSTEMS PREPARE THE PLAN IMPLEMENTATION IMPLEMENT THE PLAN RE-VISIT AND EVALUATE COMMUNITY RISKS AND THE PLAN DECIDE TO PLAN ORGANIZE FOR PLANNING DEFINE GOALS AND OBJECTIVES COLLECT AND ANALYZE DATA DEFINE PROGRAMS AND/OR SYSTEMS REQUIREMENTS DEFINE ALTERNATE PROGRAMS AND/OR SYSTEMS PREPARE THE PLAN IMPLEMENT THE PLAN RE-VISIT AND EVALUATE COMMUNITY RISKS AND THE PLAN PLANNING ANALYSIS IMPLEMENTATION CONDUCT A COMMUNITY RISK ASSESSMENT 1.6 Consultative Process 1.6.1 Community and Fire Station Tour The community and station tours focused on the overall footprint, topography, transportation, and infrastructure of the municipality and the various response zones. Touring the stations provided an opportunity to conduct a general condition and operational functionality assessment on each station. Final Report Page 3 November 15, 2024 - 179 - City of Pickering Fire Master Plan 1.6.2 Targeted Interviews Targeted interviews were part of the data and information collection process. Participants were asked questions related to their areas of purview and expertise. An interview guide was used to conduct the interviews. The interview itself was used to promote an open discussion about the community, risks, general concerns related to the community and municipal operations. Table 1: Targeted Interview List No. Name Job Title 1 Marisa Carpino CAO 2 Stephen Boyd Fire Chief 3 Jason Yoshida Deputy Chief 4 Nigel Robinson Deputy Chief 5 Mike Palachik Union President and Executive 6 Dan Prest Chief Training Officer 7 Steve Fowlds Chief Prevention Officer 8 Dominic Browne Platoon Chief 9 Glenn Burton Platoon Chief 10 Harold Davis Platoon Chief 11 Tim Jeffery Platoon Chief 12 Brian Duffield Director of Operations (facilities) 13 Kyle Bentley Director of City Development CBO 14 Catherine Rose Chief Planner 15 Stan Karwowski Director of Finance 16 Jennifer Eddy Director of HR 17 Jaclyn San Antonio Senior Advisor Diversity, Equity, and Inclusion 18 Alyssa Jarvis Administrative Assistant, Fire Services 19 Jessica Macina Administrative Assistant, Fire & Emergency Management Fire Services Department 20 Peter Finlay Lead Mechanic 21 Matt Currer Fleet Manager 22 Steve Parent Captain/Active Platoon Chief Final Report Page 4 November 15, 2024 - 180 - City of Pickering Fire Master Plan 1.6.3 Online Firefighter Survey To obtain balanced input, we also employed an online firefighter survey. Our survey methodology offers several unique benefits. First, it offers an opportunity to gather opinions from an entire group as opposed to a limited sample of opinions from a select few. The online survey also offers an extremely flexible approach to the collection of data as respondents can complete the survey questions when it is convenient for them. Additionally, the anonymity of participants is relatively easy to control and therefore may yield more candid and valid responses. Finally, surveys are also extremely time and cost-efficient methods to engage large groups while capturing extensive data. Invitations to participate in the survey were emailed to staff and 28 participated in the survey, which represents only 27.7% of staff. Nearly half of the survey respondents (46.88%) agreed that the community received adequate fire protection, while 15.63% were neutral and 37.5% disagreed. Nearly all (97%) agreed that the demand for fire and emergency services would increase in the future, however only 3.13% agreed that currently the response model is adequately staffed, while 12.5% were neutral and 84.38% disagreed. Only 18.75% agreed that the current level of live fire and specialty team training was adequate while 9.38% were neutral (neither agreed or disagreed) and the remainder (71.88%) disagreed. Most however, 34.38% felt the amount of theoretical fire/rescue or leadership training was adequate, 37.5% neutral and 28.13% disagree. When asked, the top perceived community risks were as follows: 1. Lack of appropriate level of staffing to address risks 2. 401/ traffic accidents 3. Increased density / Increased high rises / Complexity of vertical responses 4. Concerns with short comings on training resources 5. Aging apparatus and lack of appropriate number of fire stations 6. Concurrent calls All respondents felt (to varying degrees) that the greatest risks to the community was response time, recruitment, and the changing demographics of the population (age and number). (See Appendix D Online Firefighter Questionnaire Results) Final Report Page 5 November 15, 2024 - 181 - City of Pickering Fire Master Plan 1.6.4 Municipal Comparative Analysis An industry peer comparative analysis4 was conducted as a method of benchmarking the performance of departments to similar municipalities. These benchmarks include budgets, performance, effectiveness, and efficiencies. Although fire and emergency services ultimately have the same goal of protecting life and property, each community has its unique features in how to accomplish their goals. Our main criteria for the comparative analysis are indicators of effectiveness and efficiencies amongst the communities for risk and mitigation. 4 Please see Section 3.18 Municipal Comparative Analysis, Page 113 Final Report Page 6 November 15, 2024 - 182 - 1. 7 Study Considerations City of Pickering Fire Master Plan The following factors that affected both the assessment and effective mitigation of risk were considered and assessed: Community-Specific Considerations • Total area of review • Population and future growth • Community risk factors • Community demographic information • Development and area structure plans • Multi-jurisdictional requirements and cooperation • Current and future development impact on risks and response • Financial resources and constraints • Impacts of government legislation • Bylaws affecting the emergency services. • Economic factors • Tourism • Construction • Industrial activity • Utilities • Retail businesses and other services • Agriculture • Buildings and structures concentrating on high-risk demands, including business, assembly occupancies, etc. • Municipal emergency management plans Department-Specific Considerations • Geographic and physical boundaries for response • Fire service annual reports • Fire service focused reports previously conducted. • Standard of cover • Budgets • Current staff rosters with qualifications • Fire station locations and other infrastructure • Support services • Department structure • Service delivery models • Apparatus and equipment inventory, and future needs • Building space requirements • Operation staffing and administrative needs • Bylaw, policies, and procedures • Reporting structure and requirements • Fire prevention & public education • Emergency core service response • Health and wellness • Training and recruitment records and standards • Succession planning • Prevention programs such as inspections, education, and enforcement • Records and data management • Emergency services standard operating guidelines and procedures Final Report Page 7 November 15, 2024 - 183 - SECTION 2 COMMUNITY PROFILE AND RISK OVERVIEW 2.1 Community Overview City of Pickering Fire Master Plan Nestled along the 401 Highway corridor in Ontario, the City of Pickering is a dynamic community with a population of 99,186 residents spread across 231.6 km², resulting in a population density of 429.2/km². The city strategically accesses major markets through an extensive transportation network, featuring high-capacity roads, rail systems, public transit, and air travel. Positioned immediately east of Toronto, Pickering has direct access to major highways such as the 401, 407, #7, and #2 (Kingston Road). Its strategic locale includes a direct commuter rail link to Toronto, is served by two commercial train lines, and is conveniently within 30 minutes of Pearson International Airport, Oshawa Municipal Airport, and Buttonville Airport. The city is also positioned within 2 ½ hours of five separate United States border crossing points. Bordered by Toronto, Markham, Ajax, Whitby, Uxbridge, and Rouge National Park, Pickering combines urban amenities with the natural beauty of the park. Its commitment to sustainable development is evident in well-planned neighborhoods, green spaces, and environmental initiatives. The city's robust and diversified economy, spanning manufacturing, technology, and healthcare, is fostered by the Innovation Corridor. As a waterfront community along Lake Ontario, Pickering offers scenic views, parks, and diverse recreational opportunities. The city celebrates its cultural diversity through events and festivals, respecting its Indigenous heritage. With excellent education facilities and essential services, Pickering provides an unprecedented quality of life, has the highest diversity rate in Durham, and continues to attract residents and businesses from all over the world. Final Report Page 8 November 15, 2024 - 184 - City of Pickering Fire Master Plan Map 1: Pickering Fire Services Overview Map Final Report Page 9 November 15, 2024 - 185 - 2. 2 Economic Indicators City of Pickering Fire Master Plan The Ontario Power Generation employs almost 4,000 individuals, making it the largest employer in the city. An incident impacting the power generation plant could have a large economic impact for many individuals. More importantly, given the nature and location of the facility, as well as that it produces a substantial amount of the province’s power, a major incident could have a large negative impact on the region and province. Pickering also has substantially significant employers in other industries in both the private and public sectors, several of them being in the manufacturing industry. Certain industrial operations may have increased fuel loads and conduct higher risk activities. Proactive inspections should target these facilities to ensure compliance with codes, maintenance, and emergency planning requirements. Certain industries, employers and events contribute to the financial sustainability and economic vitality of a community. A fire or other emergency at key sectors and employment facilities within a community could have significant impacts on the local economy and employment. Pickering’s 2,800+ businesses have access to a large skilled GTA-wide labour force. The city’s significant employers are summarized in Table 2. Table 2: Significant Employers within Pickering Company Product/Service Address Employees Public Sector Ontario Power Generation Nuclear power generation 889 Brock Road 3,895 City of Pickering Municipal services 1 The Esplanade 750 MPAC (Municipal Property Assessment Corporation) Property assessments in Ontario 101-1340 Pickering Parkway 538 Final Report Page 10 November 15, 2024 - 186 - City of Pickering Fire Master Plan Company Product/Service Address Employees Private Sector Rogers Communication Communications provider 1851 Sandstone Manor 750 Aspect Retail Logistics Third-party logistics provider and supply chain management 1400 Church Street 670 Pickering Casino Resort Hotel and casino 888 Durham Live Avenue 600 Trench Ltd. Power engineering and design 1865 Clements Road 300 Yorkville Sound Sound equipment distributors 550 Granite Court 240 Signature Aluminum Canada Inc. Aluminum fabrication 1850 Clements Road 225 Kubota Canada Ltd. Heavy machinery sales 1155 Kubota Drive 200 Noranco Manufacturing Ltd. Aerostructure manufacturer 1842 Clements Road 185 The top industries that contribute to the economic base of the city are summarized in Figure 2. According to the Statistics Canada 2021 Census, Health Care, Retail, Professional Scientific services and Finance and Insurance are the top contributing industries to Pickering’s economic base. Final Report Page 11 November 15, 2024 - 187 - City of Pickering Fire Master Plan Figure 2: Economic Sectors (2021) Mining, quarrying, and oil and gas extraction 0.13% Agriculture, forestry, fishing and hunting 0.50% Management of companies and enterprises 0.61% Utilities 1.40% Arts, entertainment and recreation 1.92% Real estate and rental and leasing 2.33% Information and cultural industries 3.33% Wholesale trade 3.66% Other services (except public administration) 3.93% Accommodation and food services 4.33% Administrative and support, waste management… 4.85% Public administration 5.61% Transportation and warehousing 5.61% Manufacturing 6.03% Construction 7.39% Educational services 7.41% Finance and insurance 9.31% Professional, scientific and technical services 10.02% Retail trade 10.60% Health care and social assistance 11.02% 0.00% 2.00% 4.00% 6.00% 8.00% 10.00% 12.00% 2.3 Growth Projections The City of Pickering has experienced increased growth since 2001, averaging a rate of growth of 4.4% with a notable increases in 2001 (9.35%) and in 2016 to 2021 (10.78%) Table 3 shows that over the last 20 years, the population has increased 12.1% and the number of total private dwellings has also increased considerably, with the highest increase occurring in 2001(10.81%) and 2021 (7.86%) This trend is seen in similar parts of Ontario, as affordability and availability for new developments outside larger city centres is a popular and cost-effective choice for commuters. Table 3: Population and Private Dwellings Change (2001 to 2021)5 Year Population % Change Total Private Dwellings % Change 2001 87,139 9.35% 26,945 10.81% 2006 87,838 0.82% 28,220 4.51% 2011 88,721 1.01% 29,875 5.53% 2016 91,771 3.32% 31,630 5.55% 2021 99,186 7.46% 34,327 7.86% 5 Profile table, Census Profile, 2021 Census of Population -Pickering, City (C) [Census subdivision], Ontario (statcan.gc.ca) Final Report Page 12 November 15, 2024 - 188 - City of Pickering Fire Master Plan 2. 4 Key Community Demographics Population Growth Table 4: Population growth (2016-2021) 2021 2016 % Change 99,186 91,771 7.46% Average & Median Age Table 5: Average and Median Age 2021 Total Male Female Average Age 41.5 40.5 42.4 Median Age 41.6 40.0 43.2 Population Distribution Table 6: Population Distribution 2021 Age Range Total Male Female 0 to 14 Years 19,670 9,970 9,705 15 to 64 Years 80,025 39,150 40,875 65+ Years 21,045 9,575 11,475 Age Distribution in Percentages Table 7: Age distribution 2021 Age Range Total Male Female 0 to 14 Years 16.3% 17.0% 15.6% 15 to 64 Years 66.3% 66.7% 65.9% 65+ Years 17.4% 16.3% 18.5% 2.5 Community Planning and Development The City of Pickering’s Official Plan, Edition 9, is integrated within the Durham Regional Official Plan. Both plans are consulted to guide growth and development for the city. A comprehensive review of this plan was conducted in March 2022 and identified several key factors. 1. The City’s planning framework takes a holistic view and acknowledges that the whole is greater than the sum of parts and recognizes the live, work, visit and play with regards to three distinct and interrelated systems, being an ecological system, urban system, and rural system. Any planning must recognize the importance of the beneficial interactions between the three systems. Final Report Page 13 November 15, 2024 - 189 - City of Pickering Fire Master Plan 2. Consistent with Provincial planning policy, most of the growth is planned to be accommodated in the City’s urban areas, namely the Southern Pickering Urban Area, the Seaton Urban Area, and Federal Lands. The City conducted a population forecast update in December 2022. • The South Pickering Area is divided into 15 neighbourhoods, and the updated 2022 population forecast predicts population increase by almost 21,876 for a total of 113,565 by 2032. More than half of the population increase occurring in the City Centre neighbourhood. • The Seaton Urban Area is divided into 6 neighbourhoods and the updated 2022 population forecast predicts an increase of 18,192 people for a total of 21,328 by 2031. • The Federal Lands are limited to only open space and agricultural uses until such a time a decision is made to establish an airport facility. The City of Pickering’s 20-year population forecast is shown in Table 8. The 2021 census population has already exceeded the 2022 projected growth. The anticipated growth rate over 20 years (2022-2042) is 47.2%. with an average growth rate of 14.7%. The number of private dwellings is also anticipated to more than double (51.6%) over the 20-year span. Table 8: City of Pickering 20-year population forecast Year Population % Change Total Private Dwellings % Change 2022 96,998 N/A 34,646 Not available 2027 117,002 17.10% 42,240 17.99% 2032 138,341 15.42% 52,241 19.14% 2037 162,213 14.72% 63,034 17.12% 2042 183,834 11.76% 71,575 11.93% 2.6 Community Risk Assessment Risk can be managed by either accepting the risk, insuring against damages, or investing in risk prevention and mitigation strategies. Local governments typically employ a combination of these approaches. In general, the risks and management strategies of a community are relative to a municipality's financial capacity, geography, population demographics, fixed assets, and critical infrastructure, as well as overall service delivery. Conducting a risk assessment is the first step towards establishing a strategic plan to manage community risks based upon local fire department response capabilities. The results are used to assist the municipality in making informed decisions regarding the allocation of limited fire prevention and fire response resources. Final Report Page 14 November 15, 2024 - 190 - City of Pickering Fire Master Plan Community Risk Assessments are required pursuant to Ontario Regulation 378/18 and allow fire departments to make informed decisions about the types and levels of fire protection services provided based on identified risks. Specifically, the following nine (9) profiles will be reviewed: 1. Geographic profile 2. Building stock profile 3. Critical infrastructure profile 4. Demographic profile 5. Hazard profile 6. Public safety response profile 7. Community services profile 8. Economic profile 9. Past loss and event history profile The information and data gathered to address each of the profiles will assist in determining and prioritizing risks to public safety in the community and determining the fire protection services to be provided by municipalities to address those risks. Risks were identified using historical response data, hazard risk vulnerability assessments and information from our interviews to develop a risk profile for the community. The evaluation of fire and rescue risks considers both the probability and consequence of emergency event types. The probability of an event is quantified by analyzing historical, current, and projected data. The consequence of the event type or risk is based on an informed assessment of the potential impact on a community should the event occur. Final Report Page 15 November 15, 2024 - 191 - City of Pickering Fire Master Plan The Community Risk Assessment (CRA) must consider the following: • The format is approved by the Ontario Fire Marshal by reviewing the nine mandatory profiles. • The Technical Guideline TG-02-2019: Community Risk Assessment Guideline will be used as guidance in formatting the risk assessment. • Utilization of the charts as provided in the technical guideline or as a minimum, all the points outlined in the guideline. • The CRA document will be made readily available if the Ontario Fire Marshal conducts a review of the municipality under the FPPA(Part III, 9.(1)(a)). 2.6.1 Factors Contributing to Risk As mentioned, every municipality has unique challenges and characteristics contributing to the overall risk profile of the community. Examples of community risks include: • Fire/rescue service model and response capacity • Population and demographics • Population growth rate • Industry types • Economy • Rate of development • Transportation corridor types • Typography • Weather • Historical response data Final Report Page 16 November 15, 2024 - 192 - City of Pickering Fire Master Plan 2.6.2 Risk Management All communities require a process to identify and actively manage high-priority risks. As previously discussed, there are approaches to managing risk. The focus of this report is to identify and discuss specific risks, and unique community characteristics that contribute to risk, typically managed through fire prevention or fire department response. Image 1 describes the risk management cycle. The first step in the risk management process includes the assessment of the probability and consequence of specific risks. The next step is the assessment to identify key risks which are then evaluated against the current prevention or response strategy to identify potential service gaps. The third step in this cycle includes adjusting fire prevention and response service levels to manage the resources necessary to pre-emptively mitigate or respond as determined by approved service levels. The last step in the cycle is to measure and report results to key policy makers. This cycle should be repeated periodically to address changes in the risk profile and make thoughtful and informed decisions regarding strategies to manage any changes. Image 1: Risk Management Cycle Process In Canada, local governments are charged with delivering fire and rescue response services for their citizens. Elected officials are the ‘authority having jurisdiction’ (AHJ) who determines the level of service required to manage fire and rescue risks to an acceptable level. The challenge for elected officials lies in determining the best balance between investing in adequate emergency services and accepting a certain level of risk. 2.7 Risk Evaluation vs. Service Levels The evaluation of fire or rescue risks considers both the probability and consequence of emergency event types. The probability of an event is quantified by analyzing historical, current, and projected data. The consequence of the event type or risk is based on an informed assessment of the potential impact on a community should the event occur. Probability – The probability of a risk, or event type, is the determined likelihood that an event will occur within a given time. The probability is quantified by considering the frequency of event type data. An event that occurs daily is highly probable and therefore higher risk. An event that occurs only once in a century is assessed as a lower risk as it may never occur. Final Report Page 17 November 15, 2024 - 193 - City of Pickering Fire Master Plan Consequence – There are three types of consequences when considering fire/rescue response requirements: • Life safety impact: Life safety risk for victims and responding emergency personnel are the highest order of consequence when considering the risk associated with specific event types. Events with a moderate to high likelihood of injury/death occurring, require examination to ensure adequate resources required to safely rescue or protect the lives available to respond. Incidents that risk life safety include motor vehicle accidents, extreme weather, flooding, fire, release of hazardous materials, medical emergencies, and all types of rescue situations. • Economic impact: Events with high negative impact on the local economy are devastating to a municipality. For example, recovering from the fire loss of a large employer’s property or key public infrastructure in smaller municipalities can be difficult. Therefore, providing adequate response capacity necessary to manage these types of events must be considered. • Environmental impact: Negative environmental consequences resulting in irreversible or long-term damage to the environment must also be considered in the analysis. Events with risk of negatively impacting water, soil and air quality are also likely to impact life safety as well as the economy and therefore must be considered. Social and cultural impacts as experienced with the loss of historic buildings, recreation facilities or non-critical community infrastructure, are considered but do not typically affect how fire department resources are deployed. As discussed, the risk evaluation process is used to identify high-priority risks and the appropriate risk management strategy. Where a fire department response is determined to be the most appropriate management strategy, the appropriate services and service levels should be established to safely manage the risks. Elected officials are responsible for determining which services are delivered and setting service level goals. The service level goals determine the necessary concentration and distribution of either fire prevention or emergency response resources to safely manage the identified risks. Distribution refers to the number of fixed resources, such as fire stations, and where they are placed throughout the community. Distribution varies depending on factors related to the number of incidents and types of calls for service in the defined area. Concentration refers to the assembling of resources, such as a specialized work force and equipment, needed to effectively respond to an incident in each area within the community. It must also identify the availability of additional response resources including the reliability and time of arrival of a secondary responding unit. Final Report Page 18 November 15, 2024 - 194 - City of Pickering Fire Master Plan The risk evaluation matrix (see Figure 3) can be divided into four levels of risk based on the probability and consequence, each with specific implications for the concentration and distribution of resources. It is provided as a reference and context for use of the matrix to quantify fire response risks in your municipality. Different quadrants of the risk matrix need different response requirements. Figure 3: Risk Evaluation Matrix Table 9 offers examples of categories of types of structural fires and general hazards commonly found in communities. As described above, these risks are categorized by considering the probability and consequence of the fire or hazard. This qualitative analysis is based on experience and expertise, and should be completed with input from fire, building and emergency management officials. Every community will have a unique risk inventory contributing to its risk profile. Final Report Page 19 November 15, 2024 - 195 - the City of Pickering Fire Master Plan Table 9: Sample Risk Inventory Low Risk = Low Probability and Low Consequence This category is limited to areas or incidents having a low probability of fire risk and low consequence for the potential for loss of life or economic loss. Some low risks include: • Outdoor fire pits • Non‐structure lightning strikes • Vacant land • Parks without structures • Isolated structures such as sheds Moderate Risk = High Probability and Low Consequence Most responses fall under this category. Moderate risks include: • Motor vehicle collisions • Carbon monoxide detection (emergency medical co-response) • Monitoring/local alarms • Vehicle fires • Dangerous goods incidents with small quantities of a known product (20 litres or less), outdoor odours (natural gas or unknown) • Miscellaneous explosions • Emergency standbys • Smoke • Odours • Fires: o garbage o detached garages o single or multi‐family residential fires o small non‐residential buildings less than 600 square metres High Risk = Low Probability and High Consequence There are very few properties/responses that are considered high probability, high consequence. These properties are categorized as large properties, over 600 square metres, without adequate built‐in fire protection systems, or that has large concentrations of people or has a significant impact on local economy. High risks include: • Commercial, industrial warehouse • Dangerous goods incidents with large quantities of unknown more), or (75 litres products known products or large exposure • Hospitals, care homes, institutions • Derailments & transportation of dangerous goods • Aircraft crashes on or off the airport • Bulk fuel storage facility fire/explosion Maximum Risk = High Probability and High Consequence This category of risk can be generally categorized as properties over 600 square metres that have high economic value in the form of employment or are not easily replaceable, or natural disasters occurring in highly populated areas, creating high life and property loss potential and strains on the department and other agency resources. Damage to properties in this category could result in temporary job loss or permanent closure of the business. Such properties are highly regulated or possess built‐in fire protection systems. Some maximum risks include: • Wildland fires • Weather related events (floods, tornadoes, serve storms etc.) • Large vehicle accidents, pileups, derailments • Quantities of known flammable products (500-1000 litres) • Explosions or substation electrical fires • Confirmed natural gas leak SAM P L E Final Report Page 20 November 15, 2024 - 196 - City of Pickering Fire Master Plan 2.7.1 Assigning Risk Level Once probability and consequence are determined, the level of risk is calculated by multiplying the numerical values for probability and consequence. The relationship between probability and consequence as it pertains to risk levels can be illustrated in a risk matrix (below). In a risk matrix, probability and consequence are defined on separate scales with varying descriptors providing direction on how to assign the probability and consequence of an event. Figure 4 shows the risk matrix from the CRA. Figure 4: Risk Matrix Template Almost Certain 10,000 Moderate Risk Moderate Risk High Risk High Risk High Risk Likely 1,000 Moderate Risk Moderate Risk Moderate Risk High Risk High Risk Possible 100 Low Risk Moderate Risk Moderate Risk Moderate Risk High Risk Unlikely 10 Low Risk Low Risk Moderate Risk Moderate Risk Moderate Risk Rare 1 Low Risk Low Risk Low Risk Moderate Risk Moderate Risk Insignificant 1 Minor 10 Moderate 100 Major 1,000 Catastrophic 10,000 The purpose of assigning a risk level is to assist in the prioritization of the range of risks that are identified in the CRA. Where possible, quantitative data was used to inform the risk assignment as described in the rationale in the table. It is important to recognize that with the availability of new or updated data, the probability levels could change or be refined. It should also be recognized that, as identified in. OFM T.G.-02-2019, “professional judgment based on experience should also be exercised in combination with historical information to estimate probability levels. Similarly, OFM T.G.-02-2019 acknowledges the role of professional judgment and reviews of past occurrences in determining consequence levels. The rationale provided for both probability and consequence consider information from the CRA’s nine profiles, as OFM T.G.-02-2019 supports consideration of the profiles together to inform decision- making about the provision of fire protection services in the specific municipality/community. Final Report Page 21 November 15, 2024 - 197 - 2. 8 Structural Fire Risk Analysis City of Pickering Fire Master Plan It is critical to use careful planning and consider alternative solutions when managing risk because the ability to increase the distribution of resources and add capacity is always limited. Spending substantial amounts of time and resources to manage a risk with low frequency/low consequences will have limited impact and make a minimal improvement to community safety. When planning for fire department response, the planning process includes a detailed review of the frequency of events and their potential consequence(s) to ensure prevention and response efforts maximize life safety and minimize negative consequences for high-priority events. The Office of the Fire Marshal (OFM) have developed guidelines to assist municipalities with conducting community risk assessments to inform decisions about the provision of fire protection services, in accordance with Ontario Regulation 378/18 and the Fire Protection Act 1997 (FPPA). As referenced in O. Reg. 378/18, the building stock profile assessment includes analysis of the types and uses of building stock of a municipality. Important considerations include the number of buildings of each type, the number of buildings of each use and any building related risks known to the fire department. There are potential fire risks associated with different types and uses of buildings given the presence or absence of fire safety systems and equipment at time of construction and maintenance thereafter. This section considers these building characteristics within the municipality. 2.9 Ontario Building Code Occupancy Classifications 2.9.1 Building Stock Profile The Ontario Building Code (OBC) categorizes buildings by their major occupancy classifications. Each classification has definitions that distinguish it from other occupancy classifications. Using the OBC as the source for defining the occupancy classifications provides a recognized definition and baseline for developing the community risk profile. The OBC major classification groups and divisions are presented in Table 10. Final Report Page 22 November 15, 2024 - 198 - City of Pickering Fire Master Plan Table 10: OBC Major Occupancy Classification Group Division Description A 1 Assembly occupancies intended for the production and viewing of the performing arts A 2 Assembly occupancies not elsewhere classified in Group A A 3 Assembly occupancies of the arena type A 4 Assembly occupancies in which occupants gather in the open air B 1 Detention occupancies B 2 Care and treatment occupancies B 3 Care occupancies C --Residential occupancies D --Business and personal services occupancies E --Mercantile occupancies F 1 High hazard industrial occupancies F 2 Medium hazard industrial occupancies F 3 Low hazard industrial occupancies 2.10 OFM Fire Risk Sub-Model Occupancy Classifications The Fire Risk Sub-model developed by the OFM utilizes the major building occupancy classifications (i.e., Group A, B, C, D, E and F), but does not use the detailed division classifications as included in the OBC. This strategy provides the opportunity for further analysis of a specific occupancy group. Subject to any site-specific hazards or concerns, occupancies within a group can be assessed individually and then included where required within the scope of the broader community risk assessment. Analyzing structural fire risk begins by developing an exhaustive inventory of existing building stock and monitoring changes to the inventory. This process should include staff from the planning and development departments, as well as building and fire prevention officers. This provides the fire service with an opportunity to evaluate the Ontario Fire Code requirements in the design, construction, and operation phases of the building. The building inventory database becomes the foundation of assessing fire risk in the community. This inventory provides a count of all property types including single and multi- family residential, assembly (including schools, churches, hospitals, personal care homes, etc.), mercantile, commercial, and industrial properties. Final Report Page 23 November 15, 2024 - 199 - City of Pickering Fire Master Plan Once the inventory is assembled, fire department response capability is measured against the identified property risks. This simple identification of the high numbers of specific high- risk property types may identify gaps in the current response model, resulting in the reorganization or addition of fire department resources. As building stocks increase, fire departments should continue to monitor response capability and capacity to ensure service levels are maintained. 2.11 City of Pickering Existing Major Building Classification Summary Analysis of the city’s major building occupancy types was conducted using data provided by the Municipal Property Assessment Corporation (MPAC). Table 11 summarizes the city’s existing major building occupancy classifications. The majority of the city’s existing property stock is comprised of Group C -Residential Occupancies (93.02%) representing 34,718 residential units. The second largest occupancy type within the town is Group F– Industrial Occupancies accounting for 1.51% of the city’s property stock. There are 1,247 (3.34%) occupancies that are not classified within the OBC. Table 11: City of Pickering Total Existing Property Stock6 OBC Occupancy Classification OFM Fire Risk Sub-Model Major Building Classifications Number of Occupancies Percentage of Occupancies Group A Assembly Occupancies 160 0.43 Group B Care or Detention Occupancies 23 0.06 Group C Residential Occupancies -Total 34,718 93.02 Group C Single-detached 19,915 53.36 Group C Semi-detached 2,510 6.72 Group C Row 4,980 13.34 Group C Apartment > 5 Storeys 3,060 8.20 Group C Apartment < 5 Storeys 1,105 2.96 Groups D Business & Personal Services 377 1.01 Group E Mercantile 235 0.63 Group F (all divisions) * Industrial Occupancies 565 1.51 Division F1 High Hazard 2 0.35 Division F2 Medium Hazard 512 90.00 Division F3 Low Hazard 1 0.18 Other Not classified in OBC-Farm 821 2.2 Other Not classified in OBC -Government 426 1.14 Total 37,325 100.00 6 Difference between MPAC and Census occupancy totals is related to MPAC classifications vs Census Groupings Final Report Page 24 November 15, 2024 - 200 - City of Pickering Fire Master Plan Consistent with most other municipalities in Canada, Group C -Residential Occupancies represent the most prominent type of building occupancy type. Standard incident reporting from the OFM7 indicates that 74.88% of structure fires loss over the five-year period from January 1, 2018, to December 31, 2022, occurred within Group C -Residential Occupancies. It is also important to note that 83.87% of the civilian fire related injuries, 100.00% of the civilian fire related fatalities occurred in Group C – Residential Occupancies. 2.12 Potential High-Fire Risk Occupancies Potential high-fire risk occupancy is another factor for consideration within a city’s building stock. High fire risk can be linked to a combination of factors such as building density (exposures), building age, and construction. Fuel load typically refers to the amount and nature of combustible content and materials within a building. This can include combustible contents, interior finishes as well as structural materials. Combustible content tends to create the greatest potential fire loss risk. Higher fuel loads result in increased fire loss risk due to increased opportunity for ignition and increased fire severity. In many communities, large amounts of fuel load can be contained within a single occupancy, such as a building supply business, within a large multi-unit residential building, or within a historic downtown core. 2.12.1 Fuel Load Concerns Buildings with potential fuel load concerns are identified in Table 12. These include buildings housing materials such as oxidizers and flammable and combustible liquids and chemicals. Table 12: Potential High-Fire Risk Occupancies Address Facility Name/ Organization Risk Description 777 McKay Road Schwartz Chemical Corporation Adhesive Manufacturing 1815 Ironstone Manor Magnus Water Management & Industrial Fluids Chemical Manufacturing 1845 Sandstone Manor Roll Forming Services Industrial Machinery Manufacturing 757 McKay Road Viability Metals Inc. Metal Manufacturing 906 Brock Road Global Precision Installations Inc. Millwrighting, Mechanical Fabrication 1734 Orangebrook Court Metal Form Products Co. Ltd. Metal fabrication 794 McKay Road Aco Container Systems Plastic Tank manufacturing 7 Pickering SIR-Municipal Fires: Overview Property Class, Injuries, Cause, Ignition Source (2018-2022) Final Report Page 25 November 15, 2024 - 201 - City of Pickering Fire Master Plan Address Facility Name/ Organization Risk Description 190 Clements Road Unilock Ltd. Manufacture interlocking and outdoor flooring 813 Brock Road Indaco Manufacturing Ltd. Paper Manufacturing 800 Brock Road Hydro One Central Maintenance Services, above and below ground storage. 1019 Toy Avenue Chemionex Inc. Hydrometallurgical and chemical separation facility In addition to ensuring compliance to the requirements of the OBC and the OFC, there are operational strategies that a fire service can implement to address fuel load concerns. These include regular fire inspection cycles and pre-planning of buildings of this nature to provide an operational advantage in the event of fire. It should be noted that some of these companies do routinely update emergency response plans and share them with the fire services. 2.13 Occupancies with Potential High Fire Life-Safety Risk Fire risk does not affect all people equally. Those who are at an increased risk of fire injury or fatality are known as vulnerable individuals. In the event of a fire, these individuals may be unable to self-evacuate and/or require assistance in their evacuation efforts. Identifying the location and number of vulnerable individuals or occupancies within the community provides insight into the magnitude of this demographic within a community. 2.13.1 Registered Vulnerable Occupancies From an occupancy perspective, vulnerable occupancies contain vulnerable individuals who may require assistance to evacuate in the event of an emergency due to cognitive or physical limitations, representing a potential high-life safety risk. As part of its registry of vulnerable occupancies, the OFM defines vulnerable occupancy as any care occupancy, care and treatment occupancy, or retirement home regulated under the Retirement Homes Act. These occupancies house individuals such as seniors or people requiring specialized care. It is important to note, however, that not all vulnerable individuals live in vulnerable occupancies; for example, some seniors who are vulnerable due to physical limitation can live on their own or in subsidized housing, making them a key demographic to reach. Final Report Page 26 November 15, 2024 - 202 - City of Pickering Fire Master Plan Ontario Regulation 150/13: Fire Code, which amends Ontario Regulation 213/07: Fire Code, identifies vulnerable occupancies as care, care and treatment and retirement homes. This includes hospitals, certain group homes and seniors’ residences and long- term care facilities. The regulation requires fire service to perform annual inspections, approve and witness fire drill scenarios and file certain information regarding the occupancy with the Fire Marshal’s office. A list of vulnerable occupancies is presented in Table 13. There are 12 vulnerable occupancies in Pickering. Table 13: Vulnerable Occupancies Property Name Occupancy Type Location Abbeylawn Manor Retirement Home 534 Rodd Ave Amica Pickering Retirement Home 1450 Pickering Pky Chartwell Pickering City Centre Retirement Home 1801 Valley Farm Road Christian Horizons Care Occupancy 4342 Sideline Road #2 Christian Horizons Care Occupancy 598 Finch Avenue Christian Horizons Care Occupancy 4346 Sideline Road #2 Christian Horizons Care Occupancy 800 Jacqueline Avenue Kennedy House Youth Services Inc. Care Occupancy 2245 Brock Road Kerry's Place Autism Services Care Occupancy 4752 Sideline 4 Livita Retirement Residence Retirement Home 1645 Pickering Parkway Orchard Villa Care and Treatment Occupancy 1955 Valley Farm Rd Orchard Villa Retirement Residence Retirement Home 1955 Valley Farm Road Rene Goupil Jesuit Infirmary Care and Treatment Occupancy 2315 Liverpool Road Revera-Long Term Care (Bay Ridges) Care and Treatment Occupancy 900 Sandy Beach Road Stewart Homes Care Occupancy 1947 Glenview Road Stewart Homes Care Occupancy 274 Davidson Street Stewart Homes Care Occupancy 1993 Guild Road Stewart Homes Care Occupancy 1995 Guild Road Stewart Homes Care Occupancy 1907 Valley Farm Road Stewart Homes Care Occupancy 333 Sheppard Avenue Viva Retirement Communities -Pickering Retirement Home 1880 Glengrove Road Final Report Page 27 November 15, 2024 - 203 - 2.14 Community Risk Analysis Overview City of Pickering Fire Master Plan The city’s Hazard Identification and Risk Assessment (HIRA) was reviewed and updated in 2023 indicating that Pickering has complied with its legislative requirements. As a component of the risk assessment and risk analysis process, the top risks in Pickering were identified. The HIRA assigned likelihood and consequence levels to a list of hazards based on the potential for impacts to people, property, and the environment. As a result of this analysis, the top hazards in the city include the following: • Fire/explosion • Cyber attack • Roadway/highway emergency • Winter weather/ • Extreme temperatures/seasonal storms • Oil or natural gas release • Infectious disease • Active threat • Rail, light rail In addition to the overall highest risks to the community, certain events pose an increased risk specific to firefighting. The risk to firefighting responders to the most hazardous events are identified below, as well as the most hazardous events they may encounter that pose a specific risk to them and their ability to respond. Final Report Page 28 November 15, 2024 - 204 - 2. 15 Impacts of Hazards on Fire Protection Services City of Pickering Fire Master Plan To better understand the risks of hazards as they pertain to fire protection services, the hazards have been assessed to identify possible impacts on fire protection services (excluding fire/explosion). Many of the potential impacts are not unique to a jurisdiction. The results of this review as they pertain to the hazards in the city are presented in Table 14. Table 14: Impacts of Hazards on Fire Protection Services Hazard Possible Impact Cyber Attack Overall Impact (from CEMP) Privacy/data breach of public and/or municipality. Inability to perform administrative functions. Fire Services Breaches to major infrastructure could result in injury or fatalities. Breaches to databases could impede dispatch, record keeping and investigations. Breaches could result in financial loss. Roadway/highway emergency Overall Impact (from HIRA) Threat to life safety. Impact to road network, downed power lines and vehicular fires. Fire Services Pose secondary threat to responders of fire or explosion. Delayed response in accessing scene. May require support for high number of injuries/fatalities and/or rescues. Winter weather Overall Impact (from CEMP) Above ground power lines could be impacted along with road treatments, debris clearing, salt gravel or other road treatment supplies. Increase in call volume due to vehicular incidents, rescues. Fire Services Depending on the severity of the debris on roads and downed power lines, access to various sections of the road network could be limited to fire service response delaying emergency response times. Interruptions to communication towers could impact fire service communications. Final Report Page 29 November 15, 2024 - 205 - City of Pickering Fire Master Plan Hazard Possible Impact Extreme temperatures/seasonal storms Overall Impact (from HIRA) Above ground power lines could impact buildings or roads and winds could take down communication towers. Life safety risk, in particular to vulnerable population. Fire Services Depending on the severity of the debris on roads and downed power lines, access to various sections of the road network could be limited to fire service response delaying emergency response times. Interruptions to communication towers could impact fire service communications. Oil or gas release Overall Impact (from HIRA) Serious injury or fatality. Possible secondary emergencies such as fire or explosion when chemicals mixed with air, water, or other agents. Could require small-or large-scale evacuation of homes, businesses, school etc. Fire Services Depending on the severity and type of release, could pose secondary risk to firefighters on-scene. Must have proper knowledge of chemical release. May not be able to access the scene until proper back-up arrives or have proper information. Infectious disease Overall Impact (from CEMP) Medically vulnerable persons are at risk. Increased use of non- recyclable PPE for staff. Critical infrastructure must be maintained with planning for staffing and acquisition of critical supplies. Fire Services Epidemic or pandemic breakout can present significant challenges to first responders causing potential fire service workplace absenteeism, and an increased demand for medical response and supplies as was illustrated during COVID 19. Fire services currently take on a large number of medical calls. PPE was severely limited and supply chain issues for all equipment impacted operations. In many cases planned programming related to inspections and public education had to be delayed or modified. Active threat Overall Impact (from HIRA) Threat to life safety, may require evacuation/shelter in place of large population. Fire Services Requires coordination with police services. Threat to life safety of responders. Final Report Page 30 November 15, 2024 - 206 - City of Pickering Fire Master Plan Hazard Possible Impact Rail, light rail Overall Impact (from HIRA) Threat to life safety, may require evacuation. Impact to road network and environment. Fire Services Pose secondary threat of fire or explosion to responders. Requires support from rail owners. May require securing a large scene and additional support from mutual aid partners. 2.15.1 Fire Station Response Demand Zone As detailed at Section 4 of this FMP, the City of Pickering is identified as an Urban Centre with a rural component to the north of the city core. It is staffed with full-time fire fighters and the NFPA 1710: Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations and Special Operation to the Public by Career Fire Departments Standard provides the framework and principles to review and address emergency response performance. This standard will be detailed further in this section. Under the Fire Protection and Prevention Act the municipality through their Council has the responsibility to set the level of service to be provided by the Fire Department. This is typically identified through an up to date Establishing and Regulating (E&R) By-law. This by-law will establish the fire department, provide an overview of structure, outline duties and responsibilities, identify the various department divisions, provide for any powers, responsibilities, and authority of the Fire Chief, and will describe the levels of service and performance expectations to be provided by the fire department. The current E&R by-law was approved by Council in 1978 and is not current. It does not reference current legislation, has out-dated structure for the organisation, is in conflict with the CBA regarding working conditions, and does not provide for or set the level of service for the fire department. Final Report Page 31 November 15, 2024 - 207 - City of Pickering Fire Master Plan Observation #1 The City of Pickering Fire Department Establishing & Regulation Bylaw is the establishing and regulating bylaw for PFS. It is outdated and does not reference the organization structure, up-dated powers, and authority of the fire chief or set services and levels to be delivered. The E&R By-law does not include specific emergency response time performance service levels. Furthermore, response performance such as the number of firefighters responding, or the time increment to achieve a safe ERF and complete the critical tasks is not being tracked or monitored. All these components would be included in a standard of cover or service level policy to support the E&R by-law. Recommendation #1a: Update the existing Establishing and Regulating Bylaw to ensure the by-law reflects current legislation, structure of organization, outline powers and authority of the fire chief, and set level of service for all areas required based on legislation, risk, and circumstances. Suggested completion: 6-12 months Recommendation #1b: Establish Standard of Cover policy identifying the performance expectations (baseline) for each level of service identified in an updated E&R by-law. Suggested completion: 6-12 months Cost: Neutral Resource: PFD staff time Rationale: Developing formalized policy statements regarding fire department service levels is considered a leading practice. In the absence of established service levels, it is difficult for a fire chief to determine whether fire department response or service performance meets community and council expectations. Further, the anticipated growth planned for the city will increase demand for services. Increases in service demands are correlated with increases in population and related risks such as increased traffic flow, building stock and community profile. Furthermore, a comprehensive emergency response and service level policy will confirm the essential core services for PFS based upon statistical demands. It should be noted that technical/ specialized rescue is based on the likelihood that fire will respond to these types of calls and must be trained to a minimum standard of awareness level so best to understand the situation, size up and request the appropriate additional resources required. Those identified as operations level are indications that there is experience in delay with emergency requiring these skills and fire fighters must be trained to the appropriate level. The Fire Chief should review these annually to determine if the current level is appropriate to deal with the needs and circumstances identified. Final Report Page 32 November 15, 2024 - 208 - 2. 16 Water Infrastructure City of Pickering Fire Master Plan Water supply is a critical infrastructure that is essential for firefighting operations. The water supply for fire protection purposes, is available to properties located in urban areas and delivered through over 17,000 hydrants. Properties located in the rural envelop rely on tanker operations to provide the necessary water for firefighting operations. The Region of Durham is responsible for the treating and supply of water to the City of Pickering. The current system consists of 1 reservoir and 7 pumping stations and has an overall condition rating of good. The region’s asset management plan identifies 78% of the water system in good or very good condition and 22% is rated in poor or very poor condition. In addition to the hydrant and distribution system, water availability must be considered. The majority of regional water (95%) is obtained from Lake Ontario with 5% sourced from underground wells and Lake Simcoe. In dry summer months, water use restrictions have been put in place to ensure adequate water availability. As expected with climate change and increasingly hot and dry conditions, these restrictions have become more frequent and more restrictive. Alternate water supply sources and those in the rural areas can include fire services access to ponds, streams and alternative water supplies, and the use of fire suppression apparatus that have portable tanks that can support a tanker shuttle and a continuous supply of water to support fire suppression activities. According to the Fire Underwriter’s Survey, an Accredited Superior Tanker Shuttle Service is a recognized equivalent to a municipal fire hydrant protection system if it meets all the requirements for accreditation. In areas without reliable municipal water supply, a fire service should consider a water servicing strategy or formal plan for those areas requiring water flow for firefighting. Pickering currently has mutual aid agreements with Ajax, Whitby, Uxbridge, Stouffville, and Markham for tanker shuttle operations. Final Report Page 33 November 15, 2024 - 209 - SECTION 3 DEPARTMENT PROFILE 3.1 Department Overview City of Pickering Fire Master Plan The Pickering Fire Services (PFS) was first formed as the Pickering Fire Company in 1888, utilizing volunteer firefighters to serve their community. As the community grew, and emergency services became increasingly demanding the service evolved into a full-time career fire service in 2010. The PFS has recently celebrated their 50 years history in 2021. Today, PFS is led by their Fire Chief and relies on a current roster of 4 exempt full-time staff and 116 career full-time unionized firefighters responding from five fire stations located throughout the community to provide education, safety and code enforcement, and fire response including, rescue, and medical first response to the City of Pickering. The PFS is established and guided by By-law 771/78 passed on the sixth day of March 1978. Modern fire departments have evolved into a critical component of a community’s social safety net. Whereas early fire departments were historically established specifically to combat structure fires that, at the time, were often devastating. Today, fire departments are also called upon to respond to medical emergencies, technical rescues, and dangerous goods releases, often working together with other response agencies. Fire services also provide fire safety education programs and ensure fire codes are complied with to reduce risks. As a result, fire departments must be properly structured, adequately resourced and equipped to deliver these services safely and competently. PFS can request or be requested for additional fire/rescue resources through automatic or mutual aid agreements with Ajax and Whitby or through the Office of the Ontario Fire Marshal (OFM) mutual aid plan. The City of Pickering Council has developed an official Corporate Strategic Plan which identifies a vision, goals, and key actions to be achieved over this term of Council and beyond. Pickering Fire Services strives to align with the Corporate strategic plan and council priorities through excellence in public service. As detailed in Section 2, the projected growth in development and population within the municipality will further challenge PFS and the level of services going forward. It is desirable to ensure current services and infrastructure are in step with future development. In the case of a fire service, the lead-time to have firehalls, staffing and equipment in place at the appropriate time is validating the need to develop a master plan that is aligned with the Pickering corporate strategic plan and council priorities. Final Report Page 34 November 15, 2024 - 210 - 3. 2 Mission, Vision, and Values City of Pickering Fire Master Plan A mission statement declares concisely the purpose of an organization, why it exists and how it provides service. A vision statement offers insight into where the department strives to be in the future. Values are the beliefs and principals that drive the organization forward. City of Pickering Mission, Vision and Key Action statements were captured from the City of Pickering Corporate Strategic Plan. City of Pickering Mission Statement To provide meaningful municipal services to Pickering’s growing and diverse community, efficiently, effectively, and responsibly. City of Pickering Vision Statement A complete, world class city…inclusive, connected, caring, and prosperous. City of Pickering Key Actions • Champion Economic Leadership and Innovation • Advocate for an Inclusive, Welcoming, Safe and Healthy Community • Advance Innovation and Responsible Planning to Support a Connected, Well- Serviced Community • Lead and Advocate for Environmental Stewardship, Innovation and Resiliency • Strengthen Existing and Build New Partnerships • Foster an Engaged and Informed Community A fire service may align with their municipality’s mission, vision, and values, or build upon those with fire service specific statements. Pickering Fire Services Mission Statement Pickering Fire Services is dedicated to preserving life, property, and the environment of our community, through effective public education, code enforcement, and emergency response. 3.3 Thematic Summary of Interview and Survey Results The Fire Services Master planning process was initiated by conducting interviews with PFS administration, senior officers and select City of Pickering senior administration with an opportunity to comment on numerous aspects of PFS operations. Seventeen persons were interviewed. Final Report Page 35 November 15, 2024 - 211 - City of Pickering Fire Master Plan A survey was sent out to 100 members of PFS to provide an opportunity to participate. 28 of the survey respondents provided their responses to survey questions and provided constructive feedback. The following key themes emerged from both above processes: 1. Most respondents indicated a strong public support for their fire service, however felt there was a lack of understanding regarding the full scope of services that are being provided by the PFS. 2. The personnel of PFS are seen as the strongest asset 3. PFS staff are supportive of the current administration team. 4. There was a strong sense of concern over the ability for PFS to respond to high rise fire incidents safely and adequately and/or concurrent emergency incidents. 84 % of survey responses feel the PFS response model is not adequately staffed for fire response. Strong concern over the aerial and rescue apparatus routinely not staffed. 5. PFS will see a significant increase in service demands in the future 6. The fire prevention division is providing good service to the community, however additional resources in this area would be necessary to meet the future demands. 7. The current fire stations were reported to be well positioned to provide services across the municipality. Most participants felt fire station 5 is marginally functional and in need of immediate replacement. There were numerous comments regarding the sustainability of other firehalls and the need for immediate and/or ongoing maintenance repairs and renovations. 8. A strong sense from participants indicated that the current level of training was sufficient to meet current competencies and necessary certifications. Practical training and live-fire training was limited and should be increased. The lack of a practical training site within the city limits was seen as a significant impairment to necessary training. 9. PFS has adequate SPP/SOG’s to operate safely 10. Medical responses by PFS are seen as a valuable service being provided to the citizens and visitors to the City of Pickering. 11.Speciality service and officer leadership training is limited. Attributed to the total amount of training required and strain on available training time. 12. Equipment is sufficient and proper, however spare apparatus should be fully equipped for immediate deployment when required. 13. Maintenance on all PFS apparatus is good. 14. PFS is keeping pace with technology. Additional capabilities (i.e. GPS and mapping) on apparatus would be an asset. Final Report Page 36 November 15, 2024 - 212 - 3. 4 Administration City of Pickering Fire Master Plan 3.4.1 Human Resources A fire department’s employees are its most valuable asset. Emergency services are often delivered under difficult and stressful circumstances, with little room for error. Fire departments must be adequately resourced with staff, equipment, and training to be effective in delivering the highly technical services to achieve service excellence. As a result, a considerable effort is warranted to ensure that only highly committed, team- oriented, and physically able employees are recruited, trained, retained, and supported. An effective organizational structure must promote and support strong, effective leadership, sound business management and continuity, and effective communication with opportunities for staff development. The PFS has committed to equity, diversity, and inclusion (EDI) and aligns their culture and programs, including hiring and recruitment practices, with the Corporate EDI commitments outlined in the corporate strategic plan. PFS attends events such as: • Pride Durham, Drag Queen Story Time • International Women’s Day, Indigenous Heritage Month • Community Senior Events The team continues to engage with community religious groups and community leaders to educate and to learn about various diverse cultures and practices. These engagements have allowed the PFS to adjust programming and provide necessary messaging related to fire safety practices. PFS also works with the local community colleges and educational institutions to engage with students promoting the fire service as a viable career option and supporting PFS as an inclusive employer. The City of Pickering Human Resources Department (HR) partners with each of the municipality’s departments, programs, and services to assist with achieving their human resources goals and objectives. Services provided include: • Providing an internal consultancy service in management/ employment issues • Offering regular health, safety, and corporate training programs • Dedicating summer jobs to students living in Pickering • Centralized recruitment and career counselling services • Working in partnership with our unions to resolve labour relations matters • Promoting respect in the workplace and cultural diversity issues • Conducting job analysis, job description maintenance, job evaluation and compensation surveys to ensure a competitive compensation structure Final Report Page 37 November 15, 2024 - 213 - City of Pickering Fire Master Plan The HR Specialists works together with PFS administration to assist with providing consistent delivery of fire services. During the period of Behr’s involvement in developing this fire service master plan the staff demonstrated a commitment to their mandate and consistently provided a high level of service to the municipality while maintaining the safety and health of the members. 3.4.2 Staffing Complement PFS has an effective administrative structure with support from the municipality. Led by the Fire Chief, there are two out-of-scope Deputy Fire Chiefs with assigned portfolios supporting unionized suppression, prevention, inspection, and training staff to deliver emergency services, fire prevention, and public education activities. As illustrated in Figure 5: Pickering Fire Services Organization Chart, PFS has the following full-time equivalent positions. Final Report Page 38 November 15, 2024 - 214 - City of Pickering Fire Master Plan Figure 5: Pickering Fire Services Organization Chart Fire Chief (1) Administrative Assistant (1) Fire Services Administrative Assistant (1) Fire and Emergency Management Deputy Fire Chief (1) Chief Training Officer (1) Training Officer (2) Platoon Chief (2) Captain (10) Firefighter (44) Deputy Fire Chief (1) Chief Fire Prevention Officer (1) Fire Prevention Officer (2) Fire Inspector (3) Platoon Chief (4) Captain (10) Firefighter (44) Administration staff are located at PFS fire station 1 (Headquarters) and work a five-day work week (Monday to Friday). The Fire Chief, 2 Deputy Fire Chiefs and 2 Administrative Assistants make up the administration staff. The two administrative assistants service the senior officers, fire prevention division, training division and provide support to the emergency management program. The current workload required of the administrative staff is beyond the capacity for 2 FTEs. With increases in administrative demands re, increased legislative requirements in training, requiring detailed record keeping and reporting, and the increased importance of a robust emergency management system, additional administrative staff will address work capacity of existing staff. This would and also allow operational and senior staff to focus on operational and strategic tasks. It was further observed that the each has their own individual portfolios without the ability for sharing or full back up of duties. This could be a challenge if one of the assistants leaves the organization, short-term, long- term, or permanently. The need to ensure continuity is important to the support of the entire organization. Final Report Page 39 November 15, 2024 - 215 - City of Pickering Fire Master Plan Observation #2 PFS is currently experienced growth within the organization, and it is anticipated that future growth will occur. This growth and the increase in service demands, along with legislative reporting requirements, financial obligations, and the implementation and reporting on the FMP, has and will put additional pressures on the leadership and administrative team. The current leadership team and administrative support workload is at or above the capacity of the two current staff. Further there is no continuity plan if one of the assistants leaves the organization, be it temporarily or permanent creating potential gaps and additional workload burdens. Recommendation #2a: PFS establish a business analyst position to the leadership team. Recommendation #2b: PFS increase administrative support staff by 1 FTE to support the organizations immediate administrative needs and further increase the administrative by 1 FTE to support fire prevention and training as those units grow in the future. Suggested completion: 1 -24 months Cost: Approximately $100,000 per Business Analyst, $75,000-$85,000 (wages and benefits) per Administrative Assistant Resource: PFS Operating budget Rationale: Administrative support is key to the success of an organization. With growth in an organization the administrative requirements and expectations grow. This requires an organization to continue to monitor and increase the administrative support available to the organization. Financial accountability and financial planning are more prominent in all aspects of municipal operations. Fire Services have typically had senior officers (Fire Chiefs and Deputy Fire Chiefs) conducting these responsibilities along with all other strategic planning, operational, and support area duties. This has put increased workload pressures on a small number of management team members. This additional business analyst position will allow for a focussed approach to financial management and strategic planning in support of the current team members. With legislative requirements and reporting needs becoming more prominent, it is critical that fire service maintain optimum records and ensure that appropriate processes are in place to maintain information and records in all operational and support areas. Further organizations must take steps to ensure that continuity of administrative support functions is considered to ensure, if turnover occurs, there are plans in place to provide temporary support and have the ability to instruct and train new individuals who may join the team. Final Report Page 40 November 15, 2024 - 216 - City of Pickering Fire Master Plan The career fire suppression staff work out of five fire stations, on a platoon system consisting of 24 hour on-duty shifts followed by varied days off balancing to 42 hours per week (averaged over a 4-week schedule). Fire prevention officers, training officers and fire inspectors operate out of fire station 1 (Headquarters) and work a 40-hour work week with adjusted hours as operationally required. PFS Interviews and surveys have indicated that the suppression staffing in each fire station is for most of the time at minimum staffing levels. To obtain minimum staffing levels, this often requires call-in of firefighters at an overtime rate of pay. There are several factors that have led to normal staffing falling short of optimal or minimal levels including: • Approved staffing ratio • Training needs • Approved leaves • Special assignments Minimum staffing levels result in a minimum of front-line apparatus being staffed. Frontline aerials and rescues are often not staffed and when required for a fire call will require either a transfer of staff from another apparatus or being delayed until call-in staff have arrived. Emergency incidents that require a full response of apparatus and personnel may quickly consume all on-duty resources. Coincidental or subsequent requests for emergency response would be delayed or otherwise be un-available. 3.4.2.1 Staffing Ratio Typical staffing ratios for 1 full-time equivalent (FTE) 24/7 position range from 4.9 to 5.5 FTE positions but are dependent upon the respective labour contract entitlements for scheduled absences, vacation, lieu time, sick leave, etc. In addition, deployments, off-shift training, regional requirements, or secondments need to be applied to the calculation. As an example, utilizing the above-mentioned staffing calculation should provide the basis for calculating the PFS staffing ratio. The staffing ratio determines the number of firefighters required to sustain a Minimum Duty Strength (MDS) per FTE on a 24/7 basis. Operational response requirements for critical tasks and the ERF are not considered in the staffing ratio. PFS current utilizes an attendance management program to monitor and ensure that staff are meeting the required goals and expectations for attendance. Overtime budgets will vary from time to time, dependent on sick time, LTD, and WSIB occurrences. Developing strategies to continue to control and reduce overtime budgets will further assist in controlling staffing related costs. Final Report Page 41 November 15, 2024 - 217 - City of Pickering Fire Master Plan Table 15: Pickering Fire Service Staffing Ratio Calculation Description Hours 1 Availability required per firefighter, in hours 2184 2 Total yearly coverage required per 4 ff, in hours (one apparatus) 8736 3 Sick time in hours 154.72 4 Annual vacation time in hours 160.29 5 Lieu time in hours 82.14 6 Education time in hours 4.36 7 Other approved leave in hours 49.68 8 Unavailable for duty in hours 451.19 9 Avg availability per FF in hours 1732.81 10 Staffing ratio required per 4 firefighters (Line 1/ Line 9) 5.04 11 # FF minimum staff required on duty to staff apparatus (PFS std) 21 12 Min ff assigned per platoon to ensure minimum staffing maintained ((Line 11divided by 4) X Line 10) 26.47 13 Rounded to the next full FTE count 27 Final Report Page 42 November 15, 2024 - 218 - City of Pickering Fire Master Plan Observation #3 PFS currently maintains complement of 22 firefighters and 5 captains per shift and operates with a minimum duty strength (MDS) of 21 suppression staff including captains, firefighters, and a platoon chief between the five fire stations. There is a regular reliance on overtime to meet the MDS. The recommended staffing model should be a result of an updated staffing ratio calculation. Utilizing an accurate staffing ratio model will assist with ensuring that sufficient staff are always available on-duty while decreasing the reliance on overtime. Currently Pickering is experiencing rapid growth and has a current gap in the effective response force (identified in Section 4) in the southeast sector of the city. Recommendation #3b: Maintain an optimal operational staffing level to ensure sustained core service performances, ensuring that growth in services and staffing utilize an updated staffing ratio identified in Section 2. This would include the development of strategies to reduce overtime requirements. Suggested completion: 1 -12 months Cost: TBD, based on results of an updated staffing ratio analysis Resource: Resource: PFS Operating budget Rationale: Developing formalized policy statements regarding fire department service levels is considered a leading practice. In the absence of established service levels, it is difficult for a fire chief to determine whether fire department response or service performance meets community and council expectations. Increases in service demands are correlated with increases in population and related risks such as increased traffic flow, building stock and community profile. Furthermore, a comprehensive emergency response and service level policy will confirm the essential core services for PFS based upon statistical demands. It should be noted that technical/ specialized rescue is based on the likelihood that fire will respond to these types of calls and must be trained to a minimum standard of awareness level so best to understand the situation, size up and request the appropriate additional resources required. Those identified as operations level are indications that there is experience in delay with emergency requiring these skills and fire fighters must be trained to the appropriate level. Developing strategies to continue to control and reduce overtime budgets will further assist in controlling staffing related costs. Final Report Page 43 November 15, 2024 Recommendation #3a: In conjunction with relocation of station 5, phase in an increase of suppression staffing adding an additional response vehicle to station #5. Formalize a hiring that will allow for the hiring of 5-6 additional firefighters annually over a 3-year period to fully staff this additional vehicle. Suggested completion: 24 - 60 months - 219 - City of Pickering Fire Master Plan 3.4.3 Department Leadership, Management and Operations Pickering Fire Services administrative responsibilities, management and leadership are provided by the Fire Chief and two Deputy Fire Chiefs through to the Platoon Chief’s and station officers. A clear understanding and acceptance of each position’s role in leadership along with effective management is key to a safe and effective fire service. Leadership, done in a consistent and professional manner transcends throughout the entire organization. This creates a cohesive, resilient, value-based organization that embraces change as part of day-to-day work. Effective leadership and management start at the top of an organization to guide it towards success. With increasing pressure to find value for money, elected officials are relentlessly looking for ways to increase the value for money proposition for their citizens. Department managers are challenged to maintain or increase services while avoiding services cost increases. This environment generates the need for communities to adopt more business-like approaches for delivering public safety services. Managers of fire and emergency services are required to develop private sector-like business practices such as: • Conducting regular market (external) cost analysis • Developing performance measures and objectives for core services including emergency response, fire prevention, public education and health and safety • Regularly monitoring and reviewing performance • Ensuring value for service In some cases, this requires a shift from the historical approach of a focus on day-to-day service delivery to scanning the future and moving towards a department that is responsive to change, sustainable and efficient. Fire department leaders must also adopt a business-like approach to leading and managing their departments. Along with their municipality’s senior administration, they need to be proactive and examine all aspects of their service delivery systems to look for innovation in efficiencies and effectiveness. Final Report Page 44 November 15, 2024 - 220 - City of Pickering Fire Master Plan The following theoretical figure suggests how to allocate leadership time to effectively operate a fire department, scan for improvement opportunities and implement system improvements: Figure 6: Fire Service Time Management Fire Chief 5% 20% 75% Operate the system Improve the System Creating the Future Deputy Fire Chief 50%40% 10% Operate the system Improve the System Create Change Captains to Firefighters 85% 10% 5% Operate the system Improve the System Create Change Figure 6 illustrates two important points: one, the amount of time allocated to operating, improving, and identifying strategy varies at different levels in the organization; two, senior leadership positions in PFS must retain the capacity to identify and implement change. The leadership team appears sufficient in structure and competency to deliver the high level of leadership required for a fire service. The three administrative positions (Fire Chief and two Deputy Fire Chiefs) have core responsibilities detailed within their respective job descriptions. Based upon our review of PFS organizational structure, there are sufficient leadership and supervisory positions (including out-of-scope and unionized) through all disciplines. The chain-of command is well established throughout the organization and appears to be well respected. It is extremely important that the leadership within PFS continue to work closely as a team. A highly functioning team is one that understands each person’s roles and responsibilities and brings their skills together in a collaborative manner to lead the organization in achieving their vision, mission, and goals. Therefore, it is important to ensure that accurate and updated job descriptions are made available and respected for each team member to promote role clarity. Final Report Page 45 November 15, 2024 - 221 - City of Pickering Fire Master Plan Traits of a high performing team include: • Trust • Strong communication • Transparency • Collaboration • Support • Clarity • Adaptive • Reflective Leadership is a function of all members of PFS. Chief officers to firefighters contribute to the leadership required to achieve service excellence in a fire department. Day-to-day PFS leadership is the responsibility shared with each chief officer, station officer, training officer, and fire prevention officer. These positions play a critical role in leading, managing, and mentoring PFS staff. These roles are crucial in ensuring all services are aligned with department policy, as well as being the critical link in the chain of command between staff and administration. Within the current PFS organizational structure it is imperative that the administration continues to work closely to provide direction and support while allowing for engagement including constructive feedback. PFS officers, fire prevention staff and firefighters are responsible for the delivery of most front-line operational services. They are the primary point of interaction between a fire department and someone in crisis or the public. Their leadership is exhibited by their professionalism and commitment to service excellence. Although their influence may be limited to their immediate coworkers, their role in forming public perceptions regarding the value and support of their services is critical. Finally, the importance of maintaining a team atmosphere across the department and commitment to common goals cannot be overstated. Despite the varying roles and responsibilities assigned to managers, administrative, senior officer and to the most junior staff, the characteristics of a successful team should be promoted at every level in the organization. As strategic direction and vision are identified, they should be openly shared across the department. Officers, inspectors, and firefighters often work in isolation from the administration. This heightens the need for leadership positions, including the chiefs and officers to communicate frequently and bridge perceived gaps regarding commitment to mission and service excellence. It also highlights the need to recruit only the best candidates to join the PFS team. Based upon our review, PFS is positioned to continue a high level of service in the future. Led by the fire chief, the leadership team needs to continue to work closely together to guide and manage the department through the municipality’s growth and development while continuing to demonstrate the high degree of pride and commitment to the fire service and their community. Survey results have shown a general support of the current administration team. Final Report Page 46 November 15, 2024 - 222 - City of Pickering Fire Master Plan 3.5.1 Remuneration The City of Pickering is committed to recruiting the best candidates possible. Competitive salaries and benefits are offered to all their full-time positions. The municipality maintains a Collective Agreement with the unionized work force that details working conditions and compensation for its employees. This Collective Agreement is between the Corporation of the City of Pickering and the Pickering Professional Firefighters’ Association. Most employer-employee issues are handled through discussion up to and including the grievance procedures stipulated in the Collective Agreement. Competitive salaries, benefits and working conditions for each position is negotiated and form part of the Collective Agreement. The PFS Fire Chief and Deputy Fire Chiefs’ working conditions, remuneration and other terms of conditions of employment are determined by the CAO and approved by Council. 3.5.2 Recruitment Recruitment is a key function of all emergency service agencies. The community places a tremendous amount of faith in their fire department personnel, trusting them to provide the highest level of service when the public is most vulnerable. As such, the process used to select personnel should be very comprehensive. Experience within the emergency services industry has shown that relaxing the requirements for entry-level positions is not the answer for recruiting any employee. Instead, most departments have had the greatest success when qualified applicants are encouraged to apply. This process often involves targeted advertising, and promotional campaigns aimed at demonstrating the benefits, as well as the personal satisfaction of becoming part of the fire service. The expected requirements for residency, required training, and attendance must be clearly explained early in the process. Existing staff should be encouraged to participate in any such campaign. PFS, like other fire services in North America, train, maintain, and equip their firefighters and fire prevention/inspection staff to the recognised NFPA standards for the services being delivered. As this requires substantial investment in both financial and resource commitments, recruit selection should be carefully managed. Final Report Page 47 November 15, 2024 - 223 - City of Pickering Fire Master Plan The process for recruiting applicants for vacant positions is established. Job postings including minimum requirements and process are listed on the municipal website. Most interview and survey participants suggested that PFS recruiting efforts were successful in attracting quality applicants. Our review of the recruitment process along with interviews and survey results indicate that the recruiting processes for career firefighters and fire prevention/inspectors has generally been successful in identifying excellent candidates. Vacancies are uncommon in the PFS. Opportunities typically occur as firefighters, inspectors, and training officers are promoted into the officer or chief ranks as positions become vacant or are newly created. Available positions are posted on the City of Pickering website with a defined opening and closing application submission period. The fact that limited opportunities occur for this position allows the city to select very high-quality candidates. PFS has comprehensive selection processes for available positions. After submitting their application and meeting the minimum qualifications, candidates are required to move through a multi-stage process. Applications are only accepted when there is an open competition, and candidates meet all the initial requirements begin the following process: • Completed applications must contain all the minimum qualifications. • Once the complete application package is received by HR and reviewed by HR, the fire chief and deputy fire chiefs, the candidate may be selected to begin the process. • Performance will be reviewed after each stage and a decision will be made regarding suitability to move on to a recruit position. All new employees serve a one-year probationary period. An evaluation of each recruit firefighter will be made by the fire chief prior to the completion of the 12-month probationary period. The minimum qualifications for all PFS firefighters include: • 18 years of age or older and legally entitled to work in Canada. • Successful completion of a secondary school education and post secondary certificate in a pre-service firefighter education and training program from a recognized college, or acceptable combination of education, training, and experience. • NFPA 1001 Firefighter Level I and Level II, IFSAC or Pro Board Certificate. • Previous emergency services experience may be considered an asset. • Demonstrated ability to problem solve and analyse potential risks quickly. Final Report Page 48 November 15, 2024 - 224 - City of Pickering Fire Master Plan • Must be medically and physically fit to perform prolonged and/or dangerous work sometimes under adverse conditions and to meet the agility requirements of the job and be willing to maintain this level. • Must hold a valid and current Ontario Fire Administration Inc. (OFAI) Candidate Testing Service (CTS) Stage One, Two, and Three, including the swim test. • Possess a valid Ontario Class “D” driver’s license with “Z” endorsement and provide a consent for a driver’s abstract. • Must hold current standard first aid and basic rescuer CPR-C certificates. • Ability to communicate clearly and concisely in the English language. The minimum qualifications for all PFS Fire Prevention Officers include: Formal Education and Training: (must be from a recognized educational institution, include certifications, professional licenses, and designations) • Successful completion of secondary school education and a Post Secondary Diploma in Fire Protection Technology or a related discipline. • Successful completion or willingness to obtain Fire Prevention courses at the Ontario Fire College or equivalent, and to upgrade education as required. • Post Secondary Certificate in the field of Adult Education an asset. • Certification as a Public Fire and Life Safety Educator, or experience and/or training in media relations is preferred. Experience: • Five (5) years’ progressively more responsible related work experience. • Enforcement and court prosecution experience are assets. Knowledge, Skills, and Abilities: (knowledge, skill, and ability necessary for an individual to perform the job competently) • Considerable knowledge of relevant legislation, provincial fire safety programs, statutes, regulations, Municipal By-Laws as well as Divisional Standard Operating Guidelines respecting fire safety and fire prevention. • Excellent communication (written and oral), planning, leadership, organizational, presentation, and problem-solving skills. • Proven ability to establish and maintain effective working relationships with all levels of employees and with members of the public. • Demonstrated knowledge of building construction and the ability to read and interpret building profiles. • Demonstrated proficiency in the use of personal computers with an advanced knowledge of Windows based computer applications. Final Report Page 49 November 15, 2024 - 225 - City of Pickering Fire Master Plan • Ability to achieve deadlines under own initiative and act promptly and decisively in emergency situations. • Must be medically and physically fit to perform the physical requirements of the position. • Must possess a valid Class G Ontario Driver’s Licence and provide ongoing consent to conduct Driver’s Abstracts through the Ministry of Transportation. A clean driving record is preferred. • The minimum qualifications for all PFS Training Officers include: o Candidates who meet the minimum job requirements and have qualified through the promotional process for the rank of Captain will be eligible to proceed directly to the interview stage. o Candidates who have not qualified through the promotional process for the rank of Captain will be required to pass the Training Officer exams to be eligible to proceed to the interview stage. o In order to be eligible to take the Training Officer exams, a member must have a minimum of 5 years of service as a First-Class Firefighter. o Under 02.02, an eligible member must submit to the Fire Chief, at least 30-calendar days prior to the examination date, a written request to participate in the Training Officer exam. o After all applications have been received; all candidates will be given a review of the Examination Process in writing. This review will detail the marking scheme, evaluation, and expectations of the examination process All external candidates must be prepared to undergo a Criminal Reference Check as a condition of employment. A clean record is preferred 3.5.3 Selection and Training of New Staff 3.5.3.1 Firefighters PFS has a detailed selection process for firefighter positions. After submitting their application and meeting the minimum qualifications, firefighter candidates are required to move through a multi-stage process. Applications are only accepted when there is an open competition, and candidates meet all the initial requirements begin the following process: • Completed applications must contain all the minimum qualifications. • Once the complete application package is received and reviewed by the fire chief and the assistant chief, the candidate may be selected to begin the process. Final Report Page 50 November 15, 2024 - 226 - City of Pickering Fire Master Plan • Performance will be reviewed after each stage and a decision will be made regarding suitability to move on to become a recruit firefighter. • New recruits are assigned to one of the platoons where their development and performance is carefully monitored. • Competencies and performance criteria are consistent with the requirement of the OFM and applicable NFPA standards. 3.5.3.2 Fire Inspectors and Training Officers PFS has a detailed selection process for fire inspector and training officer positions. After submitting their application and meeting the minimum qualifications, candidates are required to move through a multi-stage process. Candidates that meet all the initial requirements begin the following process: • Once the complete application package is received and reviewed by the fire chief and the assistant chief, the candidate may be selected to begin the process. • Recruit fire inspectors and training officers are carefully mentored and monitored throughout their probationary period. Promotion or transfer from the firefighters to these positions (fire prevention, training, and administration) within the organization, is proving to be a challenge because of the change of hours of work necessary for those positions. This may result in reliance on external candidates for these positions. Final Report Page 51 November 15, 2024 - 227 - City of Pickering Fire Master Plan Observation #4 Retention of firefighters and other full-time staff has not been an issue for PFS. The annual recruitment needs are typically because of vacancies caused by retirements and/or promotions within the organization. As a result, the recruitment, selection, and training has been limited to small numbers of new recruits at a time. There are neighbouring fire departments (Oshawa, Ajax, etc.) that utilize similar qualifications and standards for recruit firefighters and may have similar small annual recruitment needs. A combined recruit firefighter training program with some or all neighbouring fire departments may result in efficiencies of resources and costs being realized. Recommendation #4: PFS explore combining firefighter or fire prevention/inspector recruit training opportunities with neighbouring fire departments particularly during small recruitment periods (1-5) Suggested completion: 6 months and ongoing Cost: TBA Based on recruit numbers and participating fire departments Resource: PFS Operational Budget Rationale: The resource and financial commitment to a fire department is significant in the initial staff training programs. Where recruit classes are small, there may be significant advantages to partnering with neighboring fire departments to share resources, including training staff, apparatus, equipment, classrooms, and practical training sites. 3.5.3.3 Retention Career full-time employee retention is not generally an issue for PFS. Retirement, promotions, and attrition are the most common reason for vacancies. Un- anticipated retirements or resignations can result in significant challenges to maintain a sufficient pool of staff in each position that impact service delivery and budgets. Final Report Page 52 November 15, 2024 - 228 - City of Pickering Fire Master Plan Observation #5 Retirements and resignations are a normal course of any organization, however many of these can be anticipated in advance. Internal processes designed to assist with identifying upcoming vacancies can assist with recruiting, training, and on-boarding future staff in an efficient and timely fashion. Some of these processes may include: • Staff surveys • Contract obligations – mandatory retirement • Pre-retirement/post-employment exit interviews Recommendation #5: PFS explore internal processes that can assist with identifying upcoming retirements or resignations. Suggested completion: 12 -24 months Cost: Staff time only Resource: Internal and/ or corporate staff Rationale: To recruit, select and train replacement staff can often take months or more. An organization that can accurately anticipate upcoming vacancies can assist with timely replacement of staff with minimal service interruption. 3.5.3.4 Promotions and Advancement The promotional policy for administrative and full-time officer positions are filled through a competitive process and appointment. Promotion eligibility up from probationary firefighter to Platoon Chief rank is contained in the Collective Agreement between the City of Pickering and the Pickering Professional Firefighters’ Association. The Fire Chief and Deputy Fire Chiefs shall review all applicants for promotion and the successful applicant shall be chosen based on the applicant’s experience, fire station record, training record, and any tests and interviews as may be required by the fire chief. Individual job descriptions for each of the PFS officer positions outline the purpose, responsibilities, qualifications, knowledge, and skills for consideration. Established SOP’s provide approved processes for promoting member of PFS to each rank. Final Report Page 53 November 15, 2024 - 229 - City of Pickering Fire Master Plan The following positions are subject to the approved promotional process: 1. Platoon Chief 2. Chief Fire Prevention 3. Chief Training Officer 4. Fire Prevention Officer 5. Captain 6. Training Officer Each position subject to the process for promotion requires eligible candidates to submit their interest to participate to the Fire Chief, participate in the written exam, oral exam, and presentation. All candidates who pass the exams will be granted an interview, including a written assignment. Final selection to each position will be made by the Fire Chief. Each promotion is subject to a six-month probationary period. The active pursuit of employee health and wellness is extremely important to an organization. The benefits may include but not be limited to: • Early recognition and treatment of illness • Reduction in absenteeism due to short/long-term illness • Decreased injuries during normal duties • Decreased workers’ compensation board (WCB) premiums • Increased employee career longevity • Improved work/life balance The PFS has an established Occupational Health and Safety committee with representation from administration (up to 4), and career staff (up to 7). Terms of Reference have been developed to guide this important committee. Health and wellness initiatives are in place and/ or being developed. Standard operating policies and guidelines are established ensure safe practices and procedures are followed. Final Report Page 54 November 15, 2024 - 230 - City of Pickering Fire Master Plan PFS have updated the existing fire stations where possible with the health and safety of their staff a priority, including exhaust extrication systems, PPE gear extractors and dryers, fitness areas and equipment, and other measures to mitigate potential health and safety risk to staff. Each PFS fire station has unique physical, or space limited challenges to retrofit desired OHS enhancements. Examples include exercise areas on the apparatus floor, bunker gear storage on the apparatus floor, and lack of gender-based washroom and shower areas. The newest fire station (#1) was designed and constructed with many of the industry recommended standards included. The other four are updating and retrofitting where possible. The mental health of first responders, is an issue that has garnered considerable attention over the past 10 years. As identified in the International Association of Firefighters Wellness- Fitness Initiative Manual8 , “a firefighter’s work is characterized by long hours, shift work, disruptions in sleep patterns, sporadic high intensity situations, strong emotional involvement, life and death decisions and exposure to extreme human suffering.” Over time, this type of work can impose considerable stress on some individuals. As previously indicated the City of Pickering provides health and wellness programs for its employees. Group benefits are included in the collective agreement for full-time career firefighters. Workers’ compensation benefits are in place through the provincial Workplace Safety Insurance Bureau (WSIB) The PFS has partnered with the Wounded Warriors organization and have a peer support team funded by the Association that is open to all unionized staff. An effective health and wellness program tailored around the demands of a firefighter take a holistic approach including physical and emotional fitness. These programs should promote regular fitness assessments and support, injury protection and early detection of occupational illness such as cardio and cancer screening. An excellent resource for the key concepts of an effective firefighter health and wellness program is in the IAFF Joint Labor Management Wellness-Fitness Initiative, 4th Edition Properly outfitted fitness rooms allow opportunities for staff to maintain the strength and cardiovascular necessary to meet the demands of their positions. Recognizing the unique challenges and programs available for the mental and physical wellbeing of firefighters, an industry specific health and wellness program implemented and available to all firefighters is an important component within the core services of the department. 8 Joint Labor Management Wellness-Fitness Initiative, 4th Edition Final Report Page 55 November 15, 2024 - 231 - City of Pickering Fire Master Plan Emergency response is dynamic in nature where split-second decisions are made that protect the lives of the public and their fellow responders. Therefore, the safe and effective operation of the fire service there must have industry-specific set of policies, procedures, and guidelines. Policies will outline expectations while procedures are the accepted ways of adhering to these policies. SOGs are a set of documented expectations for staff to follow to achieve a desired goal during an emergency event. SOGs are considered at emergency scenes where there is some flexibility on how activities are conducted, taking into consideration the safety of the public and emergency responders. SOPs, however, are formal policies that specify a course of action, thereby ensuring efficiency, predictability, consistency, and safety for all staff, including firefighters operating on the fireground. The Ontario OHSA is the foundational document by which a strong internal responsibility system is established in the workforce. The employer has the ultimate responsibility for the health and safety of all workers in the workplace however every employee has the responsibility to adhere to policies, procedures and guidelines that are meant to keep them, their fellow coworkers, and the worksite safe. A critical tool in the employer’s scope of responsibility is the establishment of approved policies, procedures, and guidelines. All these documents must be appropriate for the situation, vetted, approved, and documented. It is the employer’s responsibility to develop, institute and establish compliance. The employees have a right to know about potential hazards in the workplace, a right to participate, and in certain circumstances a right of refusal. PFS has a comprehensive list of standard operating policies and guidelines for emergency and non-emergency operations. Final Report Page 56 November 15, 2024 - 232 - City of Pickering Fire Master Plan Observation #6 PFS has a comprehensive inventory of Standard Operating Guidelines that were developed in some cases 10 years ago. All policies and guidelines should be reviewed on a regular basis and updated where necessary. While there is a revision date noted where applicable on each SOG, there is no record of an annual or semi- annual review date. Tracking review dates will ensure each policy or guideline is maintained and applicable. Recommendation #6: PFS implement a regular SOP/SOG review process by subject matter experts with amendments as necessary that includes a process to ensure all staff have ease of access, conduct, and confirm regular reviews of all policies. Suggested completion: 6 months, ongoing Cost: Staff time only Resource: PFS staff time Rationale: Regular review and update of SOP/SOG’s will identify gaps, additions, deletions of processes to be followed by all staff. Effective emergency services follow an established command structure on an emergency scene for effective operations and scene safety. Utilizing a recognized command system allows for: • Identifying lead agency (fire, police, other) • Span-of-control of all resources • Interoperability with responding agencies • Defined objectives and benchmarks • Consistent communication protocols • Enhancing overall scene safety PFS utilizes an industry recognized NFPA 1561 ‘Standard on Emergency Services Incident Management System and Command Safety’ ICS. All personnel are trained on this command system and utilize at all emergencies. This command structure can be expanded or contracted based on the needs of the emergency and can integrate easily into other command processes as necessary. Final Report Page 57 November 15, 2024 - 233 - City of Pickering Fire Master Plan Public education programs and active involvement in the community are important efforts that inform and engage citizens to think about fire safety and risk reduction. The PFS has identified 4 formal programs which include: 1. “After the Heat” in which fire fighters conduct door to door visits after a fire in the area to inform citizens of the incident and to discuss fire safety education. 2. “Fire Safe Pickering” in which fire crews conduct home safety visits< approximately 4000 annually, to provide smoke alarm and CO detector information, fire safety information and promote the work of PFS. These areas targeted are risk based, addressing age of buildings, attending homes every 5-years so at year 10 new smoke alarms should be considered. 3. “Adopt a School” program is designed to address Grade 1 students. This program includes a presentation by the public educator and a truck tour and interaction with the operations crew. The grade 3 program is utilizing the “Learn Not To Burn” program. 4. Seniors Programs – identified to address senior groups either directly or through third party agencies and ensure that age-appropriate fire safety education information is provided. The current CRA has identified 19 risks of moderate or high levels. From the CRA, PFS can structure and prioritize public education program on the risks identified. Some key risks from the CRA include: • Residential occupancies represent 93.02% of the existing property stock and over the period from January 1, 2018-December 31, 2022, and were associated with 53% of the structure fire loss. The high number of residential occupancies combined with the importance of early warning through working smoke alarms, present opportunities to further promote legislative requirements and the improved safety messaging. This would be most effective in older neighbourhoods that pre-date the introduction of the Ontario Fire Code (pre-1981) and in areas that have shown larger number of no or non-working smoke alarms present. • The population aged 65 years and older in Pickering represents 16.57% of the total population. An additional 14.99% of the city’s population falls between the age group of 55 and 64, who are aging towards the senior’s demographic of 65 years of age and older. With the growth in the city centre, the number of seniors aged 65+ is 18% higher than the city average in the City Centre. PFS should target senior aged 65+ with the focus beginning in the city centre neighbourhoods. Final Report Page 58 November 15, 2024 - 234 - City of Pickering Fire Master Plan • With 17 elementary schools, and 47 registered daycares there are opportunities to partner with these institutions and organizations to promote fire safety with respect to working smoke alarms, escape planning and safe cooking practices. Cooking equipment fire where the most reported ignition source involved in fires (18.14%) which is higher than the provincial rate. • The city has a higher proportion of newcomers (35.30%) when compared to Ontario (29.98%). PFS should ensure information that represents the top languages in the city are made available in their public education programs. There are opportunities to explore the use of AI technology (such as multilingual avatars) to assist in the development of key messages for fire safety programs. Observation #7 PFS utilizes standard fire safety education programs. As per the Community Risk Assessment, there are several high risks related to seniors over 65 years, Group C residential occupancies, cooking fires, and a higher proportion of newcomers to the municipality. Recommendation #7: PFS to formalize the public education program. Suggested completion: 12 months Cost: Staff time only Resource: PFS staff time Rationale: Utilizing current risks and trends within the community will allow the PFS to build targeted public education programming with the end-goal to reduce the risk and educate people so to prevent a fire from occurring or know what to do in the event a fire does occur. This to include annual reviews to ensure recent trends or incidents are addressed to mitigate risks. 3.10.1 Fire Prevention Services Overview As departments increase their emphasis on fire prevention activities, communities are seeing a reduction in fire-related losses. In Ontario alone, deaths caused by fire have been reduced over the last 70-75 years from 354 deaths reported in 1956 to 133 deaths reported in 2022. Although difficult to directly measure, effective fire prevention programs generally reduce fire-related deaths and property loss proportionately to the resources committed. Data collection and analysis will determine the effectiveness of these programs and their impact on the overall reduction of losses. Final Report Page 59 November 15, 2024 - 235 - City of Pickering Fire Master Plan PFS relies on the Chief Fire Prevention Officer, Fire Prevention Officer, two (2) inspectors and one Public Educator as assistants to the Fire Marshal to carry out all directives required within the Fire Protection and Prevention Act, 1997 to the municipality. As previously identified the FPPA regulations for public education and fire prevention, and the projected growth for the city emphasize the need to ensure appropriate capacity for fire prevention services. As well as providing fire code responsibilities, each of the inspectors and the fire prevention officer are building code certified. The PFS has responsibility under the Ontario Building Code for plans review, approval, and occupancy inspections for Part 3 and some areas of Part 9 of the OBC. The ability to meet legislative requirements, service expectations, and public safety requirements, relies on the fire service having adequate resources to meet the needs, circumstances, and requirements. The PFS has established a service level as it relates to fire prevention and public education programs. PFS is currently under resourced to meet the demands. Additionally, all Fire Prevention staff must be trained and certified to the appropriate NFPA standards including NFPA 1031 Fire Inspector Level 2 (level 2 due to the scoop of inspection work required), NFPA 1033 Fire Investigators and NFPA 1035 Fire and Life Safety Educator. Currently the plan is to have all staff trained and certified to the required levels and staff are working through the various levels required. Fire services should establish service level standards that allow the department to set clear expectations to the public, Council, and staff. For fire prevention and life safety activities and programs, the industry best practiced are outlined in NFPA 1730 and Fire Underwriters Services. Municipalities should examine these levels based on needs and circumstances and examining the identified risks within the community. 3.10.2 Fire Code Inspection Services Modern building codes including life safety design and operating requirements are a key component of risk management. Cyclical fire inspection programs for high-risk buildings ensure these systems continue to function throughout the life of the building. This is especially important for high occupancy and special purpose buildings such as apartment buildings, hospitals, seniors housing and schools. Final Report Page 60 November 15, 2024 - 236 - City of Pickering Fire Master Plan While the benefits of an effective fire prevention program are sometimes difficult to fully quantify, the reduction of fire deaths and injuries in Ontario following the implementation and enforcement of modern building and fire codes illustrates the value. These services are fundamental elements of a broader community fire reduction and life safety strategy. Fire inspections are critical services in identifying fire hazards and maintaining life safety systems. PFS provides inspection as required under Ontario Regulation 365/13 – Mandatory Assessment of Complaints and Requests for Approval for complaints and requests and Ontario Regulation 364/13 – Mandatory Inspection-Fire Drill in Vulnerable Occupancy. Every couple of years provides a proactive inspection on identified higher risk occupancies. Fire services should establish service level standards that allow the department to set clear expectations to the public, Council, and staff. For fire prevention and life safety activities and programs, the industry best practices are outlined in NFPA 1730. Municipalities should examine these levels based on needs and circumstances and examining the identified risks within the community. PFS has set an inspection frequency rate as outlined in Table 16. In order to address the proactive inspection program, combined with the increase in new construction to occur over the next 10-years, the current staffing numbers are not sufficient. Staff are currently at capacity to address the informal inspection program, OBC plans examination and building code inspections related to fire safety areas, and the ability to provide targeted public fire safety education to a growing community. Observation 9 outlines the recommendation to meet a phased in approach to industry leading programming in fire prevention. Note: Appendix H, Fire Prevention Staffing Model contains the staffing analysis work sheet utilized to determine the FTE’s required to full complete existing and future program growth. Table 16: Fire Prevention Inspections Frequency Levels OBC Building Class PFS NFPA 1730 FUS A 36-months 12-months 6-months B 12-months 12-months 6-months C 12-months 12-months 6-months D 36-months 36-months 12-months E 36-months 36-months 12-months F 36-months 24-months 6-months F -Division 1 24-months 12-months 3-months Final Report Page 61 November 15, 2024 - 237 - City of Pickering Fire Master Plan Observation #8 The PFS has outlined the inspection frequency for each occupancy type classification. Although PFS conducts proactive code inspections, they do not have a defined inspection cycle identified. Furthermore, PFS is not conducting regular inspections within city facilities and the municipality. Recommendation #8: Phase in a formal proactive inspection program and ensure the city is leading by example with the enforcement inspections and compliance on all city facilities as part of the program. Suggested completion: 6-36 months Cost: To be determined based on the phase in and staffing requirements to ensure a successful program. Resource: PFS staff time Rationale: As part of a solid fire prevention code enforcement program, proactive inspections on a regularly defined inspection cycle will increase code compliance within a municipality. The municipality should be leading by example and ensuring proactive inspections on all city facilities and maintaining all facilities within fire code compliance. Final Report Page 62 November 15, 2024 - 238 - City of Pickering Fire Master Plan Observation #9 Although PFS has identified the desire to conduct proactive inspections and to maintain a targeted public education program, based on the identified risks, they are not resourced appropriately to complete all required tasks. Recommendation #9: Increase the Fire Prevention division by an additional five staff over three years to meet the current and anticipated growth requirements. Suggested completion: 36 months Cost: Estimated at $150,000 annually, including benefits. Over a 3 -year period the additional cost at the end of the phase in would be $750,000 to the operating budget. Resource: Operating budget Rationale: The current staffing model allows PFS to meet the current requirements for limited proactive inspections, meeting the legislative inspection requirements and conducting the building code plans review process. To increase the proactive inspection program and meet the growth anticipated in the new buildings and plan reviews, additional resources are required. 3.10.3 New Developments Plan Reviews Working with the Building Department services departments, the fire prevention officer and inspectors are involved in development and construction plans review. The fire service staff together with the building staff review building and site plans to ensure the construction process complies with Ontario Building Code and Fire Code requirements. The Fire Service has the responsibility for review and approval of site plans, building permit plans and occupancy inspections. A portion of the building code review is funded through the building code fee’s (however is not proportionate for the work being completed by PFS inspection staff). It is noted that there is a strong, positive relationship between PFS and PBO. Final Report Page 63 November 15, 2024 - 239 - City of Pickering Fire Master Plan Observation #10 PFS is actively involved in OBC plan reviews, which brings an increased level of fire safety to new building compliance. Permit fees are charged by the municipality to cover the costs of the municipality’s work on permit review, pan examination, and occupancy inspections and final approval. Recommendation #10: PFS and the Building Department conduct a review of OBC plan review and occupancy inspections fees for service to ensure that the Fire Service is appropriately compensated for the work conducted under the building code act. Suggested completion: 18 months Cost: Operating budget Resource: PFS staff time Rationale: The PFS is participating in the OBC plan review process and should be appropriately compensated. The fee’s directed into the fire service will offset the work being done and allow for the appropriate resources through these user fee’s and not through taxation. 3.10.4 Fire Cause and Origin Services All fires in Ontario causing injury, death and property loss are to be investigated for origin, cause and circumstances under the Fire Protection and Prevention Act, 1997. The CFPO has direct oversight of the fire investigations program and oversees scheduling, equipment needs and reporting of investigations. The fire investigations in Pickering are conducted by the fire inspectors. Each of the investigators are to participate in investigations during on-duty hours. However, there are no requirements for participation during off-duty hours and relies on inspectors to volunteer for potential callouts. Currently there are two investigators that have agreed to respond during evening ours. They utilize SCBA, have bunker gear / overalls, a dedicated vehicle and personal decontamination capabilities at the hall. The onboarding process includes the NFPA 1033 course and job-shadowing until the new investigator is confident to complete a solo investigation. The Platoon Chief makes the determination on the requirement for an investigator to attend. A decision is made in combination of senior staff notification policy and needs determination. Crews will remain with the investigator until the investigation is complete or the investigator indicates they are in a safe condition and no longer require assistance. Final Report Page 64 November 15, 2024 - 240 - City of Pickering Fire Master Plan Investigators are to determine cause an origin to a level that establishes probable cause with supportive and defensible evidence. They do not complete full reconstruction were unnecessary. The larger component to the investigator callout is customer stabilization. (supporting with temporary housing, ensuring board up, assist with contacting insurance). Fire investigation data is used in the immediate time to determine any direct impacts to the community (i.e. dust covers left on smoke alarms in new construction). Data is further used to establish trends (by cause, geographic, by occupant demographics, occupancy type etc.). Education, public messaging, and Inspection Programs, Door to Door programs is established based on this. The call outs for investigators for the past three-years are as follows: • 2021-31 • 2022-37 • 2023-37 Observation #11 PFS has a defined fire investigation program utilizing the training and principles of NFPA 1033 Standard for Professional Qualifications for Fire Investigators. There are a limited number of trained investigators available for call-out in the evening hours, combined with a large component for the investigator is customer stabilization indicates. Recommendation #11: Expand the NFPA 1033 training to PC’s and APC’s / Captains or on-shift fire fighters to lessen the workload on current investigator’s during after hours. Suggested completion: 24 months Cost: Operating budget Resource: PFS staff time and training costs (to be determined) Rationale: Expansion of training will allow on-duty resources to conduct investigations and having the on-duty personal address minor or smaller incidents and rely on call back of the Fire Prevention investigators for the larger/ more complexed incidents reduce the afterhours callback and the demands on fire prevention staff. Cost avoidance could be realized with the reduced number of call-outs of the on-duty investigators. Final Report Page 65 November 15, 2024 - 241 - City of Pickering Fire Master Plan 3.11.1 Structural Firefighting Fire department resources should be adequate to manage the most probable risks. Structural fire suppression encompasses a wide range of tactics for the control and extinguishment of fires originating from several sources. Single-family dwellings are the most prevalent building type in most communities. As a result, these types of structure fires are typically the most probable, but only rated as a low to moderate risk as the consequence are limited to one or two properties. Residential fires are a leading cause of fire-related death, injuries, and property loss in Canada. While in many communities, structure fires are not the most frequent emergency response request, they require a significant investment in resources (equipment and staffing), training and coordination to manage safely and effectively. PFS trains and maintains their firefighters to the NFPA 1001 Level I and II standard. Structure fires are an infrequent type of incident encountered by PFS (2%) over the 2019- 2023 reviewed timeframe, however, contains a large degree of life safety and property risk to both the public and the firefighters where time and resources are paramount considerations for safe and effective resolution of the emergency. Available staffing and equipment should be adequate for firefighters to be able to safely perform the task expected of them. For PFS the industry practice for response and operations are outlined in the NFPA 1710 standard for fire suppression operations. These standards are further covered in Section 4. Structure fires that require entry into the building for fire suppression and rescue require many critical tasks to occur simultaneously for the safety of both the victims and the firefighters. Each of these tasks may require one or more companies of firefighters to accomplish them safely and effectively. Without enough companies of firefighters on scene, entry may be delayed until some of these tasks are completed. Structural fire suppression encompasses a wide range of tactics for the control and extinguishment of fires originating from several sources. Sufficient firefighters arriving on-scene in a timely manner are paramount to facilitate safe and effective rescue and suppression tactics for the control and extinguishment of fires. PFS maintains a modern fleet of emergency response apparatus and equipment along with a well-trained team of career firefighters available for emergency structural fire response. The current practice for emergency response is a combination of firefighters responding from the closest fire station on the appropriate apparatus, with additional firefighters responding from one or more additional fire stations to assemble an effective response force. Final Report Page 66 November 15, 2024 - 242 - City of Pickering Fire Master Plan Most interview and survey participants agreed that PFS was adequately trained and minimally staffed to safely manage most structural fire incidents, however significant concern was expressed regarding ability to establish an effective response force (ERF) for high rise and/ or multi-family structures and concurrent emergency responses. Minimum staffing level constraints in PFS is the most significant limiting factor in determining the actual effectiveness of any given emergency response. Observation #12 PFS is challenged to meet NFPA standards for both first arriving fire company and an effective response force for structure fires and increased size of the incidents, including high-rise and large buildings. There is anticipated increase in vertical growth with many high rises planned in the downtown core. NFPA standards recommends certain number of firefighters on-scene within a certain time criteria depending on the occupancy risk type so to ensure for public and fire fighter safety. To meet certain criteria with this standard at times all on-duty firefighters may be dispatched to the scene, as well as a call-in of off duty PFS staff and/or mutual aid response. Recommendation #12: PFS must review the effective response force (ERF) considering the critical tasks necessary to manage all risks and structure fire types safely and effectively, including residential, industrial, commercial, and high-rise fires. SOG’s must be developed to provide direction to staff for completion of critical tasks, and the need to update existing mutual aid agreements for additional support when necessary to meet these requirements. Suggested completion: 12-18 months Cost: Staff time only Resource: Operational staff Rationale: SOP/SOG’s must be developed to detail critical tasks necessary for each type of structure fire, and what staff expectations are when those staff levels are not on scene. Final Report Page 67 November 15, 2024 - 243 - City of Pickering Fire Master Plan 3.11.2 Medical Assist Medical assist is a valuable core service provided by PFS. The number of medical responses requested amounts to 41% of the total call volume for the 2019-2023 period. The distribution of fire department resources often exceeds that of ambulance resources and as a result, firefighters are often able to arrive to medical emergencies faster, due to the response deployment model, and in support of ambulance services. PFS has established a tiered medical agreement with Durham Region Paramedic Services that outlines the medical criteria and the medical incidents that fire will be tiered to. Lakeridge Health outlines the medical oversight and protocols for PFS to provide medical assistance to residents of the City of Pickering. Recently the Central Ambulance Communications Centres (CACC) across the province of Ontario are transitioning to a new computer triage program know as Medical Priority Dispatch System (MPDS), which could adjust the types of medical assist calls that fire gets tiered out to. Maintaining dialogue with paramedic services and utilizing expert medical opinion through a medical director (a doctor utilized by the fire service) will ensure that the PFS is meeting the level of service expected and directed by Council. Final Report Page 68 November 15, 2024 - 244 - City of Pickering Fire Master Plan Observation #13 Medical assistance delivered by PFS is a valuable service appreciated by the City of Pickering communities; however, these call types make up a large percentage of total call volume (41% average). The implementation of MPDS in Central Ambulance Communication Centres (CACC) may potentially adjust the types of calls fire service will respond to. PFS will want to ensure that they are responding to the appropriate medical calls to ensure a level of service directed by Council is maintained. Recommendation #13: Conduct regular review of medical assistance incidents responded to and work with PFS’s medical director and Durham Region Paramedic Services to ensure the tiered response agreement has PFS responding to the appropriate incidents. Suggested completion: 6 months, ongoing Cost: Internal staff time only Resource: Human Resources Rationale: Regular review allows to ensure that PFS is responding to the to the most appropriate medical incidents where they can make a difference to patient outcome. Ensuring these reviews are conducted with the medical director, provides the appropriate medical evidence to support future decisions. PFS will want to ensure that they are responding to the appropriate medical calls to ensure a level of service directed by Council is maintained. 3.11.3 Motor Vehicle Collisions, Vehicle Extrication Motor vehicle collisions (MVCs) with or without trapped persons can pose unique hazards to both the victims and responders. Vehicle extrication requires specialized training and equipment. Close coordination with police and ambulance services is necessary for the safety of both victims and responders. Weather conditions also contribute significantly to both the severity of the incident and the effectiveness of the response. Many modern vehicles have added risks to firefighters, such as airbag deployment and hybrid vehicles containing fuel cells or batteries. Vehicle collisions or events involving transport vehicles often pose the additional challenge of involving dangerous goods or requiring heavy equipment to manage. Final Report Page 69 November 15, 2024 - 245 - City of Pickering Fire Master Plan PFS is trained and equipped to manage vehicle collision and extrication incidents (services provided to the NFPA 1001 and NFPA 1006 Standard). Depending on the nature of the incident, fire engines, tankers, and/or rescues are typically deployed to these events. MVCs are captured in the rescue response type which had 2535 responses (14% of total call volume) over the 2019-2023 period within the municipality. High-speed roadways and provincial highways are common throughout and around the municipality. Responses on these roadways may present hazardous conditions for all responders. PFS resources must work closely together with partner agencies at the scene of an MVC. These types of incidences may require the resources and expertise of PFS staff including: • Scene safety • Fire suppression • Extrication • Stabilization • Medical first aid • Dangerous goods control • Special rescue Additional apparatus and staff are often required to provide support to other agencies for equipment and roadway safety. 3.11.4 Hazardous Materials/Dangerous Goods Response Response capabilities should align with service levels defined in the NFPA 1072: Standard for Competence of Responders to Hazardous Materials Weapons of Mass Destruction Incidents service level matrix. It requires departments without advanced hazmat (dangerous goods) training to take only a limited role in hazardous materials (dangerous goods) response. There are three dangerous goods response service levels. The first level of service is the awareness level. This level is the most basic and is for persons who could be the first on the scene of emergency involving dangerous goods. Responders at the awareness level are expected to recognize the presence of hazardous materials, protect themselves, call for trained personnel and secure the area to the best of their abilities. It does not involve donning protective suits to enter the contaminated zone to stop the flow of hazardous materials or conducting decontamination. Final Report Page 70 November 15, 2024 - 246 - City of Pickering Fire Master Plan The second level of response is the operations service level. Responders are trained to be part of the initial response and control the impact of the release in a defensive fashion. Crews are expected to take a more hands-on approach than considered at the awareness level. They will use absorption, damming and diking to stop or redirect the flow of the hazardous material. Firefighters are trained to don protective suits, enter the hot zone to conduct rescue activities and control the product release. They must also establish a decontamination zone for responders and equipment. Crews also lead the evacuation in the hot zone. The third level of response is the technician level. Technical-level responders must be certified hazmat technicians, trained in the use of specialized chemical protective clothing and control equipment. Responders at this level take offensive action in responding to releases or potential releases of dangerous goods. Given the required training, cost of equipment and limited community need, this level of service is normally provided by provided by larger communities or private companies through contract. PFS is currently trained to the NFPA 1072 awareness level and does not have a designated dangerous goods response unit. While incidents involving hazardous or dangerous goods are infrequent (PFS does not track this incident type), these types of events can result significant environmental and life-threatening consequences. In addition, a dangerous goods release was identified and discussed as a community risk factor. The City of Pickering CRA hazard identification and risk analysis classifies dangerous goods spills/releases as a low probability with a high risk to the public and the environment. These risks are attributed to a significant release or spill on waterways, highways, and/or bridges. A significant DG release or spill would warrant a mutual aid request to Oshawa Fire Rescue or OFM. Final Report Page 71 November 15, 2024 - 247 - City of Pickering Fire Master Plan Table 17 shows a review of the 2018-2023 Standard Information Report data provided through the OFM show PFS provided responses to 564 incidents over 6-years involving various levels of minor to major dangerous goods including: Table 17: Hazard Material Incidents 2018-2023 Call Type 2018 2019 2020 2021 2022 2023 Total Bomb, Explosive removal Standby 0 1 0 0 0 0 1 CO incident, CO present 21 17 32 29 24 20 143 Gas Leak -Miscellaneous 1 1 2 2 1 3 10 Gas Leak -Natural Gas 40 46 34 41 43 36 240 Gas Leak -Propane 0 3 6 2 3 1 15 Gas Leak -Refrigeration 1 1 0 0 0 0 2 Other Public Hazard 21 13 12 13 19 11 89 Spill -Gasoline or Fuel 12 11 2 5 9 3 42 Spill -Miscellaneous 1 4 2 3 1 2 13 Spill -Toxic Chemical 1 0 0 1 1 0 3 Suspicious Substance 1 0 2 0 2 1 6 Note: Not all of the incident’s above include the callout of Oshawa Fire Services. Many of the minor level incidents were capable of being handled by PFS crews. Observation #14 Most of these incidents involving dangerous goods were handle by PFS firefighters with their present level of training. Recommendation #14: PFS continue to assess the risks and number of incidents within their municipality involving dangerous goods to ensure the level of response provided by internal staff is appropriate. Suggested completion: 12-36 months Cost: Internal staff time Resource: PFS internal staff Rationale: Operations and/or Technician level of service for dangerous Goods involves a higher level of training and addition of specialized equipment. Operations and Technician level of response is currently being provided through mutual aid by Oshawa Fire Rescue and is meeting the demand for this higher level of dangerous goods response. Final Report Page 72 November 15, 2024 - 248 - City of Pickering Fire Master Plan 3.11.5 Technical Rescue Services Rescue operations are often unique situations that require specialized equipment and training to ensure the responders maintain the competencies to safely execute the rescue. The challenge in maintaining these skills is the low frequency of the events. As a result, fire departments offering technical rescue services must provide adequate and consistent training to maintain competencies and equipment. PFS, like many fire services are relied upon to provide a wide range of rescues within their community. The low frequency combined with the complexity and training required to manage these incidents provides unique challenges safely and effectively to a fire service. There is recognized training, certification and equipment required for many of these types of incidents, while unique rescues may rely on one or more skills and equipment to perform safely. There may be other agencies within the municipality or region that provide speciality rescues. Close coordination and understanding of roles and responsibilities of each agency will alleviate conflict and provide clarity of responsibilities on the scene of an emergency. For low frequency water rescue incidents that occur beyond PFS capabilities, such as further out in open waters of Lake Ontario, coordinated response with Durham Police marine unit, PARA Marine Search and Rescue, and the Canadian Cost Guard is required. PFS utilizes teams of specialty trained firefighters on each platoon that are equipped, trained, and certified to provide and maintain competencies for: • Motor vehicle extrication-under NFPA 1001 Level I and II • Ice rescue – land-based technician • Water rescue – land-based technician • High and low angle rescue to operations level plus select advanced procedures (currently under review). Final Report Page 73 November 15, 2024 - 249 - City of Pickering Fire Master Plan Table 18 is a review of the 2018-2023 Standard Information Report data provided through the Ontario Office of the Fire Marshal show PFS provided rescue services 3,025 times. Table 18: Rescue Calls 2018-2023 Call Type 2018 2019 2020 2021 2022 2023 Total Animal Rescue 2 0 0 4 0 2 8 Building Collapse 0 1 0 0 0 0 1 Commercial Industrial Accident 0 2 1 1 0 0 4 Confine Space Rescue (non-fire) 0 1 0 0 0 0 1 High Angle Rescue 1 0 0 0 1 0 2 Home/Residential Accident 2 0 2 0 0 3 7 Low Angle Rescue 1 1 3 1 1 0 7 Other Rescue 0 7 2 9 5 4 27 Persons Trapped in Elevator 14 14 6 6 7 10 57 Rescue False Alarm 0 1 0 1 2 2 6 Rescue No Action Required 1 5 7 1 3 2 19 Vehicle Collision 570 548 396 391 509 391 2,805 Vehicle Extrication 12 8 8 8 14 7 57 Water Ice Rescue 4 1 0 0 3 0 8 Water Rescue 1 2 5 2 2 4 16 As reported above, the majority of rescue incidents responded to were able to be managed by PFS within the training and certification of their staff. For the additional calls beyond the capabilities of PFS, (awareness levels), agreements with Oshawa Fire and ability to request additional support through the OFM. Final Report Page 74 November 15, 2024 - 250 - City of Pickering Fire Master Plan Observation #15 PFS utilizes several adjunct instructors to provide the specialty rescue training to the firefighters on each platoon. There was concern expressed during the interviews and surveys that there is some inconsistency of updated training and certifications to all adjunct instructors that have resulted in inconsistent training to the firefighters. Recommendation #15: PFS Training Division ensure each specialty rescue course outline is reviewed with each applicable adjunct instructor annually to ensure consistency across all platoons and crews. Suggested completion: 6-18 months Cost: Internal staff time including course development with adjunct instructors Resource: PFS internal staff Rationale: Consistent delivery of course content is necessary to ensure safe and effective practices are taught and provided by all PFS staff. Observation #16 Initial and recurring training is an ongoing commitment to PFS staff based on the core services delivered, OHS, and City of Pickering requirements. PFS currently 4 days per year for each staff member. Recommendation #16: PFS assess and update as necessary the number of training hours per staff member and include in the updated figure in the annual staffing model. Suggested completion: 6-9 months Cost: Operational cost based on necessary minimum staffing level Resource: PFS Internal staff, operating budget Rationale: Allocating the necessary training hours anticipated for the year for all PFS staff will assist with ensuring all planned training is completed with minimal disruption and/or overtime. Final Report Page 75 November 15, 2024 - 251 - City of Pickering Fire Master Plan 3.11.6 Pre-Emergency Planning Pre-emergency or incident plans are intended to provide emergency responders with advanced knowledge and processes for a safe and effective response. These plans should include at minimum the following information regarding the building: • construction type • occupancy • building status • emergency contacts • utility shutoffs • fire suppression and detection systems installations and locations • exposure information • water supply availability • access problems • other hazards Pre-planning programs are not necessarily tied directly to the fire inspection program, but rather include operationally relevant information that was gained on a site visit. Pre- planning should also include potential responses to areas of concern that are not captured in the formal fire inspection program. PFS has partnered with a third-party to pilot a pre-emergency planning software application to collect data and to build out pre-incident planning for various industrial/ commercial and high-rise buildings in the city. This program is linked to the service’s computer aided dispatch system (CAD) allowing utilization by command officers on-site at an incident. 3.11.7 Citizen Assist and Public Services Fire departments play an important but often unrecognized role in the social safety net of communities. When citizens perceive an emergency or an urgent request for assistance, the agency most frequent called to help is the fire department. These types of requests can vary broadly -from a request to rescue a pet to help with flooding. Review of the 2018-2023 Standard Information Report data provided through the Ontario Office of the Fire Marshal show PFS provided 566 various citizen assist services. PFS should continue to provide this service where practical to help in their communities. It is a value-added service of considerable value for citizens making the request. Final Report Page 76 November 15, 2024 - 252 - City of Pickering Fire Master Plan 3.11.8 911 and Fire Dispatch The Public Safety Answering Point (PSAP) is provided by Durham Region Police Dispatching Bureau. Fire rescue related calls for Pickering are forwarded to Oshawa Fire Service Dispatch Division to provide emergency fire dispatching services (including information and communications technology). Prior to Oshawa Fire providing the dispatching services, Pickering had an agreement with Ajax Fire to provide services. In May 2024 Ajax transferred their communications duties to Oshawa Fire Service, which included PFS being ported over. There are appropriate agreements in place which include limited performance standards requiring Oshawa to endeavour provide services in accordance with NFPA. Observation #17 Oshawa Fire Services, as of May 6, 2024, is providing fire dispatch services to PFS. As part of the agreement between the two services, there are limited indications of performance standards. The agreement indicates that Oshawa will endeavor to provide Communication Services in accordance with the National Fire Protection Association (NFPA) Standards. Recommendation #17: PFS to work with OFS to establish detailed performance levels required to be met for the delivery of communications services. Suggested completion: 1-12 months Cost: N/A Resources: PFS Internal staff Rationale: Dispatching of fire services plays an import role is the overall response performance of the fire service. Establishing expectations and regular reporting on performance should be included in agreements. This allows the receiving department to ensure they are getting the service that has been agreed to. The NFPA standards outline specific performance objectives that should be met. Large emergency events quickly overwhelm the response capacity of most municipal fire departments. This is especially true for smaller fire departments with limited resources. As a result, mutual aid and automatic aid agreements are a necessary component in adding response capacity for these low frequencies but potentially high or extreme consequence events. Final Report Page 77 November 15, 2024 - 253 - City of Pickering Fire Master Plan Mutual aid agreements between fire departments allow them to assist each other across jurisdictional boundaries. Typically, this happens when local emergencies exceed local resources. They may include fire response, and/or specialty response services including rescue, dangerous goods. Any response would be made by the requesting agency and is not pre-determined in the case of automatic aid. The requested agency may or may not be able to fulfill the request. Automatic aid agreements ensure a provision of initial or supplemental response to fires, rescues, and emergencies where a fire department situated in a neighbouring municipality can provide a response quicker than any fire department situated in the requesting municipality. The Province of Ontario through the Office of the Fire Marshal has developed a provincial wide mutual aid plan (MAP) to formalize and maintain mutual aid and automatic aid agreements for identified areas coordinated through an Ontario Fire Marshal appointed fire coordinator. Each area will develop and maintain their respective MAP consistent with the Ontario plan. The principle of operation of MAPs is to promote and ensure adequate and coordinated efforts to minimize loss of human life and property, as well as damage to the environment through the efficient utilization of fire department and provincial resources in the event of a mutual aid activation during times of natural or human-made emergencies. In the event an emergency over tasks the resources of the municipality, and requires additional assistance, the EOC Commander may request assistance from neighbouring municipal or the Office of the Fire Marshal and/or Emergency Management through the Provincial Emergency Operations Centre (PEOC). The City of Pickering participates in mutual aid with Durham Region. Automatic aid is provided by PFS to the Town of Ajax and receives Automatic Aid from Ajax. The City of Pickering has a memorandum of understanding with Ontario Power Generation (OPG) that outlines the development and maintenance of a co-operative working relationship with respect to community emergency management and fire safety. This agreement will provide OPG assistance of personnel and equipment to Pickering, if requested. PFS will be called to all fire events at OPG to provide their assistance as required. 3.13.1 Training Overview Training and competency development are essential and ongoing activities for all contemporary fire departments. A prepared and competent workforce reduces risk and safely optimizes service delivery. An effective workforce-training program aligns the growth and development of personnel to the organization’s mission and goals. Final Report Page 78 November 15, 2024 - 254 - City of Pickering Fire Master Plan The PFS Training Section includes the Chief Training Officer, Training Officers, and shift trainers. And are responsible for the following: • develop and coordinate the delivery of all training programs to PFS staff • manage the overall training environment • assess the performance of personnel by setting, administering, and marking examinations, attending emergency incidents, evaluating practical skills, and by providing feedback • monitor and evaluate ongoing training programs • research and evaluate policies, procedures, techniques, and equipment • conduct career development activities for Fire Suppression personnel • maintain training records and prepare comprehensive reports • maintain training manuals and reference materials • actively participate in the promotional processes • maintain equipment as assigned and assist with the research, design and acquisition of new apparatus and equipment The closing of the bricks and mortar Ontario Fire College has put a greater focus towards regional training resulted in formal and informal regional partnerships being developed throughout Ontario under the purview of the Office of the Fire Marshal. PFS training utilizes in-house training and regional training as necessary. The Ontario Firefighter Certification regulation filed April 14, 2022, and enacted on July 1, 2022, introduces mandatory minimum certification standards for firefighters that align with fire protection services being provided. This regulation will help ensure that firefighters have consistent training according to the level of service set by a municipality supporting firefighter and public safety. Training and education program activities are identified by assessing the Knowledge, Skills, and Abilities (KSAs) needed for the firefighters to perform their duties as outlined in the department’s SOGs and procedures. When firefighters are competently trained and possess the KSAs for the services they are expected to provide, they reduce risk and increase their own safety and the safety of the public they serve. All training programs should be measured against and tailored to the core services and identified risk assessments for the community. Final Report Page 79 November 15, 2024 - 255 - City of Pickering Fire Master Plan Meeting the training needs of a fire service is a very important and demanding portfolio. The scheduling of instructors, facilities and participants is a daunting task to ensure safe and consistent training, while not negatively impacting the operational capacity. The PFS training section is led by the Chief of Training, utilizes a complement of full-time training officers and adjunct trainers to develop, schedule, train and certify standardized training based on the PFS core training syllabus. PFS relies on regular scheduled and ad hoc training sessions for the delivery of core competency and related training consistent with the requirements established by the OFM certification and curriculum. PFS training is provided through various methods including: • Theoretical classroom and/or on-line modules • Practical training while on-duty and/or off duty • A combination of both for proficiency and/or certification Most of this training is delivered consistent with the Training Action Plan SOG, and/or overseen by the full-time training officers and adjunct trainers. Yearly training schedules are developed detailing course outlines, objectives, assignments, and timelines. Supplemental or specialized training is typically developed, scheduled, and delivered Internally by the training officers or adjunct trainers. The ability to provide training in appropriate facilities, which include proper classrooms, controlled and safe fireground training grounds ensures that a fire department can provide necessary and consistent training programs to meet the service levels being provided. PFS utilize shared meeting rooms at fire headquarters and fire station 5 to conduct classroom training sessions to smaller groups however are constrained when class sizes are larger. There are no dedicated areas to conduct practical evolutions, including live fire, suppression skills training, or teach and practice technical rescue skills. These limitations require PFS to look to utilize other training centres, primarily Wessleyville operated by OPG which is approximately 45 minutes east of Pickering, preventing on- duty crews to conduct in-service training. There is uncertainty that the Wessleyville centre will remain operational in the near future. PFS could explore opportunities to partner with third parties, such as OPG, to develop a fire/ emergency services training centre in Pickering. These have potential to offset costs and provide these much-needed resources to PFS. Final Report Page 80 November 15, 2024 - 256 - City of Pickering Fire Master Plan There is currently land identified for potential use by PFS in the Innovation Corridor. This space would be ideal, provide enough land is allocated to allow for a training centre. The areas remoteness from residential areas, located near an industrial business park and bordered to the north by Hwy 407 prevent noise and potential smoke concerns from neighbours regarding fire training evolutions. This centre could be shared space with a new response station identified in Section 4. Observation #18 PFS training is provided through various delivery methods, including classroom, on-line and practical exercises. Many respondents to the survey felt that there was too much emphasis on on-line training, and not enough classroom and practical training opportunities. This imbalance is a result of staffing challenges hindering opportunities to deliver on-duty classroom training or skills maintenance practical training while maintaining the in-service staffing in each fire station. Many classroom or practical training courses require each participant to take on a Monday-Friday schedule taking them out of their normal work rotation, resulting in on duty shortages and requiring overtime for one or both the participant and their replacement. Training activities that are conducted in-station with on-duty staff is the preferred method where possible. Recommendation #18: PFS work towards the optimal training process that includes the necessary of theoretical and practical training that will provide all staff the training to allow the safe and effective delivery of all core services being delivered. Suggested completion: 6-48 months Cost: Operational cost based on chosen training process Resources: PFS training staff, on-shift instructors, third party vendors as needed. Rationale: Core competency and specialty training should be prioritized to address the risks identified within the city of Pickering. The proper mix of theoretical and supporting practical training is necessary to develop and maintain the necessary skillsets to manage these risks safely and effectively. Final Report Page 81 November 15, 2024 - 257 - City of Pickering Fire Master Plan Observation #19 The PFS lacks dedicated facilities to conduct practical in-service training, recruit training and training involving larger groups. This training includes live-fire, suppression skills, technical rescue evolutions and recruit training sessions. This has required PFS staff to travel outside their response area up to 45 minutes to OPG’s Wessleyville training centre. PFS staff have to locate areas in the community to conduct in-service skills training which are not ideal for the training purposes. Recommendation #19: PFS explore options for partnerships with third parties for the construction of a dedicated training centre in the city, including the option to attach to a new response station on innovation corridor lands (identified in Section 4). Suggested completion: 24-48 months Cost: TBD depending on potential partnerships, location, and size of the centre Resources: Capital budget Rationale: Training is an important aspect of fire service operations to ensure for public and firefighter safety, complying with occupational health and safety regulations and ensuring completion of certifications required in O.Reg 343/22 Firefighter Certification. Having a dedicated facility to allow for in-service training can avoid some overtime requirements. This facility will also allow for safe and appropriately designed areas to conduct training. The Innovation Corridor property identified for PFA use is ideally located for such a centre. 3.13.2 Industry Recommended Qualifications NFPA certification standards represent industry best practices. Position profiles and associated KSAs should prepare staff to competently provide the services necessary to address the risks in their community. Many of the NFPA standards have been incorporated as mandatory in O.Reg 343/22 Firefighter Certification, enforced under the Fire Protection and Prevention Act 1997. The regulation requires every municipality and every fire department to ensure that it’s firefighters, including all staff performing duties defined in the regulation. Final Report Page 82 November 15, 2024 - 258 - City of Pickering Fire Master Plan Further, organizational size and structure will often change the breadth of tasks and competencies required by specific positions. For example, large career fire departments tend to have a higher degree of specialization for senior positions and less need for senior officers to be directly involved in fire suppression or rescue operations. In contrast, smaller volunteer POC or paid-per-call volunteer department senior officers will lead or be directly involved in fire suppression and rescue operations. The following Table 19, lists NFPA standards is offered as a general guideline for NFPA training standards aligned with most fire department positions: Table 19: NFPA Professional qualification standards by position Fire Chief Deputy Chiefs and Platoon Chiefs -NFPA 472 Dangerous Goods Operations -NFPA 1001 Firefighter (Level 2) -NFPA 1002 Pump Operator -NPFA 1021 Fire Officer (Level 2) -NFPA 1041 Instructor (Level 1) -NFPA 1403 Standard on Live Fire Training Evolutions -NFPA 1521 Incident Safety Officer Captain -NFPA 472 Dangerous Goods Operations* -NFPA 1001 Firefighter (Level 2)* -NFPA 1002 Pump Operator* -NPFA 1021 Fire Officer (Level 1)* -NFPA 1041 Instructor (Level 1) -NFPA 1403 Standard on Live Fire Training Evolutions -NFPA 1521 Incident Safety Officer* Safety Officer NFPA 1521 Incident Safety Officer* Firefighter -NFPA 472 Dangerous Goods Operations* -NFPA 1001 Firefighter (Level 1)* -NFPA 1002 Driver/Pump Operator* -NFPA 1006 Vehicle extrication Level 1* Pump Operator -NFPA 472 Dangerous Goods Operations -NFPA 1001 Firefighter (Level 1) -NFPA 1002 Driver/Pump Operator* -NFPA 1002 Aerial Operator -NFPA 1006 Vehicle extrication Level 1 Training Officer -NFPA 1041 Instructor (Level 1)* -All Qualifications required to instruct firefighters and recruits* -NFPA 1403 Standard on Live Fire Training Evolutions Fire Inspector/Fire Investigator -NFPA 1031 Standard for Professional Qualifications for Fire Inspector and Plans Examiner* -NFPA 1033 Standard for Professional Qualifications for Fire Investigator* -NFPA 1035 Standard for Professional Qualifications for Public Fire and Life Safety Educator* * Indicates mandatory qualifications under O’Reg 343/22 Final Report Page 83 November 15, 2024 - 259 - City of Pickering Fire Master Plan The role of the Office of Fire Marshal (OFM) provides leadership and expertise on fire safety and promotes changes to minimize the impact of fire and other public safety hazards on people, property, and the environment in Ontario. The OFM provides guidance and leadership to municipal fire departments in required training including the firefighter certification regulation to ensure mandatory minimum certification standards for firefighters that align with fire protection services being performed. The table found in Appendix G: Mandatory Certification for Fire Protection Services, describes the minimum certification standards for the various fire protection services and the compliance timeline. Observation #20 PFS training division currently has one Chief training officer (CTO) and 2 training officers (TO), responsible for the development and delivery of training programs to meet the requirements for the service level provided, occupational health and safety requirements, and the requirements identified in the Ontario Regulation 343/22 Firefighter Certification. These TO’s also have the responsibility to conduct recruit training to new recruit firefighters. The section is already taxed and with additional hires and potential for annual recruitment, recruit training will over-burden the current system. Recommendation #20: PFS staff the training section with additional staff phased in over the next 3 years. One additional TO in 2025 and one additional TO in 2026 is recommended Suggested completion: 12-36 months Cost: The salary and benefit costs associated with training Officers is approximately $150,000 per year. Over a 3 -year period the additional cost at the end of the phase in would be $300,000 to the operating budget. Resources: Human Resources, operating budget Rationale: Core competency and specialty training should be prioritized to address the risks identified within the City of Pickering. The proper mix of theoretical and supporting practical training is necessary to develop and maintain the necessary skillsets to manage these risks safely and effectively. The addition of 2 training officers will allow the training division to meet the legislative certification requirements, the anticipated increase in new hires and the required recruit training programs. Final Report Page 84 November 15, 2024 - 260 - City of Pickering Fire Master Plan Ontario’s Emergency Management and Civil Protection Act lays out obligations and standards for emergency management programs required of all levels of government. In Ontario, each municipality must develop and implement an emergency management program to protect the lives and property of its citizens. The City of Pickering Emergency Management Response Plan and Emergency Operations Centre has been developed under the authority of the Corporation of the Municipality’s By- Law 7935/22 and maintained by the Community Emergency Management Coordinator (CEMC) under the direction of the Community Emergency Management Program Committee (CEMPC). This plan enables a centralized controlled and coordinated response to emergencies in the municipality. There is demonstrated coordination with Durham Region Emergency Management Office and the city’s plan conforms to the Regional Emergency Management plan. In the event of an emergency, the City of Pickering Emergency Management Plan guides the municipality’s response, mitigation, and recovery. The exceptions to this are: • a nuclear emergency, to which the province will maintain control of the emergency and the city will receive direction through the province or Durham Region, • a Health emergency in which Durham Region will maintain control through the regions public health unit and provide direction to the city. The bylaw assigns designated corporate positions to the Emergency Management Program Committee (EMPC) including the position of Emergency Management Program Coordinator (CEMC) as well as ad Hoc members from other agencies based on the nature of the emergency. The City’s EOC is located at City Hall, committee Room (Meeting Room 1). This room is not dedicated to the emergency management function and must be set up as required. There are available breakout rooms as required. As utilized during the pandemic, the city can conduct the Municipal Emergency Control Group (MECG) virtually. The back up EOC is located at the Claremont Fire Station. This is an active full-time fire station, and the room is not dedicated to the EOC and must be set up as required. Final Report Page 85 November 15, 2024 - 261 - City of Pickering Fire Master Plan The MEGC utilizes the provincial Incident Management System (IMS) and has identified the appropriate EOC positions to the appropriate corporate directors depending on the type of emergency. It does not appear that the IMS training goes deeper that than directors or managers (Chief or Deputies) and could lead to concerns on lengthy or prolonged emergencies and the need for positions to be rotated out. If an Emergency Site Management Team (ESMT) is required, the plan identifies the guiding principles and the establishment of the Team. It appears that the Deputy Chief’s are identified to be the Fire Commander on the ESMT and are also identified to be Fire representatives at the EOC. This will spread the fire management team very thin during a prolonged or complexed event. The Platoon Chiefs are identified in the emergency plan to be able to fill the role of Fire Commander on the ESMT, however during the interviews with Platoon Chiefs and Acting Platoon Chiefs, many indicated that they were not involved in any of the emergency management program. Observation #21 The current level of training and involvement in the Emergency Management Program and the Incident Management System appears to be limited to the senior management team and the administrative staff. There is no depth for long duration emergencies nor is there knowledge for senior command officers to integrate into the IMS system on-site. Recommendation #21: PFS expand the involvement with Emergency Management through the utilization of platoon chiefs/ Acting Platoon Chiefs as the ESMT Fire Commander, Training to the IMS system, and establish an appropriate call-back program if the ESMT is activated. Suggested completion: 18 months Cost: Minimal costs associated to training Resources: PFS Staff, third party program Rationale: In the event of multi-agency emergencies, all command staff must unify to manage the emergency. Speaking common language and understanding common system is required. Platoon Chiefs and Acting Platoon Chiefs will most likely be the senior command officer on scene and should be the Fire representative. The use of the platoon chiefs will also allow for depth to relieve senior management in the event of extended emergencies. Business Continuity is identified in Section 3.14 of the emergency plan, however formal business continuity plans, or program are not maintained for the corporation. Business Continuity allows the city to identify critical functions and to maintain these functions during an emergency, disruption or during the recovery period after the incident is mitigated. Final Report Page 86 November 15, 2024 - 262 - City of Pickering Fire Master Plan Observation #22 Formal business plans or programs are not evident as part of the Pickering Emergency Management program. Although business continuity is identified within the plan, the lack of physical plans puts the corporation at risk in the event of an emergency impacting service. Recommendation #22: Under the Emergency Management program, the municipality develop a formal business continuity program with individual section business continuity plans developed, prioritized, and practiced. Suggested completion: 24-36 months Cost: Minimal costs associated to training Resources: TBD – Internal staff time or third-party consultant Rationale: There will be minimal costs if the municipality conducts the plan development internally. Should the municipality hire an outside agency to develop, there will be consultant costs between approximately $250-$350k. Rationale: Business continuity will allow the community to ensure continued critical operations can be maintained in the event of an emergency. Leading municipalities have plans in place. These can be conducted internally but may require additional outside assistance with the appropriate expertise to guide the organization. 3.15.1 Facilities PFS provides fire and emergency response, as well as fire prevention and public education services to the City of Pickering out of five fire stations that are located throughout the municipality. PFS apparatus and vehicle repair is provided at the City of Pickering fleet facility. The local fire station/s has a long history going back to the late 17th century when organized fire services were first organized. Typically, early fire stations housed simple fire pumps, facilities for the horses that pulled the fire pumps and living quarters for firefighters. Today’s fire stations are typically used to store modern firefighting apparatus and equipment as well as living quarters for firefighters in many cases for 24 hour-7 days a week. Modern fire halls are ideally located in strategic locations with modern technology that allow for a quick response all to accommodate larger and heavier fire apparatus. Final Report Page 87 November 15, 2024 - 263 - City of Pickering Fire Master Plan Health and safety and environmental considerations are now a necessary criterion for the design and function of a fire station, with necessary renovations being made if feasible. An overview of the five PFS fire stations and assessment of what are considered necessary amenities for a fully functional fire station is detailed below. 3.15.2 Firehall Overview and Assessment Station 1 -Headquarters Address: 1700 Zents Drive Use: Divisions – Administration, Fire Prevention, Training, Fire & Rescue Bays: 3 drive through Unit Capacity: 6 Comments: Headquarters, this station is the primary location for all administration, fire prevention, training staff and the Platoon Chief. 32 firefighters are assigned to this station. Apparatus includes, pumper/rescue, 100’ aerial, rescue, and Command vehicle. Final Report Page 88 November 15, 2024 - 264 - City of Pickering Fire Master Plan Station 1 -Headquarters Final Report Page 89 November 15, 2024 - 265 - City of Pickering Fire Master Plan Station 1 Review Item Description Yes No Comments 1 Site security 2 Adequate parking for staff and visitors 3 Internet and intranet connectivity 4 Adequate space for training – training props, hydrant 5 Back-up power supply 6 Fire Chiefs’ office 7 Deputy’s Chief’s offices 8 Emergency management office Not at this location 9 Administrative support office/space 10 Training room / meeting room 11 Office security Under review 12 Dorm rooms 13 Day use area 14 Kitchen 15 Fitness / wellness area 16 Firefighter Men’s and ladies’ bathrooms and showers 17 Space to safely garage and do minor maintenance on vehicles 18 Hose drying area 19 Small equipment storage and maintenance room 20 Air filling station room complete with proper ventilation 21 Industrial washer and dryer room 22 Bunker gear storage room complete with proper drying and ventilation 23 Consumables storage room 24 Sufficient workstations 25 Sufficient supervisor space 26 Breakout or quiet room Used for EM only 27 Public and Staff Washrooms 28 Kitchen/ lunchroom 29 Locker room 30 Proper interior Lighting Final Report Page 90 November 15, 2024 - 266 - City of Pickering Fire Master Plan Station 2 Address: 553 Kingston Rd Use: Fire & Rescue Bays: 2 -non-drive through Unit Capacity: 2 Comments: Single station for apparatus and response personnel. 20 firefighters are stationed here. Apparatus includes 50’ Ladder and spare Pumper/Rescue. Water, Ice and Rope Rescue equipment is stored separately in the station. Basement converted to a Search/Rescue/FF Survival Maze/Prop. The exterior has a concrete pad for Auto Extrication training. This station is scheduled for major renovation Final Report Page 91 November 15, 2024 - 267 - City of Pickering Fire Master Plan Station 2 Final Report Page 92 November 15, 2024 - 268 - City of Pickering Fire Master Plan Station 2 Review Item Description Yes No Comments 1 Site security Doors have keypads 2 Adequate parking for staff and visitors 3 Internet and intranet connectivity 4 Adequate space for training – training props, hydrant MVC, SAR (basement) 5 Back-up power supply 6 Officer office 7 Emergency management office N/A 8 Administrative support office/space 9 Training room / meeting room 10 Office security 11 Dorm rooms 12 Day use area 13 Kitchen 14 Fitness / wellness area 15 Firefighter Men’s and ladies’ bathrooms and showers One indoor washroom with 1 shower. 2nd washroom outside 16 Space to safely garage and do minor maintenance on vehicles 17 Hose drying area 18 Small equipment storage and maintenance room Bay floor 19 Air filling station room complete with proper ventilation 20 Industrial washer and dryer room 21 Bunker gear storage room complete with proper ventilation Bunker Gear on bay floor 22 Consumables storage room 23 Sufficient workstations 24 Sufficient supervisor space 25 Public and Staff Washrooms Staff only 26 Kitchen/ lunchroom 27 Locker room In dorm area 28 Proper Interior Lighting Final Report Page 93 November 15, 2024 - 269 - City of Pickering Fire Master Plan Station 4 Address: 4941 Old Brock Rd, Claremont Use: Fire & Rescue Bays: 2 -non-drive through Unit Capacity: 2 Comments: Single station for apparatus and response personnel. 16 firefighters are stationed here. Apparatus includes Pumper/Rescue and spare Pumper/Rescue. The exterior has a static water supply available for fire response in this area. Final Report Page 94 November 15, 2024 - 270 - City of Pickering Fire Master Plan Station 4 Final Report Page 95 November 15, 2024 - 271 - City of Pickering Fire Master Plan Station 4 Review Item Description Yes No Comments 1 Site security Keypads on doors 2 Adequate parking for staff and visitors 3 Internet and intranet connectivity 4 Adequate space for training – training props, hydrant 5 Back-up power supply 6 Officer office 7 Administrative support office/space 8 Training room / meeting room Lunch 9 Office security 10 Dorm rooms 11 Day use area 12 Fitness / wellness area Small area in apparatus bay 13 Firefighter Men’s and ladies’ bathrooms and showers 14 Space to safely garage and do minor maintenance on vehicles 15 Hose drying area 16 Small equipment storage and maintenance room 17 Air filling station room complete with proper ventilation 18 Industrial washer and dryer room On bay floor 19 Bunker gear storage room complete with proper ventilation On bay floor 20 Consumables storage room 21 Sufficient workstations 22 Sufficient supervisor space 23 Public and Staff Washrooms Staff only 24 Kitchen/ lunchroom Scheduled for renovation 25 Locker room 26 Proper Interior Lighting Final Report Page 96 November 15, 2024 - 272 - City of Pickering Fire Master Plan Station 5 Address: 1616 Bayly Street Use: Fire & Rescue Bays: 4 -non-drive through Unit Capacity: 4 Comments: Single station for apparatus and response personnel. 20 firefighters are stationed here. Apparatus includes: 75’ Ladder and spare Pumper/Rescue. Water, Ice and Rope Rescue equipment is stored separately in the station. This station is scheduled for replacement. Final Report Page 97 November 15, 2024 - 273 - City of Pickering Fire Master Plan Station 5 Review Item Description Yes No Comments 1 Site security 2 Adequate parking for staff and visitors 3 Internet and intranet connectivity 4 Adequate space for training – training props, hydrant 5 Back-up power supply 6 Officer office 7 Administrative support office/space 8 Training room / meeting room 9 Office security 10 Dorm rooms 11 Day use area 12 Kitchen 13 Fitness / wellness area 14 Firefighter Men’s and ladies’ bathrooms and showers 15 Space to safely garage and do minor maintenance on vehicles 16 Hose drying area 17 Small equipment storage and maintenance room 18 Air filling station room complete with proper ventilation 19 Industrial washer and dryer room Residential only 20 Bunker gear storage room complete with proper ventilation In apparatus bay 21 Consumables storage room 22 Sufficient workstations 23 Sufficient supervisor space 24 Public and Staff Washrooms Staff only 25 Kitchen/ lunchroom 26 Locker room In dorm area 27 Proper Interior Lighting Final Report Page 98 November 15, 2024 - 274 - City of Pickering Fire Master Plan Station 6 Address: 1115 Finch Ave Use: Fire & Rescue Bays: 2 -non-drive through Unit Capacity: 2 Comments: Single station for apparatus and response personnel. Pumper/Rescue and Tanker are stationed here. The hose tower can be used for rope rescue training. To operate all Divisions of PFS effectively and efficiently, all the following features are key to a fully functioning firehall: Final Report Page 99 November 15, 2024 - 275 - City of Pickering Fire Master Plan Station 6 Review Item Description Yes No Comments 1 Site security 2 Adequate parking for staff and visitors 3 Internet and intranet connectivity 4 Adequate space for training – training props, hydrant 5 Back-up power supply 6 Officer office 7 Administrative support office/space 8 Training room / meeting room 9 Office security Doors have keypads 10 Dorm rooms 11 Day use area 12 Kitchen 13 Fitness / wellness area 14 Firefighter Men’s and ladies’ bathrooms and showers 15 Space to safely garage and do minor maintenance on vehicles 16 Hose drying area 17 Small equipment storage and maintenance room 18 Air filling station room complete with proper ventilation 19 Industrial washer and dryer room 20 Bunker gear storage room complete with proper ventilation Apparatus floor 21 Consumables storage room 22 Sufficient workstations 23 Sufficient supervisor space 24 Public and Staff Washrooms Staff only 25 Kitchen/ lunchroom 26 Locker room 27 Proper Interior Lighting Final Report Page 100 November 15, 2024 - 276 - City of Pickering Fire Master Plan Observation #23 The five PFS fire stations are geographically located throughout the City of Pickering boundaries. Each fire station should have consistent features within and around their structure. An assessment has been completed for each existing fire station which identified the replacement of fire station 5 as the current structure and systems are at end of life. This new station 5 needs to a high priority to ensure that fire response is maintained in this area. Budgeted monies have been allocated in the City of Pickering Capital budget for the replacement or renovations to these fire stations. Delays on these identified projects could undoubtably lead to increased costs. Recommendation #23: Proceed with recommended replacement of fire station 5 and the major renovations for fire station 2. Suggested completion: 12-60 months Cost: Operating and Capital funding dependent on project scope Resources: Capital and operating budget, facilities management Rationale: Modern fire halls are heavily utilized and as a result require regular maintenance and upkeep to ensure safety and effectiveness for all staff. A process of ensuring required maintenance and improvements is identified, budgeted for, and conducted will prolong the usefulness of each facility. 3.15.3 Apparatus and Emergency Vehicles Fire apparatus and emergency vehicles are typically the largest asset expenditures for any fire department. Purchasing and managing these assets requires strong fiscal responsibility to endure public and local government scrutiny. Currently, PFS has considerable monies invested in vehicles and equipment. The lifespan of apparatus varies depending on its type and use, along with regular maintenance and testing standards. Fire services typically designate a lifecycle to each piece of apparatus and other emergency vehicles and contribute to a capital reserve fund to ensure enough funds are available when the replacement is needed. 3.15.3.1 NFPA Standards for Fire Apparatus NFPA has developed standards to assist a fire service with the design, maintenance, inspection, testing, life cycling, and dispersal for their fire apparatus. Fire departments may choose to adopt these standards or utilize them as a reference in their own standards and practices. Final Report Page 101 November 15, 2024 - 277 - City of Pickering Fire Master Plan NFPA 1901: Standard for Automotive Fire Apparatus The NFPA 1901 standard defines the requirements for new automotive fire apparatus and trailers designed to be used under emergency conditions to transport personnel and equipment and to support the suppression of fires and mitigation of hazardous conditions. This standard recommends that fire apparatus should respond to first alarms for the first 15 years of service, with the expectation that they perform as designed 95% of the time. For the next five years, it should be held in reserve for use at large fires or used as a temporary replacement for out of service first line apparatus. NFPA 1911: Standard for the Inspection, Maintenance, Testing and Retirement of In- Service Emergency Vehicles The NFPA 1911 standard defines the minimum requirements for establishing an inspection, maintenance, and testing program. Also included are guidelines for emergency vehicle refurbishment and retirement. The Underwriters Laboratory of Canada utilizes many of the provisions within these NFPA standards which are referenced by Fire Underwriters Survey (FUS) for determining fire insurance ratings for a community. For example, it follows the life cycle program with the exception that it may award full credit for a fire apparatus older than 15 years, but not more than 20 years, in remote locations only if the piece of equipment is deemed in excellent condition and all necessary upgrades are done. The value of the additional credit in this case which is only a portion of the total grading for a final FUS rating may well be overshadowed by the cost of maintaining an older unit. In addition, the NFPA 1901: Standard for Automotive Fire Apparatus recommends the following: D.1 General To maximize firefighter capabilities and minimize risk of injuries, it is important that fire apparatuses be equipped with the latest safety features and operating capabilities. In the last 10 to 15 years, much progress has been made in upgrading functional capabilities and improving the safety features of fire apparatus. Apparatus more than 15 years old might include only a few of the safety upgrades required by the recent editions of the NFPA fire department apparatus standards or the equivalent Underwriters Laboratories of Canada (ULC) standards. Because the changes, upgrades, and fine-tuning to NFPA 1901 have been truly significant, especially in safety, fire departments should seriously consider the value (or risk) to firefighters of keeping fire apparatus more than 15 years old in first line service. It is recommended that apparatus more than 15 years old that have been properly maintained and that Final Report Page 102 November 15, 2024 - 278 - City of Pickering Fire Master Plan are still in serviceable condition be placed in reserve status; be upgraded in accordance with NFPA 1912; and incorporate as many features as possible of the current fire apparatus standard (See Section D3 of Standard). This will ensure that, while the apparatus might not totally comply with the current editions of the automotive fire apparatus standards, many of the improvements and upgrades required by the current editions of the standards are available to the firefighters who use the apparatus. Apparatuses that were not manufactured to the applicable NFPA fire apparatus standards or that are over 25 years old should be replaced. Underwriters Laboratories of Canada Current Underwriters Laboratories of Canada (ULC9) and NFPA 1901: Standard for Automobile Firefighting Apparatus Standards recommend using apparatus on the front line for up to 15 years, then as a backup for another four to five years. Of course, this timeline is dependent on the frequency of use, scheduled maintenance, and budgets. As indicated in Table 20, some emergency vehicles life cycles can be extended due to low usage or serviceable condition. A leading practice is to have a complete condition survey conducted to determine if there is usable life cycle remaining. This condition survey must consider the NPFA and FUS standards along with the maintenance and cost records of the respective vehicle. 9 Underwriters Laboratories of Canada (ULC) is an independent product safety testing, certification, and inspection organization. www.canada.ul.com Final Report Page 103 November 15, 2024 - 279 - City of Pickering Fire Master Plan Table 20: Fire Apparatus Service Schedule (Fire Insurance Grading) Apparatus Age (Yrs.) Major Cities 3 Medium Sized Cities 4 Small Communities5 and Rural Centres 0 – 15 First Line Duty First Line Duty First Line Duty 16-20 Reserve 2nd Line Duty First Line Duty 20-251 No Credit in Grading No Credit in Grading or Reserve2 No Credit in Grading or 2nd Line Duty2 26-291 No Credit in Grading No Credit in Grading or Reserve2 No Credit in Grading or Reserve2 30+ No Credit in Grading No Credit in Grading No Credit in Grading 1All listed fire apparatus 20 years of age and older are required to be service tested by recognized testing agency on an annual basis to be eligible for grading recognition (NFPA 1071). 2Exceptions to age status may be considered in a small to medium sized communities and rural centres conditionally, when apparatus condition is acceptable, and apparatus successfully passes required testing. 3Major Cities are defined as an incorporated or unincorporated community that has: • A populated area (or multiple areas) with a density of at least 400 people per square kilometer; AND • a total population of 100,000 or greater. 4Medium Communities are defined as an incorporated or unincorporated community that has: • A populated area (or multiple areas) with a density of at least 200 people per square kilometer; and/or • a total population of 1,000 or greater. 5Small Communities are defined as an incorporated or unincorporated community that has: • No populated areas with densities that exceed 200 people per square kilometer; AND • does not have a total population more than 1,000. 3.15.3.2 Fire Apparatus Design and Procurement Fire apparatus is designed and tendered based on the unique requirements of the fire service and the community needs that it serves. With the design, tender and procurement processes typically taking two to three years or longer as well as with the expected life cycles of these apparatus of 20 years or more, it is important that the initial decisions accurately reflect the immediate needs and those in the future. Final Report Page 104 November 15, 2024 - 280 - City of Pickering Fire Master Plan PFS has an established apparatus committee made up of representation from administration, fire operations, firefighters, health and safety committee, and fleet services. This committee will review and recommend on function and reliability of existing apparatus and input for new apparatus design and function to administration. 3.15.3.3 Fire Apparatus Maintenance and Repair In Ontario, all fire apparatus with a gross weight, registered gross weight, or manufacturers gross vehicle weight rating exceeding 4500 kilograms must be inspected on an annual basis in accordance with regulations made under the Highway Traffic Act. These vehicles are required to display an inspection sticker as evidence of compliance with this requirement. Daily driver inspections for commercial vehicles are a requirement under the Act. Fire vehicles are not included in this requirement, however most fire departments in Ontario mandate daily inspections either at the beginning of a shift, or post-trip at a minimum. A sound and reliable preventative maintenance program is a vital component of the overall fleet management process ensuring each piece operates reliably in the way it was intended safely and effectively while assisting in making it to the anticipated life cycle. Poor maintenance scheduling or neglect on required checks and repairs can lead to accidents, breakdowns, and life safety issues. A fire apparatus pre- maintenance program should consist of the flowing components: • Trip inspections (daily, pre-trip, post trip) • Regular preventative maintenance scheduling • Annual preventative maintenance comprehensive check The maintenance, repair, testing and certification of all PFS heavy and light emergency vehicles is skillfully handled through the City of Pickering Fleet Services, overseen by a certified emergency vehicle technician (EVT). Daily inspection sheets and post trip inspections are reviewed to ensure any necessary repairs are made as soon as possible. Recommended service schedules, testing and certifications are coordinated with PFS administration to ensure compliance with as little disruption to service as possible. Through interviews and surveys as well as a review of records, the maintenance and upkeep of all fire vehicles are maintained to a very high standard. The importance of conducting basic care, regular inspections and reporting deficiencies from operators can not be understated, for the safety of staff and citizens, as well as reliability of apparatus when needed. Final Report Page 105 November 15, 2024 - 281 - City of Pickering Fire Master Plan 3.15.3.4 Fire Apparatus Replacement and Dispersal The City of Pickering has a policy for the replacement of capital equipment and vehicles. A list of all PFS apparatus and light vehicles with their anticipated replacement dates has been developed and maintained. PFS apparatus have a target of 15 -20 years for frontline apparatus service and may be placed in reserve if functionally feasible. Light emergency vehicles have an anticipated replacement time frame of 7-10 years. The City of Pickering has a 10-year capital forecast that includes anticipated vehicle, apparatus, and equipment requests for PFS. There are several PFS apparatus, and light vehicles approved for replacement in the 2023 Capital budget. There are several assumptions that should form the criteria for fire apparatus replacement. This process for determining the appropriate dollar value required to be placed in a reserve fund to ensure sufficient monies are available at the time of replacement is based on the identified life cycle, forecasted inflation, depreciation, and salvage value of current assets. Calculating the yearly contributions is based on the number of years of expected life in the fleet inventory. Although both NFPA and FUS have criteria on re-classifying or retiring apparatus, modifications or upgrades may be required based on age or heavy usage. For example: • Engines: 16-20 years frontline (FUS & NFPA), but can be reduced due to high usage • Rescue Truck: 15 years frontline (NFPA) but can be reduced due to high usage. When reviewing current apparatus, a study of the original purchase price minus market depreciation is compared to the anticipated replacement cost, taking into consideration the trend in inflationary increases. The salvage or trade-in value of the original apparatus can be estimated based on industry trends. This value is subject to several considerations including: • Age of the vehicle • Kilometers • General condition • Certifications • Annual test results Final Report Page 106 November 15, 2024 - 282 - City of Pickering Fire Master Plan Through careful analysis the optimal replacement year can be determined. The table below shows an example of an apparatus purchased in 2014 with a 20–21-year replacement timeline. Assumptions need to be determined for a particular piece of apparatus to consider the type of factors above, as well as requirements for the replacement apparatus to meet the needs for the next 20 plus years. Annual reserve contributions should be made to ensure sufficient funds are available at the time of anticipated replacement. Table 21: Fire Apparatus Life Cycle Cost Projection Example Period Year Replacement Cost Based On % Difference between original vs replacement Depreciated value 0 2014 $375,415.05 $0.00 $375,415.05 1 2015 $386,677.50 3.0% $11,262.45 $300,332.04 2 2016 $398,277.83 3.0% $22,862.78 $240,265.63 3 2017 $410,226.16 3.0% $34,811.11 $192,212.51 4 2018 $422,532.95 3.0% $47,117.90 $153,770.00 5 2019 $485,912.89 15.0% $110,497.84 $123,016.00 6 2020 $558,799.82 15.0% $183,384.77 $98,412.80 7 2021 $642,619.79 15.0% $267,204.74 $78,730.24 8 2022 $684,390.08 6.5% $308,975.03 $62,984.19 9 2023 $728,875.44 6.5% $353,460.39 $50,387.36 10 2024 $776,252.34 6.5% $400,837.29 $40,309.88 11 2025 $826,708.74 6.5% $451,293.69 $32,247.91 12 2026 $880,444.81 6.5% $505,029.76 $25,798.33 13 2027 $937,673.72 6.5% $562,258.67 $20,638.66 14 2028 $998,622.51 6.5% $623,207.46 $16,510.93 15 2029 $1,063,532.98 6.5% $688,117.93 $13,208.74 16 2030 $1,132,662.62 6.5% $757,247.57 $10,566.99 17 2031 $1,206,285.69 6.5% $830,870.64 $10,000.00 18 2032 $1,284,694.26 6.5% $909,279.21 $10,000.00 19 2033 $1,368,199.39 6.5% $992,784.34 $10,000.00 20 2034 $1,457,132.35 6.5% $1,081,717.30 $10,000.00 Final Report Page 107 November 15, 2024 - 283 - 0 200000 400000 600000 800000 1000000 1200000 1400000 1600000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Apparatus Life Cycle Cost Projections Period Year Replacement cost Based on % SAMPLE City of Pickering Fire Master Plan Figure 7: Fire Apparatus Life Cycle Cost Projection Example Depreciated value Table 21 and Figure 7 show that the monies put into the replacement reserve fund is close to the projected replacement cost in year 15 and requires additional contributions to extend past. Note the following key points: • Five-year increase to replacement cost from 15-20 years = $393,599.37 • Five-year decrease in depreciation value from 15-20 years = $3,208.74 • Total increased costs to retain apparatus for additional 5 years (15-20) = $396,808.11 • Additional contributions to reserve fund $79,361.62 • Difference between 20 and 15 years is $1,447,132.35 -$1,050,324.24 = - $396,808.11 or an additional $2,335.00of contribution per year A fire service that utilizes a similar process as above, taking into consideration local conditions to determine the optimal replacement time for each major piece of apparatus will be able to accurately ensure sufficient funds are available when required. 3.15.3.5 Apparatus and Emergency Vehicle Fleet Inventory PFS through the City of Pickering, owns and maintains 10 heavy apparatus (6 pumpers, 1 tanker, 1 rescue, and 1 aerial) and 17 light emergency vehicles that are housed throughout their 5 fire stations. Each piece of apparatus is assigned to a fire station has specific roles in anticipation of the risks in their response zone. The light vehicles are utilized by administration, platoon chiefs, fire inspectors/investigators, and training staff. PFS inventory of apparatus and equipment is modern and well maintained. A detailed table of the current fleet is in Table 22. Difference between original vs replacement Final Report Page 108 November 15, 2024 21 - 284 - City of Pickering Fire Master Plan Table 22: PFS Apparatus and Planned Life Cycle No. Unit Location Unit number Year built In-service Year Moved to Spare Est. life expectancy Est. year replacement 1 Station 1 Pumper 51 2018 2019 2027 15 2032 2 Station 1 Aerial 51 2013 2013 Frontline until replaced 15 2025 3 Station 1 Rescue 51 2009 2010 Frontline until replaced 20 2027 4 Station 1 Car 55 2023 2024 2028 8 2031 5 Station 1 Spare Car 55 2017 2018 2024 9 2027 6 Station 2 Ladder 52 2013 2014 2026 15 2029 7 Station 2 Pumper 57 2006 2007 2013 15 2024 * 8 Station 4 Pumper 54 2010 2011 2024 15 2026 9 Station 4 Pumper 52 2005 2006 2013 15 2024 ** 10 Station 5 Ladder 55 2021 2022 2029 15 2035 11 Station 5 Pumper 53 2010 2011 2019 15 2023 *** 12 Station 5 Support 55 1990 1990 Support only 35 2025 13 Station 6 Pumper 56 2015 2016 2025 15 2029 14 Station 6 Tanker 56 2018 2019 Frontline until replaced 20 2036 15 Station 1 Car 51 2020 2020 NA 6 2026 16 Station 1 Car 52 2020 2020 NA 7 2027 17 Station 1 Car 53 2020 2020 NA 7 2027 18 Station 1 Car 56 2015 2015 NA 7 2022**** 19 Station 1 Car 57 2017 2017 NA 7 2024 20 Station 1 Car 58 2015 2015 NA 7 2022**** 21 Station 1 Car 59 2019 2019 NA 8 2027 22 Station 1 Car 513 2018 2018 NA 8 2028 23 Station 1 Car 578 2015 2015 NA 8 2023 24 Station 1 Car 579 2015 2015 NA 8 2023 25 Station 1 Car 580 2015 2015 NA 8 2023 26 Station 1 Car 581 2015 2015 NA 8 2023 27 Station 1 Car 582 2015 2015 NA 8 2023 28 Station 1 Car 590 2023 2023 NA 8 2031 Final Report Page 109 November 15, 2024 - 285 - City of Pickering Fire Master Plan *The replacement apparatus for P57 was ordered in 2021. Upon delivery, the apparatus was unacceptable and returned to the vendor. This apparatus is due for delivery in late 2024. **The replacement apparatus has been ordered in 2023. Delivery is expected in late 2024. *** As of date of entry, RFQ is published for this replacement apparatus. Expected delivery date late 2026. ****As of date of entry, vehicle replacement is with the City’s Procurement Division Equipment needed for field response operations such as vehicle extrication tools, hand tools and blowers, etc. are current and appropriate for the needs of PFS. The ancillary equipment is designed and maintained to meet the department’s current core service, goals, and objectives. PFS Equipment has anticipated replacement cycles of 5 years. As the response needs change or grow, additional equipment to match the service must be considered. PFS personnel are supplied with NFPA, NIOSH and CSA approved personal protective equipment (PPE) including turnout (bunker gear), gloves, helmets, boots and any specialized gear for specific rescue and EMS operations. PFS has installed commercial washer/extractors and dryers for PPE and has been following a cleaning and maintenance program in compliance with NFPA 1971: Standard on Selection, Care, and Maintenance of Protective Ensembles for Structural Fire Fighting and Proximity Fire Fighting for the health and safety of their firefighters. The PPE provided is current, appropriate, and designed to meet the department’s safety goals and objectives. 3.17.1 Specialized Operations Equipment Effective and efficient response to an incident requires equipment designed for a specific purpose. PFS responds with specialized equipment to incidents involving motor vehicles, Hazmat/DG incidents, technical rope rescue, ice rescue, water rescue and wildland interface fires. This equipment is typically kept on the apparatus or in-hall in anticipation of the known risks in each response zone. Final Report Page 110 November 15, 2024 - 286 - City of Pickering Fire Master Plan PFS equipment currently meets the goals and objectives of the department. There were concerns expressed through the surveys that there was a shortage of equipment to completely outfit the spare/backup apparatus. There were many occurrences that reserve apparatus was required to be put into service and required transferring of equipment form one truck to the other. This shortage of equipment on reserve apparatus and an ineffective inventory tracking program has led to misplacement of equipment. 3.17.2 Asset Management As is the case with many municipalities, the City of Pickering corporation has a significant asset management program that includes fire and emergency services capital assets to take advantage of synergies with other city fleet and facilities management programs. PFS is using a separate industry recognised “checkit” for inventory tracking and aa basic excel program to track vehicle maintenance. Observation #24 There is an ongoing issue with accurate inventory control on each apparatus within the PFS inventory. A lack of a full complement of necessary equipment on spare apparatus necessitates a transfer of equipment from the frontline to spare when maintenance is being done. There is not a PFS maintenance program that connects to the fleet services, but rather relies on paper or simple file transfers. Recommendation #24: PFS explore opportunities to improve equipment tracking and maintenance reporting processes with fleet services. Suggested completion: 12-24 months Cost: Operating and Capital funding dependent on project scope Resources: IT, Fleet Services, PFS staff, potential third-party vendor Rationale: A robust equipment tracking software process will assist with tracking all PFS equipment, preventing unnecessary loss and replacements. A software program that works together with fleet services will assist with the efficient maintenance requirements reporting and tracking. Final Report Page 111 November 15, 2024 - 287 - City of Pickering Fire Master Plan Comparing the PFS to that of similar municipalities is a good way to identify relative service levels, costs, and trends. It must be noted that all communities have different attributes such as risk factors, historical decisions, and community profiles. For this reason, the comparative community analysis should be used as a base reference, not a suggestion or intention of something to be replicated in Pickering. These benchmarks include budgets, service areas, service levels, and staffing levels. For the purposes of this municipal comparator review, we used 2018-2023 information to obtain common information from each community. Although fire and emergency services have the same goal of protecting life and property, each community has its unique features in how to accomplish those goals. Therefore, there are no ideal or identical comparators for Pickering. Our main criteria for collecting information were: • Population • Budgets • Department size • Type (full-time, part-time or combination) • Department staffing Additional information for evaluation was: • Number of fire stations • Call volume • Call types Table 23: Participating Community Comparatives Community Population Land Area (km2) Area of Response (km2) City of Pickering 99,186 231.6 231.6 Town of Whitby 151,000 146.5 146.5 City of Oshawa 190,150 145.7 145.7 Town of Clarington 109,000 612 612 Town of Ajax 139,950 66.64 66.64 Town of Central York 153,538 88.45 88.45 Final Report Page 112 November 15, 2024 - 288 - City of Pickering Fire Master Plan 3.18.1 Department Profile Department profile, staffing models and levels of service are based on community risk, risk tolerance and the ability for a community to pay for and sustain desired service levels. Table 24: Community Comparative Departments’ Profile Community De p a r t m e n t Ty p e No . o f St a t i o n s To t a l S t a f f Fi r e C h i e f (F T ) De p u t y ( D C ) As s i s t a n t Ch i e f ( A C Su p p o r t S t a f f (F T ) Su p p r e s s i o n St a f f Fi r e Pr e v e n t i o n St a f f ( F T ) Tr a i n i n g S t a f f (F T ) Di s p a t c h Me c h a n i c a l (F T ) Ot h e r City of Pickering Full Time 5 126 1 2 (DC) 2 112 6 3 OSH 0 0 Town of Whitby Full Time 5 155 1-FT 2(DC)- FT 5-FT 129 7 3 OSH 8 0 City of Oshawa Full Time 6 232 1 FT 3(DC)- FT 5 189 12 4 17 2 0 Town of Clarington Composite 5 197 1 2(DC)- FT 4 64FT 125PT 5 2 1 0 Town of Ajax Full Time 3 135 1 2(DC) 5 112 9 3 OSH 0 0 Town of Central York Full time 5 163 1 3(DC) 5 144 7 3 0 0 0 FT: Full-time PT: Part-time POC: Paid-On-Call Final Report Page 113 November 15, 2024 - 289 - City of Pickering Fire Master Plan 3.18.2 Budgets Department budgets are of specific concern to most communities. In some instances, budgeting for fire and emergency services make up a considerable portion of a community’s operating budget. We evaluated the budgets for each community, and it is important to note that each is unique in how each municipality allocates their budgets. Table 25: Community Comparative Budget Ranking Community Municipal Budget 2023 Emergency Services Operating Budget % of Municipal Budget Cost Per Capita City of Pickering $74,183,234 $18,922,854 25.5% $190.78 Town of Whitby $175,300,000 $26,800,000 15.4% $177.48 City of Oshawa $170,085,306 $34,161,200 20% $179.70 Town of Clarington $82,044,563 $14,616,000 17% $134.09 Town of Ajax $85,046,000 $21,897,200 25% $156.46 Town of Central York $ 249,772,565 $29,924,161 11.98% $194.90 Department budgets are of specific concern to most communities. In some instances, budgeting for fire and emergency services makes up a considerable portion of a community’s operating budget. We evaluated the budgets for each community, and it is important to note each municipality is unique in the allocation of their budgets. City of Pickering – Fire Service Cost per Capita $190.78 Sample Mean/Average – Fire Service Cost per Capita $172.22 Sample Mean/Average – Fire Service % of Municipal Budget 19.17% The six surveyed fire services have operating budgets within the range of $14.6M to $29.9M annually. PFS occupies #2 of 6 for cost per capita and #1 of 6 of the percentage of the municipal budget spent on fire services, of all the municipalities surveyed at $190.78 per person and 25.5% of Pickering’s operating budget, respectively. The percentage of the municipal budget for all fire services surveyed ranges from 11.98% to 25.5% of municipal operating budgets, and the cost per capita of these departments ranges from $134.09 to $194.90. The PFS operating budget and cost per capita are within the upper range of similarly staffed/operated fire services surveyed. Note: It is important to note that within this comparative analysis, Pickering Fire Service covers the second largest area of response a 231.6 kms2. Final Report Page 114 November 15, 2024 - 290 - City of Pickering Fire Master Plan 3.18.3 Industry Standards Table 26: Community Comparative Standard of Cover Community Standard of Cover10 Standard of Cover approved by Council Is the standard based on a leading practice such as NFPA 1710/ 1720 City of Pickering No No No Town of Whitby Yes Yes Yes City of Oshawa Yes Yes No Town of Clarington Yes Yes No Town of Ajax Yes Yes No Town of Central York Yes Yes Yes Note: Standard of Cover is written policies and procedures that establish the response expectations, requirements, and resources, including initial response and effective response force, for fire services to address identified incident types and risks in their community." 10 Please refer to Section 4.1.2 Ontario Regulatory Framework Regarding Community Fire Safety, Pg. 121 Final Report Page 115 November 15, 2024 - 291 - City of Pickering Fire Master Plan 3.18.4 Response Data For the purposes of this municipal comparator analysis, we used 2018–2023 information to get common information from each community. Breakdowns are divided into the two following categories. Table 27: Examples of Incident Types for Statistical Analysis Incidents by Type EMS Related Calls Call Types Pre-Hospital Care: Alpha, Bravo Charlie Delta Echo Lift Assist False Alarms Fire-Related Calls Fire Emergency Alarm Burning Complaint Structure Fire Minor Fire Smoke Car Fire Re-check Wildfire – Grass, Brush, Outdoor Oven/Pot on Stove Explosion MVI (Motor Vehicle Incident), aka MVC (Motor Vehicle Collision) Extrication No Extrication Rescue Stalled Elevator Lake/Marine Rescue High Angle Swift Water Building Collapse Ice Hazmat/Dangerous Good Highway Incident Rail Incident Industrial Incident Resident Incident Non-Emergency Carbon Monoxide Gas/Oil Smell/Spill Power/Telephone/Cable Line Down Natural Gas Leak SAMP L E Aircraft Standby Incident Bomb Threat Hazardous Materials Propane Leak/Smell Other Inspection Burning Pile Inspection Assist Other Agency Public Service Needle Pick-up Flood Assessment Water Problem (in structure) Note: Description and category names may not be common terminology in all jurisdictions. Final Report Page 116 November 15, 2024 - 292 - City of Pickering Fire Master Plan Table 28: Municipal Comparative Response Call Volume Community Pickering Whitby Oshawa Clarington Ajax Central York Total Call Volume 2019 4286 5,928 5,744 4317 5096 4940 2020 2573 3,385 5,425 2665 3028 4333 2021 2199 2,902 6,114 2011 2203 4665 2022 3413 4,382 6,188 2535 2715 5488 2023 5133 6,770 6,597 4240 2876 NA Fire Related Calls 2019 2157 89 603 312 276 2372 2020 1800 70 772 428 341 2088 2021 1755 74 729 349 131 2240 2022 2156 78 629 318 153 2415 2023 2536 85 622 354 199 NA EMS Related Calls 2019 2129 2,983 1,839 2535 2843 2568 2020 773 1,152 2,013 960 1134 2245 2021 444 625 2,409 526 292 2425 2022 1257 1,588 2,198 604 523 3073 2023 2597 3,650 2,520 2350 737 NA There is no standard for categorizing incidents so it must be understood that these statistics are broadly based and are only general reference when comparing fire departments. The community comparative analysis can only be interpreted from an indirect basic level due the disparity from each of the surveyed communities’ organizational structure, core services and levels, emergency response categorization, and financial systems. Direct comparison is strongly discouraged. Final Report Page 117 November 15, 2024 - 293 - City of Pickering Fire Master Plan The following section provides an overview of relevant industry standards and provincial legislation with respect to fire department response performance in Ontario. This section also includes a detailed analysis of the trends in incident types occurring within Pickering Fire Services (PFS) response performance. 4.1.1 National Fire Protection Association (NFPA) Standards The most widely accepted standards for the fire service are developed by the National Fire Protection Agency (NFPA). Established in 1986, “the NFPA is a self-funded non- profit organization devoted to eliminating death, injury, property and economic loss due to fire, electrical and related hazards (NFPA, 2021).” The NFPA has developed over 300 consensus-based codes and standards designed to improve fire department effectiveness and firefighter safety. NFPA research is applied in establishing industry benchmarks for fire department operations, training, and equipment. Many of these standards form the basis of and are referenced throughout the Ontario Fire Protection and Prevention Act, 1997 and related firefighting regulations and guidelines the Ontario Occupational Health and Safety Act, R.S.O. 1990. The NFPA has done considerable research in developing standards and ensuring they reflect the primary value of life-safety in emergency response for responders and victims. The standard addressing fire department operational performance and service levels is NFPA 1710: Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. This standard provides the framework for the fire department emergency response performance analysis and will be discussed in detail further in this section of this master plan. Additionally, NFPA 1201: Standard for Providing Emergency Services to the Public outlines several practices in establishing and managing an effective and efficient fire service. It provides standards regarding governance, organizational structure, planning, and resource deployment. Final Report Page 118 November 15, 2024 - 294 - City of Pickering Fire Master Plan 4.1.2 Ontario Regulatory Framework Regarding Community Fire Safety Ontario municipalities are required to provide a public education and fire safety program but may or may not elect to do that by establishing a fire department. The Fire Protection and Prevention Act, 1997, S.O. 1997, c. 4 states the following: “Municipal responsibilities 2(1) Every municipality shall, (a) establish a program in the municipality which must include public education with respect to fire safety and certain components of fire prevention; and (b) provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances. Methods of providing services (2) In discharging its responsibilities under subsection (1), a municipality shall, (a) appoint a community fire safety officer or a community fire safety team; or (b)establish a fire department.” In the event a fire department is established, municipalities are required to meet the numerous requirements regarding fire department equipment, training and certification standards identified in the regulations of this act and the Occupational Health and Safety Act, R.S.O. 1990. Many of these requirements are based on NFPA standards. However, municipalities are not required to provide specific services or meet the service level standards identified in NFPA 1710. The response time goals and the number of required firefighters to respond identified in NFPA 1710 are an industry leading practice but not mandated. Establishing service types and associated service levels is the responsibility of the authority having jurisdiction (AHJ). For most municipalities, the AHJ is the municipal council. Formalizing service types and service levels in policy is also considered a best practice. Fire department service types and service levels are typically established to mitigate identified community risks. However, service levels should also be achievable and affordable. The Centre for Public Safety Excellence and International Association of Fire Chiefs developed a standard of cover framework to support the process of establishing fire department service types and service levels. It is a comprehensive process to identifying community risks, assessing fire department capability, and establishing appropriate emergency response service levels to mitigate community risks. The outcome of this process results in a standard of cover policy including service level recommendations to be considered for approval by the AHJ. Final Report Page 119 November 15, 2024 - 295 - PlCKt~JNG a ----------------------- 4.2 Incident Types and Frequency Analysis City of Pickering Fire Master Plan Fire and rescue services typically have access to large amounts of incident and response data. Incident data can be used and reported for several purposes. Incident type and frequency data is used to analyze department activity levels and identify trends in demand for fire services. The breadth of services provided by the modern fire service is often surprising. Fire departments have evolved from responding primarily to fires to responding to a broad range of public service and emergency incidents and becoming a critical component of a community’s social safety net. Incidents are commonly evaluated at two different times during an emergency. First, the 911 call taker evaluates the information provided by the caller to categorize the incident to be dispatched. This category can determine the initial number of resources assigned to the incident including firefighters, apparatus, as well as automatic aid from neighbouring fire stations. A second categorization occurs after the incident is resolved based on what was occurring on scene or actions taken. In Ontario, Incident Response Types must be reported through the provincial Standard Incident Reporting (SIR) system using pre-determined codes and reporting procedures. These SIR Incident Types are further grouped into common descriptors and subtotaled to provide aggregated fire data provincially. These types and categories are particularly useful when examining compliance with NFPA standards, total number of resources on scene, and community risks. Five years of response data provided by PFS was analysed. The data includes all incidents from January 2013 to December 2023. Incident data is aggregated into broader categories and more specific incident categories. For example, all types of fire incidents including structural, vehicle and non-structural/garbage fires are combined into a single category. This differentiation is made to provide varying levels of information as stakeholder reporting and information needs vary depending on their level of interest in PFS activities. Table 29 identifies all unique incidents dispatched within the municipal boundary. This analysis provides a general overview of the types of emergencies that the fire department was dispatched to and their respective frequency. It does not include counts of mutual aid responses which are outside of Pickering. Final Report Page 120 November 15, 2024 - 296 - City of Pickering Fire Master Plan Table 29: Unique Dispatched Incidents within Pickering (2019 to 2023) Incident Type 2019 2020 2021 2022 2023 Total % Medical 2326 888 515 1348 2903 7980 45% MVC 643 448 444 604 597 2736 16% Alarm 379 317 324 465 541 2026 12% Other 361 322 321 337 470 1811 10% Fire/Smoke/Explosion 303 342 312 320 337 1614 9% Hazard 250 231 265 318 259 1323 8% Rescue 24 25 18 21 26 114 <1% Total 4286 2573 2199 3413 5133 17604 100% The following observations regarding unique incident types within Pickering were noted: • Medical incidents accounted for 45% of all incidents overall. These have been steadily increasing since a COVID pandemic low and are now exceeding pre- pandemic levels and are at 57% of all incident types that Pickering is dispatched to. • The next two highest incident groupings are MVCs (16%) and Alarms (12%). The Other category, Fire/Smoke/Explosion, and Hazard make up 27% of incidents with Rescue calls only tallying < 1% of incidents. Table 30 identifies all unique incidents occurring within the municipal boundary by their SIR Response Type. This analysis provides an overview of the types of emergencies that the fire department responded and reported actual incident type occurring and their respective frequency. It does not include counts of mutual aid responses which are outside of Pickering. Table 30: SIR Incident Response Types within Pickering (2019 to 2023) SIR Incident Type 2019 2020 2021 2022 2023 Total % Medical 2129 773 444 1257 2597 7200 41% Other Calls 620 420 385 478 762 2665 15% Rescue 575 424 415 540 581 2535 14% False Fire Calls 428 385 379 498 530 2220 13% Public Hazard 134 136 149 194 167 780 4% CO False Calls 122 113 132 130 115 612 3% Pre fire conditions/ no fire 105 106 89 144 165 609 3% Fire 77 73 73 76 94 393 2% Final Report Page 121 November 15, 2024 - 297 - City of Pickering Fire Master Plan SIR Incident Type 2019 2020 2021 2022 2023 Total % No Loss Outdoor Fire 47 61 80 51 67 306 2% Burning Controlled 49 79 53 42 53 276 2% Overpressure rupture/explosion (no fire) 3 3 1 7 0% Combustion Explosion (No Fire) 1 1 0% Total 4286 2573 2199 3413 5133 17604 100% The following observations regarding unique incident types within Pickering were noted: • 41% (7200) of all incident’s response types recorded were Medical. • Other response types accounted for 15% (2665) of SIR incident types. The majority of these were comprised of Cancelled on route/No longer required (1365), Assistance to other Agencies (284), and Other Responses or Public Service (302) • 116 of “Cancelled Calls” or “Assistance Not Required” by other agency were initially dispatched with a medical event type. • False Fire Calls and CO False Calls made up 13% and 3% respectively of SIR response types. Table 31 SIR Response Type Groupings within Pickering further summarizes the SIR Response Type Groups. This analysis provides a summary of the SIR Response Types occurring and their respective frequency. It does not include counts of mutual aid responses which are outside of Pickering. Table 31: SIR Response Type Groupings within Pickering (2019 to 2023) SIR Incident Type 2019 2020 2021 2022 2023 Total % Medical 2129 773 444 1257 2597 7200 41% False Incidents 550 498 511 628 645 2832 16% Other Responses 620 420 385 478 762 2665 15% Rescue 575 424 415 540 581 2535 14% Public Hazard / Pre-Fire Conditions 239 242 238 338 332 1389 8% Fire / Explosion 173 216 206 172 216 983 6% Total 4286 2573 2199 3413 5133 17604 100% Final Report Page 122 November 15, 2024 - 298 - --O't;./--pJ(KERJNG 2 500 2,000 "' c <Ii 'C 1,500 ·;:; -= 0 i: :, 0 1,000 u 500 2019 a • False Incidents •Fire / Explosion e Medical • Other Responses •Public azard / Pre-Fire Condition • Rescue 2020 2021 2022 2023 City of Pickering Fire Master Plan The following observations regarding unique incident types within Pickering were noted: • 41% (7200) of all incident’s response types recorded were Medical. • False Incidents comprised 16% of response types, made up primarily of Alarm system malfunction or accidental activation Figure 8 illustrates the general trends seen in the broad categories of unique incidents occurring in Pickering during this period. This analysis is intended to draw attention to the incident categories that are changing rapidly. A positive trend (increasing) may forecast a future need for additional resources to respond to these incidents or new mitigation strategies to address this type of community risk. A negative trend (decreasing) may identify successful mitigation efforts or a decreasing risk resulting from other changes in the community risk profile. Figure 8: Unique Incidents by Incident Type (2019 to 2023) The following general trends regarding Dispatched event types within Pickering were noted: • Most incident types experienced a low positive trend year over year. • Medical incidents have saw a significant decrease in 2020-2021 but rebounded back to higher than pre-pandemic levels in 2023. The time incidents occur is useful in identifying periods of peak and lower demand for services. Typically, demand for emergency services is lowest in the early hours of the morning. The horizontal axis in Figure 9 Incidents by Time of Day begins with 0 hours (12 p.m. – 1 a.m.) and ends at 23 hours (11 p.m. to 12 p.m.). Final Report Page 123 November 15, 2024 - 299 - --O't;./--pJ(KERJNG 1,000 ~ ~ (l) -c u .f: 0 C 500 ::, 0 u 0 a 0 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Hour of Day City of Pickering Fire Master Plan Figure 9: 2019-2023 Incidents by Time of Day The following observations regarding the time incidents occurred were noted: • Most incidents are occurring during the daytime hours when people are most active and or traffic flow is highest. • Incidents began to increase around 5 a.m. and peaked around 11 a.m. and then again during the hours of 4 p.m. and 6 p.m., • Beginning at 7 p.m., the number of incidents declines until 4 a.m. Similarly, monitoring the days of the week in which PFS respond most and least frequently provide additional insight into potential pressures in service delivery. Final Report Page 124 November 15, 2024 - 300 - --O't;./--pJ(KERJNG 3,000 tll ~ ?000 tll -c u ~ -0 C ::, 0 1,000 u 0 a Fire Master Plan Figure 10: 2019-2023 Incidents by Day of Week The following observations were noted in service demands for different days of the week: • In general, incidents occurred with similar frequency throughout the week. • The fewest incidents occurred on Sundays and the most occurred on Fridays, but the variation was very minimal Final Report Page 125 November 15, 2024 City of Pickering - 301 - --O't;./--pJ(KERJNG a City of Pickering Fire Master Plan Figure 11: 2019-2023 Incidents by Month 1800 1472 1381 1341 1231 1463 1392 1536 1465 1508 1574 1558 1683 0 200 400 600 800 1000 1200 1400 1600 Co u n t o f I n c i d e n t s Month The following observations were noted in service demands for different months of the year: • In general, incidents occurred with similar frequency throughout the year. • The month of April saw the lowest number of incidents, with a July spike. August through December saw a gradual increase in incidents with the highest yearly average occurring in December. 4.3 Response Performance The following sections provide an analysis of the response performance of PFS. The response performance goals applied in the analysis are identified in the NFPA 1710 standard. 4.3.1 Intervention Time Total intervention time is the elapsed time between the incident occurring and the time incident management begins. The discovery of the incident and initiation of the emergency response system, typically by calling 911. From a community perspective, this time segment can be partially managed by implementing cyclical life-safety system inspections and promoting residential fire alarms and sprinkler systems. Final Report Page 126 November 15, 2024 - 302 - City of Pickering Fire Master Plan After the 911 call is made, the emergency response system is engaged to manage the incident and minimize its impact. Simplified, the system is composed of an emergency dispatching centre and the first responding agency. Although many of the requests for service may not require an urgent intervention, when it is, the main purpose of this system is to respond and manage the incident as quickly as is safely possible. As a result, the times taken to get all the relevant caller and incident information (alarm processing time), notify first responders and have them prepare to respond (assembly time), and drive to the incident (travel time) are all critical elements of an effective response. These time segments are the focus of this section and are the key indicators of total response time performance. Total response time is the best indicator of how the entire system is functioning. It also reflects the experience of the person making the 911 call. System performance can be managed and improved by implementing best practices and supporting technologies. As a result, total response time performance should be monitored and reported to the authority having jurisdiction (AHJ) regularly. The causes of significant changes in response time performance should be identified and discussed with the AHJ. Incident management time is variable and depends on the type of incident and the resources required to safely manage it. Fire department resource availability is determined by the concentration (how many and what types of resources there are in one station) and distribution (where are those resources located relative to the incident) of fire department equipment and firefighters. Resource requirements are based on community risks. An adequately resourced response system should provide an effective response force (ERF) to safely manage commonly known risks as effectively and efficiently as possible. Figure 12 provides an overview of the incident intervention timeline from NFPA 1710. The definitions and descriptions of the actions taken in each time segment are provided below. Figure 12: Incident Intervention Continuum Notification Intervention Time Incident Discovery and 911 Call Alarm Answering Alarm Processing Assembly / Chute Time Travel Time Set-up Time unknown (Time varies with every incident) 15 seconds 64 Seconds 80 Seconds Fire 60 seconds medical 240 Seconds May vary by event Time indirectly manageable Time directly manageable Time Values Final Report Page 127 November 15, 2024 - 303 - City of Pickering Fire Master Plan Discovery: This is the time between the start of the emergency incident and when a person or an engineered system has detected the incident. Emergency 911 Call: This is the time taken dial 911 and notify the 911 call centre for the need for emergency services. Alarm Answering: This is the time segment begins when the 911 call is dialed and ends when the call is answered by the 911 call centre. Alarm Processing: This is the time segment begins when the 911 call is answered and ends with the notification of firefighters. It is the time taken to extract the necessary information from the 911 caller to allow the proper response to be initiated. Assembly Time: This is the time segment begins when dispatch notifies the firefighters until the vehicle leaves the station for response. Time is required for firefighters to dress in proper personal protective equipment (PPE) and safely egress the station. Travel Time: This time segment begins when an apparatus leaves the station or otherwise begins the response to the scene of the emergency and ends at the time when the assigned vehicle arrives on scene. This time segment is a function of distance, and the speed traveled. Total Response Time (Common Definition): This time segment begins when the 911 call is answered and ends when the first apparatus capable of commencing the incident management arrives. Total Response Time (NFPA 1710 Definition): This time segment begins when the 911 call is answered and ends when the first apparatus capable of commencing the incident management arrives and initiates action to control the incident. Identified as Intervention Time in the diagram above. Setup Time: This is the time it takes (on-site) to evaluate the necessary actions, position the required resources, and commence the intervention. In the case of a fire, completing size-up, assigning the necessary tasks, and deploying resources can provide delays on scene. A well-trained crew can minimize these delays while providing a safe, successful response. Final Report Page 128 November 15, 2024 - 304 - City of Pickering Fire Master Plan 4.3.2 NFPA 1710 Performance Standards NFPA 1710 standards apply to career staffed fire stations. Table 32 NFPA 1710 Performance Standards identifies the response goals in this standard. Time standards are identified for alarm answering, alarm processing times, assembly (or chute) time, and travel time. NFPA 1710 also includes several additional standards for fire, rescue, and EMS operations, and indicates the number of firefighters required to safely manage different types of fire and rescue incidents. This standard also provides a platform for developing response plans for higher hazard fires. It is noteworthy to mention that the first arriving and full alarm total response times are inferred. NFPA 1710 does not specifically identify a response standard for first arriving fire apparatus and the full alarm assignment. However, it is common practice to add the percentile performance times for alarm handling, assembly, and travel times to infer the first arriving response goal of 6 minutes and 39 seconds, 90% of the time. Similarly, 10 minutes and 39 seconds, 90% of the time is the inferred time standard for the assembly of the full alarm assignment. Pickering Fire Services does not have defined targets for time segments. Further analysis in Section 4 of this report will compare performance to the NFPA standard times. Table 32: NFPA 1710 Performance Standards Time Segment NFPA 1710 Standards Alarm answering 15 sec/90th Percentile Alarm processing 64 sec/90th Percentile Assembly 80 sec/90th Percentile Travel (first arriving) 240 sec/90th Percentile Travel (full alarm) 480 sec/90th Percentile First arriving engine with four firefighters 399 sec/90th Percentile* Full alarm assignment with 16 firefighters 639 sec/90th Percentile* *Inferred standard. The intent of these aggressive timelines is to minimize intervention time. Intervention time is defined as the time between the fire department receiving notification of an emergency and commencing assistance at the scene of the emergency. It is the best reflection of the elapsed time from identifying an emergency to having the fire department arrive and engage in managing the incident. Final Report Page 129 November 15, 2024 - 305 - -O't;./-pJ(KERJNG a City of Pickering Fire Master Plan Increased intervention time can have the following important impacts on a property owner: • Decreased survivability for trapped victims • Increased loss in the event of an emergency • Building design restrictions • Higher property insurance premiums • Economic impacts There are two elements of the total intervention time for career models that should be assessed. The first is the initial response time taken for the initial arrival of an apparatus capable of initiating an intervention. The second is the time taken to assemble the full alarm assignment. The time taken to assemble a full alarm assignment reflects a fire department’s total capacity and responsiveness. A full alarm assignment is comprised of the appropriate fire apparatus and number of firefighters, or an ERF, to safely manage the incident. Response performance and the ability to assemble an ERF is assessed in the following section. 4.4 Emergency Response Performance Analysis The time segments identified in the previous segments are recorded by the dispatching service capturing individual response timestamps throughout an incident. The timestamps are recorded by the dispatching agency and used to compile a complete history for all responding emergency vehicles to every incident. Examples of typical incident timestamps include: • Incident begins • Station or firefighter notification • Apparatus responding • Apparatus arrived • Loss stopped • Leaving scene • Returned to station Final Report Page 130 November 15, 2024 - 306 - City of Pickering Fire Master Plan The response performance analysis for PFS focuses on emergency responses from 2019 to 2023. The timestamps are used to calculate alarm processing time, assembly time, travel time and total response time. Emergency response performance information can be used by the fire chief and senior administration for several purposes including but not limited to: • Monitoring response efficiency and effectiveness • Reporting response performance to community and elected officials • Evaluating the effectiveness and compliance with national and provincial codes • Evaluating the effectiveness and compliance with Council policies and local bylaws • Identifying possible improvement strategies • Developing or modifying service level standards • Planning for future resource needs (operational and capital) Historically, fire departments typically reported their average performance. Average performance can be misleading as it is only achieved approximately 50% of the time but can be skewed in small data sets with large outliers. Contemporary fire and emergency services report 80th or 90th percentile performance times to provide a more precise representation of response reliability depending upon whether they are a volunteer or career fire department. Emergency response time analyses typically begin with the timestamp identifying the point at which the 911 call is answered by the primary service answering point (PSAP). Once the 911 call is taken, it is transferred to the appropriate dispatching centre. All requests for service provided by PFS are transferred and dispatched by the communications team within the Oshawa Fire Service (Ajax Fire and Emergency Services prior to May 2024) dispatch centre. The 911 call time captured by the PSAP was not included in the available data. As a result, all the emergency response time segments in this analysis begin with the timestamp identifying when the alarm processing was started by the Ajax dispatch centre. 4.4.1 Alarm Handling Alarm handling time is typically the cumulative time taken for alarm answering and alarm processing in the dispatching process. The initial time stamp available for the identifying the alarm answering time in the PSAP was not available. Therefore, only alarm processing was analysed. Alarm processing time begins at the point of time the alarm is answered, and call evaluation begins and ends when the fire department is dispatched. Final Report Page 131 November 15, 2024 - 307 - City of Pickering Fire Master Plan NFPA 1710 states that alarm answering shall be completed within 15 seconds and alarm processing within 64 seconds, both 90% of the time for the highest priority events where significant property loss or imminent threat to life exists. Alarm handling performance is somewhat manageable by implementing best practice processes, supporting technologies and continuous improvement programs. This benchmark should be monitored with the aim of ensuring alarm handling is as efficient as possible to achieve optimal total response time performance. However, non-emergency requests for service, identifying rural addressing and remote locations, callers requiring language translation, TTY, or Text-To-911 services may delay the interrogation time required to gather the appropriate information for first responders. NFPA allows for additional time and sets a 90 second target for these situations. No data was available to identify these scenarios as part of the analysis. Table 33 provides a summary of alarm processing times including analysis of 50th, 80th, and 90th percentiles. Table 33: Alarm Processing times (in secs) Alarm Processing* 2019 2020 2021 2022 2023 5 Year False Incidents 77 82 77 76 80 79 Fire / Explosion 123 115 94 100 96 102 Medical 47 49 59 56 48 50 Other Responses 80 83 88 98 77 84 Public Hazard / Pre-Fire Conditions 95 100 86 101 93 96 Rescue 91 79 74 86 80 82 All Incidents (90th percentile) 69 77 78 79 69 73 All Incidents (90th percentile) excluding medicals 88 87 83 89 82 86 NFPA 64 sec 90th compliance (Fire / Explosion only) 66% 67% 73% 63% 72% 68% 50th percentile (All Incidents excluding medical) 37 40 39 41 38 39 80th percentile (All Incidents excluding medical) 64 65 64 67 64 65 Final Report Page 132 November 15, 2024 - 308 - City of Pickering Fire Master Plan The following observations regarding alarm processing performance were noted: • The 90th percentile for medical calls was 50 seconds over the five-year period. It is noted that fire receives information from the Central Ambulance Communication Centre (CACC) and does not interact with the caller. • The 90th percentile alarm processing time for Fires / Explosions was 102 seconds over the five-year period • 2021 saw the best performance at 94 seconds. • The NFPA 1710 target of 64 seconds for Fires was met 68% of the time. • Across all incidents excluding medicals, alarm processing met the NFPA target time of 64 seconds 80% of the time. 4.4.2 Assembly Time Assembly time is measured from the point of fire department notification until the first responding fire/rescue apparatus has responded. For career staff, assembly time is typically much shorter as it is limited to moving toward the fire engine, putting on their bunker gear and getting into the vehicle. Assembly time performance should be monitored and reported to firefighting crews regularly. NFPA 1710 identifies a 90th percentile chute time standard of 80 seconds for career firefighters which can be difficult to achieve. Attention to station design, activities within a station and firefighter awareness can all help to improve the performance and optimize response performance. Table 34, Assembly Performance by Incident Type identifies 90th percentile assembly times for incident types. This analysis is for the first unit enroute to the incident only. Table 34:Assembly Performance by Incident Type (in secs) * Incident Type 2019 2020 2021 2022 2023 5-year 1710 80 sec compliance False Incidents 99 102 102 101 99 101 73% Fire / Explosion 100 109 103 105 103 103 70% Medical 101 104 102 103 105 103 41% * Other Responses 105 106 107 103 112 107 62% Public Hazard / Pre- Fire Conditions 100 100 103 95 91 97 74% Rescue 99 102 99 104 97 101 70% All Incident Types 101 103 102 102 104 103 70%** * Medical Assembly time target is 60 seconds **Cumulative compliance for 80 seconds excluding medicals and command vehicles Final Report Page 133 November 15, 2024 - 309 - City of Pickering Fire Master Plan Table 35, Assembly Performance by Station. This can sometimes be helpful to identify where there may be workflow differences between stations given that they operate in different physical environments. This analysis is for the first unit enroute to the incident only. Table 35: Assembly Performance by Shift (in secs) * Station 2019 2020 2021 2022 2023 5-year Station 1 108 108 Station 2 93 99 100 96 103 98 Station 4 102 108 118 105 107 108 Station 5 100 102 106 107 98 102 Station 6 105 104 101 101 107 104 All Stations 101 103 102 102 104 103 *Excludes Command vehicles The following key observations regarding assembly time were noted: • The 90th percentile assembly times are above the recommended NFPA target of 80 second target • The assembly time target for medicals is 60 seconds at the 90th percentile and the actual achieved is 103 seconds 90% of the time. • All stations are performing relatively similar. Final Report Page 134 November 15, 2024 - 310 - City of Pickering Fire Master Plan Observation #25 PFS has an opportunity to look for improvement when it comes to assembly time performance across all stations. Understanding best practices in faster performing stations could yield information that would benefit all stations and trigger discussions on other potential efficiencies. Recommendation #25: Investigate opportunities (such as new station designs, countdown clocks, etc.) to improve assembly time and implement regular monitoring and reporting of assembly time performance by station, shift, and incident category. Suggested completion: 12-24 months Costs: TBD based on what is implemented. Resources: PFS staff time, third party vendors as required, IT Rationale: Assembly time performance can be affected by many factors including physical environment and configuration of the stations, process differences between shifts, staging of bunker gear relative to truck, and the timing when dispatch is radioed that a unit is enroute and the time it takes dispatch to record that time. All these factors may fairly (or unfairly) influence times. Through regular reporting and awareness, teams can understand how they compare to their peers and seek improvement. 4.4.3 Travel Time Performance Travel time is measured from the point of a fire/rescue apparatus leaving the fire station to the arriving at the incident address/location. Travel time is a function of incident distance from the fire station and the speed travelled to the incident. It can be managed to a certain point in larger municipalities with multiple demand zones and stations. These larger departments can distribute fire resources in the most optimal response locations in the demand zones. This is difficult in smaller municipalities with a single station. Pickering Fire Services added a station in May 2023 so the following data analysis should be understood in the context of an additional station being added in the last year of the data review. Final Report Page 135 November 15, 2024 - 311 - City of Pickering Fire Master Plan Travel time should be monitored over time to assess whether additional resources are required in different locations to maintain desired service levels. NFPA 1710 identifies a first arriving travel time performance goal of 240 seconds, 90% of the time for career fire stations. This standard is most frequently applied to urban and suburban developments. In low density urban and suburban developments that are primarily large lot single residential properties, this travel time performance can be a challenge to achieve. PFS does not have a specific travel time goal. In order to conduct travel time analysis, travel time was collected for the first arriving unit that was not a command vehicle and compared across incidents. Table 36: Travel Performance by Station (in secs), shows the 90th percentile travel time by station as well as the consolidated 90th, 80th, and 50th percentile travel time by year. Table 36: Travel Performance by Station (in secs) Station 2019 2020 2021 2022 2023 5 Year Station 1 (90th) 520 520 Station 2 (90th) 378 389 419 430 374 402 Station 4 (90th) 692 668 734 696 773 705 Station 5 (90th) 382 416 410 432 377 396 Station 6 (90th) 393 447 524 500 396 445 All Stations (90th percentile) 408 458 502 478 414 445 All Stations (80th percentile) 318 339 372 364 330 338 All Stations (50th percentile) 217 228 236 236 232 229 Figure 13: Incident Count by Travel Time by Year shows the number of incidents each year, grouped by the travel time of the first arriving unit. This chart is useful to understand the relative frequency of incidents that have longer travel times compared to those with shorter times. Final Report Page 136 November 15, 2024 - 312 - --O't;./--pJ(KERJNG a Travel Time eo -4 mins e4 -6 mins e6 -8 mins ea -10 mins e 10-12 mins e 12 -14 mins e more than 14 mins 2,000 1,500 C: :, 0 u C: " " 1,000 ·.:; .E 500 2019 2020 2021 Year 2022 2023 City of Pickering Fire Master Plan Figure 13: Incident Count by Travel Time by Year Map 2: 2023 Incident Locations with greater than 8 Minutes Travel Time provides a visual representation of 146 incidents from June 2023 to Dec 2023 after the additional station opened. Final Report Page 137 November 15, 2024 - 313 - --O't;./--pJ(KERJNG a Travel Time •8 -10 m·ns •1 • .. ' . , • • • • n) -12 m·ns • 1--1 • • J.. i ~· l •M• " s " • • • • • .. • • • City of Pickering Fire Master Plan Map 2: 2023 Incident Locations with greater than 8 Minutes Travel Time Final Report Page 138 November 15, 2024 - 314 - City of Pickering Fire Master Plan The following observations regarding travel times were noted: • The addition of Station 1 in 2023 likely contributed to the 90th percentile travel times returning to similar levels as 2019 but is under pressure given the sharp increase in the number of incidents in 2022 and 2023 • Just over 50 percent of incidents have an apparatus arriving by the recommended 4 min (240 second) mark however concurrent incidents puts pressure on the system when additional units need to come from further away to provide coverage. • Station 4 had the longest 90th percentile travel times at 705 seconds (11m 45s) which is not surprising given its more remote location. Observation #26 The recommended standard 4 minutes of travel time was only achieved approximately 50% of the time rather than the recommended 90%. This is likely due to the sharp increase in the number of incidents, in particular medical response types. Given that a station was added in 2023, there is insufficient historical data to make any firm conclusions on pressures that may still exist between different stations. The 5-year concurrent call load is between 1.53% and 5.45% with Station 5 experiencing the highest percentages. Recommendation #26: Monitor the occurrence of concurrent incidents and its impact on travel time for apparatus coming from other first due areas. Suggested completion: 12-24 months Costs: Neutral Resources: PFS Staff, IT Rationale: Travel time to an incident can be influenced by a variety of factors including the physical environment, time of day, availability of technologies such as traffic light pre-emption, and most importantly, where the responding unit is coming from. Additional fire stations can be a substantial investment however there may be opportunity to add staffed “medical response units” in high volume areas that could respond to medical incidents while leaving the primary fire apparatus available. Final Report Page 139 November 15, 2024 - 315 - City of Pickering Fire Master Plan 4.4.4 Total Response Time Total response time is measured from the point at which the 911 call is answered to the point at which the first arriving firefighting apparatus arrives. The NFPA 1710 standard implies a response time performance goal of 384 seconds (excluding alarm answering time) for the first arriving fire apparatus in urban areas (see Section 4.3.2). Table 37 identifies the total response time for the incident categories. Total response time includes alarm processing, assembly, and travel time segments. Additionally, compliance with the implied NFPA 1710 (384 sec) standard was measured. Table 37: 90th Percentile Response Performance (in secs) Station 2019 2020 2021 2022 2023 5 Year False Incidents 588 621 627 620 600 610 Fire / Explosion 678 659 696 706 687 690 Medical 456 458 480 520 466 472 Other Responses 598 605 702 729 611 655 Public Hazard / Pre-Fire Conditions 548 585 712 907 564 663 Rescue 664 647 668 694 654 671 All Incidents (90th percentile) 539 592 639 643 555 586 All Incidents (80th percentile) 437 471 502 505 447 467 All Incidents (50th percentile) 326 346 363 357 343 344 NFPA 1710-384 second compliance 70% 62% 56% 59% 65% 63% Final Report Page 140 November 15, 2024 - 316 - City of Pickering Fire Master Plan Table 38, 90th Percentile Response Performance by Station provides overall response time performance for all stations. Given that Station 1 was added in the middle of May 2023, additional analysis was included that displays the 90th percentile response time for the period June 2023 to December 2023 including the percentage of times that the NFPA recommended target of 384 seconds for the first arriving apparatus was met. Final Report Page 141 November 15, 2024 - 317 - City of Pickering Fire Master Plan Table 38: 90th Percentile Response Performance by Station Station 2019 2020 2021 2022 2023 5 Year NFPA 384 sec % June – Dec 2023 90th NFPA 384 sec % Station 1 668 668 43% 671 43% Station 2 485 533 558 574 501 530 63% 470 69% Station 4 864 819 901 979 898 891 41% 838 40% Station 5 520 574 578 597 500 544 66% 486 70% Station 6 526 580 667 640 535 582 66% 495 73% All Stations 539 592 639 643 555 586 65% 533 66% The following observations regarding PFS emergency response performance were noted: • Response time performance improved significantly in 2023 compared to 2022 with a decrease of 88 seconds. • The improvement of response time was unfortunately not as apparent for highest hazard Fire / Explosion category which only saw an improvement of 19 seconds. • In the latter part of 2023 once Station 1 began operating, 90th percentile response performance improved noticeably across all stations. Included in this FMP at Section 2 is a recommendation to formally establish emergency response time performance service levels. In addition, this recommendation includes the monitoring and tracking of the current emergency response system capabilities in terms of the time increment to achieve a safe ERF and completion of the critical tasks. Final Report Page 142 November 15, 2024 - 318 - PlCKt~JNG a ---------------------- City of Pickering Fire Master Plan 4.5 Response Coverage Mapping This section provides mapping of the response coverage for Pickering Fire Services. The methodology used to calculate the theoretical travel time and area coverage was based on the following formula: Response Time Goal – (90th Percentile Alarm Processing Time + 90th Percentile Assembly Time) = Theoretical Travel Time For example: 384 secs (6 mins 24 seconds) or 480 secs (8 min) -(90th percentile alarm processing time of 86 seconds + 90th percentile assembly time of 103 seconds) = theoretical travel time (in secs) The theoretical travel time and road network travel speed data were applied to generate the response area of each station in the geographic information system (GIS) mapping program. Table 39 shows the calculated travel time from each station. The calculated theoretical travel time using this approach is a conservative calculation. Use of the 90th percentile assembly times to calculate theoretical travel time and corresponding area coverage for the NFPA 384 second standard as well as an alternative 8-minute response time goal is highly reliable. Sometimes the 50th percentiles times are used however the associated assembly times would only be achieved 50% of the time. In other words, the theoretical travel time and area coverage would only be achieved about 50% of the time. Whereas by using the 90th percentile times, the mapped area coverage is somewhat smaller but should be achieved 90% of the time and is therefore a more reliable representation of response area coverage within a given time. The limiting factor in this analysis is the occurrence of concurrent incidents where a fire apparatus has to travel from a neighbouring station in order to respond. Table 39: Theoretical Travel Time Calculation (in secs) Theoretical 384 Second Response Goal Travel Time Theoretical 480 Second Response Goal Travel Time 195 291 The following maps are provided to indicate incident density (heat map), current response performance and options for consideration when developing response time performance: • Map 3: Incident Density Map • Map 4: NFPA 1720 384 second response coverage based upon 195 seconds travel time • Map 5: 8-minute response coverage based upon 291 seconds travel time Final Report Page 143 November 15, 2024 - 319 - City of Pickering Fire Master Plan By making improvements to both call processing times and turn-out times improvements can be made impacting the overall response times. To provide comparison of the impacts these improvements could have, Map 6, Map 7, and Map 8 show response times for 240secs, 480 secs, and 610 secs respectively. An incident heat map can provide insight into the historical occurrence of incidents and provide a visual representation of higher demand zones for services. When used in conjunction with response coverage mapping, the areas of highest demand should be located closest to a fire station, if possible. Map 3: Incident Density Map depicts the relative density of historical incidents and plots the current station locations. Final Report Page 144 November 15, 2024 - 320 - --O't;./--pJ(KERJNG Scale: 1 :95,000 Date: March 2024 a 0 Pickering Fire Services Incident Response Density Map ---------------- 2 4 6 8 KM CITY OF PICKERING MUr-lCIPAL BOUNDARY UPPER AND DISTRICT MUNCIPAL BOUNDARY LOIM=R ANO SINGLE PROTECTED AREA /PARK C e BEHR INTEGRATED SOLUTIONS INC. All Rights Reserved. Hot to be copied In whole or In part. FlRE STATION LOCATION Cj AIRPORT ACCESS ROAD HGHWAY RAILWAY WATERWAY/ WATERBOOY City of Pickering Fire Master Plan Map 3: Incident Density Map Final Report Page 145 November 15, 2024 - 321 - --O't;./--pJ(KERJNG a Pickering Fire Services Theoretical 384 Second Response Travel Time I RESPONSE AREAS Scale: 1 :95,000 Date: April 2024 0 Lake Ontario 2 4 © BEHR INTEGRATED SOLUTIONS INC. All Rights Reserved. Not to be copied in whole or in part. 6 8 KM FIRST NATfON CITY OF PICKERING MUNICIPAL BOUNDARY UPPER J\NO DISTRICT MUNICIPAL BOUNDARY LO'vVER ANO SINGLE PROTECTED AAEA/PARK N ~ 195 SECONDS STATION #1 STATION #2 STATION #4 STATION #5 STATION #6 C FIRE STATION LOCATION ~ AIRPORT ACCESS ROAD HIGHWAY -RAILWAY -WATERWAY/ WATER BODY •!~dljl! City of Pickering Fire Master Plan Map 4: NFPA 1720 384 second response coverage based upon 195 seconds travel time Final Report Page 146 November 15, 2024 - 322 - --O't;./--pJ(KERJNG a Pickering Fire Services Theoretical 8 Minute Response Travel Time RESPONSE AREAS Scale: 1 :95,000 Date: April 2024 Lake Ontario CITY OF PICKERING MUNICIPAL BOUNDARY UPPER AI\ID DISTRICT MUNICIPAL BOUNDARY LOl/v'ER AI\IO SINGLE PROTECTED AREA/PARK 10 c::::==---=====-----c::=====------Km BEHR INTEGRATED SOLUTIONS fNC. AfJ Rights Reserved. Not to be copied In whole or In part. 291 SECONDS STATION #1 STATION #2 STATION #4 STATION #5 STATION #6 C FIRE STATION LOCATION f:j AIRPORT ACCESS ROAD HIGHWAY --+---1-RAILWAY -WATERWAY/ WATERBODY City of Pickering Fire Master Plan Map 5: 8-minute response coverage based upon 291 seconds travel time Final Report Page 147 November 15, 2024 - 323 - --O't;./--pJ(KERJNG a Pickering Fire Services Theoretical 240 Second Response Travel Time FIRST NATION RESPONSE AREAS 240 SECONDS ■ STATION #1 ■ STATION #2 STATION #4 STATION #5 STATION #6 ■ PROPOSED STATION • El AIRPORT ACCESS ROAD CITY OF PICKERING HIGHWAY MUNICIPAL BOUNDARY -RAILWAY UPPER AND DISTRICT MUNICIPAL BOUNDARY -WATERWAY I LO\\£R AND SINGLE WATER BODY PROTECTED AA.EA/ PARK 4 10 ===---c::=====------======------Km JN All ights eserve Not to be copi m whole or in part. City of Pickering Fire Master Plan Map 6: 240 seconds travel time Final Report Page 148 November 15, 2024 - 324 - --O't;./--pJ(KERJNG a Pickering Fire Services Theoretical 480 Second Response Travel Time 8 ot to e copie m who e or ,n part. RESPONSE AREAS 480 SECONDS ■ STATION #1 ■ STATION #2 STATION #4 STATION #5 STATION #6 CITY OF PICKERING E'j AIRPORT MUNICIPAL BOUNDARY ACCESS ROAD UPPER AND DISTRICT HIGHWAY MUNICIPAL. BOUNDARY LOWER AND SINGLE -RAILWAY PROTECTED -WATERWAY/ AREA/PARK WATERBODY Jv •!~dljl! 10 ~ Km City of Pickering Fire Master Plan Map 7: 480 seconds travel time Final Report Page 149 November 15, 2024 - 325 - --O't;./--pJ(KERJNG a Pickering Fire Services Theoretical 610 Second Response Travel Time • RESPONSE AREAS FIRST NATION CITY OF PICKERING MUNICIPAL BOUNDARY UPPER AND DISTRICT MUNICIPAL BOUNDARY LOWER AND SINGLE Lake Ontario -PROTECTED AREA/PARK 4 10 ===---=====-----c::=====-----Km All Rights eserve . Not to be copied in whole or in part. 610 SECONDS STATION #1 STATION #2 STATION #4 STATION #5 STATION #6 C FIRE STATION LOCATION E'l AIRPORT ACCESS ROAD HIGHWAY -RAILWAY -WATERWAY/ WATER BODY City of Pickering Fire Master Plan Map 8: 610 seconds travel time Final Report Page 150 November 15, 2024 - 326 - City of Pickering Fire Master Plan Observations on response coverage based on NFPA 1710 384 seconds (6 min 24 secs) as well as an alternative 480 second (8 minute) response goal: • Extending the NFPA 1710 response goal from 384 seconds to 480 seconds does not make a significant difference in area coverage although it leaves minimal areas of overlap from secondary stations during concurrent incidents. • Station 4 coverage area in the rural areas to the north had the most significant increase in response time compliance in the comparison between the two response standards. • Improvements to Alarm handling and Assembly times will allow PFS to improve their overall response time as comparing Map 4 and Map 6. • The 8-minute travel time (Map 5 and Map 7) indicate that current station locations allow for the majority of the urban area to meet effective response force standards. Concerns are on the fringe areas, such as the southeast industrial area currently serviced by station 5, and the newer Seaton Urban area in the northern section of the urban area serviced by Station 1. The 610 second (10:10 minute) Map 8 shows that the urban area is covered by existing stations to arrive within the standard. 4.6 Effective Response Force This section provides further explanation of the importance of assembling an effective response force (ERF) comprising of adequate firefighters and equipment to manage emergency incidents safely and effectively. ERF standards are based on fire response research completed by organizations such as NFPA and the National Institute of Standards and Technology (NIST). These standards are established to ensure adequate resources are available to complete critical tasks in a safe and timely manner. NIST research identified over 22 essential fire ground tasks at a typical single-family house fire. Ideally, NFPA 1710 suggests a minimum of 16 firefighters, or four companies of four firefighters, are required for a full alarm assignment (17 if an aerial devise is used) for a standard residential house fire. Further based on occupancy type and the risk calculation identified other higher risk occupancy types would require additional firefighters to provide for an ERF and complete the critical tasks identified. Example of these numbers are further outlined in 4.7 Critical Task Analysis. Final Report Page 151 November 15, 2024 - 327 - City of Pickering Fire Master Plan Table 40 summarizes the median number of firefighters that responded to different incident types. Table 40: Median Number of Personnel on Scene by Incident Type Incident Type 2019 2020 2021 2022 2023 5 Year Burning Controlled 4 4 4 7 4 4 CO False Calls 4 4 4 4 4 4 Combustion Explosion (No Fire) 20 20 False Fire Calls 12 12 11 12 12 12 Fire 12 13 12 12 13 13 Medical 4 4 4 4 4 4 No Loss Outdoor Fire 8 8 8 8 8 8 Other Calls 4 4 4 4 4 4 Overpressure rupture/explosion (no fire) 8 15 4 8 Pre fire conditions/no fire 12 12 12 12 12 12 Public Hazard 4 4 4 4 4 4 Rescue 6 7 8 7 8 7 Total 4 8 8 7 4 6 4.7 Critical Task Analysis A critical task analysis for common incident types illustrates the resources required to achieve tactical objectives based on resource availability. The rationale for completing a critical task analysis is to identify whether response policies and guidelines align with available resources. In other words, are enough firefighters typically responding to complete the critical tasks on emergency scenes in a safe and timely manner. However, the optimal number of firefighters are not always available. Response policies and guidelines should identify critical task assignments and tactical objectives based on available resources. The optimum numbers of firefighters to manage larger and more complex incidents may not be dispatched initially due to the availability of firefighters. As a result, tactical objectives should be scaled to reflect these limitations. For example, an interior fire attack or rescue may not be possible with a single engine company and a limited water supply. Response policies or guidelines should also identify a contingency plan to call-in of off-duty firefighters or initiate mutual aid resources/automatic aid for larger incidents complex incidents. Final Report Page 152 November 15, 2024 - 328 - City of Pickering Fire Master Plan The following tables provide examples of critical task analyses that should be embedded in fire department standard operating guidelines or policies. The purpose of completing a critical task analysis is to establish the ERF response requirements and embed task assignments in standard operating guidelines. The examples provided are intended to illustrate leading practices with respect to the ERF required to safely manage commonly occurring emergency incidents. They are provided as a guide and not intended to specifically represent PFS response capacity or apparatus. Table 41: Low Risk: Small fire (no exposures): garbage, vehicle – private, grass, investigate (external), monitoring alarm (w/o confirmation) Initial Deployment No. FF Task Assignment Engine 4 Incident Command, Scene Safety, Size up, IAP Development, Accountability, Resource Determination, Water Supply, 360 assessment, Forcible Entry, Primary Search, Fire Control, Incident Stabilization Total Personnel 4 Table 42: Moderate Risk: Grass/wildland/brush fire (with exposures) Initial Deployment No. FF Task Assignment UTV (Support vehicle requested as required) 4 Incident Command, Scene Safety, Size up, IAP Development, Accountability, Resource Determination, Water Supply, Fire Control, Incident Stabilization Tender 2 Water Supply Engine 4 Firefighters for Operations Command Officer 1 Transfer of Command, Scene Safety, IAP Confirmation and Evaluation, Accountability, Resource Management Total Personnel 11 Final Report Page 153 November 15, 2024 - 329 - City of Pickering Fire Master Plan Table 43: Moderate Risk: Attached garage, single family residential (detached/duplex) Initial Deployment No. FF Task Assignment Engine 4 Incident Command, Scene Safety, Size up, IAP Development, Accountability, Resource Determination, Water Supply, 360 assessment, Forcible Entry, Primary Search, Fire Control, Incident Stabilization Ladder (if available) 4 Scene Safety, Water Supply, Aerial Operations, On-deck Assignment, Primary Search, Fire Control Rescue 4 Scene Safety, On-Deck, Primary/Secondary Search, Fire Control 2nd Engine 4 Scene Safety, Water Supply, On-deck Assignment, Primary Search, Fire Control Command Officer 1 Transfer of Command, Scene Safety, IAP Confirmation and Evaluation, Accountability, Resource Management. RDU & Pickup truck Rehab, Command area, protection from elements Total Personnel 17 Table 44: Moderate Risk: Medical incident, cardiac arrest (VSA) Initial Deployment No. FF Task Assignment Engine or Rescue 4 Scene safety, Patient Assessment/CPR, Patient History, Apply Automatic External Defibrillator, Assist with Patient Packaging Total Personnel 4 Table 45: Moderate Risk: Medical incident, vehicle vs. pedestrian Initial Deployment No. FF Task Assignment Engine 4 Incident Command, scene safety, patient assessment / Care, patient packaging, Traffic Management Rescue 4 Stabilization, Extrication, Traffic Management Total Personnel 8 Table 46: Moderate Risk: Motor vehicle crash (1-3 private vehicles) Initial Deployment No. FF Task Assignment Rescue 4 Incident command and size-up, safety, establish outer perimeter, pump operation, 2 FFs prepare hand line. Engine 4 Establish inner perimeter, triage patients, patient care, extrication, patient packaging. Total Personnel 8 Final Report Page 154 November 15, 2024 - 330 - City of Pickering Fire Master Plan Table 47: Moderate Risk: Surface water, swift water or ice rescue, animal rescue Initial Deployment No. FF Task Assignment Water Rescue Unit 4 Officer of first arriving unit on scene assumes command, size up, scene safety and communications, patient contact, shore rescue if possible or water/ice rescue if required. Rescue 4 Addition Resources for Shore operations, On Deck, Patient care Engine 4 Addition Resources for Shore operations, On Deck, Patient care Command Officer 1 Overall Incident Command, safety, accountability, resource management. Total Personnel 13 Table 48: Moderate Risk: Small quantity (<20 L) of known product (gasoline, anti-freeze), open space natural gas smell or odor from unknown source Initial Deployment No. FF Task Assignment Engine 4 Incident Command, Scene Safety, Size up, IAP Development, Accountability, Resource Determination, Water Supply, 360 assessment, Forcible Entry, Incident Stabilization HAZMAT Unit 4 • Hazard and risk evaluation • Selection of personal protective equipment • Information management and resource coordination • Implement response objectives • Decontamination and clean-up operations • Terminate the incident Total Personnel 8 Table 49: High Risk: Commercial, seniors’ home, industrial, strip mall, mid-rise residential Initial Deployment No. FF Task Assignment Ladder (if available) 4 Aerial Operations, Forcible Entry, Primary Search, Fire Control, Incident Stabilization Engine 4 Primary Search, Fire Control Engine 4 Establish uninterrupted water supply to building and crews Rescue 4 Primary/Secondary Search, Fire Control Engine 4 Primary Search, Fire Control, ventilation Command Officer 2 Transfer of Command, Scene Safety, IAP Confirmation and Evaluation, Accountability, Resource Management Engine 4 Establish rapid intervention crew, manage rehab area Total Personal 26 Final Report Page 155 November 15, 2024 - 331 - City of Pickering Fire Master Plan Table 50: High Rise: High Rise Residential greater than 23m Initial Deployment No. FF Task Assignment Ladder (if available) 4 Aerial Operations, Forcible Entry, Primary Search, Fire Control, Incident Stabilization Engine 4 Scene Safety, Water Supply, On-deck Assignment, Primary Search, Fire Control Engine 4 Establish uninterrupted water supply to building and crews Rescue 4 Primary/Secondary Search, Fire Control Engine 4 Primary/Secondary Search, Fire Control Engine 4 Scene Safety, Water Supply, On-deck Assignment, Primary Search, Fire Control Engine 4 Evacuation management Engine 4 Staging area below fire floor Engine 4 Ventilation Command Officer 2 Transfer of Command, Scene Safety, IAP Confirmation and Evaluation, Accountability, Resource Management Engine 4 Establish rapid intervention crew, manage rehab area Total Personnel 42 Final Report Page 156 November 15, 2024 - 332 - --O't;./--pJ(KERJNG a City of Pickering Fire Master Plan Observation #27 PFS standard operating guidelines do not identify the number of firefighters and resources required to complete tactical or critical tasks. Critical task analyses will clarify incident resource requirements and identify the critical tasks to clarify firefighter tasks and manage an incident efficiently and safely. Recommendation #27: Complete and maintain as required critical task analyses for common incident types and include them in response operational guidelines or response policies. Suggested completion: 12-84 months Costs: Neutral Resources: PFS Staff Rationale: Critical task analyses should be used to identify operational limitations in policy to clarify incident command objectives and maintain safe operations. As described above, low to medium incidents will often require more than 10 firefighters to complete concurrent critical tasks safely and minimize intervention time. The most common number of initial responders for PFS fire incidents is 13 (see Section 4.6). As a result, critical task analysis will identify incident types where tactical firefighting objectives may require modification and immediate call back or mutual aid requests can be automated. 4.8 Optimizing Station location and Apparatus placement 4.8.1 Station Location As the City of Pickering continues to grow and expand the PFS must explore the opportunities to optimize their station locations and response performance. The placement of fire stations to provide a quick response time of the first in unit allows the city to provide a level of service that meets the principles of response standards. To provide ample coverage the service must consider many factors including: • Future growth nodes -both horizontal and vertical • Community risks and the areas the risks are located • Road networks and increased traffic congestion • Age and condition of current stations and potential for relocating vs renovating. Final Report Page 157 November 15, 2024 - 333 - City of Pickering Fire Master Plan The consideration and location for future growth and risk allows the municipality to prepare for the future by ensuring that infrastructure required is secured such as lands and necessary funding. Utilizing the 240 second travel time principle, Map 9 illustrates the current coverage provided by the existing stations, (Note: Station 5 has included the new site on Bailey Street). Within this map we have also included the general area of a proposed new station in the Brock Road/ Hwy 407 area. Final Report Page 158 November 15, 2024 - 334 - --O't;./--pJ(KERJNG Scale: 1 :95,000 Date: July 2024 a Pickering Fire Services Theoretical 240 Second Response Travel Time 4 8 1g ts eserved. ot to • cop e In who or 11 port. FIRST NATION RESPONSE AREAS 240 SECONDS • STATION #1 • STATION #2 STATION #4 STATION #5 STATION #6 • PROPOSED STATION El AIRPORT ACCESS ROAD CITY OF PICKERING HIGHWAY MUNICIPAL BOUNDARY ......... RAILWAY UPPER Al',JD DISTRICT MUNICIPAL BOUNDARY WATERWAY I LOV'vt:R .AND SINGLE WATER BODY PROTECTED AREA/PARK 1v 8 !!§dlju!! 10 ~ Km City of Pickering Fire Master Plan Map 9: 240 Second Response Travel Time – New Station Location Final Report Page 159 November 15, 2024 - 335 - The location of Station 5 to a new location on Bayly Street has little impact to the overall response performance for the station area. This is considered an ideal location and continues to provide acceptable coverage to the response area . The new proposed station in the Innovation Corridor, or the area of Whites Road and Hwy 407 will provide adequate coverage to the growth node area in the Seaton Urban Area including the Lamoureaux, Mount Pleasant, and Innovation Corridor. This area will see a mix of both commercial/ industrial and residential. The area will also service, along with Station #4, the Federal Lands site as well as providing additional secondary response into Fire Station #4, and the northern response areas of Fire Station #1. Given the size of the land parcel and location, this may also provide a suitable location for a formal training center as identified in Section 3. As growth continues within the city, PFS should monitor response time in the northeast area of the city. Future growth in this northeast section should consider a review of the current fire station 4. This station was originally utilized as a volunteer station and its current location and station layout was appropriate for a volunteer response. With the city transitioning that station to career full-time, the current location is not optimal for response, nor is the station well suited to house a full-time crew. Future analyses should consider the growth in the northeast section, the ability to respond to the Claremont community and ensure station 4 can respond into the innovation corridor as part of the effective response force. Consideration of a future relocation of the station southeast of the current location (in the area of 8th Concession between Westney Rd and Sideline 12) should be further explored as growth occurs. City of Pickering Fire Master Plan Final Report Page 160 November 15, 2024 - 336 - --O't;./--pJ(KERJNG a City of Pickering Fire Master Plan Observation #28 The City of Pickering is experiencing rapid growth both in the downtown core with infill and intensification, and greenfield development in the innovation corridor along Hwy 407 and additional growth of the western area of the Seaton Urban area. Recommendation #28: The City of Pickering locate a new fire station situated on Innovation Corridor lands (Whites Road and Hwy 407) to service new growth areas and provide improvement to effective response force to Stations 1 and 4. Suggested completion: 24-60 months Cost: TBA depending on amount of land, size of station and inclusion of training centre. Cost: TBA depending on amount of land, size of station and inclusion of training centre. Approximate $10-$20 million Resources: Capital funding Rationale: To maintain service levels, an additional station should be in the Innovation Corridor to provide initial emergency response to the western section of the Seaton Urban area and along the new innovation Corridor. This station would also provide increased improvements to the effective response force for northern area of Station #1 and the response area for Station #4. Additionally, depending on the size of lands, this area would be ideal for the construction of a fire service training centre. 4.8.2 Apparatus Placement The ability to provide a quick initial response is further compounded by the incident load in a specific station response area. Multiple calls occurring at the same time or concurrent calls place further pressure on the response performance as another vehicle will be required to respond from another response area therefore lengthening the response time to an incident. Examining the concurrent call load for each response area can assist in determining apparatus placement and the requirement to have multiple staffed apparatus in a specific station. As growth (both vertical and horizontal) occurs the increase demands will increase and increase the chances of concurrent calls occurring. The PFS should continue to monitor trends and patterns to determine the need to add resources. Final Report Page 161 November 15, 2024 - 337 - City of Pickering Fire Master Plan Table 51 demonstrates the five-year concurrent call load by station. There are relatively low numbers of concurrent calls occurring. Stations 5 and 6 both appear to be trending higher over the past five years however are well below the concern for adding additional apparatus to address the simultaneous calls. PFS should continue to monitor and as these concurrent calls begin to rise over 15-20%, consideration of additional apparatus within the affected station could be considered. Table 51: 5-year concurrent call load Station 1 Station 2 Station 4 Station 5 Station 6 2019 Calls N/A 28 3 68 73 % N/A 2.78% 1.84% 4.66% 4.31% 2020 Calls N/A 21 2 35 42 % N/A 3.21% 2.05% 4.34% 4.40% 2021 Calls N/A 14 0 42 34 % N/A 2.53% 0.00% 5.89% 4.39% 2022 Calls 1 33 4 72 47 % 3.23% 3.93% 2.09% 6.48% 3.77% 2023 Calls 6 40 2 80 98 % 1.40% 3.15% 1.21% 5.89% 5.08% 5-year Calls 7 136 12 297 294 % 1.53% 3.15% 1.53% 5.45% 4.45% 4.9 Measuring, Managing and Reporting Performance Performance measurement and reporting is key to moving towards a databased culture of performance improvement and away from mere opinion. Performance measurement and reporting supports the following: • Determining a baseline performance level according to the indicators • Establishing achievable service goals based on current performance. • Identifying the gap between desired goals and current performance levels • Tracking progress toward achieving goals. • Benchmarking performance between departments • Identifying problems and root causes • Planning for the future Performance data must be relevant, timely and useful to drive performance improvement through performance management. Performance management refers to the process of monitoring and identifying service excellence and service gaps. In this context, it is not intended as an individual performance review. Final Report Page 162 November 15, 2024 - 338 - City of Pickering Fire Master Plan Measurable service levels and objectives, as well processes to access timely data must be in place to support performance measurement, management, and reporting. City Council is the authority having jurisdiction over establishing service levels. Senior administration and the Fire Chief should provide city councillors with relevant performance reports reflecting the fire service performance information to support this process. However, several factors beyond performance information contribute to how appropriate service levels are established including assessment of local risks, cost, and general economic conditions. Operational performance data and service level expectations should be regularly reported to staff. Timely performance reporting reflecting operational performance metrics and service levels is key to implementing performance management and system improvements. One approach to providing timely information to fire staff is develop a performance dashboard. Computer-aided dispatch (CAD) and record management system (RMS) technologies must be integrated to support this tool. Dashboards should be developed with a specific audience in mind. Information provided to governance (municipal council) can address relevant response standards, budget performance, incident type and frequency, and specific areas of increased pressures. Fire department leadership are also interested in similar metrics however increased detail on response performance, category of service calls and trends provide the data necessary to complete evaluations and service level adjustments or changes. It should also include breakdowns by each platoon and each station to identify any differences that are impacting operational effectiveness. Dashboards geared to front-line staff should provide them with timely feedback on their teams’ performance and how they compare across the system. Final Report Page 163 November 15, 2024 - 339 - City of Pickering Fire Master Plan Table 52 provides some examples of key performance indicators (KPIs) or supporting information that should be considered on each type of dashboard. Wherever possible, providing both the current values and the corresponding trend can provide valuable insight if corrective action is needed. Table 52: Sample KPIs by Dashboard Audience KPI Governance Leadership Front-line Incident Type and Volume Yes Yes Yes Response Time Performance Yes Yes, with detail Yes, with detail Budget Performance Yes Yes No Fire-Related Injuries and Fatalities Yes Yes No Property Loss Due to Fire Estimate Yes Yes No Alarm Handling No Yes No Assembly Time (NFPA 1710) No Yes Yes Travel Time (NFPA 1710) No Yes Yes ERF Staffing Targets No Yes No Fire Prevention Activities Yes Yes No Operational Apparatus No Yes Yes Safety Alerts or Important Messaging No No Yes Overtime Usage No Yes No Figure 14 provides an example of the performance metrics that could be routinely reported. Performance reporting needs to be timely and relevant to promote process improvement strategies. Final Report Page 164 November 15, 2024 - 340 - Figure 14: Performance Dashboard Sept Y T D P r o p e r ty V a lu e To ta l D o lla r Lo ss $ 2 0 , 0 0 0 $ 1 , 8 0 7 , 1 0 0 $ 2 4 , 7 7 4 , 0 2 5 Suspicious Fires 5 66 S e p t Y T D T a rg e ts Tra in in g H o u rs 990 8,709 8 ,1 7 5 g A v g T u rn o u t T im e s - F ire E m e rg e n c y 0 0 :0 1 :5 5 0 0 :01:53 0 0 :0 1 :2 0 # A v g T u rn o u t T im e s - 1 s t M e d R e s p 0 0 :0 1 :3 0 0 0 :01:31 0 0 :0 1 :0 0 b P re -p la n s e n te re d 15 15 D is p a tc h S e pt Y T D Projected YTD % D ispa tch In cid e n ts 2,631 2 3 ,2 5 6 32,234 72.1% 911 C a ll V o lu m e 365 6 ,3 6 5 Targets 9 1 1 C a lls a n s w e re d < 1 5 s e c 9 9 %9 9 %95%fb 9 1 1 C a lls a n s w e re d < 4 0 s e c 1 0 0 %10 0 %99%cb Incidents by Type Sept YTD Proposed YTD %1ST RESP - MEDICAL ASSIST 535 52201ST RESP - «WA1T FOR POUCOLST RESP - <<WAIT FOR POLICE>1 981ST RISR - CARDIAC 7 84 FMR 543 5,402ALARM75622 BURNING COMPLAINT 19 207SMOKE7106STRUCTURE FIRE 6 88 116 76% MINOR FIRE 8 80WILDFIRE/GRASS/BRUSH/OUTDOOR 3 67 CAR FIRE 8 45 64 70%RECHECK 2 40CHIMNEY FIRE 0 20OVEN/POTON STOVE 0 6 EXPLOSION 0 3FIRE EMERGENCY 128 1,284CARBON MONOXIDE ALRM 7 72GAS/OIL SMELL/SPILL 8 54NATURAL GAS LEAK 5 44 POWER/TEL/CABLE LINE DOWN 2 30AIRCRAFT STANDet/iNCiDCMTAIRCRAFT STANDBY/INCIDENT 0 15PROPANE LEAK / SMELL 1 12HAZARDOUS MATERIAL 1 4BOMB THREAT -- NON FIRE EMERGENCY 24 231MVA/EXTRICATION 53 389MVA47 250 Sept Actual Mthly Budget Mth%YTD Actual YTD Budget YTD% Total $ 1,462,500 $ 835,283 175.1%s $ 13,129,246 $ 10,026,860 130.9%i OT $ 110,889 $ 31,051 357.1%jn $ 325,558 $ 325,55 8 242.2%n OT By Cost Centre 2014 2015 Difference Suppression $ 437,326 $ 732,551fff $ (295,224) Dispatch $ 48,118 $ 35,210 *$ 12,909Prevention, Training & Admin$ 33 ,065 $ 20,582 a $ 12,483 All Departments $ 518,510 $ 788,343 Je_$ (269,833) In s p e c tio n s C u r re n t M th C o m p le tio n s C u rre n t A s s ig n e d M th ! Y T D Y T D T a rg e ts T o ta l In s p e cte d P ro p e rtie s 3 7 8 3 3 4 f 3761 3007 | # Fire Prevention Consults 53 450 A S hift 38 40 *3 1 4 3 1 7 j B Shift 42 43 »3 1 0 3 1 1 0 C Shift 34 35 f 317 320 3 D Shift 36 39 f 301 3 1 3 , Inspectors 2 2 8 1 7 7 4 2519 1746 * P u b lic E d u c a tio n E v e n ts A tte n d e e s 150 8 ,0 3 0 Incidents by Type - 341 - City of Pickering Fire Master Plan Observation #29 PFS does not do regular reporting or display dashboards for internal staff or council. These reports should contain performance goals, historical information, and the ability to identify benchmarks at a minimum. Monitoring changes in service demand and response performance is an important management function that would be supported with robust data reporting. Recommendation #29: Implement performance goals and regular reporting using established benchmarks to future service levels approved by Council. Suggested completion: 1-12 months Cost: Neutral Resources: PFS staff, IT Rationale: Changes in service demand and response performance is an important management function. The ability to measure and report performance is critical in maintaining department accountability and transparency for response performance. The first step in performance measurement is to develop the processes to collect reliable and valid data. As already discussed, fire and emergency services are typically data rich agencies. Use of integrated computer aided dispatch (CAD) and records management systems can improve the accuracy of the data captured and streamline the reporting process. These technologies simplify the conversion of data into useful information. Performance measurement and reporting is at the core of moving toward a databased culture and moves it away from mere opinion for fire services. Quarterly reports to council are likely sufficient but may need to be more frequent for operational staff to recognize gaps in service when they present. Although activity is important to report, the inclusion of historical trends can better communicate changing demands on the fire department. Providing regular reporting to staff that compare performance by station and shift can create a motivating environment where firefighters can see the output of their performance against their peers and established goals. Final Report Page 166 November 15, 2024 - 342 - SECTION 5 CONCLUSION City of Pickering Fire Master Plan The goal of developing this Fire Services Master Plan is to conduct a comprehensive review of the City of Pickering Fire Service and produce a strategic plan for the next 5-7 years. This will provide a systematic and comprehensive approach to evaluate current response capabilities by identifying and mitigating risks and assist in formulating and communicating strategic directions for the fire service, while highlighting opportunities for improved service delivery. The FMP will also assist in conveying information to the public, staff, and municipal council about what to expect in the municipality’s approach to fire and emergency service planning, service delivery model, policy, and development. Pickering is experiencing rapid growth both vertically and horizontally is various areas across the city. This growth is providing for increase challenges as well as increase demands on the service. Overall, the PFS is functioning well with a number of opportunities for improvement across the various sections of organization. Applying the three lines of defense, improvements in all aspects will lead to an overall effectiveness of the service and opportunities to control and reduce risks within the community. Further, PFS was not able to assemble, city wide, an effective response force of fifteen firefighters within 8 minutes at the 90th percentile to perform the critical tasks required in a structural fire. It is extremely important to note that PFS is providing the best possible emergency response service given the limitations of the current staffing model, the community risk factors, and the increased growth and built-up areas within the city’s boundaries. There are several observations and recommendations provided in this master plan to improve operational effectiveness and efficiencies and enhance administrative and operational processes. Key among the 32 recommendations is: • Establish service levels for emergency response that includes the analysis and risk factors identified in the community risk assessment. • Establish targeted fire and life safety education and proactive inspection and enforcement programs with the appropriate resources with a focus on risk reduction through lines 1 and 2. • Ensuring all fire fighters and fire service staff are trained and certified to appropriate levels as identified by the Council approved service levels. • Optimising emergency response with adding a unit to Station 5 and a new station in the Innovation Corridor. • Ensure adequate resources, including administrative support, training officers and training facilities, are available to provide necessary training to all staff Final Report Page 167 November 15, 2024 - 343 - City of Pickering Fire Master Plan Although each recommendation has a corresponding timeframe, it is important to note this FMP needs to be revisited on a regular basis to confirm that the observations and recommendations remain relevant. The recommendations outlined in this FMP will better position PFS to mitigate and manage community risks, monitor response capabilities and performance, and maintain excellent community relationships and value for money. Notwithstanding operational observations around emergency response performance, achievement of an effective response force and the PFS is an exemplary fire service that is serving the community very well. Finally, our interactions with the City of Pickering staff revealed a highly professional and dedicated organization that is committed to providing the best possible service to the citizens of the city. Final Report Page 168 November 15, 2024 - 344 - APPENDICES City of Pickering Fire Master Plan Appendix A: Glossary of Terms A-1...................................................................................... Appendix B: List of Figures, Maps, Images, and Tables B-1................................................... Appendix C: Response Mapping Methodology C-1................................................................ Appendix D: Online Firefighter Questionnaire Results D-1.................................................... Appendix E: City of Pickering Job Descriptions E-0............................................................... Appendix F: Pickering Fire Apparatus and Light Duty Fleet F-1.............................................. Appendix G: Mandatory Certification for Fire Protection Services G-1.................................. Appendix H: Fire Prevention Staffing Model H-1……………………………………………………………. Final Report Page 169 November 15, 2024 - 345 - PlCKt~JNG a ---------------------- Appendix A: Glossary of Terms City of Pickering Fire Master Plan Apparatus Any vehicle provided with machinery, devices, equipment, or materials of the Fire department for firefighting as well as equipment used to transport firefighters or supplies. Assembly Time From the time the notification sounds in the fire station until the first vehicle leaves the station. In a full-time department this is expected to be within 80 seconds but for volunteer departments the time to collect a response crew can vary widely depending on location and time of emergency as well as all the factors that impact travel time. Chute Time See Assembly Time Dangerous Goods This term is synonymous with the terms hazardous materials and restricted articles. The term is used internationally in the transportation industry and includes explosives, and any other article defined as a combustible liquid, corrosive material, infectious substances, flammable compressed gases, oxidizing materials, poisonous articles, radioactive materials, and other restrictive articles. Discovery This is the time between the start of the emergency and when someone or an engineered system has detected the incident. Dispatch Time This is the time required to extract the necessary information from the caller to allow the proper response to be initiated. The dispatcher identifies the correct fire location and initiates the dispatch by paging the appropriate fire station. Emergency Call This is the period between discovery and the actual notification of emergency services. Emergency Communications Centre (ECC) A facility dedicated to service receives calls, processes them, and then dispatches emergency units to the correct location in the appropriate time period. Emergency Operations Centre (EOC) The protected sites from which civil officials coordinate, monitor, and direct emergency response activities during an emergency or disaster. Emergency Any occasion or instance that warrants action to save lives and to protect property, public health, and safety. A situation is larger in scope and more severe in terms of actual or potential effects. Fire Suppression The application of an extinguishing agent to a fire at a level such that an open flame is arrested; however, a deep-seated fire will require additional steps to assure total extinguishment. Final Report Page A-1 November 15, 2024 - 346 - City of Pickering Fire Master Plan Hazard Analysis A document, which identifies the local hazards that have caused, or possess the potential to adversely affect public health and safety, public and private property, or the environment. Impact The effect that each hazard will have on people such as injury and loss, adverse effects on health, property, the environment, and the economy. Incident A situation that is limited in scope and potential effects. Intervention Time The time from fire reporting to the point where the first arriving pumper, or other apparatus providing comparable functions, arrives at the fire scene and directs an extinguishing agent on the fire. Mutual Aid Agreement An agreement between jurisdictions to assist each other during emergencies by responding with available manpower and apparatus. National Fire Protection Association The National Fire Protection Association (NFPA) is an internationally recognized trade association established in 1896 that creates and maintains standards and codes for usage and adoption by local governments to reduce the worldwide burden of fire and other hazards. This includes standards and guidelines to which many fire departments utilize to carry on day-today operations. Response Those measures undertaken immediately after an emergency has occurred, primarily to save human life, treat the injured, and prevent further injury and losses. They include response plan activation, opening and staffing the EOC, mobilization of resources, issuance of warnings and direction, provision of aid, and may include the declaration of a State of Local Emergency. Risk The chance or likelihood of an occurrence based on the vulnerability and known circumstances of a community. Setup Time This is the time necessary on site to evaluate the necessary actions, position the required resources and commence the intervention. In the case of a fire, completing size-up, assigning the necessary tasks, and deploying resources can provide delays on scene. A well-trained crew can minimize these delays while providing a safe, successful response. Standard Operating Guidelines (SOG) A written organizational directive that establishes or prescribes specific operational or administrative methods to be followed routinely, which can be varied due to operational need in the performance of designated operations or actions. Final Report Page A-2 November 15, 2024 - 347 - City of Pickering Fire Master Plan Standard Operating Procedures (SOP) A written organizational directive that establishes or prescribes specific operational or administrative methods to be followed routinely for the performance of designated operations or actions. Travel Time Once a vehicle leaves the station, it must negotiate the best route between that point and the location of the emergency. Factors to consider for travel time are driver skill, weather, traffic, topography, road conditions and vehicle capabilities. Final Report Page A-3 November 15, 2024 - 348 - PlCKt~JNG a ------------------------ Appendix B: List of Figures, Maps, Images, and Tables City of Pickering Fire Master Plan Figures Figure 1: Fire Services Master Plan Process 3 ................................................................. Figure 2: Economic Sectors (2021) 12............................................................................ Figure 3: Risk Evaluation Matrix 19................................................................................. Figure 4: Risk Matrix Template 21................................................................................... Figure 5: Pickering Fire Services Organization Chart 39................................ ................... Figure 6: Fire Service Time Management 45.................................................................... Figure 7: Fire Apparatus Life Cycle Cost Projection Example 108.................................... Figure 8: Unique Incidents by Incident Type (2019 to 2023) 123...................................... Figure 9: 2019-2023 Incidents by Time of Day 124.......................................................... Figure 10: 2019-2023 Incidents by Day of Week 125....................................................... Figure 11: 2019-2023 Incidents by Month 126................................................................ Figure 12: Incident Intervention Continuum 127............................................................. Figure 13: Incident Count by Travel Time by Year 137...................................................... Figure 14: Performance Dashboard 165......................................................................... Maps Map 1: Pickering Fire Services Overview Map 9............................................................... Map 2: 2023 Incident Locations with greater than 8 Minutes Travel Time 138.................. Map 3: Incident Density Map 145................................................................................... Map 4: NFPA 1720 384 second response coverage based upon 195 seconds travel time 146........................................................................................................................ Map 5: 8-minute response coverage based upon 291 seconds travel time 147............... Map 6: 240 seconds travel time 148............................................................................... Map 7: 480 seconds travel time 149............................................................................... Map 8: 610 seconds travel time 150............................................................................... Map 9: 240 Second Response Travel Time – New Station Location 159........................... Images Image 1: Risk Management Cycle Process 17................................................................. Tables Table 1: Targeted Interview List 4 ................................................................................... Table 2: Significant Employers within Pickering 10.......................................................... Table 3: Population and Private Dwellings Change (2001 to 2021) 12.............................. Table 4: Population growth (2016-2021) 13..................................................................... Table 5: Average and Median Age 2021 13...................................................................... Final Report Page B-1 November 15, 2024 - 349 - City of Pickering Fire Master Plan Table 6: Population Distribution 2021 13........................................................................ Table 7: Age distribution 2021 13................................................................................... Table 8: City of Pickering 20-year population forecast 14................................................ Table 9: Sample Risk Inventory 20.................................................................................. Table 10: OBC Major Occupancy Classification 23 ......................................................... Table 11: City of Pickering Total Existing Property Stock 24............................................. Table 12: Potential High-Fire Risk Occupancies 25......................................................... Table 13: Vulnerable Occupancies 27............................................................................ Table 14: Impacts of Hazards on Fire Protection Services 29.......................................... Table 15: Pickering Fire Service Staffing Ratio Calculation 42 ......................................... Table 16: Fire Prevention Inspections Frequency Levels 61............................................. Table 17: Hazard Material Incidents 2018-2023 72......................................................... Table 18: Rescue Calls 2018-2023 74............................................................................. Table 19: NFPA Professional qualification standards by position 83................................ Table 20: Fire Apparatus Service Schedule (Fire Insurance Grading) 104 ......................... Table 21: Fire Apparatus Life Cycle Cost Projection Example 107................................... Table 22: PFS Apparatus and Planned Life Cycle 109...................................................... Table 23: Participating Community Comparatives 112................................................... Table 24: Community Comparative Departments’ Profile 113 ......................................... Table 25: Community Comparative Budget Ranking 114 ................................................. Table 26: Community Comparative Standard of Cover 115............................................. Table 27: Examples of Incident Types for Statistical Analysis 116................................... Table 28: Municipal Comparative Response Call Volume 117........................................ Table 29: Unique Dispatched Incidents within Pickering (2019 to 2023) 121.................... Table 30: SIR Incident Response Types within Pickering (2019 to 2023) 121 .................... Table 31: SIR Response Type Groupings within Pickering (2019 to 2023) 122................... Table 32: NFPA 1710 Performance Standards 129.......................................................... Table 33: Alarm Processing times (in secs) 132.............................................................. Table 34:Assembly Performance by Incident Type (in secs) * 133................................... Table 35: Assembly Performance by Shift (in secs) * 134 ................................................ Table 36: Travel Performance by Station (in secs) 136.................................................... Table 37: 90th Percentile Response Performance (in secs) 140...................................... Table 38: 90th Percentile Response Performance by Station 142.................................... Table 39: Theoretical Travel Time Calculation (in secs) 143............................................ Table 40: Median Number of Personnel on Scene by Incident Type 152 ........................... Table 41: Low Risk: Small fire (no exposures): garbage, vehicle – private, grass, investigate (external), monitoring alarm (w/o confirmation) 153..................................... Table 42: Moderate Risk: Grass/wildland/brush fire (with exposures) 153....................... Final Report Page B-2 November 15, 2024 - 350 - City of Pickering Fire Master Plan Table 43: Moderate Risk: Attached garage, single family residential (detached/duplex) 154.................................................................................................. Table 44: Moderate Risk: Medical incident, cardiac arrest (VSA) 154............................... Table 45: Moderate Risk: Medical incident, vehicle vs. pedestrian 154............................ Table 46: Moderate Risk: Motor vehicle crash (1-3 private vehicles) 154......................... Table 47: Moderate Risk: Surface water, swift water or ice rescue, animal rescue 155.... Table 48: Moderate Risk: Small quantity (<20 L) of known product (gasoline, anti- freeze), open space natural gas smell or odor from unknown source 155....................... Table 49: High Risk: Commercial, seniors’ home, industrial, strip mall, mid-rise residential 155................................ .............................................................................. Table 50: High Rise: High Rise Residential greater than 23m 156.................................... Table 51: 5-year concurrent call load 162....................................................................... Table 52: Sample KPIs by Dashboard Audience 164....................................................... Final Report Page B-3 November 15, 2024 - 351 - PlCKt~JNG a ---------------------- Appendix C: Response Mapping Methodology City of Pickering Fire Master Plan Response travel times are directly influenced by station location and can be varied based upon a cost/risk analysis and the development of performance targets. Base Data Layers Requested • Hydrology • Single Line Road/Transportation Network • Railways • Municipal Boundaries • Parks • Projection File • Orthophoto (GeoTIFF, Mr.SID), if available • Emergency Services Locations Data Formats • Preference of ESRI Shapefiles Purpose of Files A. Hydrology i. Identify needs for response to water locations (if dependent on a water response unit) ii. Can be identified and analyzed with the rail network to locate spill contaminations, as well as containment for overland flow & flooding to water spills iii. Locations of bridge crossings which can convert to varying incidents, as MVC/MVA, spill contaminants, etc. iv. Assists in the definition of the map for locational awareness by others v. Completes the map B. Single Line Road/Transportation Network i. Used to determine response times from emergency locations to determine a network based on road speeds ii. Roads are created into a network for response C. Railways i. Identified risk areas for impeding response time when crossing a roadway or proximity to municipal areas will also determine the response and apparatus used for a derailment response or other rail emergency or risks, such as chemical spill evacuations. Final Report Page C-1 November 15, 2024 - 352 - City of Pickering Fire Master Plan D. Municipal Boundaries i. Identifies the limits to response for mutual aid and responsibilities when overlaps occur within a response area. Also identifies sub areas for specific mapping and identification of municipal and regional response zones. Provides information for gap analysis for future state locations or refinement of locations. E. Parks i. Identifies the potential risk areas due to accessibility issues for tracts of land, as well as constraints and opportunities for new locational analysis for or against new stations within a municipality. Ability to determine development of new locations due to proximity. Parks are identified as local, regional, provincial, and national. F. Projection File i. To ensure that we have the same data set up as being used by the Municipality or Client, measurements (both distance and time) and spatial location are correct when determining analysis. G. Orthophoto (GeoTIFF, Mr.SID), if available i. We typically do not use the ortho on the output maps, but the analysis sometimes needs clarification of what is on the ground, and we use it to quickly ground truth locations and information needed prior to asking clients for clarification, or to substantiate clarification of an area. ii. Is a nice to have, yet hard to use, as it takes up a lot of memory/space and is difficult to ship/transfer. H. Emergency Services Locations i. Identify the actual location rather than a theoretical location based on an address match to ensure that the data location is as correct as possible, and no mis- locations are identified on the initial running of the theoretical response times. ii. Locations may be moved from within a parcel to the front of the parcel whereby it touches the road network. Ensures the response from the station is captured. There are no corrections made to the movement of station to time, as it is typically within 50 metres. Response Zone A. Assumptions i. Weather is average – no storms, rain, snow etc. ii. Roadway segments contain a node/junction at intersections • If not available, road network needs to be cleaned and fixed iii. Roadways need to sometimes extend beyond some municipalities Final Report Page C-2 November 15, 2024 - 353 - City of Pickering Fire Master Plan iv. Emergency responders are trained on response vehicles v. Response vehicles are in good condition vi. Roads are dry and in good condition vii. Left turns are not reduced by a time % viii. Road speeds are provided by client, if not • Road class table used to populate speeds based on road classification • Road speeds are reduced from the posted sign, typically no more than 5% ix. Traffic volume is average, there is no congestion or there is a free-flowing lane to be used x. Rail crossings are free to cross and do not impede response xi. Time of day is based on an average time from 9 am – 9 pm xii. Opticoms (or similar product for traffic light manipulation) are present to allow for free moving response xiii. Intersections of roads are not reduced (the roads are reduced from other project limits and averaged over time for generality of best fit) xiv. School zones are not adjusted unless identified, then changes to road net are made B. Response Time i. Customized response based on Emergency Services Input ii. Response time includes 80% of all calls for service iii. Total drive time along roads (determined above by road speeds) iv. Variances are identified and are tweaked based on known data or other trends C. Response Polygons i. Identify general area of response from the outer most limits driven ii. Also identify response zones for mutual aid iii. Identify gaps in response iv. Aid in the development of Fire Zones for response v. Assist in the identification of new stations vi. Also identifies needs to move stations to another location, as required Additional Analysis A. Out of Scope Analysis (needs further discussion with client) i. Transition from project to operationally based: • Specific distance and travel • Based on time of day Final Report Page C-3 November 15, 2024 - 354 - City of Pickering Fire Master Plan • Based on time of year • Call volume • Call types • Modeling • Scripting for batch work B. Data Availability i. When data available from clients is detailed enough, it is used ii. Not all data is detailed enough, and assumptions are made C. Analysis i. Additional analysis can be performed (as reduction of road speeds to an intersection) • For above example, identification of intersections can be complex, and data not always available: • Stop Sign • 3-Way Stop • Yield • Lights • Flashing Light ii. Tends to be time consuming • Clients not willing to engage cost of this project • Levels of data may not be accessible • Missing detail • Usually is a one-off project and new data is typically not leveraged Final Report Page C-4 November 15, 2024 - 355 - City of Pickering Fire Master Plan Final Report Page D-1 November 15, 2024 Appendix D: Online Firefighter Questionnaire Results Q1 The public feels they are getting good value for their tax dollars for fire and emergency services. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *0.00% 0 11.76% 2 5.8 8% 1 2 9 .4 1 % 5 52.94% 9 17 0.00 Q2 The public has a good understanding of the fire service and its capabilities. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *11.76% 2 23.53% 4 35.29% 6 23.53% 4 5 . 8 8 % 1 17 0.00 - 356 - City of Pickering Fire Master Plan Final Report Page D-2 November 15, 2024 Q3 Your community receives adequate fire/rescue protection. STRO NGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *0 . 0 0 % 0 17.65% 3 11.76% 2 35.29% 6 35.29% 6 17 0.00 Q4 Based on the rate of community and economic growth, fire service demands will increase in the future . STRONGLY DISAGREE DISAGREE NEITHER AGREE OR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE * 0 . 0 0 % 0 0.00% 0 5.88% 1 17.65% 3 76.47% 13 17 0.00 - 357 - City of Pickering Fire Master Plan Final Report Page D-3 November 15, 2024 * * Q5 The community has adequate alternate fire risk reduction strategies (e.g. residential sprinklers, FireSmart program, public education). STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *0 . 0 0 % 0 11.76% 2 35.29% 6 47.06% 8 5.88% 1 17 0.00 Q7 The fire service's current response model is adequately staffed for fire/rescue response. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *0 . 0 0 % 0 23.53% 4 47.06% 8 23.53% 4 5.88% 1 17 0.00 - 358 - City of Pickering Fire Master Plan Final Report Page D-4 November 15, 2024 * * Q8 The fire service's policies/procedures reflect fire/rescue industry best practices. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *5 . 8 8 % 1 5.88% 1 23.53% 4 47.06% 8 17.65% 3 17 0.00 Q9 Medical responses are over tasking the service 's response capacity. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *1 1 . 7 6 % 2 11.76% 2 41.18% 7 23.53% 4 11.76% 2 17 0.00 - 359 - City of Pickering Fire Master Plan Final Report Page D-5 November 15, 2024 Q10 Your fire service experiences a high rate of turnover. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE * 5 . 8 8 % 1 29.41% 5 41.18% 7 11.76% 2 11.76% 2 17 0.00 Q11 Your current recruiting program is effective. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *1 1 . 7 6 % 2 5.88% 1 41.18% 7 29.41% 5 11.76% 2 17 0.00 - 360 - City of Pickering Fire Master Plan Final Report Page D-6 November 15, 2024 Q12 The current level of live-fire and specialty team training is adequate for the services provided. S T R O N G LY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *0 . 0 0 % 0 5.88% 1 23.53% 4 52.94% 9 17.65% 3 17 0.00 Q13 The current level of theoretical fire/rescue or leadership training you receive is adequate. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE * 0.00% 0 17.65% 3 35.29% 6 41.18% 7 5.88% 1 17 0.00 - 361 - City of Pickering Fire Master Plan Final Report Page D-7 November 15, 2024 * * Q14 You receive adequate training to maintain competencies and certifications. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE * 0 . 0 0 % 0 5.88% 1 23.53% 4 64.71% 11 5.88% 1 17 0.00 Q15 Recruits are adequately trained before they are assigned to full duty. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE * 5 . 8 8 % 1 5.88% 1 11.76% 2 52.94% 9 23.53%174 0.00 - 362 - City of Pickering Fire Master Plan Final Report Page D-8 November 15, 2024 Q16 The service is adequately resourced with small equipment (i .e. SCBA, light duty vehicles , loose equipment and consumables). STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *0 . 0 0 % 0 0.00% 0 11.76% 2 58.82% 10 29.41% 5 17 0.00 Q17 The current vehicle fleet of fire apparatus provides the capacity/capability necessary to meet the demands and types of responses. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *0 . 0 0 % 0 0.00% 0 23.53% 4 35.29% 6 41.18% 7 17 0.00 - 363 - City of Pickering Fire Master Plan Final Report Page D-9 November 15, 2024 Q18 Fire apparatus are appropriately life-cycled. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *0 . 0 0 % 0 0.00% 0 23.53% 4 52.94% 9 23.53% 4 17 0.00 Q19 The maintenance of fire apparatus is adequate. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *5 . 8 8 % 1 0.00%0 17.65%3 58.82%10 17.65% 3 17 0.00 - 364 - City of Pickering Fire Master Plan Final Report Page D-10 November 15, 2024 Q20 The current fire station is functional and meet the operational requirements of the department. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE * 35.29% 6 23.53% 4 23.53% 4 5.88%1 11.76% 2 17 0.00 Q21 The current fire station is strategically located for adequate geographic coverage. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE * 0 . 0 0 % 0 11.76% 2 11.76% 2 47.06% 8 29.41% 5 17 0.00 - 365 - City of Pickering Fire Master Plan Final Report Page D-11 November 15, 2024 * * Q22 The service keeps pace with leading technology in communications systems. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *5,88% 1 17.65% 3 11.76% 2 64.71% 11 0.00% 0 17 0.00 Q23 The service keeps pace with leading technology in records management system and mobile CAD systems. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *0.00%0 11.76%2 17.65%3 64.71% 11 5.88% 1 17 0.00 - 366 - City of Pickering Fire Master Plan Final Report Page D-12 November 15, 2024 Q24 The service keeps pace with leading technology in station alerting and pre-alerting. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *0.00%0 0.00%0 23.53%4 64.71%11 11.76%2 17 0.00 Q25 The service keeps pace with leading technology in records management and fire reporting systems. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *0 . 0 0 %0 5.88%1 35.29%6 52.94% 9 5.88%1 17 0.00 - 367 - City of Pickering Fire Master Plan Final Report Page D-13 November 15, 2024 Q26 The service keeps pace with leading technology in online learning management systems (LMS). STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE *5.88% 1 11.76%2 41.18%7 41.18%7 0.00%0 17 0.00 Q27 The service keeps pace with leading technology in traffic pre-emption system. STRONGLY DISAGREE DISAGREE NEITHER AGREE NOR DISAGREE AGREE STRONGLY AGREE TOTAL WEIGHTED AVERAGE * 5.88% 1 5.88% 1 52.94% 9 29.41% 5 5.88% 1 17 0.00 - 368 - Appendix E: City of Pickering Job Descriptions City of Pickering Fire Master Plan Fire Chief The Fire Chief participates as a member of the Senior Leadership Team and is responsible for the overall operation of the fire department. The Fire Department of Pickering also delivers fee-for-service fire communications. Responsibilities: • Provides strategic vision to Fire Services Department. • Act as Chief Fire Official for the City of Pickering. • Evaluates and measures municipal fire risk. • Acts as an assistant to the Ontario Fire Marshal and performs all duties associated with the position. • Manages and administers the fire safety, suppression, and emergency services for the City of Pickering. • Applies the provisions of the Fire Protection and Prevention Act and the Ontario Fire Code through fire safety inspections and fire code enforcement activities. • Assumes command at major emergencies and as required. • Develops, plans, implements, and manages a fire prevention inspection program. • Reviews, updates, implements, and maintains the Department’s Establishing and Regulating By-law. • Updates and maintains the Town’s Emergency Plan and is appointed as the Community Emergency Management Coordinator. • Administers and enforces the provisions of the Ontario Fire Code related to conducting fire safety inspections and related processes and acts as Provincial Offences Officer through Inspection Orders and judicial proceedings. • Develops new business opportunities for the Fire Communications Division. • Responsible for ensuring that a culture supportive of both customer service and continuous improvement is prevalent within the department. • Responsible for ensuring that a culture supportive of both customer service and continuous improvement is prevalent within the department. • Management, coaching, development, and performance management of staff, as well as team building. • Development of an annual department and business plan for areas of responsibility, including measurement tools for same. • Providing direction, guidance, and leadership to managers within the Fire Services department. Final Report Page E-0 November 15, 2024 - 369 - City of Pickering Fire Master Plan • Maintain effective working relationships with employees in compliance of the personnel policies and legislation. • As part of the senior leadership team, develops corporate goals, policies, programs, new work methods and objectives. • Plan, organizing, scheduling and co-coordinating work of town and other government staff, contractors, consultants, volunteers, government grant employees, etc. • Prepare reports to CAO/Council, and others regarding a wide variety of operational and capital issues. • Oversees and reviews operating procedures for all responsible areas. • Responsible for ensuring that all statutory licenses and certification of staff is maintained. • Manage and control both the operational and capital activities within budgetary guidelines. • Correspond, communicate, and meet with public regarding operational and all town issues as required. • Attend Council, committee and public information centre meetings as required. • Member of Emergency Management Team. • Ensures the training and implementation and compliance with the Occupational Health and Safety Act and regulations. • Aware of safe work practices relating to job responsibilities and understand the Occupational Health & Safety Act as it relates to the work environment. • Adheres to all policies and procedures for the Town. • Performs other duties as assigned. Qualifications: • Post-secondary education preferably at the university level or an equivalent. • Achieved the Ontario Fire Service Standard for Fire Chief. • Ontario Fire Service Standard for Training Officer and Fire Prevention Officer would be an asset. • Valid DZ driver’s licence. Minimum of five (5) year’s senior management experience. • Proven progressive record of municipal leadership. • Excellent interpersonal skills. • Excellent organizational skills. • Excellent communication and customer service skills. • Good working knowledge of current municipal government legislation, issues, and strategies. Final Report Page E-1 November 15, 2024 - 370 - City of Pickering Fire Master Plan • Ability to prioritize problem solve, motivate, coach, train and supervise staff. • Ability to establish and maintain effective working relationships. • Excellent team building skills. • Knowledge of relevant legislation, polices, and guidelines. • Excellent leadership skills. Assistant Chief, Communications and Administration The Assistant Chief of Communications and Administration reports to the Fire Chief and acts as Fire Chief and CEMC in the absence of the Fire Chief. Key accountabilities include leading and managing the Communications, Administration and Public Education divisions and assisting with the Emergency Management program for the City of Pickering Fire and Rescue Services. Responsibilities: • Lead and manage Communication, Public Education, and Administration Divisions • Coach, mentor, develop and inspire assigned personnel • Maintain compliance with legislation, council approved service levels and industry standards and best practices, • Develops, monitors, and evaluates Communications, Administration, and Public Education Programming • Direct and coordinate the work of communications and public education personnel • Administers accounts receivable and accounts payable functions • Administers Emergency Reporting Records Management Software • Administers payroll function • Administers Fire Department Correspondence • Liaise with internal and external agencies and stakeholders • Research, formulation and implementation of programs, policies, and procedures • Develops and administers divisional operating and capital budgets • Develops, negotiates, and administers service, employee, and maintenance contracts • Develops and administers annual work plan objectives • Develops training plans, programs and learning materials for areas of responsibility • Researches and develops policies, procedures, techniques • Researches and implements technologies and equipment to enhance service delivery • Demonstrated ability to manage employee attendance program Final Report Page E-2 November 15, 2024 - 371 - City of Pickering Fire Master Plan • Project management • Inspects and maintains technology and equipment • Develops responses to Requests for Proposals/Quotations • Resolves conflicts, finds solutions to complex problems • Demonstrated continuous improvement abilities • Compiles data for reports for business intelligence and decision support • Maintains positive labour relations • Excellent report writing and presentation skills • Exceptional customer service knowledge and skills • Maintains Professional Competency and development • Other duties as assigned Qualifications: • Post-Secondary education in communications, education, technology, business administration or related field and/or equivalent as determined by the Fire Chief • Minimum 5 years related work experience. • NFPA 1061 related certifications • NFPA 1035 certification • Demonstrated ability to develop, negotiate and administer service, employee, and maintenance contracts. • Experience, hiring, training, evaluating, personnel. • Valid G driver’s licence in good standing • Comprehensive knowledge of fire service administration, public education, and emergency fire communications processes, standards, and best practices • First Aid/CPR certificate. • Project Management experience • Make decisions, solve problems, resolve conflicts. • Principles of supervision, training, and performance evaluation. • Excellent verbal, written and presentation communication skills. • Superior interpersonal and customer service skills • Ability to work effectively maintaining a positive team environment. • Ability to lead, manage, coach, mentor, and develop staff. • Ability to handle matters of a confidential or politically sensitive nature. Final Report Page E-3 November 15, 2024 - 372 - City of Pickering Fire Master Plan • Comprehensive Knowledge of NFPA 1061 – Telecommunicator I & II, Tactical Dispatcher, Training Officer & Coordinator, Quality Assurance & Continuous Improvement, Communications Supervisor, Manager & Director • Comprehensive knowledge of Fire Communications related technology, CAD Symposium, Radio Motorola Avtec, RMS FirePro/Emergency Reporting, 911/NG-911, telephone system Avaya, GIS, Back-up equipment and emergency power. • Proficient in use of computer technology, CAD, Windows O/S, Microsoft Office Suite, Fire RMS, CAD, Radio, etc. Assistant Chief, Fire Prevention and Training The Assistant Chief, Fire Prevention and Training is responsible for planning, leading, and managing all activities related to fire prevention and training and assists with activities related to emergency management and emergency response. Responsibilities: • Maintain compliance with legislation, council approved service levels, and industry standards and best practices in all areas of fire prevention, training, and professional qualifications. • Conduct inspections ensuring compliance with legislation, codes, standards, and where necessary issue orders, notices and administers the prosecution process. • Prepare reports in order to provide detailed analysis of infractions pertaining to codes, legislation and by-laws and ensuring that owner(s)/occupant(s) of a property is/are aware of those infractions and/or requirements. • Evaluate, approve, monitor, and provide guidance for fire safety plans and evaluates occupant loads. • Read and interpret building plans, blueprints, installation guides, construction plans and specifications as well as conducts inspections, pursuant to the requirements and powers prescribed in the Building Code Act. • Conducts and monitors fire investigations, documents fire scenes, and reports on origin, cause, and circumstances. • Conducts Community Risk Analysis and develops prevention and training programs accordingly. • Manages fire prevention programs and activities so that fire inspections and life safety studies meet the requirements of relevant legislation, codes and standards, and fire risk analyses are completed. • Manages, creates, and promotes public relations and public education programs and activities focusing on public safety in an effective manner, and ensures compliance with relevant legislation. Final Report Page E-4 November 15, 2024 - 373 - City of Pickering Fire Master Plan • Fosters a positive, supportive, and collaborative team approach, manages conflict, and provides coaching and mentoring. • Provides technical support and expertise to fire department personnel. • Organizes initial response to emergency situations, initiates ICS, coordinates and controls emergency operations and resources, manages safety at the emergency site, supervises crew, and accounts for all personnel. • Assess and ensure efficient and effective operation and maintenance of fire stations, apparatus, and equipment. • Assigns, oversees, and assists in the delivery of internal training to Fire Service employees to ensure all personnel are fully competent in both fire suppression and the delivery of high-quality public education and fire prevention programs and activities. • Delegates responsibility and accountability and ensures that personnel professional development needs and succession planning requirements are met. • Under the direction of the Chief, establishes performance criteria and oversees performance evaluations. • Researches and evaluates policies, procedures, techniques, technology, and equipment for fire suppression. • Acts as the Fire Chief and as the Alternate Community Emergency Management Coordinator for the municipality and assumes the duties and responsibilities of the CEMC in absence of the Fire Chief. • Assists with the development, maintenance, and implementation of the Town’s Emergency Management Program to ensure compliance with emergency management legislation. • Liaises and collaborates with other Town departments, partner agencies, stakeholders, and community organizations. • Assists in the development of long-term and short-term operating and capital budget plans in accordance with established guidelines that align with the strategic direction of the Town Strategic Plan. • Participates in the planning and execution of Fire Service projects. • Performs administration duties, compiles data, and prepares reports for the Chief and to present to Town Council. • Ensures a respectful and harassment-free working environment. • Ensures that all statutory licenses, qualifications, and certification of employees are maintained. • Maintains professional competency and personal professional development. Final Report Page E-5 November 15, 2024 - 374 - City of Pickering Fire Master Plan • Ensures every reasonable precaution is taken to protect employees in accordance with the Occupational Health and Safety Act and regulations and ensures compliance with Town Health and Safety policies/procedures. • Adheres to all policies and procedures for the Town. • Performs other related duties as assigned. Qualifications: • Comprehensive knowledge of fire suppression and fire prevention typically acquired through post-secondary education in Fire Protection Technology, Administration, Education, or a related field. • Five (5) years of experience in a Fire Service preferably with specific experience in Fire Prevention, Training, and emergency response; an equivalent combination of education and experience may be considered. • Proven people leadership skills with a commitment to employee development, coaching, and collaborative team building. • Superior communication skills required; must be comfortable with public speaking, working collaboratively with community partners/stakeholders and have polished presentation skills. • Strong analytical, critical thinking, and problem-solving skills. • Excellent time management and organizational skills; ability to prioritize multiple initiatives and re-adjust priorities, oversee the development of a project/work schedules, monitor progress towards goals, and address challenges as they arise. • Knowledge of principals of adult learning to design and develop training programs for fire personnel. • Demonstrated resilience under pressure with comprehensive knowledge of crisis management. • Knowledge of relevant legislation including the Ontario Fire Code, Ontario Building Code, and municipal by-laws • Valid standard First Aid and CPR Level C • NFPA 1001 – Firefighter I & II • NFPA 1021 – Fire Officer I II • NFPA 1031 – Fire Inspector I, II • NFPA 1041 – Fire Instructor I & II • Qualified as a Certified Fire & Explosion Investigator (CFEI) or NFPA 1033 • Proficient in use of technology including Microsoft Office Suite and Fire RMS Final Report Page E-6 November 15, 2024 - 375 - City of Pickering Fire Master Plan • Strong research, writing, and communication skills with the ability to produce formal reports for Town Council. • A valid DZ driver’s licence in good standing with no more than six (6) demerit points. • Successful completion of a Criminal Background check and Vulnerable Sector screening and the ability to maintain discretion and confidentiality. • Ability to participate as an effective team member and to support and project values compatible with the Town. Fire Communicator Responsible for the effective and timely flow of emergency telecommunications to the public, customers, and staff. Responsibilities: • Answers all incoming calls to the Fire Communications Centre. • Facilitates immediate dispatch of required fire services. • Gathers as much complete and accurate information as possible from caller through the use of clear questions, a calm demeanor, and empathy/understanding. • Adjusts communication style to meet caller needs, to quickly determine how to route response. • Interviews and probes callers rapidly to acquire complete address (location) information, using effective descriptors. • Data enters location, caller information and details pertaining to the call. • Monitors firefighter response and provides logistical support to the Fire Service Incident Commander. • Maintains Radio Communication for the duration of an incident. • Ensures all incident documentation is complete and accurate in applicable computer systems. • Maintains Emergency Communication Centre equipment and supplies. • Performs Fire Service-related public relations within the Town providing related information as required. • Perform administrative duties and monitors station security. • Provide administrative support services for other Town departments as required. • Acts as a call centre agent for all other municipal services and selected county services, as required. • Responds to off-duty calls staffing requests during an emergency situation where additional support is required. Final Report Page E-7 November 15, 2024 - 376 - City of Pickering Fire Master Plan • Adheres to all policies and procedures for the Town. • Performs other related duties as assigned. Qualifications: • Two (2) year community college diploma in a related field of study or equivalent experience and/or training in Communications or a related field is required. A diploma in Emergency Telecommunications is preferred. • Prior emergency services dispatching is an asset. • Ability to obtain NFPA 1061 Level I & II accreditation. • Excellent communication skills (oral and listening) despite communication barriers of a caller and the ability to respond concisely and clearly. • The ability to demonstrate resiliency and remain calm in a high stress, demanding, fast paced environment. • Ability to work cooperatively and respectfully within a team environment. • Ability to learn and apply knowledge/skills in a fast-paced environment. • Excellent organizational skills, able to prioritize tasks. • Excellent keyboarding skills (45 WPM) and demonstrated proficiency in Microsoft Word and Excel. The ability to learn new software applications as required. • Must be able to type and enter data with exceptional accuracy. • Professional, respectful, and courteous demeanour with a willingness and commitment to working with and helping members of the public and other staff. • Ability to maintain composure with individuals who are emotionally upset, or frustrated. • Ability to multi-task and adapt to continuous change. • Ability to accurately follow policies, procedure, directives, and standard operating procedures. • Ability to deescalate and resolve conflict as well as answer questions and address concerns/complaints promptly. • Must demonstrate a commitment to continuous improvement by exploring innovative or unique approaches to completing position responsibilities. • Must be able to work rotating shifts and have flexibility to report to work on short notice in the event of an emergency. • Ability to meet testing requirements of the position. • Ability to participate as an effective team member and to support and project values compatible with the Town. Final Report Page E-8 November 15, 2024 - 377 - City of Pickering Fire Master Plan Volunteer Firefighter Performs firefighting, emergency response, and fire inspection duties with a requirement to participate in ongoing mandatory training, with a commitment to public engagement and education. Responsibilities • Responds promptly to fire and rescue emergencies so that lives are protected and property loss and damage to the environment is minimized. • Participates in regular training in all aspects of firefighting/suppression, fire prevention, fire equipment/vehicle maintenance, health, and safety, and first aid. • Performs work of a hazardous nature involving fighting fires, salvaging, rescue, and administering first aid. • Performs communication duties so that required information is transmitted or received through the appropriate emergency communications system. • Ensures that victims are safely removed from an area of danger to an area of safety while securing the perimeter of the area from members of the public. • Provides emergency first aid care so that victims are assessed and stabilized, emergency care is initiated, and patients are transferred to emergency medical services for further care and transport. • Performs hazardous materials and chemical operations so that injury or loss of life is prevented, and environmental and property damage is minimized. • Operates and maintains fire vehicles such as engines, ladder trucks, aerial platform, rescue trucks and support vehicles as required by the Ontario Highway Traffic Act and that preventable mechanical breakdowns are avoided. • Maintains fire equipment to ensure safe functionality and operational readiness. • Participates in fire safety inspections to ensure that a premises meets an acceptable degree of life safety as specified by the City of Pickering Fire Department and the Ontario Fire Code and refers fire safety infractions/violations as required. • Performs public education and public relations activities to engage the community and promote fire and emergency safety. • Collectively develops pre-incident plans so all pertinent information is available to fire suppression personnel for determining initial response and establishing incident management requirements. • Ensures all legislation, safety procedures, and practices are adhered with working knowledge of Occupational Health and Safety Act (OHSA) as it relates to fire suppression and rescue activities (PPE, Fall Arrest, Confined Space, and Aerial Platform). Final Report Page E-9 November 15, 2024 - 378 - City of Pickering Fire Master Plan • Performs administrative duties in accordance with fire department operating guidelines. • Demonstrates a commitment to personal and professional development to remain current with new legislation, standards, techniques, and procedures. • Adheres to all policies and procedures of the Town. • Performs other related duties as assigned. Qualifications • Reside within or in close proximity to the City of Pickering. Preference will be given to those residing in closest proximity to the Fire Hall and candidates who have the greatest flexibility to attend calls. • Completion of secondary school education or an equivalent is preferred. • Be at least 18 years of age. • Possess a valid Class ‘G’ Driver’s Licence with driver’s abstract acceptable to the Town. • Ability to obtain a class DZ Driver’s Licence during the probationary period. • Have visual acuity, minimum requirement of 20/30 corrected OR 20/40 uncorrected both eyes tested together, have normal depth perception, and have colour vision. • Proficiency to communicate effectively in English both in speaking and writing. • Ability to complete and maintain a Standard First Aid and CPR Level C certification. • Ability to physically and mentally perform the duties of a firefighter having regard for one’s own safety and the safety of the public. • Ability to meet performance levels as outlined in the Association agreement including emergency responses, weekly training session requirements, and regularly scheduled station duties. • Ability to work in adverse conditions for prolonged periods of time and comfortable working at heights and in confined spaces. • Ability to conduct routine maintenance and cleaning of the station and all equipment. • Ability to work in a highly structured work environment and follow the regulations and procedures of the Pickering Fire Department. • Dedication and capability of learning and performing the various methods and techniques used in extinguishing and preventing fires and in executing rescues. • Commitment to acquiring knowledge of hazardous materials, poisonous substances, arson detection, life safety systems and other job-related subjects, and be familiar with the procedures associated with these subjects. Final Report Page E-10 November 15, 2024 - 379 - City of Pickering Fire Master Plan • Ability to make sound decisions, provide clear direction/information, and remain calm in high pressure, emotionally charged, emergency situations. • Possess no criminal convictions for which a pardon has not been granted. • Successful completion of the new recruit training program. • Ability to participate as an effective team member and to support and project values compatible with the Pickering Fire Department. Final Report Page E-11 November 15, 2024 - 380 - Appendix F: Pickering Fire Apparatus and Light Duty Fleet City of Pickering Fire Master Plan Station 1 Unit Number: Pump 51 Year/Make: 2019 Dependable/Spartan Type: Pumper / Diesel Odometer (kms: 52,057 Pump Capacity: 6,000 LPM Tank Capacity: (Water) 2339 Liters Foam Capacity: 151 Liters Delivery Method: Foam Pro Usage: Front line pumper /rescue /aerial for fires, alarms, MVC, rescues and medical aid etc. Unit Number: Aerial 51 Year/Make: 2013 Smeal/Spartan Type: 100’ Aerial / Diesel Odometer (km): 65,642 Pump Capacity: 7000 LPM Tank Capacity: (water) 1796 Liters Foam Capacity: NA Delivery Method: NA Usage: Front line aerial for fires, alarms, and rescues. Unit Number: Rescue 51 Year/Make: 2019 SVI/Spartan Type: Rescue / Diesel Odometer (km): 58,447 Pump Capacity: NA Tank Capacity: (Water) NA Foam Capacity: NA Delivery Method: NA Usage: Front line Rescue for MVC and specialized rescues. Unit Number: Car 55 Year/Make: 2023 Ford Expedition Type: Command Vehicle Odometer (km): 500 Pump Capacity: NA Tank Capacity: (Water) NA Foam Capacity: NA Delivery Method: NA Usage: Front line command vehicle Final Report Page F-1 November 15, 2024 - 381 - City of Pickering Fire Master Plan Station 1 Unit Number: Spare Car 55 Year/Make: 2017 Chevrolet Tahoe Type: Command Vehicle Odometer (kms.): 89429 Pump Capacity: NA Tank Capacity: (Water) NA Foam Capacity: NA Delivery Method: NA Usage: Spare Command Vehicle Station #2 Unit Number: Ladder 52 Year/Make: 2013 Smeal/Spartan Type: 50’ Ladder / Diesel Odometer (km): 144634 Pump Capacity: 5000 LPM Tank Capacity: (Water) 1886 Liters Foam Capacity: 113 Liters Delivery Method: Foam Pro Usage: Front line pumper /rescue /aerial for fires, alarms, MVC, rescues and medical aid etc. Unit Number: Pumper 57 Year/Make: 2006 Smeal/Spartan Type: Pumper/ Diesel Odometer (km): 121,968 Pump Capacity: 4773 LPM Tank Capacity: (Water) 3785 Liters Foam Capacity: 113 Liters Delivery Method: Foam Pro Usage: Spare pumper/rescue for fires, alarms, MVC, rescues and medical aid etc. Final Report Page F-2 November 15, 2024 - 382 - City of Pickering Fire Master Plan Station #4 Unit Number: Pumper 54 Year/Make: 2010 Smeal/Spartan Type: Pumper / Diesel Odometer (km): 201369 Pump Capacity: 5000 LPM Tank Capacity: (Water) 2,839 Liters Foam Capacity: 113 Liters Delivery Method: Foam Pro Usage: Front line pumper /rescue /aerial for fires, alarms, MVC, rescues and medical aid etc. Unit Number: Pumper 52 Year/Make: 2005 Smeal/Spartan Type: Pumper/ Diesel Odometer (km): 165884 Pump Capacity: 4773 LPM Tank Capacity: (water) 3785 Foam Capacity: 113 Liters Delivery Method: Foam Pro Usage: Spare pumper/rescue for fires, alarms, MVC, rescues and medical aid etc. Station #5 Unit Number: Ladder 55 Year/Make: 2021 Smeal/Spartan Type: 75’ Ladder / Diesel Odometer (km): 22868 Pump Capacity: 7570 LPM Tank Capacity: (Water) 1514 Liters Foam Capacity: 113 Liters Delivery Method: Foam Pro Usage: Front line pumper /rescue /aerial for fires, alarms, MVC, rescues and medical aid etc. Unit Number: Pumper 53 Year/Make: 2011 Smeal/Spartan Type: Pumper/ Diesel Odometer (km): 161,995 Pump Capacity: 5000 LPM Tank Capacity: (water) 3785 Liters Foam Capacity: 113 Liters Delivery Method: Foam Pro Usage: Spare pumper/rescue for fires, alarms, MVC, rescues and medical aid etc. Final Report Page F-0 November 15, 2024 - 383 - City of Pickering Fire Master Plan Station #6 Unit Number: Pumper 56 Year/Make: 2015 Smeal/Spartan Type: Pumper / Diesel Odometer (km): 143,615 Pump Capacity: 7124 LPM Tank Capacity: (Water) 2359 Liters Foam Capacity: 113 Liters Delivery Method: Foam Pro Usage: Front line pumper/rescue for fires, alarms, MVC, rescues and medical aid etc. Unit Number: Tanker 56 Year/Make: 2018 Dependable/Spartan Type: Pumper/ Diesel Odometer (km): 5,477 Pump Capacity: 6000 LPM Tank Capacity: (water) 11420 Liters Foam Capacity: NA Delivery Method: NA Usage: Front line tanker for fires and alarms Final Report Page F-0 November 15, 2024 - 384 - Appendix G: Mandatory Certification for Fire Protection Services City of Pickering Fire Master Plan Item Fire protection service Minimum Certification Standard Compliance Deadline 1 Firefighter Exterior Attack: Fire suppression operations from the exterior of the building only. The following job performance requirements of NFPA 1001, “Standard for Fire Fighter Professional Qualifications”, 2019 Edition, Chapter 4 (Firefighter I) and Chapter 5 (Firefighter II): 4.1, 4.2, 4.3.1, 4.3.2,4.3.3, 4.3.6, 4.3.7, 4.3.8, 4.3.10 (A1-A9, B1-B3, B4 (exterior stairway), B5- B10), 4.3.15, 4.3.16, 4.3.17, 4.3.18, 4.3.19, 4.3.20, 4.3.21, 4.5 5.1, 5.2, 5.3.1, 5.3.2 (A1-A4), 5.3.3, 5.3.4, 5.4.2, 5.5.3, 5.5.4, 5.5.5 July 1, 2026 2 Firefighter Exterior Attack and auto extrication: Fire suppression operations from the exterior of the building only and auto extrication rescue. All job performance requirements in item 1 and the following job performance requirements of NFPA 1001, “Standard for Fire Fighter Professional Qualifications”, 2019 Edition, Chapter 5 (Firefighter II): 5.4.1 July 1, 2026 3 Firefighter Exterior Attack and hazardous materials response: Fire suppression operations from the exterior of the building only and Operations-level hazardous materials response. All job performance requirements in item 1, all job performance requirements of NFPA 1072, “Standard for Hazardous Materials/Weapons of Mass Destruction Emergency Response Personnel Professional Qualifications”, 2017 Edition, Chapter 5 (Operations) and the following job performance requirements of Chapter 6 (Operations Mission Specific): 6.2 and 6.6 July 1, 2026 Final Report Page G-1 November 15, 2024 - 385 - City of Pickering Fire Master Plan Item Fire protection service Minimum Certification Standard Compliance Deadline 4 Firefighter Exterior Attack, auto extrication and hazardous materials response: Fire suppression operations from the exterior of the building only, automobile extrication rescue and Operations-level hazardous materials response. All job performance requirements in items 1, 2 and 3. July 1, 2026 5 Firefighter Interior Attack: Fire suppression operations that enter the interior of the building and can perform rescue. All job performance requirements in item 1 and the following job performance requirements of NFPA 1001, “Standard for Fire Fighter Professional Qualifications”, 2019 Edition, Chapter 4 (Firefighter I) and Chapter 5 (Firefighter II): 4.3.4, 4.3.9, 4.3.10 (A10-A11, B4 (interior stairway), B11), 4.3.11, 4.3.12, 4.3.13, 4.3.14 5.3.2 (A5-A9, B1-B6) July 1, 2026 6 Firefighter Interior Attack and auto extrication: Fire suppression operations that enter the interior of the building and can perform rescue and automobile extrication rescue. All job performance requirements in item 5 and the following job performance requirements of NFPA 1001, “Standard for Fire Fighter Professional Qualifications”, 2019 Edition, Chapter 5 (Firefighter II): 5.4.1 July 1, 2026 7 Firefighter Interior Attack and hazardous materials response: Fire suppression operations that enter the interior of the building and Operations-level hazardous materials response. All job performance requirements in item 5, all job performance requirements of NFPA 1072, “Standard for Hazardous Materials/Weapons of Mass Destruction Emergency Response Personnel Professional Qualifications”, 2017 Edition, Chapter 5 (Operations) and the following job performance requirements of Chapter 6 (Operations Mission Specific): 6.2 and 6.6 July 1, 2026 Final Report Page G-2 November 15, 2024 - 386 - City of Pickering Fire Master Plan Item Fire protection service Minimum Certification Standard Compliance Deadline 8 Firefighter Interior Attack, auto extrication and hazardous materials response: Fire suppression operations that enter the interior of the building and can perform rescue, automobile extrication rescue and Operations-level hazardous materials response (full-service firefighter). All job performance requirements of NFPA 1001, “Standard for Fire Fighter Professional Qualifications”, 2019 Edition, Chapter 5 (Firefighter II). July 1, 2026 9 Team Lead Exterior Attack: Supervision of firefighters that provide fire suppression operations from the exterior of the building only. All job performance requirements in item 1 and the following job performance requirements of NFPA 1021, “Standard for Fire Officer Professional Qualifications”, 2020 edition, Chapter 4 (Fire Officer I): 4.1.1, 4.2.1, 4.2.2, 4.2.3, 4.2.4, 4.4.1, 4.4.2, 4.4.4, 4.4.5, 4.5.3, 4.6, 4.7.1, 4.7.3 July 1, 2026 10 Team Lead Exterior Attack and auto extrication: Supervision of firefighters that provide fire suppression operations from the exterior of the building only or that provide auto extrication rescue. All job performance requirements in item 2 and the following job performance requirements of NFPA 1021, “Standard for Fire Officer Professional Qualifications”, 2020 edition, Chapter 4 (Fire Officer I): 4.1.1, 4.2.1, 4.2.2, 4.2.3, 4.2.4, 4.4.1, 4.4.2, 4.4.4, 4.4.5, 4.5.3, 4.6, 4.7.1, 4.7.3 July 1, 2026 11 Team Lead Exterior Attack and hazardous materials response: Supervision of firefighters that provide fire suppression operations from the exterior of the building only or that provide Operations-level hazardous materials response. All job performance requirements in item 3 and the following job performance requirements of NFPA 1021, “Standard for Fire Officer Professional Qualifications”, 2020 edition, Chapter 4 (Fire Officer I): 4.1.1, 4.2.1, 4.2.2, 4.2.3, 4.2.4, 4.4.1, 4.4.2, 4.4.4, 4.4.5, 4.5.3, 4.6, 4.7.1, 4.7.3 July 1, 2026 Final Report Page G-3 November 15, 2024 - 387 - City of Pickering Fire Master Plan Item Fire protection service Minimum Certification Standard Compliance Deadline 12 Team Lead Exterior Attack, auto extrication and hazardous materials: Supervision of firefighters that provide fire suppression operations from the exterior of the building only or that provide automobile extrication rescue or Operations-level hazardous materials response. All job performance requirements in item 4, and the following job performance requirements of NFPA 1021, “Standard for Fire Officer Professional Qualifications”, 2020 edition, Chapter 4 (Fire Officer I): 4.1.1, 4.2.1, 4.2.2, 4.2.3, 4.2.4, 4.4.1, 4.4.2, 4.4.4, 4.4.5, 4.5.3, 4.6, 4.7.1, 4.7.3 July 1, 2026 13 Team Lead Interior Attack: Supervision of firefighters that provide fire suppression operations from the interior of the building and can perform rescue. All job performance requirements in item 5 and the following job performance requirements of NFPA 1021, “Standard for Fire Officer Professional Qualifications”, 2020 edition, Chapter 4 (Fire Officer I): 4.1.1, 4.2.1, 4.2.2, 4.2.3, 4.2.4, 4.4.1, 4.4.2, 4.4.4, 4.4.5, 4.5.3, 4.6, 4.7.1, 4.7.3 July 1, 2026 14 Team Lead Interior Attack and auto extrication: Supervision of firefighters that provide fire suppression operations from the interior of the building and can perform rescue or that provide automobile extrication rescue. All job performance requirements in item 6 and the following job performance requirements of NFPA 1021, “Standard for Fire Officer Professional Qualifications”, 2020 edition, Chapter 4 (Fire Officer I): 4.1.1, 4.2.1, 4.2.2, 4.2.3, 4.2.4, 4.4.1, 4.4.2, 4.4.4, 4.4.5, 4.5.3, 4.6, 4.7.1, 4.7.3 July 1, 2026 15 Team Lead Interior Attack and hazardous materials response: Supervision of firefighters that provide fire suppression operations from the interior of the building and can perform rescue or that provide Operations-level hazardous materials response. All job performance requirements in item 7 and the following job performance requirements of NFPA 1021, “Standard for Fire Officer Professional Qualifications”, 2020 edition, Chapter 4 (Fire Officer I): 4.1.1, 4.2.1, 4.2.2, 4.2.3, 4.2.4, 4.4.1, 4.4.2, 4.4.4, 4.4.5, 4.5.3, 4.6, 4.7.1, 4.7.3 July 1, 2026 Final Report Page G-4 November 15, 2024 - 388 - City of Pickering Fire Master Plan Item Fire protection service Minimum Certification Standard Compliance Deadline 16 Team Lead Interior Attack, auto extrication and hazardous materials response: Supervision of firefighters that provide fire suppression operations from the interior of the building and can perform rescue or that provide automobile extrication rescue or Operations-level hazardous materials response (full-service fire officer). All job performance requirements of NFPA 1021 “Standard for Fire Officer Professional Qualifications”, 2020 edition, Chapter 4 (Fire Officer I). July 1, 2026 17 Pump Operations: Operation of a pumper apparatus without driving the apparatus, or where the apparatus does not require a class D licence. All job performance requirements of NFPA 1002, “Standard for Fire Apparatus Driver/Operator Professional Qualifications”, 2017 Edition, Chapter 5 (Apparatus Equipped with Fire Pump), without pre-requisites in Chapter 4. July 1, 2026 18 Pump Operations: driver: Driving and operating a pumper apparatus that requires a class D licence. All job performance requirements in NFPA 1002 “Standard for Fire Apparatus Driver/Operator Professional Qualifications”, 2017 Edition, Chapter 5 (Apparatus Equipped with Fire Pump). July 1, 2026 19 Fire Prevention/Inspection Level I: conducting fire and life safety inspections. All job performance requirements of NFPA 1031, “Standard for Professional Qualifications for Fire Inspector and Plan Examiner”, 2014 Edition, Chapter 4 (Fire Inspector I). July 1, 2026 20 Fire Prevention/Inspection Level II: conducting fire and life safety inspections including in facilities that store, handle or use flammable/combustible liquids. All job performance requirements in item 19 and NFPA 1031, “Standard for Professional Qualifications for Fire Inspector and Plan Examiner”, 2014 Edition, Chapter 5 (Fire Inspector II). July 1, 2026 21 Fire Investigator: conducting fire cause and origin investigations. All job performance requirements of NFPA 1033, “Professional Qualifications for Fire Investigator”, 2014 Edition, Chapter 4 (Fire Investigator). July 1, 2026 Final Report Page G-5 November 15, 2024 - 389 - City of Pickering Fire Master Plan Item Fire protection service Minimum Certification Standard Compliance Deadline 22 Fire and Life Safety Educator: providing fire and life safety education. All job performance requirements of NFPA 1035, “Standard on Fire and Life Safety Educator, Public Information Officer, Youth Firesetter Intervention Specialist, and Youth Firesetter Program Manager Professional Qualifications”, 2015 Edition, Chapter 4 (Fire and Life Safety Educator I). July 1, 2026 23 Training Officer Level I: providing training and education to other fire personnel. All job performance requirements of NFPA 1041, “Standard for Fire and Emergency Services Instructor Professional Qualifications”, 2019 Edition, Chapter 4 (Fire and Emergency Services Instructor I). July 1, 2026 24 Training Officer Level II: providing training and education to other fire personnel including lead instructor roles at live fire and above or below grade technical rescue practical training. All job performance requirements in item 23 and NFPA 1041, “Standard for Fire and Emergency Services Instructor Professional Qualifications”, 2019 Edition, Chapter 5 (Fire and Emergency Services Instructor II). July 1, 2026 25 Emergency Communicators Level I: taking emergency calls. All job performance requirements of NFPA 1061, “Standard for Public Safety Telecommunications Personnel Professional Qualifications”, 2018 Edition, Chapter 4 (Public Safety Telecommunicator I). July 1, 2026 26 Emergency Communicators Level II: taking emergency calls and dispatching emergency vehicles. All job performance requirements in item 25 and NFPA 1061, “Standard for Public Safety Telecommunications Personnel Professional Qualifications”, 2018 Edition, Chapter 5 (Public Safety Telecommunicator II). July 1, 2026 27 Incident Safety Officers: undertaking the primary role of incident safety officer at emergency calls. All job performance requirements of NFPA 1521, “Standard for Fire Department Safety Officer Professional Qualifications”, 2020 Edition, Chapter 5 (Incident Safety Officer). July 1, 2026 Final Report Page G-6 November 15, 2024 - 390 - City of Pickering Fire Master Plan Item Fire protection service Minimum Certification Standard Compliance Deadline 28 Hazardous Materials Response — Operations Mission Specific Level: responding to emergencies involving hazardous materials at the Operations Mission Specific Level. All job performance requirements of NFPA 1072, “Standard for Hazardous Materials/Weapons of Mass Destruction Emergency Response Personnel Professional Qualifications”, 2017 Edition, Chapter 6 (Operations Mission Specific) July 1, 2026 29 Hazardous Materials Response — Technician Level: responding to emergencies involving hazardous materials at the Technician Level. All job performance requirements of NFPA 1072, “Standard for Hazardous Materials/Weapons of Mass Destruction Emergency Response Personnel Professional Qualifications”, 2017 Edition, Chapter 7 (Hazardous Materials Technician). July 1, 2026 30 Rope Rescue — Operations: rope rescue at the Operations Level. The following job performance requirements of NFPA 1006, “Standard for Technical Rescue Personnel Professional Qualifications”, 2021 Edition, Chapter 5 (Rope Rescue) (Operations): 5.2 July 1, 2028 31 Rope Rescue — Technician: rope rescue at the Technician Level. The following job performance requirements of NFPA 1006, “Standard for Technical Rescue Personnel Professional Qualifications”, 2021 Edition, Chapter 5 (Rope Rescue) (Technician): 5.3 July 1, 2028 32 Structural Collapse — Operations: structural collapse rescue at the Operations Level. The following job performance requirements of NFPA 1006, “Standard for Technical Rescue Personnel Professional Qualifications”, 2021 Edition, Chapter 6 (Structural Collapse Rescue) (Operations): 6.2 July 1, 2028 Final Report Page G-7 November 15, 2024 - 391 - City of Pickering Fire Master Plan Item Fire protection service Minimum Certification Standard Compliance Deadline 33 Structural Collapse — Technician: structural collapse rescue at the Technician Level. The following job performance requirements of NFPA 1006, “Standard for Technical Rescue Personnel Professional Qualifications”, 2021 Edition, Chapter 6 (Structural Collapse Rescue) (Technician): 6.3 July 1, 2028 34 Confined Space — Operations: confined space rescue at the Operations Level. The following job performance requirements of NFPA 1006, “Standard for Technical Rescue Personnel Professional Qualifications”, 2021 Edition, Chapter 7 (Confined Space Rescue) (Operations): 7.2 July 1, 2028 35 Confined Space — Technician: confined space rescue at the Technician Level. The following job performance requirements of NFPA 1006, “Standard for Technical Rescue Personnel Professional Qualifications”, 2021 Edition, Chapter 7 (Confined Space Rescue) (Technician): 7.3 July 1, 2028 36 Trench Rescue — Operations: trench rescue at the Operations Level. The following job performance requirements of NFPA 1006, “Standard for Technical Rescue Personnel Professional Qualifications”, 2021 Edition, Chapter 12 (Trench Rescue) (Operations): 12.2 July 1, 2028 37 Trench Rescue — Technician: trench rescue at the Technician Level. The following job performance requirements of NFPA 1006, “Standard for Technical Rescue Personnel Professional Qualifications”, 2021 Edition, Chapter 12 (Trench Rescue) (Technician): 12.3 July 1, 2028 Final Report Page G-8 November 15, 2024 - 392 - City of Pickering Fire Master Plan Item Fire protection service Minimum Certification Standard Compliance Deadline 38 Surface Water Rescue — Operations: surface water rescue at the Operations Level. The following job performance requirements of NFPA 1006, “Standard for Technical Rescue Personnel Professional Qualifications”, 2021 Edition, Chapter 17 (Surface Water Rescue) (Operations): 17.2 July 1, 2028 39 Surface Water Rescue — Technician: surface water rescue at the Technician Level. The following job performance requirements of NFPA 1006, “Standard for Technical Rescue Personnel Professional Qualifications”, 2021 Edition, Chapter 17 (Surface Water Rescue) (Technician): 17.3 July 1, 2028 40 Swift Water Rescue — Operations: swift water rescue at the Operations Level. The following job performance requirements of NFPA 1006, “Standard for Technical Rescue Personnel Professional Qualifications”, 2021 Edition, Chapter 18 (Swiftwater Rescue) (Operations): 18.2 July 1, 2028 41 Swift Water Rescue — Technician: swift water rescue at the Technician Level. The following job performance requirements of NFPA 1006, “Standard for Technical Rescue Personnel Professional Qualifications”, 2021 Edition, Chapter 18 (Swiftwater Rescue) (Technician): 18.3 July 1, 2028 42 Ice Water Rescue — Operations: ice water rescue at the Operations Level. The following job performance requirements of NFPA 1006, “Standard for Technical Rescue Personnel Professional Qualifications”, 2021 Edition, Chapter 20 (Ice Rescue) (Operations): 20.2 July 1, 2028 Final Report Page G-9 November 15, 2024 - 393 - City of Pickering Fire Master Plan Item Fire protection service Minimum Certification Standard Compliance Deadline 43 Ice Water Rescue — Technician: ice water rescue at the Technician Level. The following job performance requirements of NFPA 1006, “Standard for Technical Rescue Personnel Professional Qualifications”, 2021 Edition, Chapter 20 (Ice Rescue) (Technician): 20.3 July 1, 2028 Final Report Page G-10 November 15, 2024 - 394 - ----- PICKERING City of Pickering Fire Master Plan Appendix H: Fire Prevention Staffing Model Capacity Planning Model by OBC Building Group Type OBC Building Class InspectionF requency (Years)NFPA 1730 Meet A 3 1 ✓ 33% B 1 1 ✓ 100% C 1 1 ✓ 100% D 3 3 ✓ 33% E 3 3 ✓ 33% F 3 2 ✓ 50% F - Division 1 2 1 ✓50% Effici ency Factor 71% Calculated Adjusted Inspectors Required (Inspections)1.52 2.12 Inspectors Required (Other Activities)1.53 2.14 3 4Number of Inspectors Required 0 Number of Additional Inspectors Required 0 Classification Chief FPO 1 FPO 1 Inspector 2 Public Eductor 1 Total 5 4 Total FPO Staff Required 9.3 Po pulation 100,000 2016 Est'd FUS Ratio Target Deviation Inspectors 23,463 15,000 -8,463 Educators 33,333 50,000 16,667 Provincial Ratio Inspectors 23,463 26,000 2,537 CAPACITY PLANNING MODEL BY BUILDING GROUP TYPE Method of Inspection Number of Buildings in Group (A) Average Time to Complete In itial Inspection (Hours) (B) Average Tim e to Complete Recall Inspection (Hours) (C) Average Time to Complete In itial & Recall Inspection (Hours) (D) Total Tim e to Inspect Group (Hours) (A x B ) Frequency o f Inspection s (Every 1, 2, 3 or 4 Years) Total Tim e Each Year to Inspect Group (Person W eeks) (A x B) Total Tim e to Inspect Group (Person Years) (A x B) Group A Assembly occupancy (Group 'A') means the occupancy or the use of a building, or part thereof, by a gathering of persons for civic. political, travel, religious, social, educational, recreational or like purposes or for the consumption of food or drink. 160 2.5 0.625 3.125 500 3 4.17 0.08 Group B Institutional occupancy (Group 'B') means the occupancy or use of a building or part thereof by persons who require supervisory care, medical care or medical treatment or by persons who are under restraint for correctional purposes and are incapable of self preservation because of security measures not under their control. Nursing Homes 3 17 4.25 21.25 63.75 1 1.59 Long-Term Care Facilities 12 17 4.25 21.25 255 1 6.38 Retirement Communities and Homes 6 17 4.25 21.25 127.5 1 3.19 Other Group B Facil ities 2 8 2 10 20 1 0.50 Detention Homes 0 8 2 10 0 1 0.00 Group C Residential occupancy (Group ‘C') means the occupancy or use of a building or part thereof by persons for whom sleeping accommodation is provided but who are not harboured or detained to receive medical care or treatment or are not involuntarily detained. S ^B E H R Fina[ReP°rt Integrated Solutions N o v e m b e r 15, 2024 Page H-1 - 395 - -------C t - j -------- PICKERING City of Pickering Fire Master Plan Capacity Planning Model by OBC Building Group Type LOW RISE 48 3 0.75 3.75 180 2 2.25 0.88 HIGH RISE 99 14 3.5 17.5 1732.5 1 43.31 ROOMING, BOARDING. LODGING 2 4 1 5 10 1 0.25 DUAL PURPOSE - ACCESSORY APT. 1 2 0.5 2.5 2.5 1 0.06 HO TEL, M OTEL, M OTOR LODGE 0 3 0.75 3.75 0 1 0.00 SINGLE, SEMI, TOW NHOUSE, CONDO 5,575 N/A N/A N/A N/A N/A N/A OTHER RESIDENTIAL (Seasonal Worker Homes)0 1 0.25 1.25 0 5 0.00 ________________ ___________________________________________ _________ __________________________________________________ ___________________________________________________________ ________________________________________________ Group D Business and personal services occupancy (Group 'D') means the occupancy or use of a building or part thereof for the transaction of business or the rendering or receiving of professional or personal services. 306 1.5 0.375 1.875 574 3 4.78 0.09 Group E Mercantile occupancy (Group 'E ') means the occupancy or use of a building or part thereof for the displaying or selling of retail goods, wares or merchandise. 306 2 0.5 2.5 765 3 6.38 0.12 Group F Industrial occupancy (Group 'F ') means the occupancy or use of a building or part thereof for assembling, fabricating, manufacturing, processing, repairing or storing of goods and materials. 565 3 0.75 3.75 2,119 3 17.66 0.34 Group F Division 1 High hazard industrial occupancy (Group 'F ' Division 1) means an industrial occupancy that contains sufficient quantities of highly combustible and flammable or explosive materia ls that, because of their inherent characteristics, constitute a special fire hazard. 0 16 4 20 0 2 0.00 0.00 1,510 1.52 CAPACITY PLANNING MODEL (ADDITIONAL SERVICES PROVIDED) Method of Inspection Average Number of Inspections per Year Average Time to Complete Initial Inspection (Hours) (B) Average Time to Complete Recall Inspection (Hours) (C) Average Time to Complete Initial & Recall Inspection (Hours) (D) Total Time to Inspect This Type (Hours) (A x B) Frequency of Inspection s (Every 1, 2.,3 or 4 Years) Total Time Each Year to Inspect This Type (Person Weeks) (A x B) Total Time to Inspect This Type (Person Years) (A x B) Plans Examination Examination of building plans, blueprints and drawings for new building construction and site inspections of same 332 4 1 5 1660 1 41.50 0.80 - 396 - Capacity Planning Model by OBC Building Group Type Complaint Inspections Inspections done to address complaints of possible Fire Code violations or general fire and life safety concerns 168 2 0.5 2.5 420 1 10.50 0.20 Request Inspections Inspections by owners to address concerns in their building 418 1.5 0 1.5 627 1 15.68 0.30 Information Inspections Inspections done for third parties (ie. Lawyers. Insurance Companies, Banks, etc.)47 2 0 2 94 1 2.35 0.05 Court and Prep Time 4 8 0 3 32 1 0.80 0.02 Residential Rental License 25 2 0.5 2.5 62.5 1 1.56 0.03 Fire Safety Plan Review 24 7 2 9 216 1 5.40 0.10 Public Education 141 2 1 3 423 1 10.58 0.00 Fire Investigations Investigations into the cause and origin of a fire 6 12 0 12 72 1 1.80 0.03 1.53 Population in 2016 100,000 @ Prov. Avg. 1: 26,000 ~ Staff Req. = 3.8 1 . 5 2 @ IAO Std. 1: 15,323 ~ Staff Req. = 6.5 Total = 3.0 Adjusted - Effcy Factor = 4 - 397 - Report to Executive Committee Report Number: CAO 01-25 Date: January 13, 2025 From: Marisa Carpino Chief Administrative Officer Subject: Corporate Strategic Plan - 2024 Annual Progress Report - File: A-1440 Recommendation: 1. That Report CAO 01-25, regarding Corporate Strategic Plan Annual Progress Report, be received for information. Executive Summary: The purpose of this report is to provide an annual update on the 2024-2028 Corporate Strategic Plan (the Plan). Initiated with a Council Strategic Work Planning Workshop at a Special Meeting of Council in March 2023, the Plan represents a collaborative effort involving City Council, residents, City staff, City Advisory Committees, and community stakeholders. This comprehensive plan, endorsed by Council on December 11, 2023 under Report LEG 06-23 (Resolution #357/23), outlines the strategic priorities for the period from 2024 to 2028. The Plan includes a Vision, Mission, Corporate Values, Principles & Beliefs, six Strategic Priorities, and a Corporate Key. These elements encompass 23 areas of strategic focus and 88 Specific Actions, designed to guide the efforts of Council and Staff in achieving the outlined goals. Following the plan's endorsement, an internal working group was established, with designated staff leading each of the Specific Actions. This structured approach ensures accountability and progress tracking. As of the first annual report, 87 Specific Actions are in progress, and one has been completed. Detailed progress on all 88 Specific Actions is provided in Attachment 1. Relationship to the Pickering Strategic Plan: The recommendations in this report responds to all of the Pickering Strategic Plan Priorities of: Corporate Key: Good Governance/Customer Service Excellence; Champion Economic Leadership & Innovation; Advocate for an Inclusive, Welcoming, Safe & Healthy Community; Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community; Lead & Advocate for Environmental Stewardship, Innovation & Resiliency; Strengthen Existing & Build New Partnerships; and Foster an Engaged & Informed Community. - 398 - CAO 01-25 January 13, 2025 Subject: Corporate Strategic Plan Page 2 Financial Implications: The Plan outlines 88 Specific Actions that are derived from, and aligned with, the City’s Vision and Corporate Values. Some of these initiatives are ongoing and already included in the City's Budget. Other initiatives do not require additional resources and can proceed without the allocation of funding. However, certain initiatives will only be implemented when additional funding is allocated in future budgets. Staff will continue to advance the priorities of the Corporate Strategic Plan for Council’s consideration through Staff Reports and the City’s annual budget process. If funding is not secured and/or resources are not allocated, the implementation of certain components of the Plan may not proceed within the estimated timeline. Those instances will be communicated through the annual reporting on the Plan. Discussion: The purpose of this report is to provide an annual update on the 2024-2028 Corporate Strategic Plan. The Plan was initiated with a Council Strategic Work Planning Workshop at a Special Meeting of Council in March 2023. Throughout the strategic planning process, City Council, residents, City staff, City Advisory Committees, and community stakeholders actively participated, providing valuable input that informed the development of the plan. On December 11, 2023, the Corporate Strategic Plan received Council endorsement through Report LEG 06-23 (Resolution #357/23). The Plan outlines the strategic priorities for Council and Staff from 2024-2028. It encompasses a Vision, Mission, Corporate Values, Principles & Beliefs, six Strategic Priorities, and a Corporate Key. Within the six Priorities and Corporate Key, there are 23 areas of strategic focus and 88 Specific Actions. Upon finalization of the plan, it was determined that annual reporting to Council and the community would be undertaken by staff. Accordingly, this Report presents the first annual report of the 2024-2028 Corporate Strategic Plan, detailing progress at the Specific Actions level. Following Council endorsement of the Plan, an internal working group was established, with staff across the corporation designated as leads for each of the Specific Action items in the Plan. These staff members are responsible for providing updates on their progress related to the 88 Specific Actions. After one year of implementation, staff are pleased to report that 87 Specific Actions are in progress and one Specific Action is complete. A comprehensive list of all 88 Actions, including their status and details on the progress achieved in 2024, is included in Attachment 1. - 399 - CAO 01-25 January 13, 2025 Subject: Corporate Strategic Plan Page 3 Attachment: 1. Corporate Strategic Plan – 2024 Annual Progress Report Complete 1%; 1 Action In Progress 99%; 87 Actions Outstanding 0% Status of Progress Complete In Progress Outstanding - 400 - CAO 01-25 January 13, 2025 Subject: Corporate Strategic Plan Page 4 Prepared By: Farnaz Patel Strategic Initiatives & Corporate Priorities Advisor fp Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original Signed By: Original Signed By: - 401 - Corporate Key: Good Governance/Customer Service Excellence Specific Actions Status of Progress 2024 Details of Progress Continue to place priority on responsible budget management In Progress The 2024 budget, adopted on March 1, reflects a significant investment in delivering critical services, programs, and infrastructure to meet the needs of our growing community. The City’s 2024 budget levy increase was 3.99% which translated into a 1.25% increase in the City’s share of the total residential property tax bill for 2024. The City also developed a 9-year Capital Budget forecast to ensure responsible long-term planning and guide future infrastructure investments. The 2024 budget continued to make investments in asset management through annual contributions to reserves. However, the rate of investment is below what is required and therefore, future budgets need to address this funding challenge. The 2023 audit was completed by Deloitte, and the 2023 Financial Statements were presented to Council, with the City achieving a “Clean Audit”. The “Clean Audit” indicates that the external auditor has concluded that the financial statements are free from errors or omissions and is a positive financial indicator. In April 2024, Council approved the Fire Communications Services Agreement to outsource fire call-taking and dispatch services to the City of Oshawa. Transitioning from the current Ajax-Pickering shared fire dispatch agreement to the new Oshawa model will streamline dispatching and emergency communications while generating savings. The actual dispatch costs for 2023 were $1,059,383. With the new agreement, estimated dispatch costs for 2024 will decrease to $827,080, representing a reduction of $280,160 from the 2023 budget. The 2024 Current Budget will feature blended costing, with four months allocated to the Ajax/Pickering model and eight months to the new Oshawa model. Estimated dispatch costs for 2025 are projected to be $824,000. For more details, please refer to Report FIR 03-24. Deliver municipal services, programs and infrastructure to meet the needs of current and future residents while balancing the impact to taxpayers In Progress Developing the municipal budget is a delicate balance between implementing reasonable budget levy increases and investing in existing infrastructure, maintaining service levels, and supporting growth-related capital projects. The 2024 budget reflected this balance by achieving one of the lowest property tax increases among the Durham Lakeshore municipalities, while maintaining service levels and presenting a capital budget that provides capital investments for all Pickering residents. The 2024 budget was developed taking into consideration the City’s debt capacity as determined by Provincial regulation. This was achieved by minimizing the use of debt and preserving debt capacity for critical growth-related capital projects. Since its opening in July 2021, the Ontario Lottery Gaming Corporation (OLG) has distributed non-tax gaming revenue payments totaling $52,158,785 to the City of Pickering for hosting the facility. This distribution is part of OLG's Municipal Contribution Agreement with Pickering. Additionally, Pickering allocates a portion of this revenue to the Region of Durham. In 2024, a significant portion of the casino revenues was allocated towards capital projects, debt reduction for the City, community grants, and addressing the development charge shortfall resulting from Bill 23. Attachment 1 to Report CAO 01-25 - 402 - Specific Actions Status of Progress 2024 Details of Progress Development projects can also help deliver municipal services and infrastructure while managing the impact on taxpayers, as new roads, parks, and other community infrastructure are funded by developers, either directly through Development Agreements or indirectly through Development Charges (such as new park equipment). Identify opportunities to diversify revenue sources to reduce reliance on property taxes In Progress In 2024, several initiatives demonstrated the City’s commitment to identifying and leveraging diverse revenue sources to reduce reliance on property taxes. These included: • Engaging a consultant to create a strategy for naming rights for the Pickering Heritage & Community Centre (PHCC) and the Seaton Recreation Complex & Library, with the objective of increasing revenue sources. • Progressing with the Municipal Accommodation Tax (MAT) initiative. The engagement process with Deloitte has been completed, and the proposed implementation plan for the MAT program has been established. The objective is to present the report to Council in January for approval, with the implementation scheduled for the first quarter of 2025. • Commencing a Corporate Development Application Fee Review. • Undertaking a confidential non-binding Request for Proposal (RFP) to explore the potential sale of municipally owned holdings in Elexicon Corporation • Fire Services preparing to adopt Administrative Municipal Penalties (AMPs) once the Provincial government implements the program. • Reviewing the user fee schedules to ensure that the fee charged is competitive with other municipalities. Promote service modernization by using technology to advantage (improve efficiency, automate processes, and reduce administrative overhead) In Progress In 2024, the City undertook several initiatives to promote service modernization, including: • PRISM is a comprehensive automated system that oversees the entire building permit cycle, from submission through issuance to closure. It enables residents to submit and track their permit applications online, pay fees within the allowed limit, and schedule or cancel inspections. • The automatic applicant/owner notification system ensures automatic notifications to applicants or owners regarding any outstanding fees, deficiencies noted by examiners, issued permits, and inspection results. • Additionally, the SharePoint platform has successfully onboarded team sites for three departments, with plans to establish communication sites for each. Work Order Management is currently being explored by the IT team to identify a viable solution. • The payroll modernization initiative is progressing with the migration to a newer version of ADP's application, integrating with SAP to streamline employee changes and financial data. • The SAP RISE project is in the planning phase for transitioning to the latest version of SAP S/4 HANA. In SuccessFactors, preparations are underway to implement Recruitment and Onboarding modules. As of September 2024, training completion includes 60 for Travel & Expense Reimbursement, 38 for Purchasing Card Reconciliation, and 38 for SCM Purchasing. • In collaboration between City Development and Information Technology (IT), staff are working on service modernization as part of the City's Digital Strategy. Building permit applications can now be submitted through the City's new online portal. The building inspector's mobile app allows inspection updates to be uploaded to the - 403 - Specific Actions Status of Progress 2024 Details of Progress portal in real-time, enabling applicants to check the status of their building permit applications themselves without contacting Building staff. Most payments can be made online, although further improvements are required. • Add facility rental applications to the City’s website, allowing residents to complete applications online. The Leisure Guide was moved to a digital format to improve customer access and provide real-time information. • The FireSafe Pickering page on the City of Pickering website has been updated to include GIS components. This enhancement allows staff to effectively visualize inspection results, toggle data layers, and analyze fire incidents throughout the year. • Engineering is advancing the use of digital technology and transitioning from a paper-based system for submissions and approvals. • Enhancing online Laserfiche forms to improve efficiencies in workflows in a timely and secure manner. Undertake a workplace modernization review and needs assessment to identify opportunities resulting from remote work In Progress The City has configured hybrid workspaces to ensure seamless remote access. Staff have also installed Crestron equipment in meeting rooms to enhance connectivity and improve communication with both staff and external partners. Additionally, the City is transitioning from Mitel to Microsoft Teams for telecommunication, which will further streamline communication across the organization. These updates aim to support a flexible, productive, and well- connected work environment for all team members. An RFP for the Municipal Space Utilization Study (MSUS) will be issued in Q4, 2024. Work is expected to start in 2025 and feed into the design scope for Civic Complex renovations. MSUS aims to review current space use, including offices, meeting rooms, service counters, and support areas. It may propose different scenarios to optimize building spaces, such as introducing a centralized Customer Service Experience on the ground floor. Looking ahead, the Human Resources Department will be conducting a review of the current remote work model, including an assessment of departmental usage and operational effectiveness. An employee survey will be conducted as well to gather feedback on the current procedure and opportunities for improvement. Consideration will be given to workspace capacities. Undertake an evaluation of municipal services, facilities and assets for cyber and other security and safety risks and implement mitigation measures to ensure service continuity In Progress The IT Division has carried out the following initiatives: • Physical penetration testing at facilities to identify weaknesses that leverage social engineering and mitigate threats through staff education. • Investigation and testing into physical security access upgrades to leveraging higher encryption and hardened technology. • Performed successful disaster recovery test simulating loss of datacenter control. • Constant monitoring and mitigating emerging cybersecurity threats against the City’s digital assets. • Developed Incident Response Plan and associated playbooks for larger scale events. • Performed Cybersecurity Tabletop Exercise simulating cyber breach and incident scenarios so that key staff are educated and familiar with response procedures. - 404 - Specific Actions Status of Progress 2024 Details of Progress • Performed yearly system penetration test to identify then resolve weaknesses. • Reformed IT Policy and Procedures to reflect current cyber best practices. • Regular and rapid patching of City systems to mitigate software exploits. • Regular investigation into new cyber threat mitigation technology and solutions. Explore opportunities to implement clean energy and sustainable design standards at municipal facilities and City infrastructure projects In Progress Presently under construction, PHCC will be the City's first Net-Zero Carbon Design building. Additionally, the Seaton Recreation Complex & Library, a project for which the design has been awarded, is expected to meet the Net-Zero Carbon Design standard and CSA B651.23 for accessibility, exceeding current code requirements. Furthermore, the City’s Corporate Energy Management Plan, expected to be brought for Council’s approval in January 2025, will establish Net-Zero Carbon Design as the recommended standard for all new buildings. This Plan sets ambitious targets for reducing energy use across the City’s facilities, infrastructure, such as streetlights, and fleet vehicles. Additional City initiatives include the installation of new LED and motion-activated lighting fixtures in the Squash & Racquetball Courts at CHDRC, and the ongoing installation of energy-efficient LED lights in the parking lot at CHDRC, with completion expected in 2025. These efforts underscore the City’s commitment to advancing clean energy and sustainable design standards across municipal facilities and City infrastructure projects. Identify opportunities to ensure the City’s workforce is diverse and reflective of the community it serves In Progress To ensure the city’s workforce is diverse and reflective of the community it serves, several strategic actions have been implemented: • Posting job vacancies on diverse platforms: The City’s Human Resources Department utilized a variety of platforms to advertise job openings with the aim of attracting candidates from different backgrounds, helping to build a more diverse workforce. • • Redacting of names from resumes: By removing applicants’ names from resumes the potential for bias in the hiring process is reduced, which in turn fosters greater inclusivity in recruitment. Reviewing job descriptions: Ensuring that job descriptions include only bona fide job requirements will remove unnecessary barriers to employment and make opportunities accessible to a wider range of applicants. As of 2024, Pickering Fire Services has demonstrated its commitment to equity, diversity, and inclusion by including nine female firefighters in suppression roles and two female staff in prevention roles. This reflects their ongoing efforts to create a workforce that mirrors the diversity of the community they serve. Continue to monitor customer service standards with a view In Progress To advance continuous improvement in customer service standards, staff implemented several initiatives: • A new park rental application was created to support a diverse range of park rental needs and was made available online to improve public access. - 405 - Specific Actions Status of Progress 2024 Details of Progress to advancing continuous improvement • Community Services had new tap machines installed at the front desk customer service counter to improve payment options. • A website refresh is in progress, aimed at continuously improving customer service standards. The vendor has completed content migration, and the internal team has finished training. Content updates are currently being made, with the new website scheduled to launch next year. • The implementation of kiosks through City Development is providing residents with convenient digital access to various services and information. • City Development recently completed the Development Application Review Process project in cooperation with Engineering to streamline the review of new development applications. A report is anticipated to be brought for Council’s approval in January 2025. • In 2024, Pickering Fire Services reduced its assembly time by 16% and improved overall medical response times. • The Customer Care unit continues to establish regular meetings with its staff team to review concerns and activities monthly, ensuring effective teamwork and workflow management. These meetings also provide an opportunity to determine areas for improvement. Training sessions are also organized based on feedback to address skill gaps or improve service techniques, ensuring that all staff members have the necessary tools to excel. Looking ahead, the implementation of a Customer Relationship Management (CRM) system will offer insights into resident engagement with our municipality, providing a clear understanding of current service standards and future demands. Ensure City services, programs and infrastructure is equitable, accessible and inclusive for all community members In Progress Our commitment to equity, accessibility, and inclusivity is reflected in various ongoing and completed initiatives across the city: • Consulting Services for Council Chambers Renovations: The awarded work includes overall improvements to accessibility, security, acoustic performance, audio-visual systems, controls, electrical and mechanical systems, millwork, finishes, and related systems and building elements. • Seaton Recreation Complex & Library Design: This project is designed to meet CSA B651.23 for accessibility, exceeding code requirements, ensuring a welcoming environment for all users. • City Website Compliance: Our IT Division has ensured that the City’s website is fully AODA compliant, promoting accessibility and inclusivity for all users. Ongoing collaborations with Pickering Public Library aim to enhance services, improving the overall usability of City services. • Property Tax Portal: Currently in development, this portal will allow residents to view property information and conduct transactions such as paying property taxes and ordering certificates. A demo was provided to staff in October 2024, with the target launch date set for Q1 2025. • Employment Application Enhancements: Adjustments were made to employment application forms to facilitate easier access and application processes for job applicants. - 406 - Specific Actions Status of Progress 2024 Details of Progress • Animal Services Clinics: In partnership with local veterinarians, Animal Services hosted affordable rabies vaccination and microchip clinics, improving access to essential veterinary care for pet owners. • Fire Services Training: Specialized training was completed to effectively deliver fire safety information to children with autism, showcasing the department's commitment to inclusivity. • Inclusive City Events: Staff have taken steps to accommodate various needs at select City events. For instance, the 'Coffee with Kevin' events were scheduled at different times to allow residents with varying schedules to attend and stay informed. The Mayor’s Interfaith Roundtable included both Halal and Kosher food options, ensuring inclusivity for community members from diverse faith backgrounds. These initiatives highlight our dedication to creating an inclusive and accessible environment for all community members, ensuring that City services, programs, and infrastructure meet the diverse needs of our population. Develop and implement the City’s Equity, Diversity and Inclusion Strategy In Progress In May 2024, Council endorsed the 2024-2034 Equity, Diversity, and Inclusion (EDI) Strategy. The Year 1 Equity, Diversity & Inclusion (EDI) Strategy Implementation Work Plan and the Year 1 Learning & Development Plan are scheduled for completion in Q1, 2025. These efforts include providing learning opportunities across various levels, producing a communications video to socialize the EDI Strategy internally and externally, developing and distributing an EDI Handbook for 2025, and completing a policy-oriented equity audit for 2025-2026. Additionally, an interdepartmental EDI Steering Committee is set to be established in Q1 2025. Major progress has been achieved in the first two areas of focus identified in the EDI Strategy, including: 1) Education and Awareness and 2) Structure and Resources. With respect to Education and Awareness, EDI-focused trainings have been delivered to Council, senior leadership, and staff. In 2024, these included the sessions listed below. In 2025, the City is collaborating with the Region of Durham to launch e-learning modules on core EDI topics, which will be made available to all staff across the organization. • Gender Equity with Jake Farr (June 11, 2024) • Introduction to EDI with Allison Hector-Alexander (July 26, 2024) • Deaf Culture and American Sign Language – Part 1 (August 20, 2024) • Black History in Canada with Channon Oyeniran (August 8, 2024) • Residential Schools with Karen Chaboyer and Charles Chaboyer (September 23, 2024) • Introduction to EDI with Allison Hector-Alexander (November 19-20, 2024) • Deaf Culture and American Sign Language – Part 1 (December 9, 2024) The Structure and Resources area of focus identified in the EDI Strategy was also addressed with the restructuring of the Office of the CAO to amalgamate the EDI portfolio with the Accessibility and Community Safety & Well-Being portfolios. This coincided with the growth of the EDI team from two staff to four staff through the addition of the - 407 - Specific Actions Status of Progress 2024 Details of Progress Accessibility Coordinator and the Community Safety & Well-Being Advisor. The Senior Advisor, EDI position was converted to a Supervisor, EDI position, which will oversee the team. In 2025, the City also proposed a new Equity, Diversity & Inclusion Advisor. Identify opportunities to enhance internal communications and engagement across the Corporation In Progress Throughout the months of April and May, the CAO hosted 10 Town Halls, connecting with hundreds of staff representing all departments within our organization. These sessions enabled open dialogue, updates, and community building. As part of the City’s commitment to open, transparent, and accessible municipal government, we have enhanced our internal communications by posting online recaps of the decisions made at our Council Meetings. This initiative helps residents and staff better understand municipal affairs and the directions set by Council. Following these meetings, the CAO issues an email to all staff, encouraging them to review the Council Highlights, ensuring everyone stays informed and engaged. To further strengthen internal communications, the CAO aims to issue a newsletter to all departments quarterly. This newsletter will keep staff updated on exciting projects and developments, promoting a connected and informed workforce. These actions collectively demonstrate our commitment to enhancing internal communications and engagement across the Corporation, ensuring that all members of our organization are well-informed, involved, and motivated. Advance a comprehensive Human Resource Strategy focusing on employee recruitment and retention, knowledge transfer and succession planning, skills building and continuous improvement In Progress To advance a comprehensive Human Resource Strategy, the City has initiated a thorough review of key senior leadership positions. This review aims to identify those roles that may be impacted by attrition and develop a strategic approach to ensure effective knowledge transfer and operational continuity. In addition, we have developed a needs-focused leadership training and education program to enhance the skills of our current leadership staff. This program aims to build their management capabilities, with a particular emphasis on human resources policies viewed through an EDI lens. The initial training sessions, attended by 70 supervisory staff, concentrated on fundamental management skills. Adopt a strategic approach to internal corporate capacity building to ensure the In Progress The City of Pickering has adopted a strategic approach to internal corporate capacity building to ensure it can meet the needs of a growing and diverse population. This involves several key initiatives and actions: - 408 - Specific Actions Status of Progress 2024 Details of Progress City is able to meet the needs of a growing, diverse population • The Finance Department is conducting a Development Charges (DC) Study, which is part of a multi-year growth-related capital budget. The study aims for Council approval by June 30, 2025, and will provide additional funds for the increased costs of growth-related capital projects. • Finance Department staff are leading a multi-departmental City team to comply with the July 1, 2025, Provincial Regulation O. Reg. 588.17. Municipalities are required to have an approved asset management plan for all municipal infrastructure assets, including proposed levels of service, necessary activities to meet these levels, and a strategy to fund them. Future annual capital budgets for infrastructure renewal will be based on this asset management plan. • Council has endorsed the IT Capability Assessment, allowing staff to integrate its recommendations into future planning and budgeting processes. A Senior Project Manager has been hired to develop strategic plans addressing the evolving needs of Pickering's growing population. • A new digital platform is being developed to increase efficiency for staff and sustainably support the growing demands for municipal services. • A staffing plan for the Pickering Heritage & Community Centre (PHCC) is being developed to support its operations. • A comprehensive review of key senior leadership positions has begun to address potential attrition and ensure operational continuity through effective knowledge transfer. A leadership training and education program focused on Human Resources Policies and an EDI lens is being implemented to enhance the skills of existing leadership staff. • The Pickering Fire Master Plan evaluates the department's capacity in critical areas such as response times, service depth, public education, and prevention enforcement, ensuring the fire department can meet community needs. • The Pickering Official Plan Review (OPR) involves Planner 2's and a Senior Zoning Examiner participating in steering committee meetings and moderating stakeholder table discussions, promoting knowledge transfer from senior to junior staff. • Building Services has initiated a pilot project, approved by the Ministry of Municipal Affairs and Housing, addressing the shortage of Building Inspectors by bringing in interns. • The City Development Department values linguistic diversity, with five employees speaking six different languages besides English, enhancing their ability to serve Pickering's diverse community. - 409 - Priority 1: Champion Economic Leadership & Innovation Specific Actions Status of Progress 2024 Details of Progress Continue to implement the City’s Economic Development Strategy In Progress The Pickering Community Profile was updated to showcase economic growth, business attraction efforts, and the City’s strategic positioning for growth. Through “Invest Pickering’s” marketing platforms, the City engages with approximately 2,000 online users, providing updates on projects, business opportunities, and milestones, strengthening its reputation as a business hub. By September 2024, 37 new businesses had been established, with an additional 30 anticipated by the end of the year, indicating Pickering’s growing appeal. The City’s Site Visit Program has also supported over 30 local businesses in addressing needs, expanding, and fostering relationships. These initiatives are outlined within the Economic Development Strategy and contribute to its advancement. Leverage grant funding to support City-wide connectivity (internet and mobile service) In Progress The City continues to work Durham OneNet, Bell, and Rogers to advocate for City-wide connectivity. Continue to advance economic opportunities for Pickering in terms of business attraction, City positioning and business growth In Progress In May 2024, the City hosted its first Pickering Economic Outlook Event at the Pickering Casino Resort, involving key businesses, developers, and stakeholders in discussions about major projects and developments. The Pickering Community Profile was updated to highlight economic advancements, business attraction efforts, and the City’s strategic positioning for growth. Key areas such as infrastructure improvements, ongoing development projects, the local labor force, and the quality of life were featured. An application was submitted to the Intelligent Communities Forum to showcase Pickering’s growth and commitment to an engaged and smart community. Although the application was not successful, it demonstrated the City’s initiative to explore its potential. The Comprehensive Zoning By-law was adopted by Council on December 16, 2024. The review of Short-term Rental (STR) licensing and regulations has begun. Public consultations on STR licensing have recently concluded, and a Community Working Group (CWG) is being established to advance the project. When complete, STR is expected to assist with attracting tourism and supporting local businesses. Support agriculture, clean energy, and sectors that are key drivers of economic In Progress In 2024, the City of Pickering introduced a sector profile and promotional video that highlights the Agri-Food production industry. This initiative was distributed across various online platforms to promote this expanding sector. Regarding clean energy, the City remains committed to supporting and advocating for the refurbishment of the Pickering Nuclear Generating Station (PNGS). The refurbishment of Pickering is expected to secure more than 2,100 - 410 - Specific Actions Status of Progress 2024 Details of Progress growth and opportunity MW of clean, reliable nuclear power for Ontario for an additional 30 years or more. Additionally, it is anticipated to create a significant economic impact of over $19 billion throughout the refurbishment period in Durham Region and across the province. Continue to develop and promote the film production industry as a key business sector In Progress The film production industry has resulted in over 30 film permits issued in 2024. The City has positioned itself as a premier destination for film production, offering a diverse array of sites. In June 2024, Pickering participated in the EDCO Event focused on film, gaining valuable insights into establishing a “film-ready community.” To address industry needs and promote filming locations, the City holds biweekly meetings with Ontario Creates. Moreover, the Digital Locations Library profile has been updated with new visuals to highlight Pickering’s unique offerings, attracting interest from neighboring municipalities. Additionally, Pickering has engaged with film stakeholders through two meetings organized by the Association of Film Commissioners International (AFCI), aiming to further develop the local film industry. Further develop the clean energy sector, in recognition of the history of nuclear power in Pickering and the opportunity In Progress In 2024, the City of Pickering actively supported the expansion of the clean energy sector. Key initiatives included attending the Canadian Nuclear Association Conference, co-hosting a reception with Durham partners, and creating a nuclear industry profile in collaboration with Ontario Power Generation (OPG). City staff, along with the Mayor's Office, conducted six site visits to nuclear industry facilities. The City is advocating for a Nuclear Host Agreement with OPG, similar to those established by peer municipalities. The Ontario government announced its support for OPG’s plan to refurbish the Pickering Nuclear Generating Station, underscoring the commitment to clean energy development. Additionally, the City issued a letter of support for the extension of OPG’s amendment licence application, further emphasizing the significance and quality of its nuclear energy sector. In February 2024, AtkinsRealis’ Nuclear Business opened an office in Pickering, enhancing job opportunities and strengthening the city's nuclear energy sector. Support businesses (in particular, those owned by equity deserving groups) and those of all sizes, including home-based businesses In Progress In 2024, the City enhanced its support for local businesses through various initiatives. These included conducting 71 small business site visits, making over 60 promotional posts via “Invest Pickering,” and launching the Pickering Small Business Hub. The hub serves as a central resource where entrepreneurs, startups, and small businesses can connect and grow. The City has also actively engaged local businesses as vendors at community festivals and events. For instance, this year, over 60 pet-focused businesses were invited to participate in Petapolooza, and more than 120 art-focused businesses were welcomed to take part in Artfest. A Community BBQ for International Day for People of African Descent with PABRT and community partners (DFCC, DurhamOne), featuring a market with black-owned businesses - 411 - Specific Actions Status of Progress 2024 Details of Progress was held on August 31, 2024. The Black Joy Holiday Market hosted by PABRT, showcased approximately 60 black- owned businesses on November 23 and 24, 2025. Additionally, the City continues to support home-based business licensing, processing 48 home business licenses year-to-date. Efforts to enhance digital services for businesses and residents are ongoing, with the PRISM system set to be implemented following the completion of security checks. Encourage and support tourism as an economic driver In Progress Through Resolution #491/24, Council has approved a three-year Community Visitor Plan that outlines the City of Pickering’s objectives, goals, and action items to achieve a vision where the City of Pickering, its businesses, organizations, and residents actively share their community with visitors year-round, making it a welcoming destination for repeat visits. The plan includes 45 action items. As part of this initiative, city staff are advancing the Municipal Accommodation Tax (MAT) Business Case and Bylaw. The MAT will generate crucial funds to be reinvested into tourism-related activities, ensuring that 50% of the revenue directly supports the growth and sustainability of our tourism sector. The MAT Business Case & Report will be brought before Council in Q1 2025, incorporating input from peer municipalities on implementation challenges. Moreover, the establishment of a Destination Marketing Organization is underway, with focused research and branding efforts aimed at leveraging our city's assets and social media presence. This organization will play a pivotal role in promoting Pickering as a premier destination, enhancing our reach and appeal to potential visitors. A significant development in our tourism infrastructure is the planned Destination Park within the Shops at Pickering City Centre lands. The new City Park, located prominently on Glenanna Road opposite the Civic Complex, spans approximately 0.56 hectares (just under 1.5 acres). This park is thoughtfully designed to support year-round activities, including skating in the winter, a water feature in the summer, and various special events and casual gathering spaces. This park will not only provide recreational facilities for residents but will also serve as a major attraction for tourists, thereby boosting local tourism and contributing to the economic vitality of our city. By implementing these initiatives, the City of Pickering is actively encouraging and supporting tourism as a key economic driver, ensuring sustained growth and prosperity for our community. Encourage the arts as an economic driver, an essential part of the fabric of a complete, world class City In Progress In alignment with our commitment to fostering the arts as a vital economic driver and an integral component of a complete, world-class city, the Pickering Heritage & Community Centre (PHCC) Operational Plan includes several significant community engagement activities. These activities comprised three Open Houses and a citywide survey conducted from November 7 to December 3, 2024. Upon completion of construction, the facility will feature amenities such as an exhibit gallery and an art garden. - 412 - Specific Actions Status of Progress 2024 Details of Progress As part of the site plan approval process, the City Development Department continues to collaborate with landowners at prominent locations to integrate public art into private developments. Notably, on November 1, 2024, the art installation ayukwendodih (‘They have found their voice’) was unveiled at the redeveloped Shell Gas Station. This gas station is situated at the northwest corner of Kingston Road and Whites Road – a key gateway intersection. The urban design guidelines for this area stipulate that gateways should be marked by a distinctive public realm or built form. Shell Canada committed to creating a focal point at the intersection by installing public art, among other undertakings. Through the site plan agreement, the Owner constructed the base for the Art Piece, contributed $20,000 towards its design, commissioning, and installation, installed the Art Piece, and subsequently provided the City with an easement over the property to maintain the Art Piece. The selection of the Artist/Art Piece was approved by Council on April 22, 2024 (Report CS 05-24). Ensure City policies support a healthy economy and are consistent with environmental priorities and responsible growth In Progress The Community Festivals and Events Policy was endorsed by Council on October 28, 2024 (Resolution 588/24). This Policy supports community-led public events in parks and public spaces, aligning with the vision for a vibrant and sustainable community. The Volunteer Policy was updated and endorsed by Council on September 23, 2024 (Resolution 574/24). In May/June 2024, consulting services were retained to assist with the Growth Management component and community engagement for the Official Plan Review. On May 27, 2024, a Special Meeting of Council was held to launch the Official Plan Review officially. Discussion Paper 1, Community Vision and Values, was released in September 2024. It provided a review and refresh of the current Official Plan vision. A discussion of local priorities related to the Official Plan Review topics occurred at two Public Information Centres, one in person on September 24th, and the second virtually on September 25th. A survey was also available. Discussion Paper 2, Growth Management & Urban Structure, was released in November 2024. This paper discusses where and how Pickering will grow to 2051. Public Information Centres are scheduled for November 27th and 28th. As with the first round of Public Information Centres, community engagement specialists will be assisting at the second round. Growth management consultants will analyze different growth scenarios to inform decisions moving forward. Through these policies and initiatives, the City is committed to supporting a healthy economy, protecting our environment, and fostering responsible growth for the future. Capitalize on existing City assets to support economic growth (e.g. In Progress From June 29 to September 1, the City of Pickering and Durham Region Transit offered a free weekend shuttle to the Waterfront, making it easily accessible. 1,792 passengers took advantage of the waterfront shuttle enhancing community access to the Waterfront. This initiative also resulted in 11,167 Facebook video views, 15,666 Instagram - 413 - Specific Actions Status of Progress 2024 Details of Progress waterfront, cultural heritage, rural and urban areas) video views, 3,882 X video views and 3,807 visitors to the webpage. 2,000 brochures were circulated with 356 digital engagements (likes, comments and shares). The City of Pickering offers free parking for up to 2 hours in front of businesses within the Waterfront Permit Parking Area for patrons visiting those establishments. By leveraging the availability of parking spaces, the city effectively reduces the barrier for patrons visiting local establishments. This not only enhances accessibility and convenience for consumers but also encourages increased foot traffic to the area. The construction of Phase 1 of the City of Pickering Beachfront Park Master Plan commenced in September 2024, marking a transformative upgrade to the Waterfront. This project features a new elevated walkway, cycling routes, viewing platforms, and enhanced shoreline protection. Designed to foster environmental sustainability and community engagement, it will provide barrier-free access and incorporate Indigenous storytelling artwork. Advance the City Centre Precinct, ensuring the space is inclusive, accessible and welcoming for all In Progress City Council confirmed City Centre Project Phase One: City Centre Park as the second priority in the capital budget, recommending the Mayor include $1.5 million for design in the 2024 Capital Budget, and $13.5 million for construction in the 2025-2033 forecast. This represents a significant step toward a downtown, where municipal services, arts and culture, and residential development converge at the heart of the City. On November 14th, 2024, land was officially transferred to the City. The design for City Centre Park, which was awarded in 2024, is expected to be completed in 2025, with construction anticipated to commence in 2026. Leverage the City’s geographic location with respect to the economy and quality of life In Progress In 2024, the City hosted the Pickering Economic Outlook Event, which brought together over 200 stakeholders, including developers, businesses, and realtors, to showcase our City. To boost tourism, a campaign was initiated through Let’sTalkPickering, encouraging residents to share their favourite local spots for visitors. This initiative included the production of a short marketing video that highlights these suggested locations, showcasing themes such as Nature Retreat, Family Adventure, Ultimate Date Night, and Kid’s Best Day Ever. Additionally, funding was secured from Destinations International to attend their Annual Conference, providing a platform to promote Pickering on a larger stage. Encourage the growth of the City’s diverse employment base In Progress In 2024, City representatives participated in 44 community, networking, and industry events to promote Pickering as a vibrant and welcoming community. City staff conducted 71 site visits with employers throughout Pickering to gain insights into key challenges and opportunities. Additionally, the City of Pickering collaborated with Employment Ontario agencies, including DRUH and YMCA, to provide enhanced support and services to local businesses. - 414 - Specific Actions Status of Progress 2024 Details of Progress Identify opportunities to attract and retain high quality employment opportunities in Pickering, including employment opportunities for youth In Progress In 2024, the City generated 89 business leads, prioritizing those with significant employment potential while offering support to all interested businesses. City staff worked in collaboration with businesses to address critical priorities, including access to skilled trades, public transit challenges, and available grant opportunities. Provide access to meaningful leadership employment opportunities to reflect Pickering’s diverse community In Progress The Human Resources (HR) Department aims to implement the SuccessFactors Recruitment Module by 2025. A succession planning exercise has started, with identified opportunities to be formalized in 2025. An ongoing initiative of the HR department is to provide leadership development opportunities that facilitate the growth of diverse staff into leadership roles. This initiative includes the creation of the Learning and Development Procedure, which establishes an equitable process for employee development. Work with youth and partners to develop a central City-wide repository of employment opportunities for youth In Progress The City improved its Employment Opportunities Webpage on the City’s website to emphasize opportunities for youth and create a centralized platform for volunteer opportunities in collaboration with Community Services. Additionally, the City refined its employment resource links to enhance public accessibility and promote inclusivity. The City also actively engaged with the wider community, particularly targeting students and recent graduates, at several career fairs to highlight employment opportunities with the City and reinforce the City's commitment as an inclusive employer of choice. Collaborate on programs to ensure labour-force readiness In Progress The Business Visitation Program now includes collaboration with Ontario Tech University and Durham College, providing businesses access to resources and connections as required. - 415 - Priority 2: Advocate for an Inclusive, Welcoming, Safe & Healthy Community Specific Actions Status of Progress 2024 Details of Progress Enhance community safety through direct service and program delivery In Progress The City of Pickering is committed to enhancing community safety through a series of direct services and targeted program delivery. This commitment is evident in the measures being implemented, including the completion of our first Community Risk Assessment and Fire Master Plan. The Community Risk Assessment is a tool that enables the City to evaluate its overall fire risk and provides valuable insights for the development of the Fire Master Plan. The Fire Master Plan, in turn, serves as a strategic guide for Fire Services, encompassing all aspects of its organization and operations over the next 5-7 years. This includes, but is not limited to, staffing, station locations, response times, and initiatives in Fire Prevention and Public Education. The Risk Assessment is completed and awaiting release; it will be submitted to the Province to comply with legislative requirements. The Fire Master Plan is scheduled to be brought for Council’s approval in January 2025. In line with our safety enhancement goals, we have entered into a Fire Communications Services Agreement with the City of Oshawa, approved by Council in April 2024. This agreement facilitates the outsourcing of fire call-taking and dispatch services, streamlining our emergency communication and dispatch operations, and generating significant cost savings. Furthermore, we have implemented several specific measures to promote safety in our community: • Installation of five speed humps in Claremont to control vehicular speed. • Additional speed humps and traffic calming bollards added on Old Brock Road in Claremont to ensure reduced speeds through the hamlet. • Deployment of three Automated Speed Enforcement (ASE) cameras, which are rotated throughout the City. Advance the City’s first Community Safety & Well-Being Plan In Progress In 2024, the City’s first Community Safety & Well-Being Plan was approved by Council (Resolution #491/24). This plan involves enhancing community safety through direct service and program delivery while continuing to assist the Region of Durham in implementing its Community Safety & Well-Being Plan. To support this Plan, City staff have undertaken several key initiatives: • Community Consultations: Throughout the year, we engaged with the community to identify and address challenges related to social isolation. We also collaborated with youth to discuss safety concerns and gather feedback on potential solutions. • Educational Workshops: We conducted six workshops focused on various safety topics. These included sessions on auto theft, safety and self-defense, walking home safety, frauds and scams, anti-bullying, introduction to gardening (geared towards those experiencing housing insecurity), and Wisker's & Wellness (a veterinary program). - 416 - Specific Actions Status of Progress 2024 Details of Progress • Training Programs: Three training programs were organized for our staff to enhance their knowledge and skills in crucial areas such as de-escalation techniques, Naloxone administration, and creating dementia-friendly communities. Continue to support the Region of Durham in its efforts to lead the implementation of the Region’s Community Safety & Well-Being Plan In Progress City staff are supporting the Region of Durham's implementation of the Community Safety & Well-Being Plan. Staff are participating in a Regional Encampment initiative led by Durham Region with support from surrounding municipalities. This initiative addresses challenges faced by individuals experiencing homelessness and aims to enhance the effectiveness of related services and support systems. Prioritize safety in the design of municipal infrastructure In Progress Staff have conducted security audits across City facilities. In 2024, through Resolution #591/24, the City of Pickering is installing new cameras in seven strategic locations across the city, including: Pickering Fire Stations 2, 5, and 6; George Ashe Library & Community Centre; David Farr Park, Brockridge Park, Centennial Park, Esplanade Park, Chestnut Hill Developments Recreation Complex exterior cameras; Don Beer Arena; Operations Centre; and City Hall. In March 2024, staff were trained in Crime Prevention Through Environmental Design (CPTED) to promote safer community design. Additionally, Council has endorsed a Lighting Study for City Centre and Esplanade Park (Resolution #491/24), set for 2025, to address safety concerns through improved lighting solutions. The City is also expanding security measures in parks with more camera installations and is seeking Council approval to enhance lighting at City Hall. These efforts prioritize safety by integrating security features into the design and planning of municipal infrastructure, ensuring a safer environment for all residents and visitors. Collaborate with Durham Regional Police Service to promote safer communities In Progress Fire Services actively participates in community events to represent Fire Pickering and build stronger relationships. Fire Prevention staff attended four events hosted by the Durham Regional Police Service (DRPS) to promote safer communities and enhance community connections through the sharing of knowledge. In October 2024, Community Safety Day was held at the Pickering Fire Services Headquarters in collaboration with DRPS, further advancing efforts to promote a safer community. Staff from the Engineering Services’ traffic section also attend monthly Road Watch meetings to advance Traffic safety in the community. - 417 - Specific Actions Status of Progress 2024 Details of Progress Promote and support the City’s emergency preparedness efforts, including the core services of Pickering Fire Services In Progress Pickering Fire Services is committed to serving the community. In 2024, the Fire Services participated in significant events such as the Farmer’s Market, Canada Day festivities, and Ribfest to promote and support the City’s emergency preparedness efforts. The Fire Chief also led a Regional Emergency Management exercise, demonstrating leadership in crisis preparedness. As part of its annual fire education initiatives, Pickering Fire Services launched the FireSafe Pickering campaign to enhance awareness about fire safety and related concerns within the community. Additionally, local fire departments introduced the “Spring into Summer Safety” campaign, providing essential fire safety tips to ensure residents' safety during the warmer months. Advocate for and work with partners to increase access to health care facilities and medical practitioners In Progress In February 2024, Pickering celebrated the grand opening of the Jerry Coughlan Health & Wellness Centre, a state-of- the-art surgical and healthcare facility that significantly enhances community access to essential healthcare services. This centre not only provides advanced medical care but also creates valuable jobs for medical practitioners. To further address the critical need for healthcare professionals, a Memorandum of Understanding (MOU) has been approved between the City of Pickering, Durham Region, and local municipalities. This multi-year physician recruitment program is a testament to our commitment to ensuring that our residents have access to the medical professionals they need. The Ontario government's announcement in August 2024 of Durham Region’s first stand-alone Post-Acute Rehabilitation Centre in Pickering, as part of Lakeridge Health’s redevelopment plan, underscores our dedication to improving patient recovery services and outcomes. Through Council Resolution #588/24, Lakeridge Health has secured a license agreement to use space in the Chestnut Hill Developments Recreation Complex. This initiative will provide a free Chronic Obstructive Pulmonary Disease Community Exercise Clinic, offering weekly sessions to support our community members' health and well-being. By advocating for and collaborating with our partners, the City is steadfast in its mission to increase access to healthcare facilities and medical practitioners. Support community members with diverse needs, including those who are experiencing poverty and homelessness In Progress To support community members with diverse needs, including those experiencing poverty and homelessness, the Homelessness Subcommittee was established following Council's approval of its mandate in April 2024. The subcommittee aims to provide enhanced support to individuals experiencing homelessness or facing related challenges. - 418 - Specific Actions Status of Progress 2024 Details of Progress The Subcommittee partnered with community organizations to celebrate World Homeless Day and introduced a free Vet program for pets and their owners facing housing insecurity. Using the One Health Model, Animal Services and Community Safety & Well-Being staff provided free wellness clinics to address the needs of both people and their pets. In 2024, Council also renewed the City’s commitment to providing essential services through the shower and hygiene program at Chestnut Hill Developments Recreation Complex. This program, facilitated in partnership with DARS, witnessed an increase in participation, with 85 individuals benefiting from the service, up from 70 in 2023. Support the Region of Durham in its efforts to address homelessness through the Region’s implementation of the Affordable & Seniors Housing Strategy In Progress The City contributed $75,000 in funding to DARS (Dedicated Advocacy Resource Support) to retrofit a property into Transitional Housing and supporting Program in support of the Region's efforts to address homelessness. In Spring 2024, a property was secured by DARS for the implementation of an affordable housing initiative. Funds were raised by DARS, and renovations took place over the summer. The new home officially opened in October, housing 7 individuals previously unhoused. The City's prioritization of housing initiatives, evidenced by the filling of the Senior Planning Advisor, Housing role, further demonstrates its commitment to advocating for housing affordability. Responsibly advocate for funding from upper levels of government and other partners to support the needs of community members In Progress Efforts to advocate for funding to support community needs in Pickering have been proactive and multifaceted. The Mayor has regularly met with key elected officials—including the local MP, MPP, and Ministers at both Provincial and Federal levels—through scheduled meetings and at conferences such as AMO, to advocate on behalf of the City’s needs. Additionally, in 2024, the Mayor has sent over six letters to upper levels of government seeking funding for a variety of services and projects across Pickering. Beyond this, the Mayor and City staff have worked closely with community partners and local businesses to identify and pursue funding opportunities that directly support the City’s growth and well-being. Through more than four collaborative efforts, the Mayor has engaged with community organizations and businesses to help them secure the necessary funding for projects that have a positive impact on the community. In addition, the Mayor has written over five letters of support for local organizations, businesses, and community groups, helping to strengthen their applications for funding from provincial and federal governments. Furthermore, City staff have submitted applications for over 20 grants. Implement the City’s Accessibility Plan that focuses on upgrades, renovations, retrofits and programs/services In Progress The City of Pickering has successfully demonstrated its commitment to implementing the City’s Accessibility Plan by focusing on upgrades, renovations, retrofits, and programs/services that break down physical and social barriers to participation. Through the Site Plan approval process, for both new City buildings and parks, and renovations to existing City buildings and parks, the City has ensured barrier-free accessibility of the access/egress to the site and the building. - 419 - Specific Actions Status of Progress 2024 Details of Progress that break down physical and social barriers to participation This has been accomplished by ensuring that all proposed exterior paths of travel, material, slopes, ramps, rest areas, stairs, curb cuts, and tactile walking surface indicators are as per AODA requirements. Additionally, the City has focused on the location of, and adequate number of, accessible parking spaces, appropriate signage, adequate lighting, appropriate landscaping, the provision of shade structures and seating, and benches and tables with accessible extensions that the amenities are on an accessible route. The City is also including accessible components in new playground structures, with appropriate play surfaces, and has a program to retrofit existing playgrounds. In 2024, nine City parks were updated with universally designed playground features to help support inclusive spaces and has reconstructed four playgrounds with accessibility features. These improvements come three years after Council approved plans to bring more parks into compliance with the Ontarians With Disabilities Act (AODA). All the new playground equipment has been successfully installed, and the final steps, including the installation of rubber safety surfacing, asphalt pathways, and the addition of topsoil and seed, are still pending completion. Furthermore, the Accessibility Committee has identified inadequate exterior lighting levels at City Hall and the Central Library, necessitating lighting evaluation upgrades for improved accessibility and safety. The budget for a consultant to upgrade exterior lighting exists, and as new facilities are being designed, City staff will continue to engage the Accessibility Committee. Additionally, the City is on track with the implementation of its Five Year Accessibility Plan (2021-25) and is preparing to renew Pickering's Five Year Accessibility Plan. In 2024, the Pickering Accessibility Advisory Committee (PAAC) undertook and/or participated in the following initiatives: • DRPS Children’s Games – Pickering supported the 40th Annual Durham Regional Police Children’s Games for disabled youth aged 5 to 18 on November 10, 2024. Pickering has partnered annually with DRPS, Grandview Children’s Centre, and other community organizations since 1985 on this event. • Museum - The Pickering Museum Village Log House and Log Barn Restoration project included the replacement of the barrier-free access ramp to the log barn, addition of interior glass barrier-free doors, and the leveling of the building floor space. • Site Plan Review for Municipal Developments - For new City buildings and parks, and renovations, PAAC reviews plans helping to ensure barrier-free accessibility. 2024 plans reviewed by PAAC included the Beachfront Park revitalization, Seaton Recreation Complex & Library, and the renovation of Council Chambers. • Site Plan Review for Private Developments - Pickering ensures privately owned, public spaces meet accessibility requirements. PAAC reviewed ~15 site plans in 2024. - 420 - Specific Actions Status of Progress 2024 Details of Progress • Accessible Housing - A PAAC Sub-Committee, is exploring potential partnerships, policies, procedures and accessibility standards that will incent and guide the inclusion of accessible design in City residential development projects. • Pathways2Employment – In light of pervasive employment barriers encountered by people living with disabilities, Pickering will provide meaningful, 150-hour job placement opportunities in 2025 for 2 to 4 Durham youth with disabilities, under a Pathways2Employment partnership agreement reached in 2024 with the Abilities Centre. • Workplace Mental Health – The Pickering Mental Wellness Committee hosted a range of initiatives to promote mental health and well-being in the workplace. Events included Facial and Fascia Stretch Therapy, mindfulness and healthy eating workshops, volleyball, pickleball, a Learn to Skate workshop, Improv in the Park, and visits from Therapeutic Paws of Canada. • Community Mental Health - PAAC delivered a “Tranquility Tent” exhibit at Pickering’s 2024 Canada Day celebrations, to offer cool, shaded, relaxing space for City residents and guests to unwind in response to the pandemic’s impact on mental health, anxiety, and social isolation. • Pickering also participated in a Region-wide survey of accessible taxi services. These actions have collectively ensured that the City of Pickering is making significant strides in breaking down physical and social barriers to participation, thereby fostering a more inclusive and accessible environment for all residents. Provide resources to implement City’s Equity, Diversity and Inclusion Strategy In Progress Human Resources and the Senior Advisor, Equity, Diversity and Inclusion oversaw the creation of the City’s first Equity Diversity, and Inclusion (EDI) Strategy which was subsequently approved by Council in May 2024. This foundational document is essential to ensuring that our organization prioritizes equity, diversity, and inclusion at every level of decision making and operations so that our policies, programs, services and facilities reflect and serve the diverse needs of the community. Council’s approval of an EDI Strategy, led to budgetary and staffing changes. These included a proposed increase in the overall budget allocation for EDI in 2025, the allocation of $60,000 for community consultation on anti-Black racism, the conversion of the Community Engagement Coordinator EDI position to permanent part-time in May 2024, and the restructuring of the EDI portfolio to include the Accessibility and Community Safety and Well-Being portfolios. The restructuring resulted in the transfer of the Accessibility Coordinator and Community Safety and Well-Being Advisor positions to the Office of the CAO. The former Senior Advisor, EDI position was also converted to a Supervisor, EDI. For the 2025 budget, one full-time Policy Advisor, EDI position was also proposed. In alignment with the EDI Strategy, the efforts of the Mental Wellness Committee were advanced by facilitating Mental Health First Aid – Standard Training for frontline staff, supervisors, and managers. This initiative aimed to reduce stigma and equip personnel with the necessary tools and resources to support the mental health of our staff and - 421 - Specific Actions Status of Progress 2024 Details of Progress effectively interact with members of the public. Additionally, various staff events were coordinated throughout the year to promote mental wellness and engagement. Build and enhance relationships with community members to ensure their perspectives are captured, and diverse needs are reflected and addressed In Progress Several efforts were undertaken to build and strengthen relationships with community members, ensuring that their perspectives are considered, and their diverse needs are adequately addressed: • Changes to the Canada Day Night event were made in consultation with the Accessibility Advisory Committee to improve site layout and enhance the experience for attendees with accessibility needs. • The Pickering Anti-Black Racism Taskforce (PABRT) was consulted on the development of a new public art piece at the Pickering Museum Village (PMV) Log House, as well as on programming for the Roots to Rebellion exhibit at the PMV. • In August 2024, with over $200,000 in funding from the Department of Canadian Heritage, Pickering Museum Village launched the restored 1830’s log barn and log house, featuring the new permanent Roots to Rebellion exhibit. This exhibit highlights Pickering's rich 1830s heritage from a black settler perspective, offering insights into settler perspectives during the Rebellion. Staff partnered with Oddside Arts, a BIPOC arts collective on the multimedia components of this exhibit. • The "Stronger Together: Interfaith Roundtable" initiated by the Mayor’s office brought together 30-35 guests from diverse faith communities to discuss important local issues. • The Mayor has also engaged with the business community through several site visits and meetings to better understand their needs in Pickering. Additionally, the Mayor has participated in groundbreaking ceremonies and grand openings, providing opportunities to connect directly with business leadership. • The City continues to be represented on networks and communities of practice within Durham Region and across the Greater Toronto Area to ensure broad engagement and resource sharing with diverse communities and community partners. These include the regional Diversity, Equity, and Inclusion network, the Durham Region Indigenous Collaborative Circle, and the Municipal Connections Circle, among others. Representation and membership within these networks have allowed the City to solidify community partnerships and learn from best practices within other municipalities. For example, the regional DEI network has representation from all municipalities across Durham Region and has resulted in the development of major events and initiatives in honour of various occasions of significance (e.g., Black History Month, International Women’s Day, Emancipation Day, the National Day for Truth and Reconciliation). Broader networks such as the Municipal Connections Circle (MCC) maintain a focus on Indigenous relationship building in municipal contexts with representation across the country. Work with upper levels of government, the private sector and not-for-profit organizations to In Progress On January 22, 2024, Council passed Resolution #391/24, urging the Federal and Provincial Governments to provide financial support for property owners seeking to create Additional Dwelling Units (ADUs) as affordable housing, and to request that public utilities waive their hookup fees. - 422 - Specific Actions Status of Progress 2024 Details of Progress increase the availability and supply of safe, stable and attainable housing (including transitional housing, supportive housing, housing to allow seniors to age in place, etc.) The City of Pickering and the Town of Whitby have partnered to implement a pre-approved design program for Additional Dwelling Units (ADUs), aimed at increasing the availability of stable housing options. This partnership showcases collaboration with local governments to address housing needs. Community Services is collaborating with Dedicated Advocacy Resource Support (DARS) to address homelessness and is actively engaging with Durham Region to implement related initiatives. This collaboration with not-for-profit organizations highlights the effort to provide supportive housing and other forms of transitional housing. It should be noted that the Province has not issued a definition of “attainable” housing. Continue to support the delivery of municipal services, programs and infrastructure to meet the needs of the current and future population (e.g. Seniors & Persons with Disabilities Snow Clearing Program, Customer Care, evolving and accessible recreational programs and park facilities) In Progress Several efforts were undertaken to continue to support the delivery of municipal services, programs and infrastructure to meet the needs of the current and future population: • In 2024, the City of Pickering had more than 725 active volunteers supporting five key areas: City Events, Recreation programs, the Pickering Museum, Animal Services, and Sustainability. This year, volunteers contributed a total of 10,412 hours of service. • Six individuals have been nominated for the 2024 Volunteer Service Awards, including one acknowledged for 30 years of service at the Museum. • In 2024, the City provided 1,595 recreation programs with 13,058 participants, 2,014 aquatics programs with 9,097 participants, and 551 group fitness programs with 2,596 participants. • The childcare space at CHDRC was repurposed into an art-based program room, offering 1,500 hours of new programs. • By issuing over 467 parking permits to non-resident seniors, the City of Pickering demonstrated its commitment to inclusivity and accessibility. This initiative supports vulnerable groups and promotes equitable access to city services and infrastructure. • The amendments to Traffic and Parking By-law 6604/05 address urban challenges. By allowing residents to park on the apron of their driveways under specific criteria, the city manages the increasing parking demands caused by smaller housing units and higher residential density. This adjustment addresses current parking issues and anticipates future needs as the city continues to grow. • In 2024, Animal Services was committed to enhancing the health and well-being of pets and their owners through a range of inclusive and accessible programs. These initiatives included the community pet pantry, three satellite adoption centers, and complimentary behavioral support for post-adoption care, foster families, and residents contemplating the surrender of a pet. • City staff are in the process of developing a citizen portal to improve access to services for our residents. The objective of the citizen portal is to provide residents with user-friendly access to a wide range of government services and information. Citizen portals facilitate enhanced interaction between the community and local government, improve service delivery, and promote a more engaged and informed community. - 423 - Specific Actions Status of Progress 2024 Details of Progress • The Snow Clearing Program was expanded in 2023 from 500 to 750 applicants, allowing us to assist a larger number of residents. Staff acknowledge that Pickering will continue to experience an increase in the population of seniors who wish to remain independent in their homes. The expansion of this program is a concrete measure to support seniors and persons with disabilities in maintaining their independence and quality of life in their own residences. In 2024, 357 applications have been received to date, with more expected once snow events occur. • The City’s language translation line offers residents access to an on-demand interpreter for over 100 languages during regular business hours. Providing translation and interpretation services helps communities create an inclusive environment, enabling full participation regardless of language skills. The language line service enhances communication and improves access to services in diverse communities. • An internal language resource tool has been created by staff for use on the City staff’s intranet. It provides assistance in person or over the phone for our residents before using the language translation line. Identify opportunities to enhance services and programs for those 55+ In Progress To enhance services and programs for individuals aged 55 and older, staff implemented several initiatives aimed at expanding and diversifying the offerings. These included: • Submission of a provincial grant to expand seniors programs at Dr. Neilson F. Tomlinson Community Centre, in collaboration with Pickering Public Library and Claremont Seniors Club. • Applying for a grant such as the New Horizon Grant for Seniors to offer a "Seniors Music Fuels our Soul" program. • Hosting the Spotlight Series Information Expo to showcase available programs and services for 55+, featuring presentations from various city departments and community organizations, including Fire Services, DRPS, Art Showcase, and Pickleball. • Facilitating monthly Spotlight Series information and activity sessions with representatives from key organizations such as Pickering Museum Village, Pickering Public Library, CNIB, City Fitness staff, Fire Services, and DRPS to keep seniors engaged and informed. • Planning and executing a series of free activities and programs during Seniors Month in June, highlighted by major events like the Big Band event and the Senior of the Year award. • Hosting the 55+ Games Day that involved 80 participants. • Hosting an annual Ageing Well Information and Active Living Fair, attracting over 500 participants. • Engaging with the 55+ Advisory Committee monthly to gather feedback and consult on the development and improvement of recreation and social programs for seniors offered by the City. Work with youth to enhance services and programs, including gathering spaces and places in the City that are accessible, In Progress In line with our goal to work with youth to enhance services and programs, City staff held youth engagement sessions within schools and City facilities to gather their input on the new Seaton Recreation Complex & Library. This initiative ensures that the spaces we develop are accessible, inclusive, safe, and welcoming for all young people. The City has also expanded its drop-in programs and increased the locations in the Free Teen schedule to include activities such as Pickleball, Swimming, Skating, Fitness Classes, and Dinner & a Movie. These initiatives have seen - 424 - Specific Actions Status of Progress 2024 Details of Progress inclusive, safe and welcoming remarkable success with over 4250 visits in 2024, demonstrating the high level of engagement and appreciation from the youth community. To further reduce barriers, staff have created an online Free Teen program membership application, allowing easier access to our services. Additionally, we have expanded the age groups for some Teen programs to include Pre-Teens (10-12 years old), ensuring that younger members of the community also benefit from our offerings. PAC4Teens youth-initiated programs, organized successful events such as Youth Week, Hip Hop in the Park with over 300 attendees, All Wheels Skate Competitions with 200 attendees, Art Shows, and Culinary Competitions. Moreover, the PAC4Teens Fall Food Drive collected and donated over 650lbs of food items to the Community Food Bank, highlighting the commitment of our young people to giving back to the community. Promote Pickering’s unique culture and built heritage In Progress The City of Pickering is making a significant investment in arts, heritage, and culture through the Pickering Heritage & Community Centre. The construction was launched with a ribbon cutting event in March, 2024, hosted by Mayor Ashe and attended by MP O’Connell and Council. This innovative project will unite the Museum, Library, and Community Centre into one vibrant facility, designed to celebrate the City's rich history. The new facility is anticipated for completion in 2026. Staff initiatives to promote Pickering's culture and built heritage also include: • Launching the Gather & Grow travelling exhibit, an exploration of food preparation and production history, displayed across the Chestnut Hill Developments Recreation Complex, Pickering Public Library Main Branch, and George Ashe Library and Community Centre in 2024. • Completing the restoration of the Log House and Barn. Implement the City’s Public Art Plan In Progress To successfully implement the City’s Public Art Plan, the City’s initiatives included the following key actions in 2024: 1) Permanent Public Art Installation Artist, Linfeng Zhou was awarded the poppy marker public art commission to create 11 poppy markers for Esplanade Park in Pickering. Council endorsed this project to establish a solemn visual display of remembrance, while showcasing the talent of diverse artists. 2) Artists, Jah Qube in collaboration with Catherine Tammaro (Wyandot multi-disciplinary artist) was awarded the Whites and Kingston Road public art commission. This piece entitled “ayukenodih” (“they have found their voice”, in Wyandot) honours the Indigenous trail that is now Kingston Road. A contribution of $20,000 was provided by Shell Canada Ltd. 3) Pickering's new permanent public art installation, On the Backs of Fish, officially opened at the Pickering Museum Village. 10 temporary or short-term public art pieces were also installed, which includes: - 425 - Specific Actions Status of Progress 2024 Details of Progress • “The Way Gone Made Clear” by Georgia Fullerton, located at the Pickering Museum Village as part of the Roots to Rebellion exhibit • 3 Various artists for the Community Banner Series, Sima Naseem, Zuna Amir, and Serene Chan. • “Miigizi Saves the World” by Artist Nyle Miigizi in Esplanade Park as part of Winter Illuminations, sponsored by OPG • Utility Box Wrap at Rick Johnson Park by Rainer Naomi Magtalas • Durham Region 50th Anniversary Bench, painted by Jacob Headley. Bench is placed at the waterfront alongside Muskoka chairs provided by the Region of Durham. Celebrate Pickering’s multi-cultural fabric by supporting and hosting community events and festivals that celebrate diversity In Progress The City of Pickering has demonstrated its commitment to embracing its diverse community by supporting, organizing, and participating in events and festivals that celebrate cultural diversity. These initiatives include: • Hosting a Black History Month event at CHDRC on February 1, 2024. • Partnering to host International Women's Day in Ajax in March 2024. • Participating in the annual Pride Parade hosted by Pride Durham in Ajax on June 2, 2024. • Collaborating with Durham Community Health Centre to host the Big Drum Social in Pickering on June 21, 2024. • Co-hosting the Youth Pride Resource Village in Whitby on June 22, 2024, led by the Region of Durham. • Teaming up with Durham Community Health Centre to celebrate Indigenous Peoples Day in Pickering on June 21, 2024. • Organizing Emancipation Day at Esplanade Park on August 1, 2024, led by the Region of Durham. • Hosting a Community BBQ for the International Day for People of African Descent on August 31, 2024, led by the Pickering Anti-Black Racism Taskforce. • Conducting the 3rd Annual Truth and Reconciliation Community Gathering in honour of the National Day for Truth and Reconciliation, attended by approximately 800-900 participants, on September 30, 2024, in collaboration with the Indigenous Relationship Building Circle. Additionally, the City facilitated a range of other events, such as Summer Concerts, Cultural Fusion Fair, Ganesh Festival, Festival of India's Heritage, and the Black Joy Holiday Market. The City strives to ensure diverse representation through food, music, performances, and art at all its events. Collectively, these events attracted over 80,000 guests in 2024. - 426 - Priority 3: Advance Innovation & Responsible Planning to Support a Connected Well-Serviced Community Specific Actions Status of Progress 2024 Details of Progress Complete the Comprehensive Zoning By-law Review Complete The final draft of the Comprehensive Zoning By-law Review was reviewed by Council on December 16th, and the By- law was adopted on that date. The new By-law will provide a streamlined approach for the City to manage land use and future development. Continue to advance the Integrated Sustainable Design Standards (ISDS) that are currently in place to ensure new development considers and incorporates sustainability in its design In Progress As part of our ongoing efforts, all new Plans of Subdivision and residential developments are required to meet infiltration targets of 5 mm across the entire development area. Notably, two infiltration galleries are being installed within the new Seaton TFPM subdivision at Alexander Knox and Brock Road. Developers are showing commendable cooperation with the City by meeting the Tier 1 mandatory Sustainability Standards. They are proposing innovative elements such as green roofs and urban agriculture opportunities. In instances where certain performance measures have proven unfeasible, developers have come forward with alternative options that address the same benefits. To further encourage sustainable practices, a new Green Builder Civic Award will be introduced in 2025, recognizing those showcasing innovative sustainable design, technology, and construction practices in Pickering. Additionally, we are providing educational opportunities for individuals in the development sector, with final plans in place to ensure comprehensive understanding and implementation of these standards. However, it is important to note that RESCON has recently filed a legal application with the Ontario Superior Court of Justice, seeking a mandatory order to prevent the city from enforcing construction standards that exceed those outlined in the Ontario Building Code. We will be closely monitoring the outcome of this legal action, as well as the implementation of the National Building Code across Canada and its implications for Ontario. The results of these developments may influence the timing of the ISDS revision process, planned for 2026. The City will continue to advance the ISDS to ensure that new developments contribute positively to our community's environmental goals. Plan and design an increasingly sustainable City by ensuring there is green infrastructure to support population and economic growth for future generations In Progress Several initiatives endorsed by Council are crucial steps in planning and designing a sustainable city. By embarking on projects such as the Seaton Recreation Complex & Library, and the Pickering Heritage & Community Centre, both of which aim to meet Net-Zero Carbon Design standards, the City is actively incorporating green infrastructure into its development plans. These projects not only demonstrate the City's commitment to reducing carbon emissions but also ensure that future population and economic growth are supported by environmentally friendly and energy-efficient facilities. The implementation of these net-zero projects highlights the City's effort to balance development needs with environmental responsibilities, paving the way for a sustainable future for upcoming generations. - 427 - Specific Actions Status of Progress 2024 Details of Progress The City also continues to explore options for the electrification of fleet vehicles and equipment, EV charging infrastructure and other technologies to help reduce its overall carbon footprint. It should be noted that there are currently two planned PV (photovoltaic) installation at the City: 1. Operations Centre and 2. PMV Conservation Building. Operations Centre: A Preliminary Engineering Study was completed in July 2024. The study indicates that the Operations Centre rooftop could host a 443 kWDC PV array, which would produce approximately 454 MWh electricity per year, offsetting 56% of the Operations Centre’s net annual electricity requirements. The system would be configured as net-metering, meaning that it will export surplus electricity to the grid when production exceeds onsite demand. The total budget (2025) is $1,265,000. The engineering consultant for the design has not yet been retained. PMV Conservation Building: A Preliminary Engineering Study was completed in July 2024. The study indicates that the south-facing roof of the Conservation Building could host a 75 kWDC PV array, which would produce approximately 73 MWh electricity per year, offsetting 92% of the Conservation Building’s net annual electricity requirements. The system currently cannot be configured as net-metering, meaning that the building must consume all the electricity it generates. This also requires that it include a Battery Energy Storage System (BESS), which adds substantially to the cost. Just as the constraints at Cherrywood TS were recently lifted, it is hoped that the constraints at Whitby TS will soon be lifted, which could allow both the Conservation Building and PHCC solar projects to forgo a BESS and its associated costs. The total budget (2023) is $264,000, which includes $20,000 in engineering design fees and $11,500 in permits and regulatory fees. The engineering consultant for the design has not yet been retained. The CEMP renewal, estimated to be brought before Council for review and endorsement in 2025, aims to establish Net-Zero Carbon Design as the recommended standard for new buildings. Identify opportunities to enhance recreational infrastructure and programs to meet the needs of Pickering’s increasingly diverse and growing population In Progress The City has taken several steps to enhance its recreational infrastructure and programs to meet the needs of Pickering's increasingly diverse and growing population. In 2024, nine summer concerts were hosted at Rick Johnson Memorial Park, fostering community engagement and providing a platform for local talent. Additionally, a new Movie Night series was launched at Pickering Museum Village (PMV), aimed at attracting new audiences and providing entertainment options for families and individuals. To further support the community's needs, the City has expanded its basketball programs at the Dr. Nelson F. Tomlinson Community Centre. A new basketball net was added, allowing for an increase in modified and skills-based basketball programs, as well as drop-in free teen play. - 428 - Specific Actions Status of Progress 2024 Details of Progress Furthermore, Animal Services has partnered with consultants to conduct a needs assessment to ensure that future plans for an animal shelter address both current and future community needs. This proactive approach ensures that the City's facilities remain relevant and effective in serving the community. These initiatives demonstrate the City’s commitment to identifying and implementing opportunities to enhance recreational infrastructure and programs, thereby catering to the diverse and expanding population of Pickering. Recognize the importance of affordable and reliable internet connectivity for social, educational, and political participation and for health care delivery. Identify opportunities to help bridge the digital divide. In Progress Recognizing the importance of affordable and reliable internet connectivity is essential for ensuring social, educational, and political participation, as well as for effective health care delivery. The "Access Pickering" initiative has made significant strides in this regard, deploying 60 wireless internet access points across major parks and public areas, benefiting over 7,500 residents monthly. Additionally, a hotspot lending program has been established through City libraries in collaboration with Rogers, enabling residents to stay connected regardless of their location. Resident kiosks have also been installed, providing digital access to a broad range of services and information. To further bridge the digital divide, the City is actively exploring tools for enhancing resident engagement through the Work Order Management solution. By partnering with various vendors, the City aims to offer more options for residents to report issues or provide feedback online and via mobile, ensuring that everyone has the opportunity to participate fully in the community. These efforts highlight the commitment to bridging the digital divide and underscore the critical role that internet connectivity plays in today's society. By continuing to identify and implement such opportunities, the City can ensure that all residents have access to the resources they need to thrive. Make infrastructure decisions and investments to ensure there is adequate infrastructure to support the growth that is coming to Pickering In Progress City staff have initiated several projects to align infrastructure decisions and investments with Pickering's growth needs. These include: • Holding monthly development and growth management meetings with key stakeholders to ensure infrastructure decisions align with Pickering's growth needs. • In collaboration with key partners, infrastructure development (i.e., gas, electricity, water, sewer) is progressing in Seaton's residential Phase 1 and non-residential Phases 1 and 2. • The Northeast Pickering Secondary Plan is progressing through the Scoped Subwatershed Study, with completion set for December. A Preferred Land Use Plan, incorporating feedback from Indigenous groups, conservation agencies, and other stakeholders, will be finalized by January 2025. • Advocacy efforts have been made to the Ministry of Energy for natural gas expansion in rural and developing areas like the Innovation Corridor. Consulting project on Highway Access Management Plan for Innovation Corridor is set to be completed in 2024. - 429 - Specific Actions Status of Progress 2024 Details of Progress • The Arena Strategy was approved by Council on June 10, 2024 (Resolution #514/24). This strategy evaluates options for maintaining and reinvesting Pickering’s two municipal arena facilities while assessing the growth- related needs for additional facilities in the future. • The Recreation & Parks Ten-Year Plan, featuring 101 recommendations, was approved by Council on September 23, 2024 (Resolution #575/24). The Plan is now available on the City's website, and key initiatives have been incorporated into the 2025 Current and Capital Budgets. • The tennis court facility floor replacement at the CHDRC is currently underway, with completion expected in Q4 2024. • The City of Pickering is facing challenges related to funding for new growth and the maintenance of aging infrastructure, particularly with many facilities constructed prior to 2000. In 2023, PSD Citywide Inc. conducted a review of these issues and provided a methodology for prioritizing future investments. The Facility Renewal Study outlines a framework for decision-making regarding the renewal, replacement, or disposal of facilities, but does not include specific recommendations for individual buildings. The Facilities Renewal Study was endorsed by Council in January 2024. • The Seaton Recreation Complex & Library will be the city's largest project and first multipurpose recreation complex in over 40 years. Planned amenities include pools, a gym, a walking track, a fitness center, studios, a full-service library, a two-pad arena, a playground, a splash pad, and outdoor spaces. In July 2024, Pickering Council awarded the design contract to Perkins & Will Canada Inc. Three schematic design options have been developed and public feedback was collected through a five-week community engagement campaign. A new design option, incorporating public feedback, will be presented to Council in February 2025 for endorsement. If endorsed, Perkins & Will will proceed to the Detailed Design phase, expected to be completed by September 2025. Advance the City‘s Integrated Transportation Master Plan to promote a safe, integrated and supportive transportation system In Progress The City's Integrated Transportation Master Plan, completed in 2021, made 28 recommendations. Staff undertook the following initiatives in support of this plan: • Installed “Bike Lake” signages along Granite Court for the existing bike lanes on both sides of the road between Whites Road and Rosebank Road. • Added “shared facility” via sharrow pavement markings on Rosebank Road between Finch Avenue and Taunton Road, with signage to be added next year. Staff have prepared designs for Active Transportation facilities that are planned for installation in 2025, pending budget approval. Adding new Bike Facilities & Associated Signage: • Dixie Road between Kingston Road and Whites Road via 3rd Concession Road • Sheppard Avenue between Altona Road and Fairport Road - 430 - Specific Actions Status of Progress 2024 Details of Progress Adding Bike Signages for existing bike lanes: • Glenanna Road between Kingston Road and Dixie Road • Strouds Lane between Altona Road and Rosebank Road • Woodview Avenue between Pine Grove Avenue and Finch Avenue Furthermore, Report ENG 01-24 was incorporated into the tender for the multi-purpose pathway on the south side of Walnut Lane Extension. Work with partners to improve public transit options across the City In Progress The City of Pickering is committed to enhancing public transit options and is actively collaborating with various stakeholders to achieve this goal. In 2024, the City completed the High Frequency Rail (HFR) design consultation project (with Council endorsing the Corridor Design for a proposed station stop in Pickering) and submitted it to VIA’s HFR team. This development signifies a major step towards better connectivity and seamless transit experiences for our residents. Moreover, the City is engaging with stakeholders on transit expansion in Seaton and North Pickering, showcasing an optimistic vision for the region's future public transportation landscape. Our engineering team has also provided valuable feedback on transit design to the Region, further ensuring that our plans are robust and comprehensive. To support tourism, culture, and recreation, a seasonal public transit route has been implemented, connecting the City Centre to the Waterfront. This initiative, led by Community Services, aims to facilitate easy and convenient access to key attractions and leisure destinations within the city. The City Centre Transportation Master Plan Study (CCTMP) aims to address the transportation needs and challenges within the downtown core, preparing for future intensification over the next 10 to 20 years. The study will assess multi- modal travel requirements, the existing and future road network operations, as well as transit, bicycle, and pedestrian networks. It will identify the need for new or modified transportation infrastructure, factoring in emerging developments within the study area. The study area for the City Centre Transportation Master Plan encompasses lands bounded by Whites Road (Durham Regional Road 38) to the west, Kingston Road (Durham Regional Highway 2) to the north, Bayly Street (Durham Regional Road 22) to the south, and Brock Road (Durham Regional Road 1) to the east. With the changes implemented by Durham Region Transit on January 2, 2024, which affected bus routes and services in Pickering, we have proactively responded under the advisement of the City of Pickering’s Accessibility Advisory Committee. The City sent a letter to the Region of Durham, urging them to reverse service changes and consult with Pickering residents and key stakeholders, including those with accessibility needs, on any future service changes. This response demonstrates our commitment to ensuring that transit services meet the needs of all our residents. - 431 - Specific Actions Status of Progress 2024 Details of Progress Promote walkability and increase opportunities for active transportation In Progress Staff promoted walkability and opportunities for active transportation through several initiatives: • Reopening the Waterfront Trail at Bruce Handscomb Memorial Park. This trail, originally built in the 1960s, had safety and accessibility issues and significant erosion. The revitalized space now features enhancements to ensure it is accessible, safe, and vibrant. • Removing and rebuilding the waterfront trail boardwalk on Beachfront Park between Millenium Square and Alex Robertson Park. Damaged in 2020 due to high water levels, the new design was adopted by Council after extensive studies and consultations. Construction began in August 2024 and is expected to finish by July 2025. Phase 1 includes an elevated walkway and cycling route, viewing platforms, barrier-free access ramps, site lighting, furniture, and shoreline protection. • Approving site plans that include sidewalks, multi-purpose paths, bus shelters, pedestrian connections, accessible parking, bicycle parking, pedestrian-scale lighting, and wayfinding signage. Continue to identify opportunities to enhance community internet and mobile connectivity in collaboration with partners In Progress The IT Division collaborated with APBOT and other stakeholders to identify opportunities for improvement of the City’s community and business engagement. As a result, the City has worked with its internet service providers to enhance internet and mobile connectivity for Pickering residents and businesses. - 432 - Priority 4: Lead & Advocate for Environmental Stewardship, Innovation & Resiliency Specific Actions Status of Progress 2024 Details of Progress Promote, report and advance Environmental, Social and Governance (ESG) framework In Progress The City is assessing the suitability of an ESG framework for Pickering. So far, staff have: • Researched ESG frameworks and their relationship to existing data sources, city corporate plans, and strategies. • Reviewed how other Canadian municipalities use ESG frameworks for reporting, what frameworks they use, and whether they are applicable and relevant to the City of Pickering. • Identified departments that may need to be involved. Research indicates limited use of ESG frameworks among Canadian municipalities. For example, the City of Toronto and the Province of British Columbia currently produce ESG reports, while Mississauga is in the process of developing an ESG report. Potential reporting metrics have been identified through an extensive review of the GRI Reporting Framework's 17 standards, specifically related to various departments such as Human Resources, Finance, Office of the CAO, Community Services, CUPE 129, Corporate Services, City Development – Sustainability, Engineering Services, Economic Development, and stakeholders who may need to be involved. In 2025, discussions will be held with the relevant departments to evaluate their current reporting on these metrics, the value of such reporting to their operations, and their capacity to do so. This information, along with consideration of associated consulting costs, will assist Pickering in determining whether it is appropriate to implement an ESG reporting framework at this time. Preserve, protect, and enhance Pickering’s natural heritage features including trails, parks and open space, urban forests, watercourses, and Pickering’s waterfront In Progress The City of Pickering has undertaken significant efforts to preserve, protect, and enhance its natural heritage features. The recent reopening of the Waterfront Trail at Bruce Handscomb Memorial Park exemplifies this commitment. Originally constructed in the 1960s, this section of the trail needed improvements for safety and accessibility, which have now been addressed, alongside mitigating erosion concerns due to environmental conditions. The revitalized space now features numerous enhancements that reaffirm the City’s collective commitment to creating accessible, safe, and vibrant outdoor environments. Additionally, the Rouge Pond cleanout was completed in 2024. This project enhanced the aquatic environment, contributing to the overall health of Pickering's natural water bodies. The Pine Creek Erosion Assessment Municipal Class Environmental Assessment, completed by Aquafor Beech Limited and endorsed by the Council in September 2024, is another testament to this commitment. The study's comprehensive geomorphic assessment and subsequent rehabilitation plan aim to ensure the long-term stability of Pine Creek, reduce suspended solids, and improve water quality reaching Frenchman’s Bay over a 15-year period. Through the existing Pickering Official Plan, the City has designated natural heritage features such as major parks, open spaces, urban forests, main watercourses, and much of the Pickering waterfront in land use categories that - 433 - Specific Actions Status of Progress 2024 Details of Progress restrict usage to passive activities. This policy ensures the protection and enhancement of these vital natural resources. The City’s updated Tree Protection By-law also plays a crucial role in safeguarding environmentally significant areas. The by-law includes modern definitions, updated mapping, and revised fines to ensure the robust protection of trees in wetlands and other stream and valley corridors. Further, the Consolidated Zoning By-law has facilitated the conveyance of lands at Marksbury and West Shore to complete a section of the Waterfront Trail, thereby enhancing public access to these natural spaces. Ongoing reviews of the Pickering Official Plan continue to evaluate and revise policies and land use designations related to the preservation, protection, and enhancement of Pickering’s natural heritage features, ensuring that trails, parks, urban forests, watercourses, and the waterfront are maintained for future generations. Explore good practices in other jurisdictions pertaining to innovative city and community building In Progress In May 2024, Senior Management Staff toured community centers in Milton, Toronto, Oakville, and Markham to identify and integrate best practices into the future development of the Seaton Recreation Complex & Library. Additionally, staff interacted with City of Whitby on the development of their new Community Centre as a best practices review. As part of the Pickering Official Plan Review, a best practice review forms part of the background work for each of the major topic areas. These include: • Visions and Priorities • Growth Management • Natural Heritage, Hazards, and Sustainability • Agriculture and Rural Areas • Community Elements and Infrastructure To promote sustainable building practices, information was conveyed to builders through Sustainable Pickering Workshops and Lunch and Learns. These sessions included packages for developers and builders, detailing innovative and sustainable construction practices such as: • Accessible design • Electric vehicle charger rough-in/wiring • Grey water recycling systems • Total roof wrapping under shingles • Solar panel installation with requisite wiring • Low albedo shingles • Usage of heat pumps instead of gas or electric furnaces and air conditioners - 434 - Specific Actions Status of Progress 2024 Details of Progress Specific policies have been incorporated into the new Official Plan to address environmental stewardship, innovation, and resiliency. These policies are aimed at fostering innovative city and community building, ensuring that Pickering continues to evolve as a leader in sustainable and forward-thinking urban development. Explore opportunities to position Pickering as a clean energy centre In Progress The City of Pickering is actively exploring opportunities to position itself as a clean energy centre through several strategic initiatives. In 2024, a consultant was retained to assist staff in developing the 2025 renewal of the Corporate Energy Management Plan (CEMP). This renewal, estimated to be brought before Council for review and endorsement in Q1 2025, aims to establish Net-Zero Carbon Design as the recommended standard for new buildings. Moreover, the City is developing a comprehensive strategy that includes researching the concept and purpose of a clean energy centre designation. This involves preparing a discussion paper outlining the objectives of positioning Pickering as a clean energy centre and defining the appropriate model for such a centre. Through this effort, the City seeks to clearly articulate its vision and objectives for clean energy, paving the way for actionable plans. To ensure successful implementation, the City is identifying necessary resources such as staffing, physical space, and budget requirements. Additionally, the City is exploring funding partnerships and grant opportunities, which are essential for sustaining these initiatives and fostering innovative projects. Furthermore, collaboration with the Region of Durham and Ontario Power Generation (OPG) on a pre-feasibility study for District Energy in the City Centre underscores Pickering's commitment to clean energy solutions. This partnership highlights the City's proactive approach in seeking viable clean energy projects that benefit the community and environment. The City is committed to sustainable energy practices, as evidenced by its investment in various initiatives. Notably, there are currently two planned PV (photovoltaic) installation at the City: 1. Operations Centre and 2. PMV Conservation Building. Operations Centre: A Preliminary Engineering Study was completed in July 2024. The study indicates that the Operations Centre rooftop could host a 443 kWDC PV array, which would produce approximately 454 MWh electricity per year, offsetting 56% of the Operations Centre’s net annual electricity requirements. The system would be configured as net-metering, meaning that it will export surplus electricity to the grid when production exceeds onsite demand. The total budget (2025) is $1,265,000. The engineering consultant for the design has not yet been retained. PMV Conservation Building: A Preliminary Engineering Study was completed in July 2024. The study indicates that the south-facing roof of the Conservation Building could host a 75 kWDC PV array, which would produce approximately 73 MWh electricity per year, offsetting 92% of the Conservation Building’s net annual electricity - 435 - Specific Actions Status of Progress 2024 Details of Progress requirements. The system currently cannot be configured as net-metering, meaning that the building must consume all the electricity it generates. This also requires that it include a Battery Energy Storage System (BESS), which adds substantially to the cost. Just as the constraints at Cherrywood TS were recently lifted, it is hoped that the constraints at Whitby TS will soon be lifted, which could allow both the Conservation Building and PHCC solar projects to forgo a BESS and its associated costs. The total budget (2023) is $264,000, which includes $20,000 in engineering design fees and $11,500 in permits and regulatory fees. The engineering consultant for the design has not yet been retained. Take action and work with partners on climate change mitigation and adaptation measures In Progress Pickering was selected to complete a project with ICLEI Canada regarding a Risk and Vulnerability Assessment (Phase 1 of a Community Climate Adaptation Project). Staff hired a consultant to complete Phase 2/3 of the project, which involved public engagement, gap analysis, data gathering, and the completion of a draft Community Climate Adaptation Plan. A consultant was retained in late 2023. Engagement has been ongoing, including meetings with Council members and a Council survey, public and stakeholder surveys, virtual and in-person stakeholder workshops and surveys, a Town Hall meeting, information posted on Let’s Talk Pickering, presentations to Advisory Committees, and SMT, among others. The draft plan will be released to the community in January 2025 with a public open house scheduled for February 2025. Building upon existing work, the results of this project aim to assist the City in further improving climate resiliency by verifying and addressing the impacts of climate change, such as those from extreme weather-related events. Proactive measures can help reduce exposure to risks while supporting future resilience for residents, especially vulnerable populations. The report is planned to be released in April 2025. A consultant was retained in December 2023 to help research and update existing indicators for the Measuring Sustainability Report, identify and make recommendations to address new indicators that should be considered, deliver a community survey, and compile information about the City's and stakeholders' actions to support the indicators. The project team met with city staff from various departments to discuss indicators and sources of data. A public survey was issued in June. The draft report is being reviewed prior to being sent to graphic designers. The Measuring Sustainability Report will be issued in spring 2025. For the past five years, the City has provided the community with a summary of the City of Pickering’s achievements, events, programs, and projects related to sustainability. The document promotes the efforts of the City and its community partners and serves to inspire others to connect and get involved. Pickering’s 2023 Sustainable Pickering Year in Review highlights efforts to address a variety of initiatives, including community engagement, urban agriculture, sustainable development, climate change, natural environment, waste diversion, energy efficiency, and more. Identify opportunities to incorporate innovation, sustainability and resilience in the In Progress The City of Pickering has actively identified opportunities to incorporate innovation, sustainability, and resilience into community design and municipal infrastructure through various initiatives. The endorsement of the Facilities Renewal Study in January 2024 is a prime example. This study emphasizes the need to prioritize future investments in existing facilities based on a structured, fact-based methodology. By considering the lifecycle and condition of buildings, the City aims to ensure sustainable management of resources and infrastructure. - 436 - Specific Actions Status of Progress 2024 Details of Progress community design as well as municipal infrastructure (e.g. roads) Additionally, the successful completion of the Pine Creek Erosion Municipal Class Environmental Assessment Study highlights the City's commitment to addressing and mitigating erosion-related risks. By identifying high-priority sites for rehabilitation, the City not only enhances the resilience of its municipal infrastructure but also demonstrates innovation in environmental management practices. Both initiatives reflect Pickering's proactive approach to integrating sustainable practices and resilience into the fabric of its community design and infrastructure, ensuring a stronger, more adaptable future for its residents. Recognize the important role of agriculture and tree canopy in carbon sequestration (carbon budgeting) In Progress In January 2024, the City Council approved a new, modernized Tree Protection By-law. To support this initiative, staff from City Development, Municipal Law Enforcement Services, and Engineering Services engaged in various activities, including: updating information on the City's website; sending email blasts; placing signboards at strategic locations; attending the weekly Farmers' Market during the summer; holding three Public Information Centres (April 19, June 28, and November 23, 2024); hosting Virtual Stakeholder meetings (April 13 and July 5, 2024); participating in Sustainability events during April Earth Month, such as Build a Birdhouse, Tree Planting, Invasive Species, and Gardening for Climate Change; attending a Ward 1 Town Hall Meeting (April 30, 2024); conducting an Information Session for the Waterfront Advisory Committee; and administering two online surveys to promote and explain the new By-law. The updated By-law revises fees and fines and modernizes definitions. It regulates trees in environmentally sensitive areas, including significant woodlands, which are crucial for carbon sequestration. To address tree protection issues more effectively, the City’s Engineering Services hired a second Coordinator for Forestry Management. An Urban Forest Strategy is anticipated to be undertaken in 2026 or 2027, subject to funding availability. Engineering Services is expected to lead this initiative with assistance from City Development. The role of agriculture in carbon sequestration has yet to be investigated. Recognize the importance of internet connectivity and digital infrastructure in contributing to climate change mitigation In Progress The current Workplace Modernization initiative reduces printouts and enhances service delivery efficiency. This initiative also enables staff to work remotely, contributing to climate change mitigation by reducing traffic congestion and lowering the City’s carbon footprint. - 437 - Priority 5: Strengthen Existing & Build New Partnerships Specific Actions Status of Progress 2024 Details of Progress Advocate for funding to address community needs from upper levels of government and partners In Progress Efforts to advocate for funding to support community needs in Pickering have been proactive and multifaceted: • Council approved applications to fund a portion of the cost of the Seaton Recreation Complex & Library, and the retrofit of the O’Brien Arena to the Green & Inclusive Community Building Fund through Resolution #578/24. • Council approved applications to fund a portion of the cost of the City Centre Park and the replacement of seven playgrounds to the Community Sport and Recreation Infrastructure Fund through Resolution #577/24. • City Staff were successful in securing $61,500 in sponsorship funding for Events, Recreation, and Sustainability service areas in 2024 in partnership with local businesses such as Elexicon, Ontario Power Generation, Lego, Magic Windows, Bristol Car & truck Rentals, Chartwell Retirement Residences, HiFive Kids Dental, Amica and Renewal By Andersen. • City staff successfully submitted over 20 grant applications, securing over $250,000 in funding to support major projects. • The Mayor has also regularly met with key elected officials—including the local MP, MPP, and Ministers at both Provincial and Federal levels—through scheduled meetings and at conferences such as AMO, to advocate on behalf of the City’s needs. Additionally, in 2024, the Mayor has sent over six letters to upper levels of government seeking funding for a variety of services and projects across Pickering. • Beyond this, the Mayor and City staff have worked closely with community partners and local businesses to identify and pursue funding opportunities that directly support the City’s growth and well-being. Through more than four collaborative efforts, the Mayor has engaged with community organizations and businesses to help them secure the necessary funding for projects that have a positive impact on the community. In addition, the Mayor has written over five letters of support for local organizations, businesses, and community groups, helping to strengthen their applications for funding from provincial and federal governments. Work more closely with members of the business community, and with the Ajax Pickering Board of Trade (APBOT), in particular In Progress In 2024, collaboration with the business community has continued to grow, with efforts focused on fostering strong relationships through the City's Site Visit Program. This initiative, which has facilitated over 30 site visits, has allowed businesses to engage directly with City staff and the Mayor’s Office, strengthening ties and supporting local business development. Demonstrating a strong commitment to the community, the City has maintained a close relationship with the Ajax- Pickering Board of Trade (APBOT). This includes having a dedicated council member, currently serving as an advisor, and proudly supporting the business association as a Premier Partner Sponsor. The City has further strengthened its connection with the APBOT business community by actively participating over 10 of the Board's events throughout the year (including but not limited to: Mayors' Breakfast Address, New Year’s Levee, Patio Nights, Golf Tournament, and the Business Excellence Awards). - 438 - Specific Actions Status of Progress 2024 Details of Progress The Mayor has also conducted over 26 business site visits across Pickering, gaining insight into local enterprises and exploring ways to provide further support. Additionally, the Mayor has attended over 40 grand openings, using these occasions to meet with new business owners in Pickering and discuss how the city can assist in their growth. APBOT is regularly invited to join these visits and grand opening events, reinforcing the ongoing collaboration between the city and the business community. When City Development staff are reviewing development applications that could result in the potential displacement of existing buildings and businesses, City Development staff work with staff from Economic Development & Strategic Projects Division to assist in business retention and relocation. These efforts indicate the City's collaboration with members of the business community and the Ajax Pickering Board of Trade (APBOT). Work more closely with Advisory Committees, including the Anti-Black Racism Taskforce, the Heritage Advisory Committee and the PAC4Teens Activity Council to advance City priorities collaboratively In Progress City Departments continue to work closely with Advisory Committees, Boards, Committees, Taskforces, and groups on corporate projects and priorities. Staff have held multiple consultations and discussions with the Pickering Anti-Black Racism Taskforce, totaling 11 times. The Heritage Advisory Committee has been actively involved 16 times in preserving and promoting the rich cultural history of Pickering. Additionally, the PAC4Teens Activity Council (PAC4Teens) has been a vital partner in engaging our youth. Our collaboration has led to monthly meetings where we discuss and implement programs that resonate with the younger population. This partnership ensures that the voices of our youth are heard and that their needs are addressed. In March 2024, a subcommittee called Pickering Arts, Culture, and Engagement (PACE) was established within the Cultural Advisory Committee (CAC) to gather input on arts, dance, music, and food. This initiative further enhances our community engagement efforts and reflects our commitment to cultural diversity. Take the lead to connect sector representatives, community groups, and organizations (i.e., support urban agriculture, connect farming community In Progress To effectively connect sector representatives, community groups, and organizations, the City undertook the following key actions: • The City actively collaborated with community advocacy groups to explore opportunities for business development and assess the potential impact of High-Frequency Rail on farmlands and agricultural areas. • An Urban Farming and Agriculture Survey was conducted on January 29, 2024. The survey results were summarized in the Report to the Executive Committee (SUS 03-24), dated March 4, 2024. - 439 - Specific Actions Status of Progress 2024 Details of Progress and development industry, to address issues pertaining to topsoil for example) • The City operates two community gardens: the Valley Plentiful Community Garden (VPCG) in Diana Princess of Wales Park, and the George Ashe Library & Community Centre's '55+ Plot to Plate' program. Both gardens include donation plots that support local food banks, fostering a sense of community and shared responsibility. • In 2023, the City launched a project to enhance the Valley Plentiful Community Garden site by adding accessible parking and raised beds. Construction is currently underway and is expected to be completed by the end of 2024, ensuring greater accessibility and inclusivity for all residents. • The Pickering Public Library introduced its first Seed Library program, promoting healthy food and sustainable practices while protecting plant and food crop biodiversity. • The City provided financial support for urban agriculture-related projects through the City's Environmental Schools Grant and Community Grant programs. • The City continued to host its award-winning Farmers’ Market, connecting residents with local farmers, bakers, artisans, and small businesses. • The City has long recognized the importance of implementing and investing in urban agriculture initiatives to address food supply, food security, and sustainable urban development. These activities can help reduce grocery bills, carbon emissions, and provide opportunities to support social, physical, and mental wellbeing. Looking ahead, City staff will develop new programs and events designed to address community needs and further promote urban agriculture. The City will continue to support these initiatives through the Integrated Sustainable Development Strategy (ISDS), encouraging opportunities for food production in new developments. Partner with youth to identify additional opportunities for partnership with the City and community leaders In Progress The City has effectively partnered with youth to identify and pursue additional opportunities for collaboration with the City and community leaders. This is showcased by the initiatives and programs organized by the Pickering Activity Council for Teens (PAC4Teens). These initiatives include successful events such as Youth Week, Hip Hop in the Park, All Wheels Skate Competitions in partnership with the Pickering Skate Alliance, Art Shows, and Culinary Competitions. Additionally, the PAC4Teens Fall Food Drive successfully collected and donated over 650 lbs. of food items to the St. Paul’s on the Hill Community Food Bank. Furthermore, in alignment with the goal to work collaboratively with youth to enhance services and programs, City staff conducted youth engagement sessions within schools and City facilities to gather valuable input on the new Seaton Recreation Complex & Library. Collaborate with others to attract and retain the talent that Pickering’s economy and business require now and into the future In Progress In 2024, the City of Pickering has worked closely with Durham Region, stakeholders, and the community to attract and retain the talent essential for the city's future growth. By promoting events such as the Durham Region Unemployment Centre sessions, Invest Durham Career Roundup, and local job fairs through Invest Pickering platforms, the City has highlighted opportunities for community members and businesses to stay informed about emerging prospects. - 440 - Specific Actions Status of Progress 2024 Details of Progress Collaborating with a range of partners, Pickering is in advanced discussions with a post-secondary institution to bring a campus to the city. This initiative aims to provide higher education and training opportunities, ensuring that the local workforce is equipped with the skills needed to support and drive economic development. The Recruitment team has also researched best practice videos, and a team member will present recommendations to the website team aimed at attracting youth in the community for job opportunities in Pickering. Leverage the City’s role in Durham Region by supporting the work of the Durham Economic Development partnership In Progress The City has been actively leveraging its role in Durham Region by robustly supporting the work of the Durham Economic Development Partnership (DEDP). Our collaboration at the Collision Conference allowed us to engage with international business leads, thereby attracting investment and fostering vital connections. Additionally, the ongoing bimonthly meetings between Durham municipalities focus on collaborative projects, addressing key challenges, and seizing opportunities within our community. Looking ahead, DEDP is actively planning significant 2025 initiatives, including participation in Hannover Messe, a leading global trade fair. Leverage partnerships with academic, health care and environmental institutions and organizations, the business community and the Ajax Pickering Board of Trade In Progress By leveraging partnerships with academic, health care, and environmental institutions, as well as organizations within the business community and the Ajax-Pickering Board of Trade, the City of Pickering is dedicated to fostering a collaborative environment. These partnerships include attending over ten of the Board's events annually and involving council members in advisory roles and sponsorships. Collaborative efforts with Lakeridge Health are underway to identify a suitable location for a Post-Acute Rehabilitation Centre. Through Resolution #588/24, Lakeridge Health has secured a license agreement to utilize space in the Chestnut Hill Developments Recreation Complex. This initiative will provide a free Chronic Obstructive Pulmonary Disease Community Exercise Clinic, offering weekly sessions to support the health and well-being of our community members. Additionally, the City continues to partner with the Toronto and Region Conservation Authority on initiatives, such as expanded waterfront trail between Marksbury and Westshore Blvd. and negotiations to enter into a management agreement for Petticoat Creek Conservation Park. Identify opportunities to build relationships with community members, stakeholders, Advisory Committee Members, and upper levels of government, In Progress In line with our commitment to fostering strong relationships, the City identified several key opportunities in 2024 to engage with community members, stakeholders, Advisory Committee Members, and upper levels of government, including Indigenous Government. These include: • Indigenous Engagement: In April 2024, we signed a Relationship Agreement with the Mississaugas of Scugog Island First Nation (MSIFN) to ensure their involvement in the Northeast Pickering Secondary Plan and future projects that required Indigenous Engagement. Additionally, preliminary discussions with MSIFN and other Indigenous groups were initiated to develop ongoing relationships and address planning processes in Northeast Pickering. The Mayor and City staff met twice with Chief LaRocca and the Mississaugas of Scugog Island First - 441 - Specific Actions Status of Progress 2024 Details of Progress including Indigenous Government Nation (MSIFN) Council for relationship building, information sharing, and to gather feedback on projects and initiatives in the City. • Community Consultations: Annual Sport User Group meetings were established to strengthen ties with sporting organizations. Consultations with 42 Sport User Groups were held to gather input for the Recreation & Parks Ten-Year Plan and the design options for the new Seaton Recreation Complex & Library. Extensive consultations in October 2024 engaged various community sport, culture, and special interest groups to ensure their voices were heard in the design of the new Seaton Recreation Complex & Library. • Ratepayer Associations: The Ratepayer Association Policy was developed and approved by Council on April 22, 2024. The dedicated Webpage has been live since June 17, 2024, lists Registered Ratepayer Associations and their contact information as well as pertinent information concerning Associations. To date, a total of three Ratepayer Associations have registered. The City will continue to ensure that Ratepayer Associations meet the eligibility requirements, continue to meet their responsibility in accordance with the Policy and to administer the applicable benefits outlined in the Policy. • Lobbyist Registry: The City continues to build relationships with the community through the Lobbyist Registry program; this Registry ensures that the public can view lobbying activity between Lobbyists and Public Office Holders – which emphasizes a culture of open, transparent and accountable government. In terms of lobbying activity for 2024, there have been 18 Lobbyist Registry profiles and 18 Lobbyist activities registered in 2024. • Stakeholder Collaboration: The Mayor collaborated with over 246 stakeholders, including community organizations, businesses, schools, sports associations, faith leaders, and cultural groups. These interactions included business site visits, grand openings, local community events, meetings, and roundtables. The Mayor also supported faith and cultural groups in hosting events at City facilities, ensuring diverse voices were represented. • Interfaith and Senior Engagement: The ‘Stronger Together: Interfaith Roundtable’ organized by the Mayor brought together 30-35 leaders from various faith communities to discuss local issues and explore collaborative efforts. Town halls for seniors' clubs, organizations, and residents in long-term care homes were also hosted to keep their members engaged and informed. • Advisory Committees: Through the Official Plan Review, staff contacted the Advisory Committees to gather input on major topics. Public information meetings and workshops were held to engage community members and stakeholders. Workshops and virtual meetings were conducted on Vision and Values, and Growth Management and Urban Structure. - 442 - Priority 6: Foster an Engaged & Informed Community Specific Actions Status of Progress 2024 Details of Progress Identify opportunities to enhance digital platforms including social media platforms to share information, provide updates and gather feedback In Progress The City of Pickering has proactively identified and implemented several opportunities to enhance its digital platforms, with a particular focus on social media, to effectively share information, provide updates, and gather feedback from the community. To further enhance digital engagement, the City: • Completed 14 interactive polls on social media • Scheduled 68 designs across the City's digital sign network to promote key events, services, and initiatives • Produced 48 videos in-house, including 10 social media trend videos. • A Facebook Live Budget Presentation with the City's Director, Finance & Treasurer was also hosted • Published monthly Council Meeting recap articles for staff and the public. • Organized 6 social media contests • Hosted 40 photo shoots in-house for various events and announcements • Achieved a 9 percent growth rate in its social media following across platforms such as Twitter, Instagram, Facebook, and YouTube. LetsTalkPickering.ca continued to serve as a centralized tool to coordinate and promote all the City’s engagement opportunities. Dedicated pages were created for key initiatives such as the Recreation & Parks Ten Year Plan, Pickering Heritage & Community Centre programming, the new Seaton Recreation Complex & Library, Public Art projects, the relocation of the Santa Claus Parade route, the Waterfront Paddle Sport initiative, tourism marketing series, Retail Market Study, as well as fitness and community programming. As part of the Pickering Official Plan Review – Pickering Forward, residents were invited to participate in surveys on the Let’sTalkPickering.ca platform too regarding the Community Vision and Priorities, as well as Growth Management & Urban Structure. Social media posts and announcements were used to promote the surveys, along with both in- person and virtual open houses. Official Plan Review (OPR) inserts were prepared and included with June tax bills, reaching every household. Additionally, advertisements were placed in the Toronto Star, and a dedicated webpage was created for further information. In addition, the Legislative Services Department is implementing new Meeting Management Software, eScribe, aimed at improving meeting efficiency and enhancing public transparency. The system will digitally create and manage public meetings, automate workflow and approval processes, facilitate paperless agenda creation and distribution, and enhance citizen transparency through web streaming and digital documents. Core team training began in August 2024, with the first public meetings using eScribe scheduled for early 2025. Promote and support a range of engagement In Progress The City has been committed to promoting and supporting a variety of engagement methodologies to meet the diverse needs of all community members. Through our digital engagement platform, LetsTalkPickering.ca, residents have been actively involved in important discussions and decision-making processes. - 443 - Specific Actions Status of Progress 2024 Details of Progress methodologies to address the needs of all community members The Animal Services team offered educational opportunities for residents to explore the meaningful connections between Indigenous cultures and animals, fostering a deeper understanding of these relationships. Additionally, Animal Services encouraged positive and proactive approaches for the community to coexist with and enjoy wildlife. The City also supported sustainable fishing practices through a fishing line recycling program and educational initiatives. In the context of the Pickering Official Plan Review (OPR), staff ensured every household received information by including inserts with the June tax bills. Our promotional efforts also included advertisements in the Toronto Star and a dedicated webpage. For the OPR Discussion Paper 1, engagement activities included an in-person public meeting, a virtual public meeting, and advertisements on the project webpage featuring a diagram of the planning hierarchy included in the discussion paper. During the Consolidated Zoning By-law Review - Phase 3, notifications were sent via email, a dedicated webpage was created, and a statutory public meeting was held in person. To inform the community about the Revised Tree Protection By-law, staff developed a brochure that was distributed by Municipal Law Enforcement and City Development staff at the Farmers' Market. Looking ahead at our Fire Prevention Activities, staff will: • Collaborate with the communications team to expand the use of video social media messaging on various platforms. • Launch the ‘Go to where you are’ project, where education and interaction occurred in unexpected locations such as grocery stores and transit stations. • Explore opportunities for engaging established community groups and advisory committees. • Engage with higher-risk businesses to offer prevention services and extinguisher training. These efforts demonstrate our unwavering commitment to promoting and supporting a range of engagement methodologies that address the needs of all community. Continue to monitor trends and emerging technologies to ensure the City is engaging with community members in ways that are meaningful and relevant In Progress The City will continue to utilize innovative tools and platforms, such as social media polls, digital signage, and video content, to effectively communicate and engage with the community. This strategy not only keeps residents informed but also encourages their active participation in municipal affairs. By staying familiar with the latest technological trends, the City is poised to offer an engaging experience for all community members. In addition to this, staff continue to explore innovative ways to engage with community members in ways that are meaningful and relevant. In 2024, staff used interactive polls on social media; used the City's digital sign network to promote key events, services, and initiatives; produced videos in-house, including social media trend videos; and published monthly Council Meeting recap articles for staff and the public. The City’s digital public engagement platform, LetsTalkPickering.ca, saw over 50,000 visits to the site. LetsTalkPickering.ca also saw an increase in registered users, bringing the total number of registered users to 3,348 profiles. - 444 - Specific Actions Status of Progress 2024 Details of Progress The City is committed to providing accessible, trustworthy, and convenient digital services to support Pickering’s diverse population and growth, while ensuring continuous and robust privacy and security measures. Future phases of the City’s digital transformation journey will include a Citizen Relationship Management (CRM) platform, increased eCommerce options, a resident-focused Work Order Management System, and an improved multi-channel communications solution, including live chat. Explore opportunities to make the planning process more readily understandable by interested community members In Progress An application progress tracker for the City’s website is being examined as part of the Development Application Review Process. A graphic was prepared in Discussion Paper 1, Vision and Priorities, of Pickering Forward, presenting the hierarchy of Provincial, regional and local planning documents. Looking ahead, staff will continue to explore innovative ways to make the planning process more understandable to interested community members. Develop and implement a digital strategy to improve the delivery of City services to the community In Progress In February, Council endorsed the Digital Readiness Assessment and Strategy, which outlines an investment and implementation framework to leverage digital technology for improved operational efficiency and service delivery. Efforts to advance this strategy include: • Hiring a Senior Project Manager, Digital Services • The deployment of resident kiosks, offering digital access to a wide array of services and information. • A website refresh project is currently underway and expected to launch in January 2025, aimed at enhancing the delivery of digital services to the community. • Application review is in progress for the hiring of a new digital specialist. Continue to measure and report on engagement progress In Progress Extensive community and stakeholder engagement on key initiatives resulted in strong participation through surveys, open houses, and stakeholder sessions. Projects included, the Recreation & Parks Ten Year Plan & Arena Strategy (3,007+), Seaton Recreation Complex & Library 1,075), Pickering Heritage Community Centre programming (366), several public art projects, Greenwood Park Redevelopment (240+). In 2024, Invest Pickering engaged over 800 followers on X and 1,100 on LinkedIn, highlighting opportunities and business offerings in the city. The social media presence has grown significantly, reflecting Pickering's expansion and business growth. Invest Pickering connects with the community through monthly newsletters featuring updates on projects, grants, events, and local business milestones. With over 1,200 subscribers and an average open rate exceeding 50%, the newsletter has become a vital engagement tool for both residents and the business community. - 445 - Specific Actions Status of Progress 2024 Details of Progress Furthermore, Staff streamed 83 live videos of Council, Executive Committee, Planning and Development Committee and Advisory Committee Meetings, with a total of 19,747 views Identify opportunities for elected officials to meet more regularly, and more informally with community members In Progress The Mayor has actively engaged with numerous residents, community groups, and local organizations through phone calls, as well as virtual and in-person meetings to discuss important local issues. Additionally, the Mayor has participated in hundreds of community events in Pickering and across Durham, engaging directly with residents and community members. In 2024, the Mayor hosted several events, including three 'Coffee with Kevin' sessions, providing community members the opportunity to meet with Mayor Ashe, receive updates on city developments, and pose questions directly to him. Pickering's three Regional Councillors and three City Councillors held over 15 individual or joint Town Hall meetings and/or community gatherings throughout the year. Furthermore, City staff take a proactive approach by sending a weekly calendar of events to elected officials, ensuring a continuous stream of engagement opportunities. From public art unveilings to provincial/federal announcements to cultural celebrations and everything in between, groundbreaking ceremonies to ribbon cuttings, these events provide elected officials with dozens of opportunities each year numerous occasions to connect with the community in an informal settings. Additionally, the Economic Development department extends invitations for conferences, tradeshows, groundbreakings, ribbon-cuttings and grand opening ceremonies that support local businesses while offering elected officials further platforms for engagement with residents in an informal context. Identify opportunities to increase community understanding of municipal government In Progress To enhance community understanding of municipal government, several initiatives were implemented: • Published monthly Council Meeting recap articles for staff and the public on the City’s website. • Released Council recap videos through Mayor Ashe's "Keeping up with Council." • Elected officials hosted Town Halls; for instance, Mayor Ashe held mini-Town Halls with students to inform them about different levels of government and their respective responsibilities. • Conducted a Facebook Live Budget Presentation with the City's Director of Finance & Treasurer to explain the proposed capital budget to residents. • Released a Proposed Budget Highlights publication. This document complements the 2025 Budget proposed by the Mayor, providing a summary of significant achievements from 2024 and outlining strategic priority projects for the year ahead as proposed in the 2025 Budget. It offers residents clear and concise information about how the initiatives advance the Council-approved Corporate Strategic Plan, along with key financial highlights for the 2025 fiscal year. - 446 - Specific Actions Status of Progress 2024 Details of Progress City staff have also begun exploring strategies to effectively promote the new Ward Boundaries ahead of the 2026 Municipal Election, ensuring residents are informed about the changes and the election process. This initiative will launch in 2025. Provide enhanced opportunities for community members to become more actively involved in City government (e.g. youth) In Progress The City of Pickering has demonstrated its commitment to providing enhanced opportunities for community members, particularly youth, to become more actively involved in City government through various initiatives: • Participation in the "Take Our Kids to Work" program for Grade 9 students, exposing students the opportunity to experience a wide range of potential career paths. • Engagement through Mayor Kevin Ashe’s classroom visits, which bring local governance insights directly to students. • The Pickering Activity Council for Teens (PAC4Teens) advises on municipal programs and services, offering a platform for youth to voice their opinions and contribute to the community. • Project leads regularly book presentations to inform and seek feedback from the PAC4Teens group. In 2024, three presentations were made regarding the City of Pickering’s website, Seaton Recreation Complex & Library community engagement, and the Hunger Action initiative with St. Paul’s on the Hill Community Food Bank. • Two surveys conducted by PAC4Teens on the City’s website and Seaton Recreation Complex & Library construction, ensuring that youth perspectives are considered in significant projects. These initiatives reflect the City’s dedication to fostering an inclusive environment where community members, especially youth, are encouraged to actively participate in the governance and development of their city. - 447 - Report to Executive Committee Report Number: ECD 01-25 Date: January 13, 2025 From: Fiaz Jadoon Director, Economic Development & Strategic Projects Subject: Municipal Accommodation Tax and the Establishment of a Municipal Services Corporation -Implementation and Establishing Municipal Accommodation Tax andDestination Pickering-File: A-1140 Recommendation: 1.That the City of Pickering implement a Municipal Accommodation Tax (MAT) by-law in the form included in this Report as Attachment 1, subject to minor changes acceptable to the Director, Corporate Services & City Solicitor, Director, Finance & Treasurer andDirector, Economic Development & Strategic Projects, establishing a MAT rate of 4%,effective March 1st, 2025; 2.That staff be directed to formalize an agreement, and the Director, Finance & Treasurer or designate be authorized to execute an agreement between the City of Pickering andthe Ontario Restaurant Hotel & Motel Association (ORHMA) to collect the MAT (revenue)from City of Pickering accommodation providers in a form satisfactory to the Director,Corporate Services & City Solicitor and Director, Economic Development & StrategicProjects; 3.That staff be authorized to act on the request for consent from the Regional Municipalityof Durham to incorporate a Tourism Municipal Services Corporation (MSC), namedDestination Pickering, if available and that the Director, Finance & Treasurer beauthorized to execute any supporting documents confirming consent; 4.That the following persons be appointed to the interim Board of Directors of Destination Pickering: two Members of Council, appointed by the Mayor; and three City staffmembers as follows: Director, Economic Development & Strategic Projects, Director,Finance & Treasurer, and Director, Community Services; 5.That staff bring forward in the third quarter of 2025, three tourism industry stakeholdersfrom a range of sectors, including, but not limited to: accommodations, meetings and conferences, attractions and retail, festivals and events, sports tourism, food andbeverage to be appointed to the Destination Pickering Board of Directors, in addition toone Member of Council, as appointed by the Mayor, and three City staff members; 6.That the Director, Economic Development & Strategic Projects, Director, CommunityServices, and Director, Finance & Treasurer be authorized to negotiate a service level agreement with the MSC on behalf of the City, to affirm the types of programs and- 448 - ECD 01-25 January 13, 2025 Subject: Municipal Accommodation Tax and the Establishment of a Municipal Services Corporation Page 2 services the MSC will provide on behalf of the City, in a form satisfactory to the Director, Corporate Services & City Solicitor; and that the Mayor and City Clerk be authorized to execute same; 7. That staff report back to Council in the third quarter of 2025 on the progress of the MAT, including a review of its budget and any additional strategies; and 8. That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. Executive Summary: The purpose of this report is to seek Council’s approval to implement a Municipal Accommodation Tax (MAT) for the City of Pickering at a rate of 4%, and to incorporate a Municipal Services Corporation, named Destination Pickering Inc. MAT is a local tax applied to the purchase of transient accommodations such as hotels and motels. Its primary purpose is to generate revenue to support local tourism initiatives. Currently, more than 50 municipalities across Ontario impose the MAT, with the most common rate set at 4%. Per the Municipal Act, 2001, S.O. 2001, c.25, as amended (the Municipal Act), municipalities must assign a portion of the MAT revenue (50% of the MAT revenues after deduction of the municipality’s reasonable costs) to an “eligible tourism entity”. Currently, the City of Pickering does not have an eligible tourism entity and staff are recommending the creation of a MSC to meet this requirement. The remaining 50% of MAT revenues (net of reasonable costs) would stay with the municipality. The City will benefit from the additional revenue, as the City plans to use 50% of the MAT funds to expand its tourism offerings, including art, music, sports, and cultural experiences. This funding will be introduced as part of the City’s annual budget process starting with the 2026 Budget to support the development of programs, and for infrastructure related investments. At the Council meeting of May 27, 2024, Council endorsed the Community Visitor Plan through Resolution #491/24. The Community Visitor Plan is the first tourism plan for the City of Pickering, and serves as a guide to city staff, local businesses, tourism attractions, and regional partners in welcoming visitors to Pickering. The Community Visitor Plan is a four year plan that includes five core objectives: Enhance, Welcome, Develop, Distinguish, and Support, and includes 45 action items. The Community Visitor Plan was developed by a Tourism Steering Committee, led by Central Counties Tourism. The Committee included representatives from local businesses, attractions, residents, and City staff, and addresses the challenges and opportunities for visitor readiness across five key categories: attractions, businesses, infrastructure, customer service, and marketing/promotion. Several action items included in the Community Visitor Plan require funding, and consideration will be given to allocate some of the MAT funding to support implementation of this plan. In addition, Action Item 5.1.4 of the Community Visitor Plan is to explore the feasibility of a MAT, so the recommendations in this report are consistent with the implementation of the Plan. - 449 - ECD 01-25 January 13, 2025 Subject: Municipal Accommodation Tax and the Establishment of a Municipal Services Corporation Page 3 Short term rentals such as VRBO and Airbnb will be subject to the MAT as and when a Short- Term Rental by-law is adopted by the City. Cities of comparable size have reported MAT to generate approximately $400,000.00 to $700,000.00 annually. The City of Toronto generates approximately $24 million annually through their MAT. The City of Pickering is recommending designating ORHMA as its agent, to collect the MAT from accommodation providers and remit to the City, starting March 1st, 2025 (see ORHMA Draft Agreement, Appendix 1). Once approved, a MAT webpage will be created with information and frequently asked questions for both accommodation providers and visitors. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority to Champion Economic Leadership & Innovation. Financial Implications: Aside from property taxes and user fees, the City has limited revenue tools. Implementation of a MAT allows for tourism related initiatives and infrastructure to be implemented without an increase to property taxes. The City of Pickering is home to 1 hotel and 1 motel with approximately 421 rooms. To forecast the MAT revenues for the City, a calculation was done based on the existing number of rooms in hotels and an average price of $113.75 per night. As part of the forecast, an annual average hotel occupancy range of 50% and 73% was utilized. The table below provides a breakdown of the potential MAT revenues at the 4% rate based on two occupancy levels. Data provided by Central Counties Tourism shows the 2023 annual hotel occupancy rate for Durham Region was 73.7%. Estimated Gross MAT Revenues (12 Months) Occupancy 50% 73% 421 Rooms $349,588.00 $510,398.00 Based on these estimates, Pickering’s annual gross MAT revenues could range between $349,588.00 and $510,398.00 based on a 50% and 73% occupancy, respectively, with half of the net MAT revenue (adjusted for reasonable costs) to be allocated to an eligible tourism entity whose mandate includes the promotion of tourism in Pickering and the balance retained by the municipality to help fund tourism or tourism related infrastructure investments. - 450 - ECD 01-25 January 13, 2025 Subject: Municipal Accommodation Tax and the Establishment of a Municipal Services Corporation Page 4 As outlined in the table below, after deducting reasonable costs (currently only collection fees of 1.8%), it is expected that approximately $171,648.00 to $250,606.00 will be transferred to the MSC and the same amount is projected to be retained by the City to fund the implementation of the Community Visitor Plan. 50% Occupancy 73% Occupancy Projected Mat Revenues $510,398.00 Collection Cost (1.8%) ($6,293.00) ($9,187.00) Net MAT (annual) $343.295.00 $501,211.00 50% Allocation to MSC $171,648.00 $250,606.00 50% Retained by City $171,648.00 $250,606.00 Based on these projected revenues, the MSC will prepare an annual budget that is separate from the City of Pickering’s budget. The above financial projection excludes external audit fees. The City has established a MAT Reserve and 50% of the new MAT revenues will be transferred to the reserve and retained by the City. $349,588.00 Discussion: The purpose of this report is to seek Council’s approval to implement a MAT for the City of Pickering at a rate of 4%, and to incorporate a MSC, named Destination Pickering Inc. On November 23, 2017, the Province of Ontario introduced the Transient Accommodation Regulation 435/17, which came into effect December 1, 2017. This allowed for municipalities across Ontario to implement a MAT through a by-law in respect of the purchase of transient accommodation in the municipality under Section 400.1 of the Municipal Act. The Province of Ontario developed the MAT as a funding source to support tourism and foster economic, social, and cultural development. The goal of the MAT is to generate revenue that enhances local tourism infrastructure and promotion, while encouraging longer overnight stays to boost economic activity. As a new funding option, the MAT will allow for the implementation of the Community Visitor Plan that was approved by Council in May, 2024, with initiatives that support tourism, increase visitor spending, and strengthen the local economy without impacting the property tax-funded budget. The legislation states under Ontario Regulation 435/17 that once reasonable costs of collecting and administering the tax are paid for, 50% of the remaining MAT shall be paid to an eligible tourism entity and the balance may be retained by the municipality. $349,588.00 - 451 - ECD 01-25 January 13, 2025 Subject: Municipal Accommodation Tax and the Establishment of a Municipal Services Corporation Page 5 The City of Pickering does not have an eligible tourism entity and staff are recommending the creation of a MSC to fulfill this requirement. Many other municipalities have found themselves without an eligible tourism entity, and have created an MSC to serve this purpose. The benefits of the City establishing the MSC include: •satisfying the Province’s requirement for an eligible tourism entity that utilizes a minimum of 50% of the MAT revenues •adopting a MSC model which provides accountability, corporate responsibility, andcontrols through the management role of the voting members •the City can have oversight over the tourism entity, as Council will approve the Board ofDirectors and endorse the annual budget; the Board will include a Member of Council,(appointed by the Mayor), City staff representatives and industry stakeholders, who willestablish the governance framework for business plans, expenditures, and corporatepolicies •the ability to access additional resources like tourism specific grants The benefits of establishing an MSC extend beyond that of tourism development. MSCs are often more flexible when compared to traditional government structures. They can form partnerships with private businesses, other municipalities, and tourism boards allowing for innovative collaborations which in turn improve tourism services. The City proposes the creation of an MSC named "Destination Pickering Inc." (the “Corporation”) if such name is available at the time of incorporation to serve as the eligible tourism entity in Pickering. Under Section 11 of the Municipal Act, Durham Region has exclusive authority over the collection and dissemination of information related to the promotion of all Durham Region local municipalities. For the City to create the Corporation, the consent of Durham Region is required. Once consent from Durham Region is received the Director, Finance & Treasurer will complete and execute supporting documents confirming this consent. Public consultation was conducted through an online survey, which was open to the public from October 28th, 2024, to November 28th, 2024. The survey asked respondents the following question: “Please share your thoughts and comments on the City's proposal to create a Municipal Services Corporation named ‘Destination Pickering,’ which would serve as the Eligible Tourism Entity in Pickering.’ A total of 22 responses were received, with some in favor of the MSC and some opposing its creation. Respondents who opposed its creation suggested that the City should focus on other matters, such as improving road infrastructure, public transportation, and increasing the number of schools within the City. One respondent noted, “You have 1 hotel in the whole city. Do we really want to have a tax to discourage other hotels from establishing themselves here?” - 452 - ECD 01-25 January 13, 2025 Subject: Municipal Accommodation Tax and the Establishment of a Municipal Services Corporation Page 6 Those in favor of the MSC stated that the creation of Destination Pickering would be transformative for the City and help it identify itself as more than just a suburb. Another respondent noted, “This should help residents participate in more in city-run events and festivals and draw people from surrounding municipalities and communities to Pickering for entertainment and fun.” Overall, it was found that there is interest in creating an MSC, but there is also a need for clarity on who is subject to the MAT. Ontario Regulation 599/06 requires municipalities to conduct public consultation and create a business case study (see MSC Business Case, Appendix 1). Both items have been completed as required and staff are prepared to move forward with the development of the MSC as outlined in this report. The MAT Report and by-law have been developed in partnership with staff from Economic Development & Strategic Projects, Finance, Corporate Services and Community Services Departments. A. MSC Structure and Incorporation To establish the Corporation, the City must file articles of incorporation. These will be drafted and filed by City Legal Services. Staff propose the following positions to be the incorporators who will act as interim Directors of the MSC: • Two Members of Council, as appointed by the Mayor • Director, Economic Development & Strategic Initiatives • Director, Finance & Treasurer • Director, Community Services Interim Directors will have oversight and critical decision-making roles concerning the operation and setup of the Corporation. Staff will bring a report back to Council in the third quarter of 2025 with final recommendations relating to establishing the new Board of Directors, its composition, by-laws, budget, and other corporate matters. However, the City’s Director of Finance & Treasurer will also be the Treasurer for this new Corporation to ensure continuity and compliance with the City’s financial policies where applicable. New board members to be brought forward in the third quarter of 2025 will consist of three tourism industry stakeholders from a range of sectors, including, but not limited to: accommodations, meetings and conferences, attractions and retail, festivals and events, sports tourism, food and beverage to be appointed to the Destination Pickering Board of Directors, in addition to one Member of Council, as appointed by the Mayor, and three City staff. - 453 - ECD 01-25 January 13, 2025 Subject: Municipal Accommodation Tax and the Establishment of a Municipal Services Corporation Page 7 B. Collection of the MAT The City of Pickering is recommending designating the ORHMA as its agent to collect the MAT from accommodation providers and remit to the City. ORHMA works directly with the hotels and motels, provides training to staff and providers. After processes are set up by ORHMA, it is the responsibility of the accommodation provider to remit monthly reports to ORHMA, who will then collect and remit the funds to the City, minus an administrative fee of 1.8% of the fees collected from hotels and motels. There is a one-time fee of $3,000.00 which covers the MAT Reporting Portal and MAT information sessions with documents and support to all accommodation providers. C. Municipal Accommodation Tax Reserve It is recommended that the 50% of the net MAT revenues retained by the City be transferred to a new Municipal Accommodation Tax Reserve. Subject to the establishment of the MAT reserve, as part to of the annual budget process, staff will recommend draws from this reserve to fund projects as presented in the annual budget that support directly and indirectly the development and expansion of existing and new programs and infrastructure investments aimed to enhance the overall visitor experience. Unspent MAT funds will accumulate in the reserve to be used in future years and may be used to fund larger infrastructure projects with higher costs. Staff will bring forward recommendations for the use of the reserve dollars by the third quarter of 2025. D. Future implementation of MAT for short term accommodations such as Airbnb and VRBO Short Term Rentals (i.e. Airbnb and VRBO) will not be included in this phase of the MAT. Legal Services, Municipal Law Enforcement and the City Development Department are currently working to create a regulatory framework and Zoning by-law amendments to regulate short-term rental accommodations and licensing in Pickering. E. Implementation Plan and Next Steps Upon approval of this report and the MAT by-law, staff will take the following next steps to meet the targeted MAT implementation date of March 1st, 2025, and set up the MSC. • Implement the new MAT by-law (see By-law Municipal Accommodation Tax, Appendix 1), for the collection of a MAT. • Obtain and act upon Durham Region’s consent to create the MSC. • Establish a MSC under the name “Destination Pickering Inc.”, if available. • Sign an agreement with ORHMA so they can begin training local hotel and motel staff in collection and remittance practices. • Create a separate financial account for the MSC through the Finance Department. - 454 - ECD 01-25 January 13, 2025 Subject: Municipal Accommodation Tax and the Establishment of a Municipal Services Corporation Page 8 Attachments: 1. By-law Municipal Accommodation Tax 2. MSC Business Case 3. ORHMA Draft Agreement Prepared By: Original Signed By: Azeem Shah Senior Advisor, Creative Industries & Tourism FJ:as Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer Approved/Endorsed By: Original Signed By: Fiaz Jadoon, Ec.D., CEcD, MPM, B.COMM Director, Economic Development & Strategic Projects Original Signed By: Stan Karwowski, MBA, CPA, CMA Director, Finance & Treasurer Original Signed By: Paul Bigioni Director, Corporate Services & City Solicitor Original Signed By: Laura Gibbs MBA, MSc. Director, Community Services - 455 - Attachment 1 to Report ECD 01-25 The Corporation of the City of Pickering By-law No. XXXX/25 Being a by-law to establish a Municipal Accommodation Tax. Whereas subsection 400.1(1) of the Municipal Act, 2001, S.O. 2001, c. 25 (“Municipal Act”) provides that a local municipality may, by by-law, impose a direct tax in respect of the purchase of transient accommodation within the municipality; and, Whereas pursuant to section 400.1 of the Municipal Act and Ontario Regulation 435/17 (Transient Accommodation Tax) under the Municipal Act, Council wishes to establish a municipal accommodation tax rate to levy on the purchase of transient accommodation within the City of Pickering; and, Whereas pursuant to subsection 400.1(3) of the Municipal Act, Council may establish and use such enforcement measures as Council considers appropriate if an amount assessed for outstanding tax, penalties or interest remains unpaid after it is due. Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Definitions 1.1. “Accommodation” means Lodging, and the right to use Lodging, that is provided for consideration, whether or not the Lodging is actually used. 1.2. “Books and Accounts” includes books, accounts, bills, receipts, invoices, financial statements, and records in any format. 1.3. “By-law” means this by-law and any amendments made thereto. 1.4. “Establishment” means the physical location, a building or part of a building that provides Accommodation. 1.5. “Lodging” includes: (a) the use of a bedroom, a suite of rooms containing a bedroom, or the use of a bed within a bedroom, domicile, or other physical location; and, (b) the use of one or more additional beds or cots in a bedroom or suite. 1.6. “Multiple Offence” means an offence in respect to two (2) or more acts or omissions, each of which separately constitutes an offence and is a contravention of the same provision of this By-law. 1.7. “Municipal Accommodation Tax” means the tax imposed under this By-law. 1.8. “Person” includes an individual, a corporation, a partnership, a sole proprietorship, a trust, a joint venture, an association or any other organization or entity of any kind - 456 - By-law No. XXXX/25 Page 2 and their respective heirs, executors, administrators, successors, assigns or other legal representatives of a person to whom the context can apply according to law. 1.9. “Provider” means a Person who sells, offers for sale, or otherwise provides Accommodation, and includes agents, hosts or any others who sell, offer for sale or otherwise provide Accommodation. Where a Provider cannot be easily determined, the owner of a property providing Accommodation is deemed to be the Provider. 1.10. “Purchase Price” means the price for which Accommodation is purchased, including the price paid and other consideration accepted by the Provider in return for the Accommodation provided, including all fees and surcharges for additional occupants and beds, but does not include the harmonized sales tax imposed by the Government of Canada or by the Province of Ontario. 1.11. “Purchaser” means a Person who purchases Accommodation. “City” means The Corporation of the City of Pickering. 1.12. “City Solicitor” means the Director, Corporate Services & City Solicitor, or their designate. 1.13. “Treasurer” means the Director, Finance & Treasurer, or their designate. 2. Application 2.1. Subject to the exemptions set out in section 3.1 of this By-law, a Purchaser shall, at the time of purchasing Accommodation, pay the Municipal Accommodation Tax in the amount of four per cent (4%) of the Purchase Price of Accommodation provided for less than twenty-eight (28) consecutive days, but greater than four (4) hours, provided in a hotel, motel, motor hotel, lodging house, inn, resort, or hostel. For greater certainty, the continuous period is not disrupted by the purchase of different rooms, suites, beds, or other Lodging in the same Establishment in the course of the continuous period. 3. Exemptions 3.1. The Municipal Accommodation Tax does not apply to Accommodation provided by: (a) the Crown, every agency of the Crown in right of Ontario, and every authority, board, commission, corporation, office or organization of persons a majority of whose directors, members or officers are appointed or chosen by or under the authority of the Lieutenant Governor in Council or a member of the Executive Council; (b) every board as defined in subsection 1(1) of the Education Act; (c) every university in Ontario and every college of applied arts and technology and post-secondary institution in Ontario whether or not affiliated with a university, the enrolments of which are counted for purposes of calculating operating grants entitlements from the Crown; - 457 - By-law No. XXXX/25 Page 3 (d) every hospital referred to in the list of hospitals and their grades and classifications maintained by the Minister of Health and Long-Term Care under the Public Hospitals Act and every private hospital operated under the authority of a licence issued under the Private Hospitals Act; (e) every long-term care home as defined in subsection 2(1) of the Fixing Long- Term Care Act, 2021 and every hospice; (f) a hotel or motel used by the City or its service providers for shelter purposes; (g) a treatment centre that receives private funding or provincial aid under the Ministry of Community and Social Services Act; (h) a house of refuge or Lodging for the reformation of offenders; (i) a charitable, non-profit philanthropic corporation organized as shelter for the relief of the poor or for emergency; (j) a tent or trailer site supplied by a campground, tourist camp or trailer park; (k) employers to their employees in premises operated by the employer; (l) a hospitality room in an establishment that may or may not contain a bed and is used for displaying merchandise, holding meetings or entertaining; or, (m) group bookings with contracts that are entered into prior to the date that this By-law takes effect. 4. Collection and Remittance 4.1. A Provider shall collect the Municipal Accommodation Tax from the Purchaser at the time the Accommodation is purchased. 4.2. A Provider shall identify the amount of the Municipal Accommodation Tax as a separate item on a bill, receipt, invoice or similar document issued by the Provider in respect of the Accommodation on which the tax is imposed and shall identify the item as “Municipal Accommodation Tax”. 4.3. A Provider shall be responsible for the collection and remittance of HST directly to the Government of Canada and/or the Province of Ontario. 4.4. A Provider shall, on or before the fifteenth (15th) day of the month, remit to the City, or its tax collection agent, the amount of the Municipal Accommodation Tax collected for the previous month and shall submit monthly statements in a form required by the City which details the number of Accommodations sold, the Purchase Price of each Accommodation, the amount of the Municipal Accommodation Tax collected and any other information as required by the City of the purposes of administering and enforcing this By-law. - 458 - By-law No. XXXX/25 Page 4 4.5. The Treasurer shall charge a fee for all payment remittances that are not honoured by the financial institution upon which it is drawn in an amount as set out in the City’s Fees and Charges By-law # 7220-17, as amended. 5. Delegation of Authority 5.1. The Treasurer is authorized to administer and enforce this By-law, including approvals and collection, and to instruct the City Solicitor to take such legal action as may be considered appropriate. 6. Tax Collection Agent 6.1. The tax collection agent for the City under this By-law is the Person who is designated in an agreement with the City to collect the Municipal Accommodation Tax as an agent for the City. 6.2. The Treasurer, in consultation with the City Solicitor, may designate additional tax collection agents for the City and is delegated the authority to enter into agreements with such designated tax collection agents. 6.3. The tax collection agent(s) shall collect and administer the Municipal Accommodation Tax as an agent for the City in accordance with this By-law and the agreement between the City and that tax collection agent. 7. Liens 7.1. All Municipal Accommodation Tax, interest, and penalties that are past due will be deemed to be in arrears and may be added to the tax roll for any real property in the City of Pickering that is registered in the name of the Provider to be collected in the same manner as property taxes and will constitute a lien upon the lands, but such lien will not be a priority lien for the purposes of subsections 1(2.1), (2.2) and (3) of the Municipal Act and such lien will not have a higher priority than it would otherwise have in law in relation to other claims, liens or encumbrances. 8. Audit and Inspection 8.1. A Provider shall keep all Books and Accounts that are sufficient to furnish the City, or its representative with the necessary particulars of sales of Accommodations and the amount of the Municipal Accommodation Tax collected, payable and remitted, for no less than seven (7) years from the date of the sale of the Accommodation. 8.2. A Provider shall permit the City, or its representative, at all reasonable times, entry into any premises where any business is carried on, where any property is kept, where anything is done in connection with any business, or where any Books and Accounts are or should be kept and shall permit the City or its representative to audit and inspect all Books and Accounts of the Provider. A Provider shall produce copies of any Books and Accounts that may be required by the City or its representative for the purposes of administering and enforcing this By-law. - 459 - By-law No. XXXX/25 Page 5 8.3. A Provider shall: (a) give the City or its representative all reasonable assistance with the audit or inspection; (b) answer all questions relating to the audit or inspection either orally or, if the City requires, in writing, on oath or by statutory declaration; and, (c) attend at the premises with the City or its representative for the purposes of giving reasonable assistance and answering questions relating to the audit or inspection. 8.4. A Provider shall comply with a written demand from the City or its representative for information or for the production on oath or otherwise of any Books and Accounts as the City or its representative considers necessary to determine compliance with this By-law. A Provider in receipt of such a demand shall comply with the demand within the time specified in the demand. 9. Determination of Amount 9.1. The Treasurer may determine an amount of the Municipal Accommodation Tax that is required to be remitted, together with any interest imposed upon any Municipal Accommodation Tax that is outstanding, if a Provider who is responsible for the payment or remittance of the Municipal Accommodation Tax fails to pay or remit as required by this By-law. 9.2. The Treasurer may impose an interest charge of one and one-quarter per cent (1.25%) of the Municipal Accommodation Tax that is outstanding on the first day of each month and subsequent months until the Municipal Accommodation Tax is paid in full. 9.3. The Treasurer may assess or reassess for any Municipal Accommodation Tax that is payable by the Provider within three (3) years from the day the Municipal Accommodation Tax was remittable, except that where the Treasurer establishes that a Provider has made any negligent or wilful misrepresentation or has committed any fraud in supplying, or omitting to supply, any information under this By-law, then the Treasurer may assess or reassess, for any time that the Treasurer considers reasonable, the Municipal Accommodation Tax payable. 9.4. A Provider shall pay the amount of the Municipal Accommodation Tax and any interest set out in the notice of calculation made under this section 9 of this By-law within thirty (30) days from the date of mailing of the notice of calculation. 10. Offences and Penalties 10.1. No person shall: (a) make, participate in, assent to or contribute in the making of false or deceptive statements in a report, statement, form or other document that is prepared, submitted or filed under or for the purposes of this By-law; - 460 - By-law No. XXXX/25 Page 6 (b) destroy, alter, mutilate, hide or otherwise dispose of any Books and Accounts in order to evade payment or remittance of any amounts owing under this By-law; (c) make, participate in, assent to or contribute in the making of false or deceptive entries, including omitting to enter an entry, in any Books and Accounts; (d) hinder, obstruct or interfere with any audit or inspection conducted by the City or its representative under this By-law; (e) willfully, evade or attempt to evade: i. paying the Municipal Accommodation Tax; ii. remitting the Municipal Accommodation Tax; or, iii. otherwise complying with this By-law; or, (f) conspire with any other Person to commit an offence described in subsections 10.1 (a) through (e) of this By-law. 10.2. Any Person who is guilty of an offence under this By-law is liable as follows: (a) upon a first conviction, a fine of not less than $500.00 and not more than $50,000.00 if the Provider is a Person other than a corporation, and not less than $500.00 and not more than $100,000.00 if the Provider is a corporation; (b) upon a second or subsequent conviction for the same offence, a fine of not less than $1,000.00 and not more than $100,000.00; (c) upon conviction for a continuing offence, a fine of not less than $750.00 and not more than $10,000.00 for each day or part of a day that the offence continues and the total of all of the daily fines for the offence is not limited to $100,000.00; and, (d) upon conviction for Multiple Offences, for each offence included in the Multiple Offence, a fine of not less than $750.00 and not more than $10,000.00 and the total of all fines for each included offence is not limited to $100,000.00. 11. General 11.1. If any section or portion of this By-law is found by a court of competent jurisdiction to be invalid, illegal, unenforceable or of no force and effect, then it is the intention of Council that all remaining sections and portions of this By-law continue in force and effect to the fullest extent possible according to law. 11.2. This By-law may be referred to as the “Municipal Accommodation Tax By-law”. - 461 - ________________________________ ________________________________ By-law No. XXXX/25 Page 7 12. Effective Date 12.1. This By-law shall come into force and take effect on March 1, 2025. By-law passed this day of January, 2025. Kevin Ashe, Mayor Susan Cassel, City Clerk - 462 - Attachment 2 to Report ECD 01-25 Business Case Study Tourism Municipal Services Corporation 1. Purpose The City of Pickering proposes to create a corporation named "Destination Pickering Inc." (“Corporation”), if available at the time of incorporation, to serve as the eligible tourism entity for the purposes of the Municipal Accommodation Tax and the promotion of tourism in Pickering. This Business Case Study provides relevant information on establishing the Corporation and proposed governance structure for the Corporation. 2. Background The Province of Ontario developed the Municipal Accommodation Tax (“MAT”) also known as the Transient Accommodation Tax as a funding source to support tourism in communities and allow growth in the sector so that tourism continues to contribute to economic, social, and cultural development across Ontario. Under Ontario Regulation 435/17 (Transient Accommodation Tax) of the Municipal Act, 2001 (Ontario), the City must share a minimum of 50% of revenues (less the City’s reasonable costs of collecting and administering the tax) with an entity that is designated as an Eligible Tourism Entity. Transient accommodation can be defined as accommodation for a continuous period stay of 29 nights or less. As of 2024, Pickering does not have an Eligible Tourism Entity as mandated by Ontario Regulation 435/17. Therefore, the City proposes the establishment of a Municipal Services Corporation (“MSC”) to serve as the Eligible Tourism Entity in Pickering. Ontario Regulation 599/06 requires the City to prepare a Business Case Study for the proposed corporation and obtain approval of the Business Case Study by Council Resolution. This Business Case Study is presented to achieve the requirements of Ontario Regulation 599/06. 3. Mandate & Objectives At the May 27, 2024 Council meeting, through Resolution #491/24, Council endorsed the Community Visitor Plan. The Community Visitor Plan is the first tourism plan for the City of Pickering. It includes five core objectives: Enhance, Welcome, Develop, Distinguish, and Support, and includes 45 action items. The Community Visitor Plan addresses challenges and opportunities for visitor readiness across five key categories: attractions, businesses, infrastructure, customer service, and - 463 - marketing/promotion. It also provides framework for businesses, local government, and residents to leverage the visitor economy and grow Pickering as a visitor-ready and welcoming destination. The mandate of the Corporation (serving as the Eligible Tourism Entity in Pickering) will be the promotion of tourism in alignment with the Community Visitor Plan. The following objectives will guide the Corporation in decision-making throughout the Corporation's growth irrespective of changes in leadership, strategies and activities: • The Corporation will focus and expand tourism promotion and tourism product development in Pickering. • The Corporation will report to Council at least once a year or as otherwise required by the Corporation’s by-laws. • The Corporation’s annual budget shall be endorsed by Pickering Council • The Corporation will complete work based on accountable and objective decision-making that ensures city-wide benefits. This business case aligns itself to the Pickering Strategic Plan Priority to Champion Economic Leadership & Innovation and encourage and support tourism as an economic driver. 4. Community Engagement Before establishing a corporation, the City was required to engage with the public about the proposal to establish the corporation (O. Reg. 599/06, s. 8). The City conducted two phases of community engagement in the recommendation of the MAT and establishment of an MSC. Phase 1: Public consultation in the development of the Community Visitor’s Plan. The Community Visitor Plan was developed through extensive community engagement and public consultation. A steering committee, consisting of local businesses, attractions, outdoor assets, residents, and city staff, led the process. To involve the broader public, a survey was made available on Let's Talk Pickering. The survey, open from June 1 – September 6, 2023 collected feedback on the local tourism industry, amenities, and features, receiving a total of 311 responses. Phase 2: Public consultation on the establishment of a Municipal Services Corporation (MSC). Public consultation on the proposed MSC was conducted through an online survey on Let’s Talk Pickering, from October 28 -November 28, 2024. The survey asked respondents to share their thoughts on the City's proposal to create a Municipal Services Corporation, ‘Destination Pickering,’ which would serve as the Eligible Tourism Entity in Pickering. A total of 22 responses were received, with some in favor and others opposed to its creation. Overall, the survey did indicate support for the creation of the MSC but highlighted the need for clarification on who is subject to the Municipal Accommodation Tax. November 11, 2024, Page 2 of 4 MSC Business Case Study - 464 - 5. Analysis The benefits of the City establishing the MSC include: • Satisfying the Province’s requirement for an Eligible Tourism Entity that utilizes a minimum of 50% of the MAT revenues. • Adopting an MSC model, which provides accountability, corporate responsibility, and controls through the management role of the voting members • The City can have oversight over the tourism entity, as Council will approve the Board of Directors and endorse the annual budget. The Board will include a Member of Council, (appointed by the Mayor), City staff representatives and industry stakeholders, who will establish the governance framework for business plans, expenditures, and corporate policies. • The ability to access additional resources like tourism specific grants. MSCs are more flexible when compared to traditional government structures. They can form partnerships with private businesses, other municipalities, and tourism boards allowing for innovative collaborations. 6. Governance Structure & Incorporation To establish the corporation, the City must file articles of incorporation. These will be drafted and filed by City Legal Services. Once incorporated, the Board of Directors will have oversight and critical decision-making roles concerning the operation and setup of the Corporation. Staff will bring a report back to Council in Q3 2025 with final recommendations relating to establishing the new Board of Directors, its composition, by-laws, budget, and other corporate matters. However, the City’s Director of Finance & Treasurer will also be the Treasurer for this new Corporation to ensure continuity and compliance with the Corporation’s policies and articles of incorporation. 7. Funding, Budget, and Collection of MAT Funds a. Financial Impact of MAT It is anticipated that the MAT, levied at 4%, would generate approximately $350,000 to $500,000 in annual new revenue to the City. The total generated collections will be divided equally between the City and the new Corporation (less the costs of collecting and administering the MAT). This revenue has the potential to grow in the long-term if there are new hotels and with the introduction of licensed short-term rentals such as Airbnb and VRBO. b. MAT Reserve With the implementation of the MAT, staff will ask Council to approve the establishment of a Municipal Accommodation Tax Reserve to receive the City's portion of the MAT revenue. November 11, 2024, Page 3 of 4 MSC Business Case Study - 465 - c. Corporation Annual and Current Budget The Corporation will be funded from 50% of the proceeds of the MAT revenues, less the cost of collecting and administering the MAT. The Corporation’s Board of Directors will be responsible for creating and managing the annual budget. The City will develop, adopt and maintain a Policy to guide the transfer of assets to the Corporation (O. Reg. 599/06 s7). d. Financial Accountability Agreement The Corporation will enter into an agreement with the City to ensure that amounts paid to the Corporation are solely used for the purposes of promoting, developing, and improving the tourism landscape and tourism products in Pickering. The agreement will also include that the new Corporation shall develop financial policies that are based on the City’s Financial Control Policy and Purchasing Policy that serve as models of good governance, and develop any other financial polices as directed by the Director of Finance & Treasurer. The City’s financial policies have served the City well and would be an asset for the Corporation in the management of its financial affairs. The Corporation will report its audited financial statements to council at its annual meeting with the City’s annual financial statements. The City will develop, adopt and maintain a Policy to guide the transfer of assets to the Corporation (O. Reg. 599/06 s7). e. Collection of Funds Licensed accommodation providers are responsible for the collection of MAT revenues. These funds will then be remitted to the Ontario Restaurant Hotel and Motel Association (OHRMA), acting as the collection agent for the City. Costs of collecting and administering the MAT will be deducted from the total MAT collected by ORHMA before remittance to the City. The City will then deduct its reasonable costs for other MAT administration costs such as accounting, payroll processing, external audit fees and other overhead allocations. The residual amount will then be allocated equally between the City and the new Corporation as per the requirements of Ontario Regulation 435/17. f. Accountability and Reporting The City’s Community Visitor Plan will serve as a guiding document for the Corporation. This new Corporation’s financial records will be subject to external audit review and the results of the audit will be presented to Pickering Council. Reporting to the City by the Corporation will take place at minimum, once a year or as otherwise required by the Corporation’s by-laws. 8. Conclusion The Business Case Study for a new municipal services corporation mandated to promote tourism, in alignment with the Community Visitor Plan, is established based on Ontario Regulation 599/06 and Ontario Regulation 435/17. The Corporation will allow the City of Pickering to improve its leadership role in establishing itself as a tourism destination. November 11, 2024, Page 4 of 4 MSC Business Case Study - 466 - Attachment 3 to Report ECD 01-25 Municipal Accommodation Tax Collection Agreement This Municipal Accommodation Tax Collection Agreement ("Agreement") Dated this 1st day of February 2025 between the City of Pickering("City") and the Ontario Restaurant Hotel & Motel Association ("ORHMA"). WHEREAS the City has passed by-law XXXX/25 imposing a Municipal Accommodation Tax ("MAT") pursuant to section 400.1 of the Municipal Act, 2001. WHEREAS the City deems it desirable to retain ORHMA to act as its collecting agent for the MAT. NOW THEREFORE THE AGREEMENT WITNESSETH THAT in consideration of the mutual covenants and agreements set forth, the parties covenant and agree, to and with each other, as follows: Definitions “Accommodation” means Hotel Accommodation and Short-Term Accommodation “Hotel Accommodation” means the purchase of accommodation in a hotel, motel, inn, resort, and hostel for a period of a minimum of 4 hours and a maximum of 30 consecutive days. “Hotel Accommodation Provider” means a person who receives payment in consideration for Hotel Accommodation and includes agents, hosts or others who sell, offer for sell or otherwise provides Hotel Accommodation. Where the Provider cannot easily be determined, the owner of a property providing Hotel Accommodation is deemed to be the Hotel Accommodation Provider. "Municipal Accommodation Tax" or "MAT" means the tax imposed under the City of Pickering's Municipal Accommodation Tax By-law. “Provider” includes a Hotel Accommodation Provider and a Short-term Accommodation Provider. “Short-term Accommodation” means a temporary accommodation in all or part of a Dwelling that is provided for 30 consecutive days or less in exchange for payment, and includes a bed and breakfast, but does not include a hotel, motel, inn, resort, hostel, lodging house, or rooming house. “Short-term Accommodation Provider” means an individual who, for compensation, makes available Short-term Accommodation, but does not include a short-term - 467 - Accommodation Broker. For the purposes of this definition, this does not include a corporation or partnership. “Short-term Accommodation Broker” means any individual, partnership, or corporation that, for compensation, markets and brokers the booking, reservation or rental, of a Short-term Accommodation on behalf of a Short-term Accommodation Provider by a means of a website or digital application. Services 1. ORHMA will collect the MAT on behalf of the City on the date specified in the City's Municipal Accommodation Tax By-law. 2. Providers must remit the MAT to the ORHMA by one of the following methods: electronic transfer, cash, certified cheque or by any other method proposed by the ORHMA and deemed acceptable by the City Treasurer. 3. ORHMA will require Providers to remit the MAT in accordance with the City's By-law, and may include other requirements and forms established and maintained by the ORHMA. 4. Hotel Accommodation Providers will make remittances of the MAT on a monthly basis to ORHMA, within 15 days of the end of each calendar month for the month prior. Short-term Accommodation Providers will make remittances of the MAT on a quarterly basis to ORHMA within 15 days of the previous quarter for the quarter prior. 5. The ORHMA will distribute information, notifications and communication materials to Providers by mail or in electronic format. All such materials and communications will be developed by the City, and/or jointly with the ORHMA, as it concerns the collection of the MAT. All communications and materials distributed under the MAT program must be approved in advance by the City Treasurer or designate without exception. 6. The City may issue its own mailed or electronically transmitted communications, correspondence or other notifications as deemed necessary under the program for its own purpose. 7. ORHMA will remit the MAT collected from Hotel Accommodation on a monthly basis within 30 days of the end of each calendar month for the prior month. ORHMA will remit the MAT collected from Short-term Accommodation on a quarterly basis within 30 days of the end of the prior quarter. - 468 - 8. ORHMA will be responsible to collect any unpaid MAT remittances, penalties, and applicable interest for a period of 90 days on overdue accounts. 9. ORHMA will advise the City of any unpaid Provider amounts over 90 days. 10.ORHMA will submit a monthly report to the City for the Municipal Accommodation Tax collected on Hotel Accommodation with each remittance indicating: a. the average number of rooms available for taxable (MAT) occupancy at each Provider; b. the average daily rate; c. the total room charges for the month; d. the total MAT collected and remitted; e. an aging report of overdue accounts; f. the number of rooms that were exempt under the by-law; and g. any further details relating to the MAT as required by the City Treasurer. ORHMA will submit a quarterly report to the City for the Municipal Accommodation Tax collected on Short-term Accommodation with each remittance indicating: a. the average number of rooms available for taxable (MAT) occupancy at each Provider; b. the average daily rate; c. the total room charges for the quarter; d. the total MAT collected and remitted; e. an aging report of overdue accounts; f. the number of rooms that were exempt under the by-law; and g. any further details relating to the MAT as required by the City Treasurer. 11.The City shall be responsible for remitting any amounts of the MAT collected by the ORHMA to the appropriate eligible tourism entity. Privacy and Confidentiality 12.ORHMA acknowledges and agrees that in providing services under this Agreement it may acquire proprietary, confidential, personal and/or private knowledge and information of the City's operations, employees and other confidential documents and information. 13.ORHMA will at all times comply with the requirements set out in the Municipal Freedom of Information and Protection of Privacy Act, R.S.O. 1990, c. M. 56 ("MFIPPA') with respect to the use, maintenance, retention and collection of personal information, documents and records, - 469 - communicated to and acquired, collected and created by it under this Agreement which in all cases shall be treated in accordance with MFIPPA. 14.ORHMA shall treat all information, documents and records communicated to and acquired, collected and created by it in the course of providing the services as confidential and shall not release or disclose the same to any person at any time during or following this Agreement without the express prior written consent of City, except as required by law and subject to MFIPPA and the Municipal Act. 15. ORHMA shall enure that all necessary steps are taken to protect all confidential information, documents and records by making all necessary security arrangements against any and all risk including without limitation to unauthorized access, use, disclosure, publication or dissemination or destruction and to enure that the said information, documents and records do not fall into the possession of unauthorized persons, in accordance with MFIPPA. 16.Should ORHMA retain the services of any third party, it shall ensure that the third party enters into a written agreement that satisfies both ORHMA and the City's obligations under MFIPPA with respect to the use, security, maintenance, retention and collection of any information it acquires through its services to ORHMA or the City. ORHMA shall ensure that the written agreement with any third party include a confidentiality clause that satisfies its obligations to City with respect to the confidentiality of any information it acquires through its services to City. Financial Reconciliation 17. The MAT collected by the ORHMA will be held separately from the ORHMA's revenues and expenditures and deposited into a designated City of Pickering liability account(s) until a payment is created and the funds are remitted to the City. 18.ORHMA will perform daily financial reconciliation of amounts collected. 19.ORHMA will investigate any financial anomalies, rectify any financial anomalies and report any financial anomalies to the City in a timely basis. 20. ORHMA will perform a payment transfer to the City (all payments of MAT, penalties, interest on late payments etc.) on a monthly basis for Hotel Accommodation within 30 days of the end of each calendar month for the prior month, via cheque/electronic funds transfer, to the City’s designated account(s). - 470 - ORHMA will perform a payment transfer to the City ( all payments of MAT, penalties, interest on late payments etc.) on a quarterly basis for Short-term Accommodation within 30 days of the end of each quarter for the prior quarter, via cheque/electronic funds transfer to the City’s designated account(s). Refunds 21.The City shall be responsible for the administration, approval and issuance of any efunds collected under MAT. 22.Refunds of amounts where necessary will be paid by the City. 23. The City shall be responsible for the documentation of any refunds and any adjustments flowing from such refunds. Reporting 24. ORHMA will provide the City with monthly reports for MAT collected for Hotel Accommodation, quarterly reports for MAT collected for Short-term Accommodation and an annual report to support the City functions related to the MAT including reconciliation, refunds, verification and auditing. 25.Reports shall be prepared using the ORHMA's accounting software or systems and provided to the City in a format compatible with the City's electronic systems. 26. The following reports will be produced by the ORHMA and made available electronically to the City. a. Monthly Reconciliation Report for MAT collected on Hotel Accommodation: Detailed reconciliation report identifying the number of transactions and MAT revenue collected by the ORHMA and submitted to the City. The report will contain information to substantiate amounts collected, including name and identifier of taxable entity, summary of room revenues, applicable exemptions or deductions, guest refunds, adjustments, MAT payable and total amount due etc. b. Quarterly Reconciliation Report for MAT collected on Short-term Accommodation: Detailed reconciliation report identifying the number of transactions and MAT revenue collected by the ORHMA and - 471 - submitted to the City. The report will contain information to substantiate amounts collected, including name and identifier of taxable entity, summary of room revenues, applicable exemptions or deductions, guest refunds, adjustments, MAT payable and total amount due etc. c. Audit Reports: All audit findings, reports and summaries shall be provided, unaltered and completely, to the City. Liability 27.The ORHMA agrees to assume liability for its failure to report, and/or remit the correct amount collected of the MAT, and the City shall impose such penalties for such failure as the City Treasurer may determine to be appropriate. ORHMA shall not be liable to the City for any unremitted MAT funds owed by providers that remain unpaid. ORHMA will collaborate with the City to pursue collection methods as directed by the City Treasurer, to collect any funds that remain unpaid. Audit Requirements 28.ORHMA shall engage an auditor to undertake an internal audit concerning ORHMA's MAT financial operations with respect to MAT collected on behalf of the City of Pickering. The audit shall be undertaken annually following ORHMA's year end. The costs of conducting the audit shall be at ORHMA's expense. 29.All audit findings, reports, and summaries shall be provided, unaltered and complete, to the City within 10 days of receipt by the ORHMA. 30.Any independent audits of the individual providers subject to the MAT, will be at the discretion and cost to the City of Pickering 31. In all instances, the City reserves the right to engage an independent auditor for its purposes, to audit, without limitation, the ORHMA's operations as they concern the MAT, the collection of the MAT by the ORHMA, the designated City of Pickering liability account, and/or the compliance of providers subject to the MAT with the City's Municipal Accommodation Tax By-law. Fees 32. ORHMA agrees that its fee for services under this Agreement shall not exceed: - 472 - (1) A one-time fee of $3,000 plus HST; and (2) Quarterly fee in the amount of one and eight tenths’ percent (1.8%) of the monthly remittance to the City on Hotel Accommodation (3) Quarterly fee in the amount of five percent (5%) of the quarterly remittance to the City for all Municipal Accommodation Tax collected directly from Short-term Accommodation Providers. The above fees shall include labour, profit, other overhead, materials, equipment, licences, analysis, travel, accommodations, communication, compliance with audit requirements under this agreement, transportation, and delivery costs (courier, long distance charges), staff time, meetings with the City (as deemed required by the City), insurance costs, disbursements and any/all other operational costs and fees associated with the services. The City shall not be responsible for any additional costs. Labour or direct expenses incurred by the ORHMA over and above this amount shall not be charged to the City. 33. Any additional fees or expenses must be pre-authorized in writing by the City Treasurer before the ORHMA undertakes any additional work. 34. The City will reimburse the ORHMA for approved disbursements made as required in order to undertake its responsibilities, at the ORHMA's cost, with no mark-up. The total amount to be paid for disbursements is included in the total amount above. 35. ORHMA will invoice the City for its quarterly fee as set out above, on a quarterly basis, using forms designed for this purpose. 36. The City shall pay the amount of the invoice within 30 days of receiving ORHMA's invoice. Indemnity 37. ORHMA shall indemnify and hold the City harmless from and against all liability, claims, demands, losses, costs, damages, suits and proceedings, including legal fees, occasioned wholly or in part by any negligence or acts or omission by ORHMA, its officers, agents, employees or other for whom it is responsible in law, arising out of its obligations under this agreement. Insurance 38.Throughout the term of this agreement, ORHMA shall obtain and maintain the coverage shown below and shall provide that the following insurance will not be cancelled or permitted to lapse unless the insurer notifies the City in writing at least thirty (30) days prior to the date of cancellation or expiry: - 473 - a) Third party general liability insurance covering all claims for negligence, nuisance, property damage and bodily injury, including death, arising out of the use of the premises by ORHMA. Such policy shall include the City as an additional insured with respect to this Agreement and be in an amount not less than two million ($2,000,000.00) dollars including personal injury liability, broad form property damage liability, contractual liability, owners and contractors’ protective liability, non-owned automobile liability, contingent employer's liability, and shall contain a severability of interests clause and cross liability clauses. b) Standard all risk property insurance covering the property of ORHMA including leasehold improvements, in an amount not less than the full replacement cost value with a deductible of no more than $5,000.00; such policy shall include a waiver of subrogation in favour of the City. c) Standard all risk tenants legal liability insurance covering the Premises in an amount not less than one million ($1,000,000.00) and such other liability insurance extensions as may be required by the City from time to time. d) ORHMA shall not do, omit to do, or permit to be done or omitted to be done on or at the Premises anything that may increase premiums or void coverage under the property insurance policies carried by the City on the Premises described in this agreement. e) The insurance described in a) through c) above will not be cancelled or permitted to lapse unless the insurer notifies the City in writing at least thirty (30) days prior to the date of cancellation or expiry. Evidence of such insurance shall be delivered to the City promptly at inception of this agreement and thereafter prior to the insurance renewal date. Failure to satisfactorily meet these conditions relating to insurance shall be deemed a breach of this agreement. f) The City reserves the right to request such higher limits of insurance or other types of policies appropriate to this agreement as the City may reasonably require from time to time. Event of Default 39.The City may declare in writing that an event of default has occurred when ORHMA has not complied with any obligation or term in this Agreement. Each and every one of the following events is an "Event of Default" (1) The failure to comply with an obligation or term in this Agreement. (2) The failure to deliver a report required in this Agreement; (3) The failure to make a remittance to the City in accordance with the terms of the Agreement; (4) The failure to complete an internal audit as required in this Agreement. - 474 - Remedies on Default 40. If the City has declared that an Event of Default has occurred under section 41, after thirty (30) calendar days from ORHMA's receipt of the notice of an Event of Default, it may immediately terminate or suspend its obligations under this Agreement if the Event of Default has not been cured to its satisfaction. Waiver 41.The failure by the City to exercise a remedy it is entitled to exercise under this Agreement shall not be construed to be a waiver of such right and, furthermore, partial or limited exercise of a right conferred upon the City shall not prevent the City in any way from later exercising any other right or remedy under this Agreement or other applicable law. Assignment 42.Neither party may assign this Agreement without the prior consent in writing of the other. Successors and Assigns 43.This Agreement shall enure to the benefit of and be binding upon the successors and assigns of the parties hereto. Severability 44.If any provision or portion of any provision in this Agreement shall be held by a Court of competent jurisdiction to be unenforceable, invalid or illegal, such provision or such portion of the provision shall be severable, but all other terms and conditions of this Agreement will continue to be valid, binding and enforceable. Governing Law 45.This Agreement shall be governed by and construed in accordance with the laws of the Province of Ontario and laws of Canada applicable in Ontario. Headings 46.The headings in this Agreement are for convenience and reference only and shall not form part of this Agreement. - 475 - Time of the Essence 47.Time shall be of the essence in the performance of obligations pursuant to this Agreement. Term 48. This Agreement commenced on February 1st, 2025 and continues in full force and effect for five (5) years. Upon the expiry of the five (5) year term, the City at its absolute sole discretion has the option to renew the contract for a further two (2) one-year periods. Termination 49. Either party may terminate this Agreement without cause by providing not less than 120 days' written notice of its intention to terminate - 476 - __________________________ __________________________ __________________________ __________________________ IN WITNESS WHEREOF the City and ORHMA have hereunto affixed their respective corporate seals, attested by the hands of their respective officers duly authorized in that behalf. THE CITY OF PICKERING Per: Per: ONTARIO RESTAURANT HOTEL & MOTEL ASSOCIATION Per: Per: - 477 - Report to Executive Committee Report Number: ENG 01-25 Date: January 13, 2025 From: Richard Holborn Director, Engineering Services Subject: Krosno Creek Stormwater Management Facility K-16 -Feasibility Analysis and Detailed Design-Request for Proposal No. RFP2024-13-File: A-1440 Recommendation: 1. That the proposal submitted by Aquafor Beech Limited, in response to Request forProposal No. RFP2024-13 for the Feasibility Analysis and Detailed Design for KrosnoCreek Stormwater Management (SWM) Facility-K16, in the amount of $150,813.40 (net HST) or $167,471.65 (HST included) be accepted; 2.That the total gross project cost of $209,368.00 (HST included), including the fee amountand other associated costs, and the total net project cost of $188,542.00 (net HST) beapproved; 3.That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $188,542.00 as follows: a)The sum of $65,500.00 to be funded by a transfer from the from Development Charges–City’s Share Reserve as approved in the 2024 Capital Budget be increased to$98,090.00; b)The sum of $60,400.00 to be funded by a transfer from the from Development Charges –Stormwater Management Reserve Fund as approved in the 2024 Capital Budget be increased to $90,452.00; 4.That the Director, Engineering Services be authorized to enter into and execute the Form ofAgreement with the above-mentioned consultant pursuant to Request for Proposal No.RFP2024-13; and, 5.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to obtain approval to award Request for Proposal No. RFP2024-13 to Aquafor Beech Limited to undertake the feasibility analysis and detailed design for the Krosno Creek SWM Facility K-16. The Krosno Creek SWM Facility K-16 construction project was identified as a Schedule B Municipal Class Environmental Assessment (Class EA) undertaking in the Frenchman’s Bay - 478 - ENG 01-25 January 13, 2025 Subject: Krosno Creek Stormwater Management Facility K-16 Page 2 Stormwater Management Master Plan. The scope of work for the feasibility analysis and detailed design of the Krosno Creek SWM Facility K-16 includes fulfilling all of the requirements for Schedule B undertakings, and completing engineering designs and construction drawings. Request for Proposal No. RFP2024-13 was advertised on Bids & Tenders on September 19, 2024, and closed on October 21, 2024. The Evaluation Committee consisting of staff from the Engineering Services Department, reviewed and evaluated the six proposals received using criteria outlined in the bid document. The highest scoring proposal, submitted by Aquafor Beech Limited, in the amount of $150,813.40 (net HST) or $167,471.65 (HST included) is recommended for approval. The total net project cost is $188,542.00 (net HST). Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Lead & Advocate for Environmental Stewardship, Innovation & Resiliency. Financial Implications: 1.Proposal Amount Aquafor Beech Limited Fee Proposal $148,205.00 HST (13%) 19,266.65 Total Gross Proposal Amount $167,471.65 2.Estimated Project Cost Summary Aquafor Beech Limited Fee Proposal Phase 1 – Feasibility Analysis $60,225.00 Phase 2 – Detailed Design Total Fee Proposal $87,980.00 $148,205.00 Associated Costs TRCA Fees and Miscellaneous costs Provisional task - Stage 2 Archeological Assessment 14,000.00 7,505.00 Contingency (10%) 15,571.00 Sub Total – Costs $185,281.00 HST (13%) 24,087.00 Total Gross Project Cost $209,368.00 HST Rebate (11.24%) (20,826.00) Total Net Project Costs $188,542.00 - 479 - ENG 01-25 January 13, 2025 Subject: Krosno Creek Stormwater Management Facility K-16 Page 3 3.Approved Source of Funds Account C10575.2404 C10575.2404 Source of Funds DC City’s Share – Reserve DC Stormwater Management Reserve Fund Budget $65,500.00 60,400.00 Required $98,090.00 90,452.00 Total $125,900.00 $188,542.00 Net Project Cost under (over) Approved Funds ($62,642.00) As part of the 2024 Capital Budget for DC Funded Development Projects, the Feasibility Analysis and Detailed Design for Krosno Creek Stormwater Management Facility K-16 project was approved with a total budget amount of $125,900.00 (net HST). The total net project cost exceeds the approved 2024 Capital Budget by $62,462.00 (net HST). The additional amount of $62,642.00 is to be funded by a transfer from the Development Charges – City’s Share Reserve and the Development Charges – Stormwater Management Reserve Fund in the same proportion as the approved funding. Discussion: The purpose of this report is to obtain approval to award Request for Proposal No. RFP2024-13 to Aquafor Beech Limited to undertake the feasibility analysis and detailed design for the Krosno Creek SWM Facility K-16. On April 19, 2010, Council endorsed the Frenchman’s Bay Stormwater Management Master Plan (FBSWMMP) and authorized City staff to implement the recommendations of the Master Plan subject to budget and further Council approval for individual projects (Resolution #72/10) The overall goal of the Master Plan is as follows: “To address long-standing concerns regarding the ongoing decline in the quality of the Frenchman’s Bay ecosystem by seeking means to control the quantity and quality of storm runoff entering the local creeks and the Bay itself.” The recommended Master Plan consists of a suite of projects, programs and policies designed to address issues related to flooding, erosion and poor water quality in Frenchman’s Bay and its’ tributary watersheds. The FBSWMMP fulfilled Phases 1 and 2 of the Municipal Class EA process and identified construction of several new stormwater management facilities within the watershed as a preferred alternative for pollutant load reduction to Frenchman’s Bay. The Krosno Creek SWM Facility K-16 construction project, within the Krosno Creek watershed, is classified as a Schedule B Municipal Class EA undertaking in the FBSWMMP. The general location for the Krosno Creek SWM Facility K-16 is within the open greenspace within Alderwood Park at the east end of Wharf Street, as indicated in Attachment 1. The project consists of two phases: Phase 1 – feasibility analysis and Phase 2 – detailed design. The feasibility analysis will determine the size of the potential SWM facility and possible level of service based on the available land size and configuration. The City staff will review results of the feasibility analysis and will make a decision on whether or not the project proceeds to Phase 2, which is detailed design. - 480 - ENG 01-25 January 13, 2025 Subject: Krosno Creek Stormwater Management Facility K-16 Page 4 Request for Proposal No. RFP 2024-13 was advertised on Bids & Tenders on September 19, 2024, and closed on October 21, 2024. The Evaluation Committee, consisting of staff from the Engineering Services Department, reviewed and evaluated the six proposals received using criteria outlined in the bid document. The highest scoring proposal, submitted by Aquafor Beech Limited, in the amount of $150,813.40 (net HST) or $167,471.65 (HST included) is recommended for approval. It is also recommended that a total net project cost of $188,542.00 (net HST) be approved. The total net project cost of $188,542.00 includes costs for Phase 1 and Phase 2 of the project. The project funds allocated to Phase 2 will only be used if the facility construction with the desired level of service is determined to be feasible through the work of Phase 1. Staff recommend approval of the proposal submitted by Aquafor Beech Limited for the Feasibility Analysis and Detailed Design for the Krosno Creek SWM Facility K16 in the amount $167,471.65 (HST included). It is also recommended that a net project cost of $188,542.00 (net HST) be approved. Attachment: 1.Location Map Prepared By: Approved/Endorsed By: Irina Marouchko, P.Eng. Richard Holborn, P.Eng. Manager, Water Resources Director, Engineering Services Cathy Bazinet, CPPB, NIGP-CPP Stan Karwowski, MBA, CPA, CMA Manager, Procurement Director, Finance & Treasurer IM:mjh Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by:Original signed by: Original signed by:Original signed by: Original signed by: - 481 - Attachment 1 to Report ENG 01-25 - 482 - Report to Executive Committee Report Number: ENG 02-25 Date: January 13, 2025 From: Richard Holborn Director, Engineering Services Subject: Proposed Parking Restrictions - Pickering Parkway - File: A-1440 Recommendation: 1. That the attached draft by-law be enacted to amend Schedule “2” to By-law 6604/05 to provide for the regulation of parking restrictions on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering, specifically to address the proposed installation of timed parking restrictions near the Community Food Bank at 1537 Pickering Parkway; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to request Council to enact a by-law to allow for the installation of timed parking restrictions on Pickering Parkway to address parking concerns near St. Paul’s on-the-hill Community Food Bank. Residents have brought parking concerns on Pickering Parkway to the City’s attention due to the increase in vehicle parking on the street, and the shortage of on-street parking near St. Paul’s on-the hill Community Food Bank during its hours of operation. In response to these concerns, Engineering Services staff reviewed the south side of Pickering Parkway to possibly allow for on-street parking during the times when the food bank is open. Based on the review, staff recommend to replace the existing parking restrictions (anytime) on the south side of Pickering Parkway with No Parking (anytime) except from 9:00 am to 1:00 pm, Monday to Friday. This proposed parking restriction would be from 70 metres east of Valley Farm Road to 275 metres east of Valley Farm Road. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community. Financial Implications: The supply and installation of No Parking signs on Pickering Parkway can be accommodated within the 2025 Roads Current Budget. - 483 - ENG 02-25 January 13, 2025 Subject: Proposed Parking Restrictions Page 2 Discussion: The purpose of this report is to request Council to enact a by-law to allow for the installation of timed parking restrictions on Pickering Parkway to address parking concerns near St. Paul’s on-the-hill Community Food Bank. Residents have brought parking concerns on Pickering Parkway to the City’s attention due to the increase in vehicle parking on the street, and the shortage of on-street parking near St. Paul’s on-the hill Community Food Bank during its hours of operation. City staff have noted that demand for parking around the food bank has increased in the past few years from approximately 5 vehicles to more than 15 vehicles during the busiest times. The food bank is located at 1537 Pickering Parkway on the south side of the street east of Valley Farm Road and is currently open for the pick-up of items every Tuesday and Friday from 10:00 am to 12:00 pm and donations can be made every Monday, Tuesday, Wednesday and Friday from 9:00 am to 11:30 am. Presently, there are parking restrictions on the south side of Pickering Parkway directly in front of the food bank. These parking restrictions result in motorists parking in both the permitted and prohibited parking areas on the north side of Pickering Parkway and crossing the street, or parking in the prohibited parking area on the south side of the street while stopping to drop off or pick up items. To address these parking concerns, Engineering Services staff reviewed the south side of Pickering Parkway for the possible addition of permitting on-street parking during the times when the food bank is open. Based on the review, staff recommended the following: • No Parking (anytime) to be replaced on the south side of Pickering Parkway with No Parking (anytime) with parking permitted from 9:00 am to 1:00 pm, Monday to Friday. This proposed parking restriction would be from 70 metres east of Valley Farm Road to 275 metres east of Valley Farm Road and will allow vehicles to park legally at the food bank. • No Parking (anytime) east of the food bank including directly in front of the existing coin car wash at 1555 Pickering Parkway. The proposed changes to the on-street parking does not affect the existing parking restrictions on the north side of Pickering Parkway. Consequently, Operations staff from the City of Pickering is placing additional prohibited parking signs to reinforce the existing parking restrictions. The proposed parking restrictions on Pickering Parkway is shown graphically in Attachment 1. The draft by-law amendment to Schedule “2”, No Parking, of By-law 6604/05 is presented in Attachment 2. Attachments: 1. Proposed Parking Restrictions, Pickering Parkway 2. Draft by-law Amendment to Schedule “2”, No Parking to By-law 6604/05. - 484 - ENG 02-25 January 13, 2025 Subject: Proposed Parking Restrictions Page 3 Prepared By: Approved/Endorsed By: Nathan Emery Richard Holborn, P. Eng. Coordinator, Traffic Programs & Operations Director, Engineering Services Ibrahim Aftab Technologist, Traffic Operations Nadeem Zahoor, P. Eng., M. Eng Manager, Transportation & Traffic NE:mjh Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by:Original signed by: Original signed by: Original signed by: Original signed by: - 485 - Engineering Services Department Plot Date: December 17, 2024 Scale : NTS Proposed Parking Restrictions Pickering Parkway Dotted blue line represents proposed no parking restrictions at all times. Dotted yellow line represents proposed parking restrictions (no parking, except from 9:00 am to 1:00 pm, Monday to Friday.) Solid red line represents current parking restrictions (no parking at all times.) Attachment 1 to Report ENG 02-25 - 486 - The Corporation of the City of Pickering By-law No. Being a by-law to amend By-law 6604/05 providing for the regulating of traffic and parking, standing and stopping on highways or parts of highways under the jurisdiction of the City of Pickering and on private and municipal property. Whereas By-law 6604/05, as amended, provides for the regulating of traffic and parking on highways, private property and municipal property within the City of Pickering; and Whereas, it is deemed expedient to amend Schedule 2, to By-law 6604/05 to provide for the regulation of parking on highways or parts of highways under the jurisdiction of the Corporation of the City of Pickering. Specifically, this by-law is to provide for the modification of parking restrictions on Pickering Parkway. Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Schedule 2 to By-law 6604/05, as amended, is hereby further amended theretoby the following: Schedule 2 No Parking Column 1 Column 2 Column 3 Column 4 Highway Side Limits (From/To) Prohibited Times or Days Delete Pickering Parkway Both East limit of hydro right-of-way to Brock Road Anytime Pickering Parkway North and South From 100 metres east to 100 metres west of Valley Farm Road Anytime Attachment 2 to Report ENG 02-25 - 487 - By-law No. Page 2 Schedule 2 No Parking Column 1 Column 2 Column 3 Column 4 Highway Side Limits (From/To) Prohibited Times or Days Add Pickering Parkway North From 100 metres east to 100 metres west of Valley Farm Road Anytime Pickering Parkway North East limit of hydro right-of-way to Brock Road Anytime Pickering Parkway South 100 metres west to 70 metres east of Valley Farm Road Anytime Pickering Parkway South 70 metres east to 275 metres east of Valley Farm Road Anytime, except 9:00 am to 1:00 pm Monday to Friday Pickering Parkway South 275 metres east of Valley Farm Road to Brock Road Anytime By-law passed this 27th day of January, 2025. ____________________________ Kevin Ashe, Mayor ________________________________ Susan Cassel, City Clerk - 488 - Report to Executive Committee Report Number: ENG 03-25 Date: January 13, 2025 From: Richard Holborn Director, Engineering Services Subject: Municipal Bridge Maximum Gross Vehicle Weight Restrictions - By-law to establish load limits for certain bridges under the jurisdiction of the City of Pickering - File: A-1440 Recommendation: 1. That the attached draft By-law limiting the gross vehicle weight of any vehicle or any class thereof, passing over certain bridges, under the jurisdiction of The Corporation of the City of Pickering be enacted; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to request Council to enact a by-law that limits the gross vehicle weight of any vehicle or any class of vehicles passing over bridges that are subject to a load limit. Ontario Regulation 104/97 Standards for Bridges require that every bridge and/or structure be kept safe and in good repair through periodic inspections under the direction of a Professional Engineer and in accordance with the provisions of the Ontario Structure Inspection Manual, or equivalent. Further, section 123 (2) of the Highway Traffic Act, R.S.O. 1990 C.H. 8, as amended, establishes that municipalities having jurisdiction over a bridge may, through by-law, limit the gross vehicle weight of any vehicle or any class thereof passing over the bridge. The City of Pickering retains a qualified bridge inspection firm to perform regular bridge inspections and to recommend gross vehicle weight limit restrictions every two years. In 2024, the City of Pickering retained Keystone Bridge Management Corporation to review, inspect and assess the City’s 29 bridges and 26 culverts, all of which have a span of 3.0m or over. As a result of the recent assessments and inspections, one additional bridge requires a load limit by-law, bringing the total number of bridges requiring a gross vehicle weight restriction to 11. Based on the above, staff have prepared a proposed by-law which identifies the new recommended maximum gross vehicle weight load limit on Bridge #7001. The by-law will maintain the existing maximum gross vehicle weight load limits on the remaining ten bridges (Bridge #6003, #6004, #7002, #7004, #8001, #8003, #8004, #8007, #9003, #9006), and replaces the previously established associated By-law 7999/23. - 489 - ENG 03-25 January 13, 2025 Subject: Municipal Bridge Maximum Gross Vehicle Weight Restrictions Page 2 Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advance Innovation & Responsible Planning to Support a Connected, Well-serviced Community. Financial Implications: The cost for Keystone Bridge Management Corporation to review, inspect, assess and recommend proposed load limits at the eleven bridge locations, and to certify the by-law was $6,380.00 (plus HST) which is being charged to the Current Budget, Engineering Services – Admin, Cost Centre 10500, GL 502230. In order to remove the bridge load limits, future expenditures in the Capital Budget will be required to rectify structural deficiencies and to bring the bridges up to current code requirements. Discussion: The purpose of this report is to request Council to enact a by-law that limits the gross vehicle weight of any vehicle or any class of vehicles passing over bridges that are subject to a load limit. In March of 2023, staff presented report ENG 02-23 to the Executive Committee. The report, as adopted by the Committee and approved by Council (Resolution #121/23): a) Identified the maximum gross vehicle weight load limits established on ten bridges as a result of the inspections on all bridges currently under the jurisdiction of the City of Pickering. b) Presented for Council endorsement, the draft by-law necessary for bridge load limits. c) Established the necessary schedules for signature by two Professional Engineers certifying the safe load limits and the duration for which the load limits apply. As a result of the inspections undertaken by Keystone Bridge Management Corporation in 2024, the following table indicates the 11 Bridges with the recommended maximum gross vehicle weight restrictions in tonnes: Bridge ID 2022 Recommended Posting (tonnes) Notes 6003 15 Previously posted at 15 tonnes 6004 20 Previously posted at 20 tonnes 7001 25 Newly added in 2024 7002 15 Previously posted at 15 tonnes 7004 10 Previously posted at 10 tonnes. 8001 15 Previously posted at 15 tonnes 8003 20 Previously posted at 20 tonnes 8004 20 Previously posted at 20 tonnes 8007 20 Previously posted at 20 tonnes - 490 - ENG 03-25 January 13, 2025 Subject: Municipal Bridge Maximum Gross Vehicle Weight Restrictions Page 3 Bridge ID 2022 Recommended Posting (tonnes) Notes 9003 20 Previously posted at 20 tonnes 9006 10 Previously posted at 10 tonnes One additional bridge, #7001 (Seventh Concession Road); will be added to the updated load limit by-law restricting loads to 25 tonnes. The maximum gross vehicle weight restrictions for the remaining ten bridges (Bridge #6003, #6004, #7002, #7004, #8001, #8003, #8004, #8007, #9003 and #9006) remains the same as set out in the previous By-law 7999/23. A copy of bridge site location maps, the draft by-law and a revised Schedule “A”, which identifies all structures to which the by-law applies, are attached. If passed by Council, a completed Schedule “B” will be signed and sealed by two Professional Engineers from Keystone Bridge Management Corporation and will form part of the new by-law. Attachments: 1. Draft By-law (including Schedule A and Schedule B) 2. Location Map – Bridge Load Limits – Structure ID #7004 (Hoover Bridge) 3. Location Map – Bridge Load Limits – Structure ID #8001 (Lehman #2 Bridge) 4. Location Map – Bridge Load Limits – Structure ID #9006 (Lot 4/5, Conc. 9 Bridge) 5. Location Map – Bridge Load Limits – Structure ID #6003 (Wilson Bridge) 6. Location Map – Bridge Load Limits – Structure ID #7002 (Wilson Bridge) 7. Location Map – Bridge Load Limits – Structure ID #8003 (Lot 2, Conc.7/8 Bridge) 8. Location Map – Bridge Load Limits – Structure ID #8004 (Sideline 20) 9. Location Map – Bridge Load Limits – Structure ID #8007 (Sideline 12) 10. Location Map – Bridge Load Limits – Structure ID #9003 (Sideline 28) 11. Location Map – Bridge Load Limits – Structure ID #6004 (Sideline 32) 12. Location Map – Bridge Load Limits – Structure ID #7001 (Michell Bridge) - 491 - ENG 03-25 January 13, 2025 Subject: Municipal Bridge Maximum Gross Vehicle Weight Restrictions Page 4 Prepared By: Approved/Endorsed By: Nadeem Zahoor, P.Eng., M.Eng. Richard Holborn, P.Eng. Manager, Transportation & Traffic Director, Engineering Services NZ:mjh Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by:Original signed by: Original signed by: - 492 - The Corporation of the City Of Pickering By-law No. Being a by-law to limit the gross vehicle weight of any vehicle or any class thereof passing over a bridge under the jurisdiction of the Corporation of the City of Pickering pursuant to the Highway Traffic Act, R.S.O. 1990, c.H.8, as amended. Whereas, pursuant to Section 123 (2) of the Highway Traffic Act R.S.O. 1990 C.H.8, as amended, the municipal corporation or other authority having jurisdiction over a bridge may by by-law, limit the gross vehicle weight of any vehicle or any class thereof passing over the bridge. Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1.In this by-law “gross vehicle weight” means the total weight in tonnes transmitted to thehighway by a vehicle or combination of vehicles and load. 2.No vehicle or combination of vehicles or any class thereof, whether empty or loaded, shallbe operated over those bridges as set out in Column 1 and Column 2 of Schedule A to thisby-law where the gross weight exceeds that set out in Column 3 of Schedule A to this by-law. 3.This by-law shall not become effective until a notice of the maximum limit of gross vehicleweight permitted, legibly printed, has been posted in a conspicuous place at each end of thebridge. 4.Any person violating the provisions of this by-law is guilty of an offence and on conviction isliable to a fine as provided in the Highway Traffic Act, R.S.O. 1990, c. H.8, as amended from time to time. 5.That the engineers statement verifying the gross vehicle weight limit specified in Section 2 ofthis by-law are set out in Schedule B, attached and forms part of this by-law. 6.By-law Number 7999/23 is repealed. By-law passed this 27th day of January 2025. ________________________________ Kevin Ashe, Mayor __________________________________ Susan Cassel, City Clerk Attachment 1 to Report ENG 03-25 - 493 - Schedule A Bridge Load Limits Column 1 Column 2 Column 3 Bridge No. Bridge Location Maximum Gross Vehicle Weight 6003 North Road 0.4km south of Seventh Concession Road 15 tonnes 6004 Sideline 32 0.7km South of Seventh Concession Road 20 tonnes 7001 Seventh Concession Road 2.1km east of Markham-Pickering Townline Road 25 tonnes 7002 Seventh Concession Road 2.1km east of Markham-Pickering Townline Road 15 tonnes 7004 Sideline 34 0.2km South of Eighth Concession Road 10 tonnes 8001 Eighth Concession Road 0.3km east of Markham-Pickering Townline Road 15 tonnes 8003 Eighth Concession Road 0.9km west of Regional Road #23 20 tonnes 8004 Sideline 20 0.3km south of Regional Road #5 20 tonnes 8007 Sideline 12 0.1km south of Regional Road #5 20 tonnes 9003 Sideline 28 0.3km north of Regional Road #5 20 tonnes 9006 Sideline 4 1.4km north of Regional Road #5 10 tonnes - 494 - Schedule B By-law /25 I ______________________________ and ______________________________, Professional Engineers representing the consulting firm Keystone Bridge Management Corporation, have reviewed the restriction of the gross vehicle weight passing over the bridges as identified in the above noted by-law. Effective as of the date of approval of the bylaw, I agree with the recommended gross vehicle weight limit as set out in By-law /25 for a period of twenty four (24) months. _____________________________ _________________________ Signed Signed _________________________ Dated - 495 - Attachment 2 to Report ENG 03-25 - 496 - Attachment 3 to Report ENG 03-25 - 497 - Attachment 4 to Report ENG 03-25 - 498 - Attachment 5 to Report ENG 03-25 - 499 - Attachment 6 to Report ENG 03-25 - 500 - Attachment 7 to Report ENG 03-25 - 501 - Attachment 8 to Report ENG 03-25 - 502 - Attachment 9 to Report ENG 03-25 - 503 - Attachment 10 to Report ENG 03-25 - 504 - Attachment 11 to Report ENG 03-25 - 505 - Attachment 12 to Report ENG 03-25 - 506 - Report to Executive Committee Report Number: FIR 02-25 Date: January 13, 2025 From: Steve Boyd Fire Chief Subject: Agreement to Provide Medical Oversight Services - Lakeridge Health Central East Prehospital Care Program (CEPCP) - File: A-1440-001-25 Recommendation: 1. That Report FIR 02-25, regarding the Agreement to provide Medical Oversight Services between The Corporation of the City of Pickering and Lakeridge Health, be received; 2. That the Mayor and City Clerk be authorized to execute the Agreement with Lakeridge Health to provide Medical Oversight Services to the City of Pickering, as set out in Attachment 1 of this report, subject to such revisions as may be required by the Fire Chief and the Director, Corporate Services & City Solicitor; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary actions to implement the recommendations in this report. Executive Summary: The purpose of this report is to seek Council’s approval to extend the Agreement, as set out in Attachment 1, between the City of Pickering and Lakeridge Health to provide Medical Oversight Services that include training of Pickering Fire Services staff and defibrillator maintenance and calibration. This is a three-year extension of an existing agreement between both parties that provides the required training and certification to Pickering Fire Services staff responding to a range of medical calls. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advocate for an Inclusive, Welcoming, Safe & Healthy Community; and Strengthen Existing & Build New Partnerships. Financial Implications: The agreement’s total annual cost is estimated to be $45,500.00 per year and the cost is included in the Mayor’s proposed 2025 Current Budget for Fire Protection (10700). The funds for Emergency Medical Response Training are budgeted under 501110.10700 at $35,000.00 and the funds for Defibrillator Maintenance are budgeted under 502380.10700 at $10,000.00. - 507 - FIR 02-25 January 13, 2025 Subject: Agreement to Provide Medical Oversight Services Page 2 Schedule C – Fees & Payment for Services in Attachment 1 indicate that costs will remain fixed for the duration of this agreement. Discussion: The purpose of this report is to seek Council’s approval to extend the Agreement, as set out in Attachment 1, between the City of Pickering and Lakeridge Health to provide Medical Oversight Services that include training of Pickering Fire Services staff and defibrillator maintenance and calibration. Pickering Fire Services staff respond to a range of medical calls, including but not limited to, cardiac arrest, VSA (vital signs absent), uncontrolled bleeding, unconscious individuals, motor vehicle accidents, and other medical emergencies as required. Through these responses, Fire Services staff utilize the skills they have acquired through EMR Direct Delivery Program training in first aid, CPR, AED (automatic external defibrillator) use, and symptom relief (epi-pen and Naloxone) administration. Fire Services staff are required to recertify in these areas on an annual basis and must be signed off under the medical oversight of the Physician heading the Lakeridge Health Central East Prehospital Care Program. Lakeridge Health CEPCP provides training and oversight to all Pickering Fire Services staff on an annual basis, and also provide training to all new hires with Fire Services. This agreement provides a three-year extension to the agreement currently in place. Attachment: 1.Agreement to Provide Medical Oversight Services January 1, 2025 to December 31, 2027. Prepared By: Approved/Endorsed By: Jason Yoshida Steve Boyd Deputy Fire Chief Fire Chief SB:jm Original Signed By:Original Signed By: - 508 - FIR 02-25 January 13, 2025 Subject: Agreement to Provide Medical Oversight Services Page 3 Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original Signed By: - 509 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 1 of 24 Agreement to Provide Medical Oversight Services Between The Corporation of the City of Pickering and Lakeridge Health January 1st 2025 to December 31st 2027 Attachment 1 to Report FIR 01-25 - 510 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 2 of 24                       Contents    1. RECITALS......................................................................................................................................... 3  2. DEFINITIONS.................................................................................................................................... 3  3. INTERPRETATION ........................................................................................................................... 6  4. AGREEMENT.................................................................................................................................... 7  5. MEDICAL EDUCATION .................................................................................................................... 8  6. MEDICAL ADVICE RELATING TO PATIENT CARE ....................................................................... 8  7. TRAINING ......................................................................................................................................... 8  8. AUTHORIZATION AND RE-AUTHORIZATION ............................................................................... 9  9. QUALITY ASSURANCE ................................................................................................................. 10  10. INFORMATION SHARING.............................................................................................................. 11  11. SUPPLIES AND EQUIPMENT........................................................................................................ 12  12. RESEARCH .................................................................................................................................... 12  13. INSURANCE AND INDEMNIFICATION ......................................................................................... 12  14. TERM AND TERMINATION............................................................................................................ 14  15. GENERAL PROVISIONS................................................................................................................ 15  16. RESPONSIBILITIES……………………………………………………………………………………...19  SCHEDULE A - Designated Representatives............................................................................................. 20  SCHEDULE B – Training Programs ........................................................................................................... 21  SCHEDULE C – Fees & Payment for Services .......................................................................................... 21  SCHEDULE D – Quality Assurance............................................................................................................ 23  SCHEDULE E – Controlled Acts and Advanced Medical Procedures ....................................................... 24 - 511 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 3 of 24                         AGREEMENT  BETWEEN:   The Corporation of the City of Pickering (“Pickering”)  – and –   Lakeridge Health (“LH”)       1. RECITALS    WHEREAS “Pickering” provides patient care when “Pickering” is called to provide assistance to the residents of the City of Pickering;   AND WHEREAS “Pickering” and the Central East Prehospital Care Program (“CEPCP”) located at LH wish to enter into an agreement for the provision of Medical Oversight subject to and in accordance with the terms and conditions set out below.   NOW THEREFORE in consideration of the respective covenants and agreements contained in this AGREEMENT and for other good and valuable consideration, the receipt and sufficiency of which the parties acknowledge, “Pickering” and LH hereby agree as follows:     2. DEFINITIONS    In this AGREEMENT, in addition to the terms defined above, the following terms shall, unless the context otherwise requires, have the respective meanings set out below:   a. “AED” means Automated External Defibrillation.   b. “AGREEMENT” means this agreement as the same may be amended or restated from time to time and includes all schedules and all uses of the words “hereto”, “herein”, “hereof”, ‘hereby” and “hereunder” and similar expressions refer to this AGREEMENT and not to any particular section or portion of it.   c. “Applicable Law” at any time and in respect of any Person, property, transaction or event, means all laws including statutes, regulations, treaties, judgments and decrees then applicable to that Person, property, transaction or event and, whether or not having the force of law, all applicable official directives, rules, consents, approvals, authorizations, guidelines, bulletins, - 512 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 4 of 24             orders and policies of any Governmental Authority then having or purporting to have authority over that Person, property, transaction or event.   d. “Approved” means something that has been reviewed and/or sanctioned by LH.   e. “Business Day” means any day other than a Saturday, Sunday or any statutory or civic holiday observed by one or both Parties.  f. “Call Report” means a record of patient care in paper or electronic form.   g. “Case Review” means the routine review of call reports submitted by “Pickering” and performed by LH.  h. “CEPCP Standards” means the standards of CEPCP related to the provision of Medical Oversight and prehospital emergency care developed by the Medical Advisory Board of the CEPCP and based on best practices and evidenced based medicine.   i. “CME” means continuing medical education that is provided to the individual firefighter.   j. “Controlled Act” has the meaning ascribed to it in the Regulated Health Professions Act, 1991, (Ontario), S.O. 1991, c.18.  k. “CPSO” means the College of Physicians and Surgeons of Ontario.   l. “CPR” means a potentially lifesaving procedure, that combines chest compressions and ventilations to partially restore oxygenated blood flow to the essential organs.  m. “CPSO Policy” means the CPSO policy for the Delegation of Controlled Acts and Guidelines for teaching Controlled Acts under Section 28 of the Regulated Health Professions Act, 1991 and under the Medicine Act, 1991, S.O. 1991, c. 30.   n. “Data” has the meaning ascribed to it in Section 9 herein.   o. “Designated Representative” is the designated representative of a Party as set out in SCHEDULE A .   p. “Direct delivery” is when the training program provided is delivered by staff of the CEPCP.  q. “EFR” Emergency First Responder is a program that authorizes a firefighter in CPR and the Controlled Acts and Advanced Medical Procedures (SCHEDULE D ) following an initial 3 day authorization course, completed online and in person. and maintains their authorization through approximately 8 hours of CME delivered annually.  r. “EMR” Emergency Medical Responder is a program that authorizes a firefighter in CPR and the Controlled Acts and Advanced Medical Procedures (SCHEDULE D ) following an initial 3 day authorization course and maintains their authorization through approximately 16 hours of CME delivered annually.  s. “Firefighter” is a person currently employed by “Pickering”, and has the meaning ascribed to it under the Fire Protection and Prevention Act, 1997, S.O. 1997, c. 4.   t. “Governmental Authority” means any domestic or foreign government including any federal, provincial, state, territorial or municipal government and any domestic or foreign government agency, board, commission, tribunal or other authority exercising executive, legislative, judicial, regulatory or administrative function of, or pertaining to, government.   u. “Host Hospital” means Lakeridge Health (LH). - 513 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 5 of 24             v. “Including” means “including without limitation” and shall not be construed to limit any general statement which it follows to the specific or similar or matters immediately following it.   w. “Instructor” is a person trained and approved by CEPCP to deliver training.   x. “Investigation” means the process of review arising from a concern regarding patient care provided by “Pickering”.  y. “Medical Advisory Board” means the Physicians that comprise the Medical Advisory Board of the CEPCP that provides medical oversight.   z. “Medical Oversight” has the meaning described in section 4.2.   aa. “Medical Director” means a physician appointed to the Medical Advisory Board of the CEPCP.  bb. “Medical Education” has the meaning described in section 5.  cc. “Order” means a direction from a CEPCP Medical Advisory Board physician with legislative ordering authority that permits performance of a procedure by another.   dd. “Paramedic” has the meaning ascribed to it under the Ambulance Act, R.S.O. 1990, c. A.19 and any regulations thereunder;  ee. “Parties” means the “Pickering” and LH; and “Party” means either one of them.  ff. “Patient” is any person who has suffered a medical or traumatic emergency and receives medical attention, care, or treatment by “Pickering”.  gg. “Person” shall be broadly interpreted and includes an individual, body corporate, partnership, joint venture, trust, association, unincorporated organization, the Crown, any Governmental Authority or any other entity recognized by law.  hh. “Personal Health Information” has the meaning ascribed to it in the Personal Health Information Protection Act, 2004,(Ontario), S.O. 2004, c.3, Sch. A.  ii. “PHIPA” means the Personal Health Information Protection Act, 2004, (Ontario), S.O. 2004, c.3 Sch. A.   jj. “Pickering” means the fire and emergency services operated by “Pickering”  kk. “Purposes” has the meaning ascribed to it in Section 9.1.  ll. “Self delivered” is when the training program provided is delivered by CEPCP trained and approved staff of the service named in this contract.  mm. “Standard First Aid” (SFA) means a standardized program approved by the Worker’s Safety Insurance Board (WSIB) designed to provide immediate assistance to a person suffering illness or injury  nn. “Standards” means all industry accepted standards of practice relating to the provision of Medical Oversight and prehospital emergency care in the Province of Ontario.   oo. “Term” has the meaning ascribed to it in Section 14. - 514 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 6 of 24            3. INTERPRETATION    3.1. Statutes  Unless specified otherwise, reference in this AGREEMENT to a statute refers to that statute as such statute may be amended from time to time, or to any restated or successor legislation of comparable effect, and refers to any regulations then in force and effect thereunder.  3.2. Headings  The division of this AGREEMENT into articles, sections and schedules and the insertion of headings are for convenience of reference only and shall not affect the construction or interpretation of this AGREEMENT. The article, section and schedule headings in this AGREEMENT are not intended to be full or precise descriptions of the text to which they refer and are not to be considered part of this AGREEMENT. Reference to an Article, Section or Schedule refers to the applicable article, section or schedule of this AGREEMENT.  3.3. Number and Gender  In this AGREEMENT, words in the singular include the plural and vice-versa and words in one gender include all genders.  3.4. Entire Agreement  This AGREEMENT constitutes the entire agreement between the Parties pertaining to the subject matter hereof and supersedes all prior agreements, negotiations, discussions and understandings, written or oral, express or implied, between the Parties related thereto. There are no representations, warranties, conditions, other agreements or acknowledgements, whether direct or collateral, express or implied, that form part of or affect this AGREEMENT, or which induced any Party to enter into this AGREEMENT or on which reliance is placed by any Party, except as specifically set forth in this AGREEMENT.  3.5. Amendment  This AGREEMENT may be amended, modified or supplemented only by a written agreement signed by each Party.  3.6. Waiver of Right  Any waiver of, or consent to depart from, the requirements of any provision of this AGREEMENT shall be effective only if it is in writing and signed by the Party giving it, and only in the specific instance and for the specific purpose for which it has been given. No failure on the part of any Party to exercise, and no delay in exercising, any right under this AGREEMENT shall operate as a waiver of such right. No single or partial exercise of any such right shall preclude any other or further exercise of such right or the exercise of any other right.  3.7. Governing Law  This AGREEMENT shall be governed by, and interpreted and enforced in accordance with, the laws in force in the Province of Ontario (excluding any rule or principle of the conflict of laws which might refer such interpretation to the laws of another jurisdiction). Each Party irrevocably - 515 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 7 of 24             submits to the non-exclusive jurisdiction of the courts of Ontario with respect to any matter arising hereunder or related hereto.  3.8. Performance on Holidays  If any action is required to be taken pursuant to this AGREEMENT on or by a specified date that is not a Business Day, then such action shall be valid if taken on or by the next succeeding Business Day.  3.9. Schedules  The Schedules to this AGREEMENT are as follows: SCHEDULE A - Designated Representatives SCHEDULE B – Training Programs SCHEDULE C – Fees & Payment for Services  SCHEDULE D – Quality Assurance  SCHEDULE E – Controlled Acts and Advanced Medical Procedures       4. AGREEMENT      4.1. General  LH, through its Medical Advisory Board of the CEPCP, agrees to provide Medical Oversight to “Pickering”, who hereby agrees to the provision of such Services, subject to and in accordance with the terms and conditions set forth in this AGREEMENT.  4.2. MEDICAL OVERSIGHT  The Parties hereby agree that LH shall provide to “Pickering” the following (collectively hereinafter referred to as “Medical Oversight”):  (a) authorization to qualified Firefighters to perform the specified controlled acts as per section 8;  (b) provide medical advice to “Pickering” to ensure a smooth and medically sound transfer of care from “Pickering” to Paramedics;  (c) provide quality assurance information to “Pickering” as per SCHEDULE D  4.3. The Parties agree “Pickering” will provide the resources necessary to act as a designate of the Medical Director, and at the sole discretion of a Medical Director, in accordance with the terms and conditions set forth in this AGREEMENT.  4.4. The Parties agree that LH, at its sole discretion, will utilize the Medical Director and/or LH program staff as required, subject to and in accordance with the terms and conditions set forth in this AGREEMENT. - 516 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 8 of 24             4.5. “Pickering” will, where possible, provide LH with the use of a desk and private meeting space, and make available to LH access to electrical power and internet access in order to facilitate the provision of Medical Oversight pursuant to the terms and conditions of this AGREEMENT including Section 7.3 herein.     5. MEDICAL EDUCATION     5.1. LH, through its Medical Advisory Board of the CEPCP, and a Medical Director shall establish policies and procedures to support Medical Education to “Pickering” in accordance with applicable laws, standards and the CPSO policy. LH shall review such policies, procedures, and Medical Education materials as required and will advise “Pickering” of any changes as necessary.  5.2. LH, through its Medical Advisory Board of the CEPCP will develop and review all training and delivery of Medical Education provided to “Pickering” . These programs will comply with Applicable Law, applicable Standards and the CPSO Policy.  5.3. Qualifications of Physicians  LH, through the Medical Advisory Board of the CEPCP, shall ensure that the program Medical Directors maintain current and valid certificate of registration with the CPSO and a current certificate of professional conduct from the CPSO or such other documents as may be issued by the CPSO to evidence that the Medical Director has the appropriate registration, status, qualifications, skills, experience and training to perform the role of Medical Director.     6. MEDICAL ADVICE RELATING TO PATIENT CARE    6.1. LH, through the Medical Advisory Board, may at its sole discretion, provide advice and guidance to “Pickering” with respect to “Pickering” policies and procedures as it pertains to Medical Education and Medical Oversight.   6.2. LH will provide written medical directives for controlled acts to “Pickering” .  6.3. Where the Patient care provided by a Firefighter does not meet the applicable Standards, LH will so advise “Pickering” including by providing feedback (as per SCHEDULE D ) regarding the nature and type of Patient care provided by the Firefighter(s) and the nature of the identified Patient care issue.  6.4. Quarterly meetings between “Pickering” and LH will be scheduled for a mutually agreeable time and may be supported by additional meetings as required or requested.   - 517 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 9 of 24       7. TRAINING      7.1. “Pickering” will ensure each participant in the LH program has the pre-requisite of Standard First Aid certification from a WSIB approved provider, and will provide LH with a copy of the participants certificate prior to commencement of New Hire Orientation.  7.2. Training records will be maintained by either “Pickering” or LH, whoever conducts the training. Upon request the training records for each Firefighter who is authorized to receive Medical Oversight will be shared with the other party.  7.3. LH will be responsible for ensuring that the training content for the Firefighters to receive Medical Oversight is in accordance with Applicable Law, the applicable Standards and CPSO Policy.   7.4. “Pickering” agrees to reimburse LH for additional costs incurred for additional training beyond that prescribed in the schedule(s).   7.5. Where required, scheduling will be done by LH in consultation with “Pickering” .  7.6. “Pickering” full time will be scheduled for 24 class sessions in order to recertify all firefighters in the service. Any additional class sessions will be at extra cost to “Pickering” . This will be based on $43 per hour multiplied by the number of hours of the course. LH will also offer 4 make-up sessions throughout the year at its Pickering location at no charge.  7.7. All “Core program”(see appendix B) training is mandatory to maintain authorization.   7.8. Any auxiliary training or services are not mandatory to maintain authorization.  7.9. Cancellations of courses that are taught by LH must be received 24 hours in advance during business hours or by Thursday at 1500 for any weekend courses. If notice is not received, you will be invoiced for the cost of the instructor. This will be based on $43 per hour x a minimum of 4 hours to a maximum of 8 depending on course type.      8. AUTHORIZATION AND RE-AUTHORIZATION    8.1. LH will provide appropriate authorization to eligible candidates identified by “Pickering” . “Pickering” will ensure that eligible candidates have met the following criteria:  (a) are either employed by “Pickering” on an indefinite or fixed term basis or have received an offer of employment from “Pickering” that has not expired, AND;  (b) have successfully completed all LH required training and evaluation.   8.2. “Pickering” will advise LH of any changes in the status of a Firefighter that may affect his/her authorization.  8.3. LH will contact “Pickering” immediately upon identification that a Firefighter requires remedial training to continue to receive authorization. LH is responsible for the development of - 518 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 10 of 24             remedial training (as required) and that training may be delivered by LH or “Pickering”.  8.4. The Parties agree that LH may oversee the Controlled Act and Advanced Medical Procedure (SCHEDULE F) training and testing of eligible “Pickering” staff.  8.5. The Parties agree that each Firefighter receiving Medical Oversight will complete a LH approved annual re-authorization process.     9. QUALITY ASSURANCE      9.1. “Pickering” and LH acknowledge and agree that:   (a) LH must receive all of the information contained in the Call Report (the ”Data”) in order to facilitate its quality assurance obligations under this AGREEMENT;    (b) “Pickering” is responsible to ensure the accuracy of the Data collected and disclosed to LH.   (c) LH is a Health Information Custodian (HIC) as defined in the Ontario Personal Health Information Protection Act, 2004 (“PHIPA”), and therefore is required to comply with PHIPA, and as such is required to take steps that are reasonable in the circumstances to ensure that Personal Health Information, including the Data, in LH’s custody or control is protected against theft, loss and unauthorized use or disclosure and to ensure that the records containing such personal information are protected against unauthorized copying, modification or disposal;   (d) where the Data contains Personal Health Information, “Pickering” and LH further agree to collect, hold and disclose Personal Health Information pursuant to the provisions of PHIPA as Health Information Custodians (HIC) and Section 19 of the Act as applicable;   (e) in light of the foregoing, “Pickering” agrees to provide LH with access to the Data for the purposes set out in (a) above and as otherwise required or permitted by Applicable Law (the “Purposes”);   (f) “Pickering” and LH shall each notify the other of any problem with or errors in the Data of which such party may become aware.  9.2. LH shall develop and implement a quality assurance program consistent with applicable Standards including: (a) monitoring the delivery of patient care related to Medical Oversight provided by “Pickering” Firefighters through Case Reviews; - 519 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 11 of 24            10. INFORMATION SHARING    10.1. Issues Resulting from Information Sharing  (a) Case Reviews will be performed by LH, through the Medical Advisory Board, on all patient care calls involving a controlled act provided by “Pickering”,  (b) All concerns received by “Pickering” pertaining to Medical Oversight issues will be forwarded to LH for Investigation and action and LH will notify “Pickering” of the results of its Investigation within two Business Days of completion of the Investigation.  10.2. Investigations  (a) LH will be lead investigative organization in the case of any/all investigations involving Medical Oversight. The final report will be provided to “Pickering” from LH and “Pickering” will be responsible for communicating the report and its findings to any external parties to the extent “Pickering” deems appropriate.   (b) LH may draw on any internal resources or personnel of the other Party that may assist the lead investigator in conducting and concluding investigations.   (c) In the event an investigation has both service delivery as well as Medical Oversight issues as a component of the overall scope of the investigation “Pickering” shall remain the lead investigative authority, but will have LH address the Medical Oversight issues as a co-investigation organization or upon mutual agreement separate from the oversight issues for investigation by LH.   10.3. Information To Be Shared between the Parties  To the extent requested, the following shall be shared between the Parties during an Investigation:  (a) All relevant written/typed incident reports; (b) All relevant audio recordings; (c) All relevant Call reports pertaining to an Investigation or Case Review; (d) Contact information of individuals involved in the Investigation; and (e) Other details as deemed appropriate by the parties.  10.4 “Pickering” will provide an up to date roster of all staff bi-annually to LH for billing and authorization tracking purposes.  10.5 “Pickering” will request LH certify new recruits for NHO (new hire orientation), minimum of 60 days before commencement of the dates requested. - 520 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 12 of 24             11. SUPPLIES AND EQUIPMENT   11.1. LH and “Pickering” will collaborate regarding the supply, use and evaluation of equipment and supplies specific to Medical Oversight.     12. RESEARCH    12.1. LH will obtain the approval in writing of “Pickering” for all LH research proposals involving “Pickering”. If applicable, LH will obtain the approval of the Director of the Emergency Health Regulatory and Accountability Branch, Ministry of Health.  12.2. “Pickering”, at its discretion, may agree to support research conducted by LH with in-kind resources, if acceptable to LH, or financial resources. Any such support jointly agreed to by “Pickering” and LH shall be included in the budget of each study protocol.  12.3. Each Party will seek advice and input from the other for all publications relating to research described in Section 12.1 or 12.2 at least 30 days prior to submission for publication without peer review or, when applicable, for submission of the manuscript for peer review. The Parties each agree to keep confidential prior to publication all information contained in a publication or manuscript that has been submitted by the other for advice and input.  12.4. Authorship on any document submitted for publication will be granted in accordance with the guidelines outlined in the Uniform Requirements for manuscripts submitted to biomedical journals (NEJM Vol.336 (4); 1997: pp309-315) as regularly updated and published.  12.5. Each Party will acknowledge the other Party’s contributions to the study and/or publication in any publication or presentation derived from the study, if the other Party’s contribution does not meet the Uniform Requirements for authorship.     13. INSURANCE AND INDEMNIFICATION    13.1. Insurance of “Pickering”      “Pickering” shall, at its own expense, obtain and maintain in full force during the Term, all insurance that would be necessary and appropriate for a prudent Person in the same business. Such insurance shall include the following:  (a) commercial general and professional liability insurance on an occurrence basis for third party bodily injury, personal injury and property damage, to an inclusive limit of not less than $10,000,000 per occurrence and the policy shall include LH as an additional insured with respect to liability arising in the course of performance of the Services or under or in connection with this AGREEMENT. “Pickering” will provide LH with 30 days notice of change or non-renewal of the policy. Such policy shall include but not be limited to the following: - 521 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 13 of 24               i. products and completed operations; ii. personal injury; iii. cross liability; iv. contractual liability; v. 30-days’ prior written notice of cancellation.  (b) errors and omissions liability insurance insuring for liability for errors and omissions in the performance of or failure to perform its obligations under this AGREEMENT, in an amount not less than $10,000,000 per claim.  (c) Network Security and Privacy Liability Coverage of not less than one million dollars ($1,000,000) and underwritten by an insurer licensed to conduct business in the Province of Ontario. Coverage shall include unauthorized access, electronic security breaches, theft or destruction of data within Provider’s computer network or other electronic information system. The Privacy Liability coverage shall include the theft of private personal information and include the failure to comply with privacy laws and their respective regulations regarding the collection, access, transmission, use and accuracy. Coverage shall be extended to include the costs associated with notification of affected parties as well as any fines or penalties imposed as a result of the breach.    13.2. Insurance of LH    LH shall, at its own expense, obtain and maintain in full force during the Term, all insurance that would be necessary and appropriate for a prudent Person in the same business. Such insurance shall include the following:  (a) commercial general and professional liability insurance on an occurrence basis for third party bodily injury, personal injury and property damage, to an inclusive limit of not less than $10,000,000 per occurrence and the policy shall include “Pickering” as an additional insured with respect to liability arising in the course of performance of the Services or under or in connection with this AGREEMENT. Such policy shall include but not be limited to the following:   i. products and completed operations; ii. personal injury; iii. cross liability; iv. contractual liability; v. 30-days’ prior written notice of change to the policy, cancellation, and/or non-renewal.    (b) errors and omissions liability insurance insuring for liability for errors and omissions in the performance of or failure to perform its obligations under this AGREEMENT, in an amount not less than $10,000,000 per claim. - 522 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 14 of 24             (c) Network Security and Privacy Liability Coverage of not less than one million dollars ($1,000,000) and underwritten by an insurer licensed to conduct business in the Province of Ontario. Coverage shall include unauthorized access, electronic security breaches, theft or destruction of data within Provider’s computer network or other electronic information system. The Privacy Liability coverage shall include the theft of private personal information and include the failure to comply with privacy laws and their respective regulations regarding the collection, access, transmission, use and accuracy. Coverage shall be extended to include the costs associated with notification of affected parties as well as any fines or penalties imposed as a result of the breach.     13.3. Indemnification by “Pickering”  “Pickering” agrees to defend, indemnify, and hold harmless, LH and its officers, directors, employees, agents and representatives (the “Indemnified Parties”) from and against any and all liability, loss, costs, damages and expenses, causes of action, actions, claims, demands, lawsuits or other proceedings (“Claims”) which the Indemnified Parties, or any of them, may suffer or incur as a result of LH entering into this AGREEMENT. “Pickering” shall not however be responsible for any such Claims to the extent it is solely caused by the negligence or misconduct of LH.  13.4. Indemnification by Lakeridge Health  LH agrees to defend, indemnify, and hold harmless, and its officers, directors, employees, agents and representatives (the “Indemnified Parties”) from and against any and all liability, loss, costs, damages and expenses, causes of action, actions, claims, demands, lawsuits or other proceedings (“Claims”) which the Indemnified Parties, or any of them, may suffer or incur as a result of “Pickering” entering into this AGREEMENT. LH shall not however be responsible for any such Claims to the extent it is solely caused by the negligence or misconduct of “Pickering”.     14. TERM AND TERMINATION    14.1. Term  This AGREEMENT shall commence on/as of January 1st, 2025 and shall continue for the period of 3 years, expiring on December 31st, 2027 or as terminated pursuant to this Article 15 (the “Term”).  14.2. Termination by Either Party  Either Party may, at any time, and for any reason, terminate this AGREEMENT upon giving 30 days’ prior written notice to the other Party.  14.3. Effective Date of Termination - 523 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 15 of 24             The effective date of the termination of this AGREEMENT shall be the last day of the notice period or such other date as the Parties agree.  14.4. Consequences of Termination  Upon termination of this AGREEMENT the provisions which by their nature are intended to survive beyond such termination will remain in effect. The termination of this AGREEMENT shall not relieve either of the Parties of their respective obligations or rights accrued up to and including the date of such termination.  14.5. Force Majeure  Notwithstanding anything contained in this AGREEMENT, neither Party shall be liable for any failure or delay on its part to perform any of the terms, conditions, covenants or obligations of this AGREEMENT to the extent that such failure or delay is the result of a cause beyond its reasonable control including such things as unavailability of material, equipment, utilities, services, an act of God, a fire, an act of the public enemy, an act of His Majesty in his sovereign capacity, laws, a flood, a quarantine restriction, an epidemic, a labour dispute, a riot, a civil commotion, vandalism, malicious mischief or other similar cause beyond its control and not avoidable by the exercise of reasonable foresight (excluding the inability to pay for the performance of such obligation) and which occurs without the default or negligence of the Party seeking relief. The Party being delayed shall be entitled to extend the time for fulfillment of such obligation by a time equal to the duration of such delay and the other Party shall not be entitled to any compensation for any loss or inconvenience occasioned thereby. The Party delayed shall however, use its best efforts to fulfill the obligation in question as soon as reasonably possible.     15. GENERAL PROVISIONS    15.1. Co-operation  “Pickering” shall co-operate with and provide assistance to LH as reasonably required by LH to facilitate the provision of LH’s obligations under this AGREEMENT.  15.2. Confidentiality  LH shall not disclose to any third party any trade secret of or confidential information about “Pickering” that LH may acquire through the use of the Data. Confidential information is Data and information which is designated as such by “Pickering” and includes personal information and personal health information as defined in PHIPA (“Confidential Information”). LH shall use Confidential Information only for the Purposes. LH shall limit disclosure of Confidential Information within its own organization to its directors, officers, employees, agents, consultants and other representatives having a need to know and shall not disclose Confidential Information to any third party (whether an individual, corporation, or other entity) without the prior written consent of “Pickering” The parties herein mutually agree that the confidentiality covenant herein shall survive the termination or discharge of this AGREEMENT.  “Pickering” shall not disclose to any third party any trade secret of or confidential information about LH that “Pickering” may acquire through the use of - 524 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 16 of 24             the Data. Confidential information is Data and information which is designated as such by LH and includes personal information and personal health information as defined in PHIPA (“Confidential Information”). “Pickering” shall use Confidential Information only for the Purposes. “Pickering” shall limit disclosure of Confidential Information within its own organization to its directors, officers, employees, agents, consultants and other representatives having a need to know and shall not disclose Confidential Information to any third party (whether an individual, corporation, or other entity) without the prior written consent of LH, except where required by law. LH acknowledges that “Pickering” is subject to the Municipal Freedom of Information and Protection of Privacy Act, R.S.O. 1990, c.M.56, The parties herein mutually agree that the confidentiality covenant herein shall survive the termination or discharge of this AGREEMENT.  15.3. Nature of Relationship  Nothing contained in this AGREEMENT shall be construed as making the Parties (or their respective successors or permitted assigns), partners or joint venturers or construed as making any Party, its directors, officers, employees, volunteers, agents or other representatives an agent of any other Party. For greater certainty, none of the employees, principals, shareholders or independent contractors of “Pickering” shall be or be deemed to be employees of LH.  15.4. Assignment  Neither this AGREEMENT, nor any rights or obligations hereunder, may be assigned by LH or “Pickering” without the prior written consent of the other Party and any purported assignment done without such consent shall be of no force or effect. This AGREEMENT is binding upon and shall inure to the benefit of the Parties and their respective successors and permitted assigns and shall not be enforceable by or otherwise inure to the benefit of any other Person.  15.5. Invalidity  If any provision of this AGREEMENT is determined to be invalid, illegal or unenforceable in any respect by a court of competent jurisdiction, the validity, legality or enforceability of the remaining provisions of this AGREEMENT shall not in any way be affected or impaired thereby so long as the economic or legal substance of the matters contemplated hereby is not affected in any manner materially adverse to either Party.  15.6. Costs  Each Party shall bear its own costs with respect to the drafting, negotiation and interpretation of this AGREEMENT.  All other costs are outlined in schedule C as per this AGREEMENT.  15.7. Notices  Any notice, demand or other communication (in this Section 16.6 a “Notice”) required or permitted to be given or made hereunder shall be in writing and shall be well and sufficiently given or made if it is: - 525 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 17 of 24             (a) delivered in person during normal business hours on a Business Day and left with a receptionist or other responsible employee of the relevant Party at the applicable address set forth below;  (b) sent by prepaid first class mail; or  (c) sent by any electronic means of sending messages, including facsimile transmission, which produces a paper record (an “Electronic Transmission”); in the case of LH, addressed to it at: Lakeridge Health 1 Hospital Ct Oshawa, ON L1G 2B9  Attn: Chief Financial Officer Tel: 905-576-8711 Fax: 905-721-4862 and in the case of “Pickering” addressed to: Pickering Fire Services 1700 Zents Drive Pickering, ON L1X 0N7    Attn: Chief Steve Boyd Tel: 905-839-9968      Any Notice given or made in accordance with this Section shall be deemed to have been given or made and to have been received:  (a) on the day it was delivered, if delivered as aforesaid; (b) on the third Business Day (excluding each day during which there exists any general interruption of postal services due to strike, lockout or other cause) after it was mailed, if mailed as aforesaid; and (c) on the day of sending if sent by Electronic Transmission during normal business hours of the addressee on a Business Day and, if not, then on the first Business Day after the sending thereof.  Any Party may from time to time change its address for notice by giving Notice to the other Party in accordance with the provisions of this Section.  15.8. Further Assurances  Each Party shall do such acts and shall execute and deliver such further agreements, documents, conveyances, deeds, assignments, transfers and the like, and shall cause the doing of such acts and the execution and delivery of such further it as is within its power and as the other Party may in writing at any time and from time to time reasonably request, in order to give full effect to the provisions of this AGREEMENT. - 526 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 18 of 24             15.9. Remedies Cumulative  The rights and remedies under this AGREEMENT are cumulative and in addition to, and not in substitution for, any other rights and remedies, available at law or in equity or otherwise. No single or partial exercise by a Party of any right or remedy precludes or otherwise affects the exercise of any other right or remedy to which that Party may be entitled.  15.10. Counterparts and Facsimile Execution  This AGREEMENT may be executed in any number of counterparts, each of which shall be deemed to be an original, and all of which together shall be deemed to be one and the same instrument and receipt of a facsimile version of an executed signature page of this AGREEMENT by a Party shall constitute satisfactory evidence of execution of this AGREEMENT by such Party.  15.11. Dispute Resolution/Consultation and Negotiation  (a) In the event of a dispute between the Parties, each Party’s Designated Representative shall meet to attempt to resolve the Dispute. Each Party acknowledges that it is in their mutual interest to have their respective Designated Representative resolve all matters by mutual agreement and each agrees to act reasonably and in good faith to permit and encourage their respective representatives to do so.  (b) If such Designated Representatives are not able to resolve any Dispute referred to them within 15 Business Days, the matter shall be referred to the Director of LH and the Fire Chief or his designate of “Pickering”, each of whom shall be fully briefed on the matter and shall have the authority to negotiate on behalf of and bind their respective Party. If such senior representatives are not able to resolve any Dispute referred to them within 15 Business Days (the “Resolution Date”) of such referral, then the matter shall be referred to arbitration as provided for herein.  15.12. Dispute Resolution/Arbitration  (a) If the Parties do not reach a solution pursuant to Section 16.10 by the Resolution Date, the Dispute shall be arbitrated and finally resolved, pursuant to the National Arbitration Rules of the ADR Institute of Canada, Inc., as amended from time to time, by a single arbitrator appointed pursuant to Rule 14(d) of the said Rules. The place of arbitration shall be Toronto, Canada. The language of the arbitration shall be English.  (b) Judgment upon the award rendered in any such arbitration may be entered in any court having jurisdiction thereof, or application may be made to such court for a judicial acceptance of the award and an enforcement, as the law of such jurisdiction may require or allow.     Signature Page Follows - 527 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 19 of 24                 IN WITNESS WHEREOF the Parties hereto have duly executed on the day of , 2024.     The Corporation of the City of Pickering   By:   Name: Title:      By:   Name: Title:   LAKERIDGE HEALTH       By:    Name: Chris Squire Title: HSE, Corporate Services & Chief Financial Officer       By:    Name: Title: - 528 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 20 of 24            SCHEDULE A - Designated Representatives     LAKERIDGE HEALTH    Jennifer Shanley, Manager Office Operations jshanley@lh.ca Lakeridge Health 1 Hospital Ct Oshawa, Ontario L1G 2B9   Tel: 905-433-4370 Fax: 905-721-4737 Pickering Fire Services    Steve Boyd, Chief sboyd@pickering.ca Pickering Fire Services 1700 Zents Drive Pickering, ON L1X 0N7   Tel: 905-839-9968 - 529 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 21 of 24             SCHEDULE B – Training Programs   EMR Program – Core plus Auxillary Program 1 Initial EMR certification (New Hire) (24 hrs, maximum 15 participants) includes:  CPR/AED certification  Delegation of controlled acts  Authority to perform scope of practice, as per medical directives  Blended delivery available Bi-annual EMR recertification, (16hrs) includes:  CPR/AED recertification  Remain in good standing with CEPCP for scope of practice and delegated acts  Maintenance of skills, updates as needed  1 make up session per shift & 4 make – up sessions at CEPCP (1st come 1st serve) Oversight with documentation of medical calls on MAR system  Remediation as required Access to CEPCP resources  Access to LMS  Digital copies of medical directives, first responder manual  CEPCP serves in advisory role for pre- hospital patient care, this is facilitated through clinical coordinators, and the Medical Advisory Board.  Meeting with CEPCP for overview of service  Annual Biomedical Engineering quality assurance & technical support     Additional at Cost Services     Additional New Hire Certification (maximum of 12) during the year if services wish to hire another recruit class  CEPCP First Aid Certification and CPR/AED certification for services staff  Make up sessions over and above what is provided - 530 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 22 of 24             SCHEDULE C – Fees & Payment for Services      Item   Frequency Amount Initial Selection202520262027 EMR Direct delivery program  Bi-Annual $275 per firefighter $275 per firefighter $275 per firefighter   EMR Additional New Hire  As required $1200 per course max 12 $1200 per course max 12 $1200 per course max 12    EMR Additional New Hire  As required $100 per firefighter above 12 $100 per firefighter above 12 $100 per firefighter above 12   Make-up Sessions  As required  See 7.6 See 7.6 See 7.6   Course Cancellation Fee  As required  See 7.9 See 7.9 See 7.9   Emergency First Aid  As required $710 plus HST Max 12 $710 plus HST Max 12 $710 plus HST Max 12    Standard First Aid  As required $1365 plus HST Max 12 $1365 plus HST Max 12 $1365 plus HST Max 12   CPR – Healthcare Provider  As required $100 per person Max 12 $100 per person Max 12 $100 per person Max 12   AED Supplies & Maintenance  Bi-Annual $450 per AED ($900 per year) $450 per AED ($900 per year) $450 per AED ($900 per year)       Notes:   LH will invoice “Pickering” bi-annually in June & December for:   1. the total number of Firefighters who receive medical oversight from the Medical Advisory Board of CEPCP, at any point during the calendar year.   2. any additional items required by “Pickering”    The Parties agree to negotiate and append additional fee structures for work not described in this AGREEMENT. - 531 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 23 of 24            SCHEDULE D – Quality Assurance     It is recognized that the quality assurance requirements will need to be reviewed regularly to ensure that the needs of both Parties are being met and in fulfillment of the terms of this AGREEMENT.   Data Requirements:  Data will be provided to LH as described in the AGREEMENT. The minimum data required are to be captured in a form mutually agreed to by both Parties.   Case reviews:  LH will audit all calls where a Call Report for patient care involving controlled act(s) is received by LH from “Pickering”, using a standardized audit tool.  The results of a chart audit will be available no later than five weeks following the commencement of the audit.  The Parties agree to the following process:    LH will issue individual case feedback forms when clarification is required “Pickering” will make reasonable efforts to encourage a response within 3 weeks of receipt. An additional 2 weeks may be added where the Firefighters are reasonably unavailable to complete the request, or where it is likely that the feedback form was not received.   Report Requirements:  LH will provide the following minimum reports to “Pickering”. If additional reports are required they will be negotiated and appended to this AGREEMENT:    Case Review reports:  Semi-annual. - 532 - Agreement to Provide Medical Oversight Services CEPCP and Pickering Fire Services Page 24 of 24            SCHEDULE E – Controlled Acts and Advanced Medical Procedures   “Pickering” requests authorization to perform the following Controlled Acts and Advanced Medical Procedures, in accordance with CEPCP’s Fire Services Medical Directives, Policies and Guidelines.  “Pickering” to initial beside each item they are requesting delegation to perform.   Directive and Controlled Act and Advanced Medical Procedures Fire Service Initials Cardiac Arrest General Medical Directive    Use of AED and provide defibrillation   Medical Cardiac Arrest Medical Directive   Use of AED and provide defibrillation   Hypothermia Cardiac Arrest Directive   Use of AED and provide defibrillation   Trauma Arrest Medical Directive    Use of AED and provide defibrillation   Foreign Body Airway Obstruction Cardiac Arrest Medical Directive  Use of AED and provide defibrillation   Newborn Resuscitation Medical Directive    Advanced medical procedures   Anaphylaxis Medical Directive   Administer Epinephrine, IM   Opioid Toxicity Medical Directive    Administer Naloxone, IN   Emergency Bandage Application Medical Directive   Medical grade tourniquet application  Hemostatic dressing application     - 533 - Report to Executive Committee Report Number: PLN 01-25 Date: January 13, 2025 From: Kyle Bentley Director, City Development & CBO Subject: Sign By-law Review -File: L-2000-024 Sign By-law Recommendation: 1.That Report PLN 01-25, which provides additional information regarding Council Resolution #587/24, be received; 2.That the revised Sign By-law as set out in Appendix I to Report PLN 01-25 be enacted; 3.That Council approve an amendment to the General Municipal Fees & Charges By-law6191/03, as amended, as set out in Appendix II, to implement fees related to the new Sign By-law. Executive Summary: The purpose of this report is to provide additional information in response to Council Resolution #587/24, related to Report PLN 25-24 on the Sign By-law Review. The City’s current Sign By-law, enacted on November 16, 2009, is being reviewed and updated to ensure alignment with current sign standards, trends, and municipal and development best practices. City staff conducted public consultations, including virtual and in- person open houses, and engaged with over 45 stakeholders to prepare the draft Sign By-law. On October 7, 2024, staff brought forward Report PLN 25-24 (see Attachment 1) to the Executive Committee. The Committee referred the report back to staff, requesting further engagement with key industry stakeholders (see Extract from Executive Committee Minutes of October 7, 2024, Attachment 2). In response to the referral, City staff have: •consulted with identified key stakeholders, and additional public agency stakeholders •reviewed municipal best practices and re-evaluated the proposed Billboard Sign Districtarea and related provisions •revised the draft Sign By-law permissions and Schedules to: •expand the existing Billboard District •establish a new Billboard District within the Seaton Innovation Corridor (see Appendix I,Schedules B1 and B2) •align additional provisions with public agency criteria and guidelines - 534 - PLN 01-25 January 13, 2025 Subject: Sign By-law Review Page 2 Based on the additional engagement, and proposed revisions, City staff recommend that the new Sign By-law as set out in Appendix I, be finalized and brought forward for Council enactment and that Council approve an amendment to the General Municipal Fees & Charges By-law 6191/03, as amended, as set out in Appendix II, to implement fees related to the new Sign By-law. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community. Financial Implications: Sign permit fees, licence fees, and variance fees are contained within the City’s General Municipal Fee By-law. The City is not expected to realize any significant additional revenue resulting from updates to the Sign By-law. Discussion: The purpose of this report is to provide additional information in response to Council Resolution #587/24, related to Report PLN 25-24 on the Sign By-law Review. This report highlights the amendments made to the draft Sign By-law based on additional stakeholder engagement and analysis. The report outlines updates to the Billboard Sign provisions, including the addition and expansion of the existing Billboard Sign district locations, new provisions to align with municipal best practices and policies, and a summary of feedback received during the additional engagement. 1. Background On October 7, 2024, the Executive Committee of Council considered Report PLN 25-24 (see Attachment 1). The report summarized the City’s review of its existing Sign By-law 6999/09, as amended. The review aimed to update the Sign By-law based on public input and feedback, an analysis of approved signed variances from the past 15 years and based on best practices from other municipal sign by-laws. The report included: • the rationale for reviewing the existing Sign By-law • a summary of the public engagement process, including public feedback and staff’s responses • proposed revisions to the existing Sign By-law provisions, including specific sign types, enforcement updates, general amendments and additional comments • the removal of Schedule “A” from the new Sign By-law to minimize the need for Sign By-law Amendments; fees are proposed to remain in the City’s current General Municipal Fee’s By-law, which is updated annually The Committee referred Report PLN 25-24 back to staff to engage further with key industry stakeholders. Staff were directed to present their findings and recommendations at the December 2, 2024 Executive Committee. However, due to the feedback received and the need for further analysis by City staff, additional time was required. - 535 - PLN 01-25 January 13, 2025 Subject: Sign By-law Review Page 3 2. Response to the Committee’s Comments As part of the initial Sign By-law review, City staff engaged with various stakeholders through both virtual and in-person open house meetings. Comments and responses from these sessions are included in Attachment 1 to Report PLN 25-24 (see Attachment 1). In total, over 45 key stakeholders were consulted with, including but not limited to Metrolinx, the Ministry of Transportation (MTO), sign companies, the Durham Region Association of REALTORS, real estate brokers, and the development industry. After the October 7, 2024, Executive Committee meeting, staff were given contact information for three additional stakeholders: 1. Sussex-Strategy Group 2. Vendo Media Inc. 3. Pattison Outdoor Advertising Staff note that Pattison Outdoor Advertising was previously consulted and staff responded to their comments before the Executive Committee Meeting of October 7, 2024. At the Committee’s request, staff contacted Pattison Outdoor Advertising again, and also consulted with the Region of Durham, MTO, Transport Canada and Great Canadian Entertainment (Pickering Casino Resort). Staff shared the draft Sign By-law and supporting materials and requested feedback. The comments received generally focused on the following topics: • the City’s existing Special Sign Districts, particularly the Billboard District and its associated provisions • municipal best practices for issuing Requests for Proposal for advertising billboards on City properties • permitting billboard signs on ‘big box’ retail locations • allowing Billboard Signs on vacant properties • processes for allowing Billboard signs outside of the Billboard District • municipal best practices relating to Billboard Signs • a request to designate the Pickering Casino Resort as a new Sign District, with exemptions for sign area and height limits • compliance with the Region of Durham’s Vision Zero Initiative for safer regional roads and enforcement of signage placement at Durham Region Transit bus stops and shelters A complete summary of stakeholder comments and staff’s responses is provided in Attachment 3 to this report. 3. Billboard Signs The City currently has one Billboard Sign District, which extends along Bayly Street, from Church Street South to the east and between Brock Road and the hydro corridor to the west. - 536 - PLN 01-25 January 13, 2025 Subject: Sign By-law Review Page 4 Several comments provided to the City requested an expansion to the Billboard Sign District and changes to certain provisions related to billboard signs, as the current permissions do not allow for further opportunity for Billboard Sign placement and only allow current vendors with existing billboards to be permitted. In response, staff re-evaluated whether additional locations would be suitable for inclusion in a Billboard District. This assessment involved reviewing municipal best practices for billboard regulations, identifying appropriate additional locations for billboard signs to be permitted within the City, and ensuring compliance with appropriate public agencies requirements. Based on the review of comments received through this further consultation, staff determined that certain areas zoned as Employment and Major Tourist Destination are suitable for permitting billboard signs, and have incorporated revisions into the new Sign By-law regarding Billboard Signs. The proposed revisions to the new Sign By-law are outlined below: 3.1 Expansion to the Existing Billboard Sign District The Pickering Casino Resort has requested that its property be included in the City’s existing Billboard District, located along Bayly Street. The Billboard District boundaries have now been expanded to include both Durham Live and the Pickering Casino lands (refer to Schedule B1 of Appendix I). Under the new Sign By-law, Billboard Signs are now allowed on lands as identified in Schedule B1, if they are zoned as Employment or Major Tourist Destination. Since Billboard Signs often promote local tourist activities and attractions, staff consider this expansion appropriate, provided the signs comply with the provisions of the new Sign By-law. The expansion of the sign location provides a 14 metre setback from Highway 401 as required by the MTO, and properties located within 400 metres from Highway 401 will be required to obtain a Sign Permit from MTO (in addition to a Sign Permit from the City of Pickering). Billboard Signs, which are already legally existing within this Billboard District, would not be required to comply with the new provisions of the Sign By-law, provided the sign has continuously remained in the same location and has not been altered. 3.2 Seaton Innovation Corridor Based on feedback from the additional engagement, staff have included an additional Billboard Sign District, located in the Seaton Innovation Corridor. This proposed Billboard District area is generally bordered by Highway 7 to the north, Highway 407 to the south, North Road to the west, and Sideline 22 to the east (refer to Schedule B2 of Appendix I). As with the expansion of the existing Billboard Sign District, billboard signs would only be permitted on lands zoned for Employment, and they must comply with the provisions outlined in the new Sign By-law. The new billboard sign location maintains a buffer greater than 250 metres from other Special Sign Districts in the immediate vicinity. - 537 - PLN 01-25 January 13, 2025 Subject: Sign By-law Review Page 5 City staff consulted with the MTO, Transport Canada and the City’s Economic Development Department to ensure the new sign location was appropriate. 3.3 Billboard Sign Provisions Based on the engagement and a further review of municipal best practices, additional provisions have been added to the By-law. The proposed provisions align with criteria from public agency policies, including the Region of Durham’s Vision Zero initiative for safer Regional Roads and the Ministry of Transportation’s Highway Corridor Management Manual. The new provisions for Billboard Signs are: • Permitted Locations: Only in areas shown in Schedules B1 and B2 of the Sign By-law, on lands zoned Employment or Major Tourist Destination Zone categories. • One Billboard Sign is permitted per property. • Setback from an intersection: At least 30 metres away. • Setback from another sign: At least 30 metres away from any other sign type. • Setback from Residential Zone/Use: At least 100 metres away. • Setback from Roads, Streets or Railway Crossing a Highway at Grade: At least 45 metres away. • All billboard signs within 400 metres of Highway 401 shall require the approval of a permit issued by the MTO in addition to the City of Pickering. All billboard signs located in Schedule B2 of the Sign By-law may require the approval of a permit issued by the MTO and Transport Canada, in addition to the City of Pickering. Complete details on Billboard Signs regulations are in Sections 35 and 54 of the new Sign By-law (refer to Appendix I). 4. Additional Comments Staff received several comments and suggestions, regarding additional permissions for Billboard Signs, particularly on ‘Big Box’ commercial/retail lands (see Attachment 3). Provincial policy direction, including the Provincial Planning Statement (2024) and City Policy Official Plan Amendment 38 – the Kingston Road Corridor and Specialty Retailing Node Intensification Plan, as well as trends from recent development applications, indicate a shift in land use permissions. Big box commercial and retail lands are transitioning towards mixed-use developments that include residential uses. Given this shift, staff believe it is not appropriate to permit Billboard Signs in these areas. Staff also received a request to exempt provisions for maximum sign area and maximum height for the Pickering Casino lands. To evaluate this, staff reviewed practices in other Greater Toronto Area municipalities with Casinos. The review did not identify sufficient municipal best practices to support such exemptions. - 538 - PLN 01-25 January 13, 2025 Subject: Sign By-law Review Page 6 However, as outlined in Section 3.1 of this report, staff support expanding the Billboard District to include the Durham Live lands, provided the lands are zoned as Employment or Major Tourist Destination. If a proposed sign exceeds the maximum permitted sign area of 20 square metres or maximum height of 7.5 metres, or another provision contained within the Sign By-law, the proponent may consider applying for a Sign Variance or receiving an exemption through the City’s Site Plan approval process. 5. Conclusion The discussion above outlines the additional public engagement that was undertaken as directed by Council Resolution #587/24, and the amendments made to the draft Sign By-law. Staff recommend that the revised Sign By-law, as set in Appendix I, be enacted by Council and that Council approve an amendment to the General Municipal Fees & Charges By-law 6191/03, as amended, as set out in Appendix II, to implement fees related to the new Sign By-law. Appendices Appendix I Draft Sign By-law Appendix II Draft By-law to Amend By-law 6191-03 General Municipal Fees Attachments: 1. Report PLN 25-24 2. Extract from Executive Committee Minutes of October 7, 2024 3. Response to additional comments received - 539 - PLN 01-25 January 13, 2025 Subject: Sign By-law Review Page 7 Prepared By: Original Signed By Amanda Zara Dunn, MCIP, RPP Principal Planner, Development Review Original Signed By Nilesh Surti, MCIP, RPP Division Head, Development Review & Urban Design Original Signed By Jason Litoborski Manager, Municipal Law Enforcement Services Approved/Endorsed By: Original Signed By Kyle Bentley, P.Eng. Director, City Development & CBO Original Signed By Paul Bigioni Director, Corporate Services & City Solicitor Recommended for consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 540 - Appendix I to Report PLN 01-25 Draft Sign By-law - 541 - The Corporation of the City of Pickering By-law No. XXXX/25 A By-law to regulate signs in the City of Pickering Whereas pursuant to paragraph 7 of subsection 11(3) of the Municipal Act, 2001 a lower-tier municipality may pass by-laws respecting signs; And whereas signs are necessary to advertise or identify services, businesses, locations and provide other information; And whereas, if not effectively regulated, signs may create a nuisance, affect public safety and detract from the character of the community; And whereas the Municipal Act, 2001 provides the ability for a municipality to impose fines in excess of $5,000.00 under the Provincial Offences Act R.S.O. 1990, and further allows for special fines that may exceed $100,000.00; Now therefore be it resolved that the Council of The Corporation of the City of Pickering enacts as follows: - 542 - By-law No. XXXX/25 Page 2 Part 1 – Administration and Interpretation Title 1.This By-law and any amendments thereto shall be known as the “City of Pickering Sign By-law”. Other Applicable Laws 2.The applicant shall be responsible for obtaining the approval from any other government authority having jurisdiction over the installation of a proposed sign. Scope 2.1 This By-law applies to all signs that are or are to be located, erected, or displayed within the boundaries of the City, save and except any other sign prescribed by statue, and shall regulate the location, size, number, construction, alteration, repair, and maintenance of signs. 2.2 All tables within the body of this By-law and schedules attached to this By-law shall form part of this By-law. 2.3 This By-law does not apply to a sign that was lawfully elected, located, or displayed on the day the By-law comes into force and effect if the sign is not substantially altered, and the maintenance and repair of the sign or a change in the message or contents displayed is deemed not in itself to constitute a substantial alteration. Objectives 3.This By-law shall be applied and interpreted in a manner consistent with the following objectives: (a)reasonable means should be available to the public to erect signs on a property in order to identify facilities, businesses and services located thereon; (b)signs should not create any distraction or safety hazard for pedestrians or motorists, or create any other danger to the public; (c)signs should not create any adverse impacts on adjacent public or private property; (d)signs should not detrimentally alter the physical appearance and architecture of any building; (e)to regulate signs placed on lands, buildings, and other structures within the Corporate limits of the Municipality of Pickering; (f)signs should not create unnecessary visual clutter due to their size, number or location; and (g)temporary signs should be strictly regulated in order to limit the visual impact on the built environment and the consumption of resources. - 543 - By-law No. XXXX/25 Page 3 Definitions 4.In this By-law, “address sign” means a sign that depicts the municipal address or civic number of a property as regulated by this By-law and By-law 7686/19, as amended or replaced from time to time; “animation” means a method in which graphics, images or figures are manipulated to appear as moving images and indicates colour or light changes through electronic means; “applicant” means an owner, or any person authorized by an owner, who applies for a sign permit, sign licence or sign permit variance; “automobile service station” means an establishment where vehicle fuels, lubricants, and automobile-related accessories are offered for retail sale, and which may include a car washing establishment and a convenience store; “automobile service station sign” means a sign on top of gasoline service pumps or on the columns of a gas bar canopy, on guard posts or freestanding on a gasoline pump apron and shall include signage for electrical vehicle charging stations; “banner sign” means a temporary sign of lightweight fabric, plastic or similar material; “billboard sign” means a sign that is fastened, posted, painted or projected in such a manner as to permit its periodic replacement and that advertises goods, products or services that are not available at the location of the sign or that directs a person to a location different from where the sign is located. A billboard sign displays third-party advertising with images that may change mechanically and/or displays information or images on a digital or electronic screen; “boulevard” means all parts of a highway except the roadway, shoulder and sidewalk; “canopy sign” means any single-faced sign that is part of or attached to an awning, canopy or other fabric, plastic or structural protective element installed over a window, door, entrance, outdoor service area or similar type of entrance way, movable or immovable; “Chief Building Official” means the City’s Chief Building Official (CBO) or a designate; “City” means The Corporation of the City of Pickering or the geographical area of Pickering, as the context requires; “community event sign” means a temporary sign that advertises a public event to be held in the City organized for a non-profit, civic, cultural, religious or recreational purpose; “construction information sign” means a temporary sign located on a property where a building is to be built, renovated or demolished indicating information related to design, construction, renovation, demolition, ownership and rental or sale, and may include the name of the project, the architect, engineer, and other firms associated with the project; - 544 - By-law No. XXXX/25 Page 4 “demising wall” means a wall that separates two adjacent tenants or a tenant from one of the building’s common areas; “development sales office sign” means a temporary sign located on a property where a temporary sales office has been legally erected, to identify the builder, subdivision/condominium marketing name and any other relevant information related to the sales office; “development sales sign” means a temporary sign directing people to a temporary sales office where new homes and other residential developments are marketed to the public; “development sign” means a temporary sign that advertises a proposed development to be constructed and may include the project name and graphic depictions, the developer(s) and builder(s) names and contact information, and other pertinent information. A development sign shall not include a construction information sign, a development sales office sign, or a development sales sign; “directional sign” means a sign that is intended solely for public information, safety or convenience in directing persons or traffic and shall contain no commercial advertising, but may include a corporate logo; “Director” means the City’s Director, City Development or a designate; “directory sign” means a sign intended to identify the location of a building containing multiple occupancies; “display surface” means the entire sign area which encloses the extreme limits of the message or content displayed on a sign; “drive-through facility” shall mean a building or structure or part thereof where goods, food or services are offered to the public by way of a service window or kiosk while the patrons are in a parked or in a stationary vehicle, and where goods, money or materials are exchanged in a designated stacking lane with either a menu board and pre-menu board signs; “election sign” has the meaning ascribed to it in Election Sign By-law 7591/17, as amended or replaced from time to time; “electronic message display” means a component of a ground sign with moving parts, flashing lights or fluorescent materials, billboard sign or wall sign that is computer controlled and illuminated, which displays information to the public by way of prearranged or variable sequence of electronically generated alphanumeric characters and digital images; “erect” means display, attach, affix post, alter, construct, (re)place, locate, install, relocate and maintain, and cause or permit to be displayed, attached, affixed, posted, altered, constructed, placed, located, installed, relocated and maintained of any sign or part thereof; - 545 - By-law No. XXXX/25 Page 5 “farm sign” means a sign advertising the sale of farm produce grown or produced on the property where the sign is located; “fence” means a fence as defined in Fence By-law 6943/09, as amended or replaced from time to time; “filming location sign” means a temporary sign identifying a site used for a film production; “first storey” means the storey with its floor closet above average grade and having its ceiling more than 1.8 metres above average grade, and has the same meaning as defined as Storey, First in the City’s applicable Zoning By-law, as amended; “fixture” means any structure that the City permits to be located within a boulevard including, but not limited to, a utility box, newspaper vending box, bench, transit shelter, telephone pole, telephone booth, transformer box or vault, hydro pole, streetlight, stoplight pole, recycling waste module, mailbox, tree and street sign; “flag” means a piece of cloth, or lightweight non-rigid material that is attached by one edge to a pole or rope, bearing a crest, emblem or insignia of any corporation, federal, provincial and municipal government agency, or religious, charitable, fraternal, cultural or community organization with no informational or advertising content; “flag sign” means a sign made of cloth or lightweight non-rigid material that is attached by one edge to a pole or rope, and displays information, promotional or advertising content; “frontage” means the linear distance along the façade of the building, which is parallel to, or most close to being parallel to, an abutting public and/or private street. For the purpose of this By-law, a building may have more than one building frontage this being determined by the number of public and/or private streets abutting the lot. In a building with multiple units, a unit is only considered to have building frontage if the main customer access to the unit/tenancy leads directly outside. If the main customer access of a unit only leads to an interior sideyard of the site and/or an exterior parking lot, that wall face may be considered for building frontage per unit/tenancy. “garage/yard sale sign” means a temporary sign advertising a garage/yard sale of personal merchandise at a residential property, and includes any directional signs thereto; “ground sign” means a permanent sign which is free standing in a fixed location and is wholly supported by a structural base erected on and in or upon the ground, but not part of a building, and includes a pylon sign, a directional sign, directory sign and drive-through sign, but does not include a billboard sign; “heritage conservation district” means a heritage conservation district designated under the Ontario Heritage Act, R.S.O. 1990, c. O.18; “heritage property” means property that has been designated under the Ontario Heritage Act to be of cultural heritage value or interest or a property on the City's registry of properties that the City believes to be of cultural heritage value or interest; - 546 - By-law No. XXXX/25 Page 6 “high density residential” means a residential building other than low density residential; “hoarding” means any temporary construction barrier continuously enclosing a construction site that is erected for the purpose of site protection; including any temporary structure required for safety required by provincial or federal legislation or regulation and including covered sidewalks, scaffolding, fencing, etc.; “home-based business sign” means a sign located on a property advertising an accessory business or occupation used or conducted in a residential premises on the property where the sign is located; “home improvement sign” means a temporary sign advertising or promoting landscaping, home repairs or home renovations; “inflatable sign” means a temporary sign filled by air or other gas that is either designed to be airborne or tethered to the ground, a vehicle, a roof or any other structure and includes balloons; “interior sign” means a sign located within the interior of a building that is intended to be seen outside of the building and includes a window sign; “low density residential” means a single detached dwelling, semi-detached dwelling, duplex, triplex, fourplex, townhouse, mobile home, or any other residential facility housing six or fewer residents; “menu board” means a permanent sign erected as part of a drive-through facility and used to display, provide pricing for goods, food, and/or services and order products and services available at the premises; “mixed-use building” means a building or complex that includes mixed land uses; “model home sign” means a temporary sign located on a property containing a model home for the purpose of marketing new residential construction; “mural” means any type of display or artistic endeavour applied to any external wall or other part of a building or structure which does not include any words, images, logos, or trademarks that advertise or convey any promotional message; “new business” means a business at a location that has been in operation for less than 90 days; “no trespassing sign” means an informational sign which relates exclusively to regulating access to a property upon which the sign is located; “officer” means a municipal law enforcement officer employed by the City to enforce municipal by-laws or a police officer appointed under the Police Services Act ; “official sign” means a sign to be used, required by, or erected by any federal, provincial, regional, or municipal government, a public body or agency thereof or board or commission or public utility, including, but not limited to, signs designating hospitals, schools, libraries, community centres, arenas or other public government uses. Where signage is proposed for private use on public lands, authorization from the public body and a sign permit will be required; - 547 - By-law No. XXXX/25 Page 7 “open space system” means the Open Space System land use designation identified on Schedule I of the City of Pickering’s Official Plan, as amended from time to time; “owner” means the registered owner of a property, person identified in the most recent tax roll as the owner of a property or a lessee, tenant, mortgagee in possession or any other person in charge or possession of a property; “person” means an individual, association, firm, partnership, corporation, trust, organization, trustee or agent, and the heirs, executors or legal representatives of the person to whom the context can apply according to law; “portable sign” means any temporary sign and/or any sign readily moveable from place to place, which is not anchored to the ground, including signs commonly referred to as a-frame, t-frame, sandwich boards, signs fixed to a trailer and any type of device used or capable of being used for advertising purposes; “poster” means a printed notice conveying information intended to be displayed for a temporary period of time and includes a bill, handbill, leaflet and placard; “pre-menu board” shall mean a sign erected at the entry to a stacking lane of a drive-through facility and used to display goods, food and/or services available at the premises; “premises” means the area of a building or part thereof and/or land or part thereof occupied or used for residential, commercial and/or industrial purposes and in a multiple occupancy building, occupied by more than one business, each business area shall be considered a separate premises; “property” means a parcel of land, with or without a building or structure, that is a legal property of record; “pylon sign” means a type of ground sign that is free standing in a fixed location and is wholly supported by a structural base erected on and in the ground, but not part of a building; “real estate sign” means a temporary non-illuminated sign erected to advertise that a property, building or a portion of a building is offered for sale, rent or lease; “real estate open house sign” means a temporary sign advertising that a property for sale, rent or lease is available for public viewing during a specified date and time; “Region” means The Regional Municipality of Durham; “setback” means the shortest distance between a property lot line and the closest portion of a sign; “sidewalk sign” means a freestanding temporary sign, not affixed to the ground, advertising a business, service or product and installed on a sidewalk; “sign” means any device, notice or visual medium including its structure and other component parts that is used, or is capable of being used, to attract attention to a specific subject matter for identification, information or advertising purposes; - 548 - By-law No. XXXX/25 Page 8 “sign area” means, (a)in the case of a sign having one display surface, the area of the display surface; (b)in the case of a sign having two display surfaces located on a sign structure exactly opposite the other, the area of one display surface; (c)in the case of a free standing number, letter or shape, the smallest rectangle which will enclose the number, letter or shape; and (d)in the case of groupings of free standing numbers, letters or shapes, or combinations thereof, the sum of the areas of the smallest rectangles which will enclose each separate grouping of letters, numbers or shapes; “sign height” means the vertical distance from the ground directly below the sign measured to the highest extremity of the sign, including the sign structure; “sign licence” means any licence issued by the City pursuant to the provisions of this By-law; “sign permit” means any permit issued by the City pursuant to the provisions of this By-law; “sign structure” means the framework, bracing or support of a sign; “Special Sign District” means a Special Sign District identified in Schedule "A"; “stacking lane” shall mean an on-site area used exclusively for queued vehicles whose occupants are waiting to be provided with goods, materials or services from a drive-through facility; “street” includes a common and public highway, street, avenue, parkway, driveway, square, place, bridge, viaduct or trestle, any part of which is intended for or used by the general public for the passage of vehicles and includes the area between the lateral property lines thereof; “Substantially Altered” or “Alter” means any change to the sign structure or sign face, with the exception of: (i)a change in the message being displayed; and/or (ii)repair and maintenance, including replacement by identical components as required by this By-law; “temporary”, when describing a sign, means a sign conveying a message for a limited period of display; “temporary operations” means a business in operation for a maximum of 4 months; “variance” means permission to locate, erect or display a sign in a manner that is not in compliance with the requirements of this By-law; - 549 - By-law No. XXXX/25 Page 9 “wall sign” means a sign attached to a building wall, that projects from a wall, and a single-faced sign directly painted, marked on or inscribed on an exterior wall surface of a building, but shall not include a mural. A wall sign may include a canopy sign, directional sign and directory sign. “window sign” means a sign located on the interior of a premise which is intended to be seen from off the premises, but shall not include illuminated signs, or upon or marked or inscribed on, or attached to, the inside of a window or door for the purpose of viewing from outside the premises. Application 5.This By-law applies to all signs displayed within the City, unless otherwise stated in this By-law. References to Legislation 6.In this By-law, reference to any Act, regulation or by-law is reference to that Act, regulation or by-law as it is amended or re-enacted from time to time. 7.The issuance of a permit does not relieve the person/applicant/owner of the responsibility of obtaining all other approvals that may be required by the Corporation, or any level of government and agencies thereof or compliance with a by-law, legislation or obligation. Word Usage 8.This By-law shall be read with all changes in gender or number as the context may require. 9.A grammatical variation of a word or expression defined has a corresponding meaning. Schedules 10.Schedule "A" (Special Sign Districts) and Schedule "B1 and B2" (Billboard Sign Districts) are attached to and form part of this By-law. 11.Unless otherwise specified, references in this By-law to Parts, Sections and Schedules are to Parts, Sections and Schedules in this By-law. Conflicts 12.If a provision of this By-law conflicts with a provision of any applicable Act, regulation or by-law, the provision that establishes the higher or more restrictive standard to protect the health, safety and welfare of the general public shall prevail. 13.Where an industrial building contains commercial uses that are permitted in an industrial category of the City's Zoning By-law, the sign requirements for a commercial zone shall apply. 14.Where the provisions for sign exemptions are not met, a sign permit or sign licence as well as associated sign variance may be required. - 550 - By-law No. XXXX/25 Page 10 Measurements 15.All dimensions in this By-law are in millimetres (mm), centimetres (cm), metres (m), hectares (ha) or square metres (m²) and all plans, specifications, documents and other information submitted with any application under this By-law shall use such dimensions. Severability 16.Each section of this By-law is an independent section, and the holding of any section or part of any section of this By-law to be void or ineffective for any reason shall not be deemed to affect the validity of any other section or parts of sections of this By-law. Fees 17.Any fees charged under this By-law are as outlined in the City’s current General Municipal Fees By-law, as amended from time to time, and are per sign and non-refundable. Maintenance 18.The Owner of the building to which a sign is attached, or of the lot upon which a sign is located, shall maintain or cause the sign to be maintained in a state of good repair. For the purposes of this section, a sign which is in a state of good repair is a sign which is clean, neatly painted and property maintained. - 551 - By-law No. XXXX/25 Page 11 Part 2 – Sign Permits Required Sign Permits 19.(i) No person shall erect any ground sign, wall sign, canopy sign, development sign, billboard sign or drive-through sign without a sign permit. (ii)No person shall erect any sign without a sign permit, where a sign permit is required pursuant to this By-law. 20.Notwithstanding Section 25, any sign lawfully erected prior to the passing of this By-law shall not require a sign permit provided such sign has continuously remained in its location and has not been substantially altered. 21.Notwithstanding Sections 25 and 26, any billboard sign lawfully erected prior to the passing of this By-law shall not require a sign permit provided such billboard sign has continuously remained in its location, has not been substantially altered and the owner of the billboard sign has obtained a sign licence. Sign Permit Applications 22.A sign permit application shall be made by the Owner of the property, building or business, on which the sign is to be erected or an authorized representative of the owner. 23.The City’s Chief Building Official shall be responsible for administration of all sign permits. 24.All sign permit applications shall be filed with the City's prescribed form. 25.Every sign permit application shall, (a)identify and describe in detail the proposed sign and all other signs existing on the property at the time of the application; (b)describe the property on which the proposed sign is to be erected by legal description and municipal address or by other equivalent description that will readily identify the property; (c)state the name, address, telephone numbers and email of the applicant and any persons designing or erecting the sign; (d)be accompanied by plans, specifications, documents and other information describing the construction, dimensions, materials and specific location of the proposed sign in sufficient detail to permit the Chief Building Official to determine whether the sign will comply with this By-law, the building code, an approved site plan, heritage conservation district guidelines, or any other applicable law; (e)be accompanied by the applicable fee(s) set out in the City’s current General Municipal Fees By-law, as amended from time to time; (f)include, where the applicant is not the owner of the property, authorization for making the application on behalf of the owner; - 552 - By-law No. XXXX/25 Page 12 (g)be signed by the applicant who shall certify the accuracy and truth of the contents of the application; and (h)the applicant shall obtain approval for the proposed sign, if required, from other governmental authorities or agencies having jurisdiction. 26.If required by the City, all plans and specifications covering the erection of a sign and supporting framework that are submitted as part of a sign permit application shall be certified by a Registered Professional Engineer as to the structural adequacy of the sign. Sign Permit Issuance 27.The City’s Chief Building Official may approve or refuse any sign permit application, and may impose any conditions upon an approval as he or she determines to be appropriate. 28.The City shall refuse to issue a permit if the proposed sign does not comply with this By-law, the building code, an approved site plan, heritage conservation district guidelines, or any other applicable law. Revocation of Sign Permit 29.The City’s Chief Building Official may revoke a sign permit under any of the following circumstances: (a)the sign permit has been issued in error; (b)the sign for which the sign permit was issued is erected in contravention of any part of this By-law, the building code, an approved site plan, heritage conservation district guidelines, or any other applicable law; (c)the sign permit has been issued as the result of false, mistaken, incorrect, or misleading statements, information or undertakings on the application or on any submitted documents that formed the basis of the issuance; (d)the business or other subject matter to which the sign relates ceases to exist; (e)the sign permit holder requests that the sign permit be revoked; or (f)6 months have elapsed following the date of sign permit issuance and the sign authorized by the sign permit has not been erected. Special Sign Districts 30.In addition to the requirements of Sections 32 to 37, every permit application for a sign in a Special Sign District shall be accompanied by scale drawings clearly showing, (a)the proposed sign materials, letter fonts and colours; (b)the proposed means of any sign illumination; and (c)in the case of a wall sign, an accurate building elevation drawing showing the size of the sign and a cross-section of the sign showing the proposed method of affixing the sign to the building. - 553 - By-law No. XXXX/25 Page 13 Heritage Properties 31.(a) A sign permit for a sign in a heritage conservation district shall not be issued unless the sign conforms to the applicable heritage conservation district guidelines adopted by the City. (b)A sign permit for a sign on heritage property shall not be issued unless the applicant has met all additional requirements under the Ontario Heritage Act. Ground Signs 32.(1) Ground signs shall comply with the following restrictions: Use Maximum Sign Height Maximum Sign Area Maximum Number Minimum Setback* Low Density Residential Prohibited Prohibited Prohibited Prohibited Part of the Open Space System Prohibited Prohibited Prohibited Prohibited High Density Residential 2.0 metres 4.0 square metres 1 3.0 metres Institutional 2.0 metres 4.0 square metres 1 3.0 metres Commercial or industrial (less than 30 metre frontage) 4.0 metres 10.0 square metres 1 per street frontage 3.0 metres Commercial or industrial (30 metre frontage or more) 6.0 metres 18.0 square metres 1 per street frontage 3.0 metres All Other Uses 3.0 metres 6.0 square metres 1 per street frontage 3.0 metres *setback from property lines (2)Specific Ground Sign Regulations: (a)Notwithstanding section 32. (1), no ground sign exceeding 1.5 square metres in sign area or 1.5 metres in sign height shall be erected in a Special Sign District. (b)Every ground sign shall contain the municipal address number in numerals (refer to the City’s By-law pertaining to Civic Numbering of Buildings and Properties, By-law 7686/19, as amended or replaced from time to time). (c)Every ground sign shall be located on the property to which the sign relates, and shall only reference businesses located on that property. (d)Subject to subsection (e), a maximum of one ground sign shall be permitted for each street frontage on any one property. (e)A second ground sign shall be permitted on a property in a commercial or industrial zone where the street frontage is not less than 200 metres, and the ground signs are not located within 100 metres of each other. (f)For regulations specific to an electronic message display, refer to Section 63.- 554 - By-law No. XXXX/25 Page 14 Wall Signs 33.(1) Wall signs shall comply with the following restrictions: Use Maximum Sign Area Maximum Number Minimum Height from Ground Low Density Residential Prohibited Prohibited Prohibited High Density Residential 4.0 square metres 1 per frontage 2.4 metres Institutional 4.0 square metres 1 per frontage 2.4 metres Commercial / Industrial (multi-tenant & multi- storey) 15 percent of tenancy walls 1 per owner/tenant per frontage of the tenancy walls 2.4 metres Mixed-use Building 15 percent of tenancy walls 1 per owner/tenant per frontage of the tenancy walls 2.4 metres All Other Uses 4.0 square metres 1 per frontage 2.4 metres (2)Specific Wall Sign Regulations: (a)Notwithstanding section 33. (1), no wall sign exceeding 1.5 square metres in sign area shall be erected in a Special Sign District. (b)Except as permitted by By-law 7686/19, as amended or replaced from time to time, and Section 61 (home-based businesses), no wall sign shall be erected for a low density residential use. (c)A wall sign shall be located within the demising tenancy walls. (d)The maximum sign area per tenancy includes the combined sign area of wall signs and canopy signs. (e)In a commercial or industrial building containing multiple tenancies, the applicable building face area for a wall sign respecting an individual tenancy shall be measured only to the limits of the tenancy demising walls adjacent to the wall on which the sign is located. (f)No wall sign shall be erected for a high density residential use other than a sign displaying the building identification, corporate logo or similar content on the highest storey of the building, a minimum of 2 storeys above grade and shall not exceed 6.0 square metres in sign area. (g)No wall sign shall be erected on any building that contains more than 1 storey above grade other than on the first storey, the second storey, and highest storey of such building. (h)A maximum of one wall sign may be erected on each wall face of the highest storey of a building that is more than 2 storeys above grade. - 555 - By-law No. XXXX/25 Page 15 (i)No part of a wall sign shall project more than 0.5 metres from the building except in the case of a canopy sign provided it is located a minimum of 2.4 metres above grade and does not project more than 2.0 metres from any wall it is attached to. (j)For regulations specific to an electronic message display, refer to Section 63. (k)For regulations specific to canopy signs, refer to Section 36. Development Signs 34.Specific Development Sign Regulations: (a)Development signs shall not be permitted in the Open Space System. For all other land uses, development signs not exceeding 6.0 metres in sign height and with a setback of at least 3.0 metres shall be permitted. (b)A maximum of one development sign having a sign area not exceeding 20 square metres may be erected on each street frontage on any single development site. (c)A maximum of two additional development signs having a sign area not exceeding 10 square metres may be erected on any vacant property outside of the development site. (d)No more than three development signs shall be erected in relation to any single development project. (e)A development sign shall be removed no later than 30 days upon the earlier of, (i)the completion of sales related to the development; or (ii)24 months after the date the sign permit is issued; or (iii)as prescribed by specific locational City policies/standards which permits identified periods of time/duration. Billboard Signs 35.Specific Billboard Sign Regulations: (a)Billboard signs shall not be permitted in any location other than within the Billboard Sign District shown in Schedule “B1” and “B2”. (b)Notwithstanding Section 35.(a), billboard signs are permitted only within an Employment or Major Tourist Destination Zone. (c)One billboard sign is permitted per property. (d)No billboard sign shall exceed a sign area of 20 square metres. (e)No billboard sign shall exceed a sign height of 7.5 metres. (f)No billboard sign shall be located within 30 metres from an intersection. - 556 - By-law No. XXXX/25 Page 16 (g)No billboard sign shall be located within 100 metres from a residential zone/use. (h)No billboard shall be located within 45 metres from a road, street, or railway that intersects a highway at grade. (i)No billboard sign shall be erected on a roof of a building. (j)No billboard sign shall be located within 250 metres of any other billboard sign. (k)No billboard sign shall be located within 30 metres from any other sign type. (l)No billboard sign shall be located within 3 metres of a property line. (m)Where an existing billboard sign is to be revised to an Electronic Display Board a sign permit is required. (n)All billboard signs within 400 metres of Highway 401 shall require the approval of a permit issued by the Ministry of Transportation in addition to the City of Pickering. (o)All billboard signs located in Schedule “B2” may require the approval of a permit issued by the Ministry of Transportation and Transport Canada in addition to the City of Pickering. (p)For regulations specific to an electronic message display, refer to Section 63. Canopy Signs 36.Specific Canopy Sign Provisions: (a)No person shall erect or display, or cause to be erected or displayed, a canopy sign except in compliance with the provisions of this subsection. (b)Where a canopy overhangs more than 0.5 metres from a building wall and/or functions as a sign, a sign permit shall be required. (c)No canopy sign shall project more than 2.0 metres from any wall to which it is attached. (d)No canopy sign shall project more than 1.0 metre above a roof line. (e)No canopy sign shall extend beyond the end of a wall except to connect with another canopy sign that is perpendicular to it and of identical dimensions, excluding length. (f)A canopy sign on a first storey may be located partly above the first storey, provided at least half of the sign is on the first storey and all of the sign is located below the lowest window or set of windows on an upper storey. (g)Canopy signs on the same wall face shall be separated vertically by not less than 1.5 metres. (h)No person shall erect or maintain any canopy sign attached or affixed to any land or building so as to project into or over or be suspended over a City Street without an encroachment permit.- 557 - By-law No. XXXX/25 Page 17 (i)The issuance of a building permit or sign permit shall not be provided for a canopy sign that projects into or over, or is suspended over a City Street until an encroachment permit is issued. Drive-through Signs 37.Specific Drive-Through Sign Regulations: (a)Drive-Through Signs include: (i)Menu Board; (ii)Pre-Menu Board; (b)No menu board sign shall exceed a sign area of 4 square metres. (c)No pre-menu board sign shall exceed a sign area of 2 square metres. (d)No person shall erect a drive-through sign at any location other than entirely on private property. (e)A maximum of one menu board sign is permitted per drive-through stacking lane and one pre-menu board sign is permitted per drive-through stacking lane. (f)Maximum height per drive-through sign shall be 2.5 metres. - 558 - By-law No. XXXX/25 Page 18 Part 3 – Sign Licences Required Sign Licences 38.(a) No person shall erect any portable sign, banner sign, flag sign, inflatable sign, sidewalk sign or billboard sign without a sign licence. (b)No person shall erect any sign without a sign licence, where a sign licence is required pursuant to this By-law. Sign Licence Applications 39.A sign licence application shall be made by an owner of the property on which the sign is to be erected or an authorized representative of the owner. 40.The City’s Manager, Municipal Law Enforcement, or their designate shall be responsible for administration of all sign licences. 41.All sign licence applications shall be filed using the City's prescribed form. 42.A separate sign licence application is required for every sign. 43.Every sign licence application shall be accompanied by details of the size and location of the proposed sign and the applicable fee(s) set out in the City’s current General Municipal Fees By-law, as amended. 44.Where a sign licence application is for a portable sign for an individual business in a building containing multiple tenants, the application must include written permission from the owner or the owner's authorized representative consenting to the placement of the portable sign. General Sign Licence Requirements 45.All sign licences shall expire on the date indicated on the sign licence. 46.A maximum of four sign licences for signs may be issued concerning an individual business or service in any calendar year provided at least 30 days have elapsed since the expiry of the last sign licence and the sign has been removed. 47.(a) A maximum of one sign licence may be issued for a single property at any one time, irrespective of the number of business tenancies located on the property. (b)Notwithstanding the foregoing, new businesses and temporary operations may be permitted additional temporary signage in accordance with Section 49. 48.No sign licence shall be issued on any heritage property. Sign Licence Relief 49.Subject to approval by the City’s Manager, Municipal Law Enforcement Services, relief from the provisions of this By-law for any sign requiring a sign licence may be granted provided such relief is consistent with the objectives of this By-law and the relief is for a maximum of 3 months.- 559 - By-law No. XXXX/25 Page 19 Portable Signs 50.(1) Portable signs shall comply with the following restrictions: Use Maximum Sign Height Maximum Sign Area Maximum Number Minimum Setback All Residential (High Density and Low Density Residential) Prohibited Prohibited Prohibited Prohibited Special Sign Districts Prohibited Prohibited Prohibited Prohibited Open Space System Prohibited Prohibited Prohibited Prohibited All Other Uses 2.0 metres 4.0 square metres 1* 3.0 metres * per street frontage where 2 street frontages are > 70 metres (2)Specific Portable Sign Regulations: (a)Every portable sign shall be located on the property to which the sign relates. (b)In the case of corner properties, no portable sign shall be located less than 15.0 metres from the inside curb at the point of intersection of the two streets. (c)Portable signs may be illuminated but shall not incorporate electronic message displays, moving parts, or flashing lights or fluorescent materials. (d)Lettering used on a portable sign shall not be greater than 0.2 metres in sign height. (e)No portable sign shall be capable of being connected to a power supply without written Electrical Safety Authority approval. (f)A sign licence for a portable sign shall be valid for a period of not more than 30 days, after which the sign shall be immediately removed. Banner and Inflatable Sign Restrictions 51.(1) Banner and inflatable signs shall comply with the following restrictions: Use Maximum Sign Height Maximum Sign Area Maximum Number Minimum Setback All Residential (High Density and Low Density Residential) Prohibited Prohibited Prohibited Prohibited Special Sign Districts Prohibited Prohibited Prohibited Prohibited Open Space System Prohibited Prohibited Prohibited Prohibited All Other Uses 6.0 metres 4.0 square metres per tenant 1 3.0 metres - 560 - By-law No. XXXX/25 Page 20 (2)Specific Banner and Inflatable Sign Restrictions: (a)Every banner or inflatable sign shall be located on the property to which the sign relates. (b)No banner or inflatable sign is permitted on canopies, awnings, fences or on sidewalks. (c)A banner or inflatable sign shall be securely affixed to the exterior wall or a roof of a building, or to the ground. (d)A sign licence for a banner sign shall be valid for a period of not more than 30 days on private property, after which the sign shall be immediately removed. (e)A sign licence for an inflatable sign shall be valid for a period of not more than 30 days on private property, after which the sign shall be immediately removed. Flag Signs 52.(1) Flag signs shall comply with the following restrictions: Use Maximum Sign Height Maximum Sign Area Maximum Number All Residential (High Density and Low Density Residential) Prohibited Prohibited Prohibited Special Sign Districts Prohibited Prohibited Prohibited Open Space System Prohibited Prohibited Prohibited All Other Uses 1.8 metres 2.0 square metres 3 (2)Specific Flag Sign Restrictions: (a)Every flag sign shall be located on the property to which the sign relates. (b)A sign licence for a flag sign shall be valid for a period of not more than 30 days on private property, after which the sign shall be immediately removed. Sidewalk Signs 53.(a) Sidewalk signs shall not exceed a sign height of 1.0 metres or a width of 0.6 metres. (b)Sidewalk signs shall not be permitted in any location other than within a Special Sign District. (c)A sidewalk sign shall be installed immediately in front of the business to which it pertains, and shall only be erected during the hours of operation of the business. (d)A sidewalk sign may be located on a public sidewalk provided a minimum of 1.5 metres of unobstructed sidewalk space is maintained. - 561 - By-law No. XXXX/25 Page 21 (e)A maximum of one sign licence for a sidewalk sign may be issued to an owner. (f)A sign licence for a sidewalk sign shall be valid for a period of 1 year. Billboard Signs 54.(a) No sign licence shall be issued for a new billboard sign unless a sign permit has been issued for such billboard sign. (b)A sign licence for a billboard sign shall be valid for a period of 1 year. Sign Licence Issuance 55.The City may approve or refuse any sign licence application, and may impose any conditions upon an approval as the City determines to be appropriate. 56.The City shall refuse to issue a sign licence if the proposed sign does not comply with this By-law, the building code, an approved site plan, heritage conservation district guidelines, or any other applicable law. 57.The City may refuse to issue a sign licence if there are reasonable grounds to believe that the applicant will not operate in accordance with applicable laws or with honesty and integrity. 58.The City may refuse to issue a licence if the applicant has failed to pay fines imposed for previous convictions relating to contraventions of any municipal by-laws. 59.The City may refuse any sign licence if there are existing violations of this By-law on the property where the sign is proposed. Revocation of Sign Licence 60.The City may revoke a sign licence under any of the following circumstances: (a)the sign licence has been issued in error; (b)the sign for which the sign licence was issued is erected in contravention of any provision of this By-law, the building code, an approved site plan, heritage conservation district guidelines, or any other applicable law; (c)the sign licence has been issued as the result of false, mistaken, incorrect, or misleading statements, information or undertakings on the application or on any submitted documents that formed the basis of the issuance; (d)the business or other subject matter to which the sign relates ceases to exist (excluding Billboard Signs); or (e)the property owner of the sign licence holder requests that the sign licence be revoked. - 562 - By-law No. XXXX/25 Page 22 Part 4 – Signs Exempt from Sign Permits and Sign Licences Permitted Signs 61.Signs described in this Part shall be permitted without a sign permit or a sign licence provided all restrictions in this By-law applicable to the signs have been complied with. (1)Signs shall comply with the following restrictions: Sign Type Maximum Size Regulations Community Event Signs 1.5 square metres in sign area No person shall erect a community event sign closer than 100 metres to another community event sign advertising the same community event. No person shall erect a community event sign more than 14 days prior to the event. No person shall erect a community event sign at any location other than entirely on private property or on a boulevard. No person shall permit a community event sign to remain erected after the day of the event. Construction Information Signs Low Density Residential: 3.0 metres in sign height or 4.0 square metres in sign area All Other Uses: 6.0 metres in sign height or 10.0 square metres in sign area No person shall erect a construction information sign unless the person has either entered into a site plan control agreement with the City or the City has issued a building permit or a Fill and Topsoil permit for the construction. No person shall erect a construction information sign except on a temporary fence or other physical barrier, hoarding, around the perimeter of the construction site to which the sign pertains, or on the subject property at where the construction is located. No person shall erect a construction information sign more than 30 days prior to construction commencing. No person shall permit a construction information sign to remain erected 30 days after construction has completed or discontinued. Development Sales Office Signs 1.0 square metres in sign area No person shall erect a development sales office sign except on or immediately surrounding a temporary sales office. No person shall erect a development sales office sign except where it has been shown on building permit application documents and authorized by the City through issuance of a building permit. - 563 - By-law No. XXXX/25 Page 23 Sign Type Maximum Size Regulations Development Sales Signs 1.2 metre height and 0.8 metre width No person shall erect a development sales sign at any location other than entirely on private property or on a boulevard. No person shall erect a development sales sign within 500 metres of any other development sales sign being used to direct attention to the same temporary sales office. No person shall permit a development sales sign to remain erected in its original location, or within 500 metres of its original location, for a total of more than 72 hours (excluding statutory holidays) during any consecutive 7 day period. No person shall erect a development sales sign with a sign height greater than 0.6 metres within 20 metres of the curb or the edge of the traveled portion of any intersecting street, private road, driveway or Regional road. Directional Signs 1.5 square metres in sign area No person shall erect a directional sign at any location other than entirely on private property. No person shall erect a directional sign unless the sign has no promotional or advertising content. Directory Signs 1.0 square metres in sign area No person shall erect a directory sign at any location other than entirely on private property. No person shall erect more than one directory sign at each access point from a street to the building. Farm Signs 1.5 square metres in sign area No person shall erect more than one farm sign per property. No person shall erect a farm sign at any location other than entirely on private property. Filming Location Signs N/A No person shall erect a filming location sign unless the person has received a filming permit from the City. No person shall erect a filming location sign other than at a location that is approved and identified within a filming permit. No person shall erect a filming location sign at any location other than entirely on private property or on a boulevard. No person shall erect a filming location sign other than while the film is in production. - 564 - By-law No. XXXX/25 Page 24 Sign Type Maximum Size Regulations Flags 2.7 square metres in sign area A maximum of three flags bearing a crest, emblem or insignia of any corporation, federal, provincial and municipal government agency, Country, or religious, charitable, fraternal, cultural or community organization are permitted on one property. Such flags do not require a sign licence or sign permit. No person shall erect a flag at any location other than entirely on private property. No person shall erect more than three flags on a single property. One flag (Federal, Provincial or Municipal) on a commercial or industrial zoned property may exceed the maximum size. Garage/Yard Sale Signs 1.0 square metres in sign area No person shall erect a garage/yard sale sign at any location other than entirely on private property or on a boulevard. No person shall erect a garage/yard sale sign more than 3 days prior to the day of the sale. No person shall permit a garage/yard sale sign to remain erected after the day of the sale. Automobile Service Station Signs 1.0 square metres in sign area No person shall erect a sign on an automobile service station canopy that contains anything other than corporate identification of the owner or operator of the gasoline station. Automobile service station signs are permitted to have electronic message boards subject to the restrictions for electronic message displays set out in Section 63 of this By-law. Automobile service station signs are permitted to be located on the columns of the gas station canopy, on top of gasoline pumps or free-standing on gasoline pump aprons or islands. Home-Based Business Signs 0.2 square metres in sign area No person shall erect a home-based business sign unless a home-based business licence has been issued by the City. No person shall erect a home-based business sign in any location other than on the front wall, door, mailbox, or on a post not exceeding 1 metre in height entirely on private low density residential property. No person shall erect a home-based business sign that is internally illuminated. - 565 - By-law No. XXXX/25 Page 25 Sign Type Maximum Size Regulations Home Improvement Signs 1.0 square metres in sign area No person shall erect a home improvement sign at any location other than entirely on private property where the home improvement is being undertaken. No person shall erect a home improvement sign more than 2 days prior to the commencement of the home improvement project. No person shall permit a home improvement sign to remain erected for more than 90 days. Interior Signs 20 percent of total window area on first storey No person shall erect an interior sign unless it is erected in a window of a building used for office, commercial or industrial. Model Home Signs 2.0 square metres in sign area No person shall erect a model home sign at any location other than on a property containing a model home. No Trespassing Signs 0.3 square metres in sign area No person shall erect a no trespassing sign at any location other than entirely on private property. Posters 0.5 square metres in sign area No person shall erect a poster on a fixture. No person shall erect a poster on a vehicle or a trailer. Real Estate Signs All Residential or Open Space System: 1.0 square metres in sign area Other Uses: 2.5 square metres in sign area No person shall erect a real estate sign at any location other than entirely on the property advertised for sale. No person shall erect a real estate sign except for entirely on private property No person shall erect more than one real estate sign per property unless the property is at least 0.5 hectares in size, then no person shall erect more than two real estate signs on separate street frontages. Real Estate Open House Signs 1.0 square metres sign area; and, 1.0 metre sign height No person shall display more than eight real estate open house signs in connection with any one open house. No person shall erect an open house sign except for between the hours of 8:00 am to 8:00 pm on the day of the open house as indicated on the sign. No person shall erect a real estate open house sign at any location other than entirely on private - 566 - By-law No. XXXX/25 Page 26 Sign Type Maximum Size Regulations property or on a boulevard at least 3.0 metres from another sign for the same listing. No person shall display a real estate open house sign that does not list the date and time of the open house. (2)Specific Sign Restrictions: (a)This section shall not apply to any sign lawfully erected prior to the passing of this By-law provided such sign has continuously remained in its location and has not been substantially altered. (b)No person shall erect a sign that exceeds the size permitted in this By-law. (c)Should the above provisions not be met, a Sign Permit or Sign Licence may be required, as well as an associated Sign Variance. - 567 - By-law No. XXXX/25 Page 27 Part 5 – General Restrictions General Restrictions Applicable to all Signs 62.No person shall erect any sign, (a)that does not comply with any provision of this By-law; (b)that does not comply with any condition of a sign permit, sign licence or variance; (c)that advertises a use not permitted by the City’s Zoning By-law applicable to the property on which the sign is located, unless expressly permitted by this By-law; (d)without a sign permit if a sign permit is required; (e)without a sign licence if a sign licence is required; (f)on or over, or partly on or over, public property or any part of a street without the City's approval unless the sign is expressly permitted by this By-law to be erected on a sidewalk or a boulevard. This includes any sign advertising a business, service, sale or event unless expressly listed as a permitted sign in this By-law; (g)with the exception of temporary signs permitted within a boulevard, every sign shall be authorized by the registered Owner of the lot on which it is to be located; (h)on or over, or partly on or over a driveway, a parking space, loading space or aisle required by the City’s Zoning By-law; (i)within 3.0 metres of a driveway at the streetline; (j)within 15.0 metres of a traffic light; (k)on a walkway or other means of egress on a property unless there is a minimum of 1.5 metres of unobstructed footpath space between the sign and the nearest structure; (l)that projects less than 2.4 metres above the walking surface of a pedestrian walkway; (m)that pertains to a past event or purpose that no longer applies subject to the timeline criteria as stated which is applicable to the sign type; (n)that is structurally faulty, has broken, displaced or missing parts, is inappropriately displayed, contains lettering that is no longer fully legible, or is otherwise not maintained properly; (o)on a roof or projecting in whole or in part above the roof, eaves or parapet of a building; (p)no sign shall obstruct or impede the functioning of any flue or air intake or any exhaust; (q)in a location that obstructs the view of any pedestrian or motorist so as to cause an unsafe condition;- 568 - By-law No. XXXX/25 Page 28 (r)that interferes with, or obstructs the view of, an authorized traffic sign, traffic signal or official sign; (s)no sign shall screen from view, obstruct or impede any emergency vehicle access, fire route, fire escape, hydrant, standpipe, fire exit, exit direction marker, fire fighter’s access panel or other fire safety device, or prevent or impede free access from or to any part of a building or fire access by fire fighters to any part of a building; (t)that advertises a business, service, or product that is not located on the property where the sign is erected, unless expressly permitted by this By-law; (u)located within a visibility triangle formed by the intersection of a street line and a driveway line, or the projections thereof and a straight line connecting 6.0 metres from their point of intersection or a railway sight triangle; (v)that obstructs, or is located in, a required parking space; (w)that has more than two sign faces; (x)that is obscene or in bad taste; (y)no sign shall, by reason of its size, location, content, colouring or manner of illumination, obstruct the vision of drivers entering or leaving a city street, regional road, or provincial highway from or to another city street, regional road or a provincial highway or private road or driveway or obstruct, detract from or interfere with the visibility or effectiveness of any traffic sign or traffic signal light or any City street, regional road or provincial highway; (z)no sign shall resemble any regulatory traffic sign established under the Highway Traffic Act or the regulations made thereunder or be used for the purpose of attempting to direct the movement of traffic; (aa) no sign shall have a colour, shape or location which may cause it to be confused with any traffic control sign, signal or device; (bb) no sign shall be erected or displayed in such a manner as to interfere with any public service or utility; (cc)no person shall erect, paint, mark or inscribe any sign containing any promotional or advertising content, (dd)on pavement; (ee) on the exterior wall of a building except as approved by the City; (ff) on a utility pole, tree, stone or other natural object, or a fence unless as identified within this By-law; or (gg) on a vehicle or on a trailer that is parked or located for the purpose of sign display. - 569 - By-law No. XXXX/25 Page 29 Electronic Message Displays 63.(1) No person shall erect an electronic message display which does not comply with the following restrictions: Permitted sign types Only permitted on permanent ground signs, wall signs and billboard signs Maximum sign area As per ground sign, wall sign, and billboard sign provisions Maximum sign height As per ground sign, wall sign and billboard sign provisions Minimum setback from a residential use/zone 100 metres Minimum setback from another electronic message display 100 metres Minimum setback from property line 3.0 metres Permitted content Alphanumeric characters and digital images Minimum dwell time 6 seconds Maximum day time luminance 5,000 nits Maximum night time luminance 300 nits Hours of dimming/turning off Must operate within maximum night time luminance between 9:00 pm to 8:00 am for signs located within 200 metres of a residential use, and in all other instances, between 11:00 pm to 7:00 am (2)Specific Electronic Message Display Restrictions: (a)No person shall erect an electronic message display that contains full motion video, animation or movement except for billboard signs. This does not include menu boards. (b)No person shall erect an electronic message display on a wall sign or ground sign that does not relate to the property it is located on. (c)All electronic message displays require an ambient light sensor that will automatically adjust the sign luminance according to the environmental conditions. - 570 - By-law No. XXXX/25 Page 30 Boulevards 64.Where signs are permitted by this By-law to be erected on a boulevard, no such sign shall be erected closer than 1.0 metres from the curb of a street or, where there is no curb, closer than within 2.0 metres of the travelled portion of a street. Vacant Properties 65.No person shall erect any sign, other than a development sign, community event sign, filming location sign, real estate sign, farm sign or no trespassing sign on vacant property. Special Sign Districts 66.(a) No development sign, portable sign, banner sign, inflatable sign, flag sign or electronic message display shall be erected in a Special Sign District. (b)Section 66. (a) does not apply to community event signs. Election Signs 67.Election signs must comply with all applicable provisions of Election Sign By-law 7591/17, as amended or replaced from time to time. - 571 - By-law No. XXXX/25 Page 31 Part 6 – Sign Permit Variances Variance Provisions 68. Variances for any sign requiring a sign permit must be approved by the Director. 69.An application for a sign variance shall be made on the appropriate form and shall beaccompanied with the prescribed fee set out in the City’s current General Municipal FeesBy-law. 70.Every sign variance application shall include all of the information required to be submitted in relation to a permit application under Sections 31 to 37 (if applicable) andshall also include written reasons why the provisions of this By-law cannot be compliedwith. 71.The Director may recommend authorization for a sign variance from the provisions of this By-law if the general intent and purpose of this By-law is being maintained. 72.In considering an application for a sign variance, the Director shall have regard for: (a)special circumstances or conditions applying to the property, building or use referredto in the application; (b)whether strict application of the provisions of this By-law in the context of the special circumstances applying to the property, building or use, would result in practical difficulties or unnecessary and unusual hardship for the applicant that areinconsistent with the objectives of this By-law; (c)whether such special circumstances or conditions are pre-existing and not createdby the owner or applicant; and (d)whether the sign that is the subject of the variance will alter the character of the area. 73.Signs approved under the provisions of a site plan control agreement shall be deemed tobe in compliance with the provisions of this By-law. 74.Prior to making a determination on any variance application, the application details may be brought to the attention of the City's Site Plan Review Panel. 75.The Director shall notify the applicant prior to the meeting of the City's Site Plan ReviewPanel to provide the applicant an opportunity to appear before the City’s Site Plan ReviewPanel to make representations respecting the application. 76.When commenting on a variance, the City's Site Plan Review Panel shall act under the authority given to it under this By-law and not under the Planning Act, R.S.O 1990, c. P.13 and shall have regard for 66(a) to (d). 77.If the applicant does not attend the City's Site Plan Review Panel meeting at theappointed time, the City’s Site Plan Review Panel may proceed in the absence of theapplicant and the applicant shall not be entitled to any further notice dealing with the application. - 572 - By-law No. XXXX/25 Page 32 78.The Director may approve or refuse any variance application, and may impose any conditions upon an approval as he or she determines to be appropriate. 79.If the Director refuses to grant a variance, he or she shall advise the applicant and provide the applicant with written reasons for the refusal. - 573 - By-law No. XXXX/25 Page 33 Part 7 – Exemptions 80.This By-law shall apply to all existing and proposed signs in the City other than, (a)Official Signs; (b)signs on a property that are less than 0.2 square metres in area provided they do not contain any promotional or advertising content; and (c)any advertising on fixtures approved by the City or the Region. 81.This By-law does not apply to any changes to a sign face if, (a)the sign has been previously approved; (b)there is no change in sign area, shape, construction or design; and (c)the sign is not located within a Special Sign District. - 574 - By-law No. XXXX/25 Page 34 Part 8 – Enforcement Administration and Inspections 82.An officer may, at any reasonable time, enter upon any property for the purpose of carrying out an inspection to determine whether or not the provisions of this By-law have been complied with. 83.An Officer(s) is authorized to enforce the provisions of this By-law. No person shall prevent, hinder or interfere or attempt to prevent, hinder or interfere with an inspection undertaken by an officer. 84.Where an officer has reasonable grounds to believe that an offence has been committed by a person under this By-law, the officer may require the name, address and proof of identity of that person, and the person shall supply the requested information. 85.Where a sign is erected or displayed in contravention of any provision of this By-law, any person named on the sign shall be presumed to have been the person who erected or displayed the sign, which presumption may be rebutted by evidence to the contrary on a balance of probabilities. 86.Where a sign is erected or displayed in contravention with any provision of this By-law, and the sign has no person’s name on it, but a telephone number appears on the sign, any person to whom the telephone number is listed in a telephone directory, including any internet directory, shall be presumed to have been the person who erected or displayed the sign, which presumption may be rebutted by evidence to the contrary on a balance of probabilities. 87.Where a sign is erected or displayed by a Corporation in contravention of any provision of this By-law, the directors and officers of the corporation shall be presumed to have knowingly concurred in the erection or display of the sign in contravention of this By-law, which presumption may be rebutted by evidence to the contrary on a balance of probabilities. Order to Comply 88.(a) Where an officer is satisfied that there has been a contravention of any provision of this By-law, the officer may issue an order requiring the owner of the property on which the contravention has occurred or the person who erected the sign to do work to correct the contravention, including removal of the sign. (b)An order shall set out, (i)reasonable particulars of the contravention; (ii)the location of the property; (iii)the general nature of the work required to be done to correct the contravention; and (iv)the date by which the work must be done. - 575 - By-law No. XXXX/25 Page 35 (c)An order may be served by, (i)personally delivering it to the owner; (ii)sending it by registered mail to the owner at the address of the owner shown on the last revised assessment roll for the property; or (iii)sending it by registered mail to the owner at the last known address of the owner. (d)If the address of an owner is unknown or the City is unable to effect service on an owner in accordance with subsection (c), a placard setting out the terms of the order may be placed in a conspicuous place on or near the owner's property. (e)Service of an order under this section shall be deemed to have been effected on the date that it is delivered personally, 3 days after it was mailed, or the date that it is posted on the property, as the case may be. 89.No person shall fail to comply with an order issued under this By-law. Remedial Action 90.(a) Where an order has been issued respecting any sign and compliance has not been achieved by the date specified in the order, the City may cause the work set out in the order to be done. (b)The City may recover all costs of doing any work undertaken pursuant to subsection (a), together with an administration charge equal to 25 percent of such costs, from the owner by adding the costs to the tax roll and collecting them in the same manner as property taxes. Removal of Signs 91.(a) Where a sign is erected on, over, partly on, or partly over, property owned by or under the jurisdiction of the City, such sign may be removed immediately by the City without notice or compensation and may be disposed of at the City’s discretion. signs made of paper or any substance that will degrade will be disposed of immediately. (b)A sign removed by the City may be stored for a period of not more than 30 days, during which time the sign may be redeemed by the person who erected the sign upon payment of the applicable fee set out in the City’s current General Municipal Fees By-law. (c)Signs not redeemed by the person who erected the sign within 30 days of removal by the City shall be disposed of by the City without notice or compensation. (d)An Officer may enter onto a Property or Premises at any time and/or may remove a sign immediately without notice or compensation to the Owner if the sign constitutes a safety hazard or a concern. - 576 - By-law No. XXXX/25 Page 36 (e)A person who erects a sign may be responsible for the cost of its removal, storage, and/or disposal. These costs may be collected by the same manner as taxes as per the Municipal Act, 2001, S.O. 2001. Liens 92.All costs incurred by the City for the removal, care and storage of a sign that was erected in contravention of this By-law are a lien upon the sign that may be enforced by the City under the Repair and Storage Liens Act, R.S.O. 1990, c. R.25. Offences and Penalties 93.Every person who contravenes any provision of this By-law is guilty of an offence and upon conviction is liable to: (a)A fine of not more than $100,000.00 (b)In the case of a continuing offence, a minimum fine for each day or part thereof shall be a minimum of $500.00 and a maximum of $10,000.00. Daily fines for a continuing offence shall not be limited to $100,000.00. (c)In addition to any other fines under this section, a special find may be imposed if the commission of an offence resulted in economic gain or advantage. The maximum amount of a special fine may exceed $100,000.00. 94.No person shall make a false or intentionally misleading recital of fact, statement or representation in any application or other document required by this By-law. 95.If a sign has been erected or displayed in contravention of any provision of this By-law, and the contravention has not been corrected, the contravention of the provision shall be deemed to be a continuing offence for each day or part of a day that the contravention remains uncorrected. Repeal By-law 6999/09, as amended, is repealed. Effective Date This By-law comes into effect on the date of its passing. By-law passed this XXXX day of XXXX, 2025. ___________________________________ Kevin Ashe, Mayor ___________________________________ Susan Cassel, City Clerk - 577 - By-law No. XXXX/25 Page 37 Schedule “A” – Special Sign Districts Schedule "A1" Liverpool Road Waterfront District Schedule "A2" Whitevale District Schedule "A3" Greenwood District Schedule "A4" Cherrywood District Schedule "A5" Green River District Schedule "A6" Claremont District Schedule "A7" Brougham District Schedule "A8" Kinsale District Schedule "A9" Balsam District - 578 - Frenchman's Bay Schedule A1 Liverpool Road Waterfront District Lake Ontario Schedule A1 to By-Law XXXX/25 Passed This XXrd Day of XXXX 25 I - 579 - (1) C Schedule A2 Whitevale District .8 i----_J < Schedule A2 to By-Law XXXX/25 Passed This XXrd Day of XXXX 25 ;o (1) 0 a:: ts lo ,z l - 580 - Schedule A3 Greenwood District @re-e:n1'.i' Town of Ajax Schedule A3 to By-Law XXXX/25 Passed This XXrd Day of XXXX 25 -ssii:m-: I - 581 - Schedule A4 Cherrywood District Schedule A4 to By-Law XXXX/25 Passed This xxrd Day of XXXX 25 -0 Cll 0 a: ..>:: C Cll .0 Ql Cl) 0 a:~---. I - 582 - Q) C ct------.L., :!': ~ 0) C ·;:: Q) Schedule AS Green River District -"' '-'i------__,__-----1 a:: E cut----,-----~ ..c ~ cu ~ Schedule A5 to By-Law XXXX/25 Passed This XXrd Day of XXXX 25 I - 583 - Schedule AG Claremont District j Tofnship of Uxb~ge --.,.,.,.---,,---,,......T"T'"-"""T",----,~------'U,xb ,id9e-P-ickerr;i9-T0wnline ~:Q0~ad~.-,rr----t,---, § ij) l) ·~-----.\4 ci5----L-l " lffi-----+-1" ~ !b'~----1 ±t (0 ~ I» C: iii---....J :Pl Schedule A6 to By-Law XXXX/25 Passed This XXrd Day of XXXX 25 ! - 584 - Schedule A7 Brougham District Schedule A? to By-Law XXXX/25 Passed This xxrd Day of XXXX 25 I ;..,l(Di.-<ll q ~ ;q (n - 585 - _J Schedule AB Kinsale District Schedule AB to By-Law XXXX/25 Passed This XXrd Day of XXXX 25 ""O ro 0 0::: Q) CJ) ""O ii: Q) -" ro >, c..J ..0 ~ ..c s -0 C ~ ~ I - 586 - Schedule A9 Balsam District Schedule A9 to By-Law XXXX/25 Passed This XXrd Day of XXXX 25 I - 587 - By-law No. XXXX/25 Page 38 Schedule “B” – Billboard Sign Districts Schedule "B1" Bayly District Schedule "B2" Seaton Innovation Corridor District - 588 - Schedule 81 Billboard District ,--PERMITTED BILLBOARD AREA -J dimension taken from centreline of road Schedule B1 to By-Law XXXX/25 Passed This XXrd Day of XXXX 25 J X ro ~ - 589 - Schedule B2 Billboard District / -"1 SPECIAL SIGN DISTRICT L -dimension taken from edge of road Schedule 82 to By-Law XXXX/25 Passed This XXrd Day of XXXX 25 ) I - 590 - Appendix II to Report PLN 01-25 Draft By-law to Amend By-law 6191/03 General Municipal Fees - 591 - The Corporation of the City of Pickering By-law No. XXXX/25 Being a by-law to amend By-law 6191/03 to confirm General Municipal Fees Whereas the Council of The Corporation of the City of Pickering enacted By-law 6191/03, as amended, on October 14, 2003 to confirm general municipal fees. Whereas Schedule “I” to By-law 6191/03 was updated and replaced under By-law, 6338/04, By-law 6519/05, By-law 6652/06, By-law 6677/06, By-law 6748/07, By-law 6857/08, By-law 6951/09, By-law 7032/10, By-law 7119/11, By-law 7194/12, By-law 7268/13, By-law 7339/14, By-law 7411/15, By-law 7478/16, By-law 7542/17, By-law 7605/18, By-law 7679/19, By-law 7740/20, By-law 7823/21, By-law 7918/22, By-law 7983/23, By-law 8017/23, By-law 8065/23; By-law 7982/23; and By-law 8140/24 Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1.Schedule “I” to By-law 6191/03, as amended, is hereby revised by deleting the fees with respect to Sign Licences under “By-law & Animal Services” and replacing them with newSign Licence Fees as set out in Schedule “I” attached hereto. By-law passed this XX day of XXXX, 2025. ________________________________ Kevin Ashe, Mayor ________________________________ Susan Cassel, City Clerk - 592 - Schedule “I” to By-law No. XXXX/25 By-law & Animal Services User Fee or Charge 2025 Fee Updated Fee HST Temporary Sign – one month $100.00/each $110.00/each N Portable Sign Licence – 30 days $100.00/each $110.00/each N Banner and Inflatable Sign – 30 days $100.00/each $110.00/each N Flag Sign-30 days N/A $125.00 (max of 3 flag signs per property) N Sidewalk Sign – 1 year $100.00/each $110.00/each N Billboard Annual Licence $500.00/each $525.00/each N Additional fee for any sign installed prior to licence insurance $50.00/each $65.00/each N Redemption Fee – election signs $25.00/each $30.00/each N Redemption Fee – all signs less than 2m² $25.00/each $30.00/each N Redemption Fee – all other signs $100.00/each $150.00/each N Sign Variance – all other signs $100.00/each $135.00/each N - 593 - Attachment 1 to Report PLN 01-25 Report to Executive Committee Report Number: PLN 25-24 Date: October 7, 2024 From: Kyle Bentley Director, City Development & CBO Subject: Sign By-law Review -File: L-2000-024 Sign By-law Recommendation: 1.That Report PLN 25-24 regarding the Sign By-law Review be received; 2.That the Sign By-law as set out in Appendix I to Report PLN 25-24 be enacted; 3.That Council approve an amendment to the General Municipal Fees & Charges By-law6191/03, as amended, as set out in Appendix II, to implement fees related to the newSign By-law. Executive Summary: The purpose of this report is to update and modernize the City’s existing Sign By-law 6999/09 to align with current sign standards, trends, and development practices. The City of Pickering’s current Sign By-law 6999/09 was enacted by Council on November 16, 2009. Since then, the City has received 93 sign variance applications and initiated nine by-law amendments. In response to emerging trends, and to reduce the number of sign variances requested by applicants, City staff completed an assessment of best practices from other municipalities. Through engagement with businesses and sign companies, staff identified several areas where the Sign By-law could be updated and/or improved. As a result, a review of the existing Sign By-law 6999/09 was undertaken. This report summarizes the Sign By-law Review process and discusses proposed changes to the existing Sign By-law. Staff recommend that Council approve the new draft Sign By-law, included as Appendix I to this report. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community. Financial Implications: Sign permit fees, sign licence fees and sign variance fees are within the City’s General Municipal Fee By-law. The City is not expected to realize any significant additional revenue resulting from updates to the Sign By-law. - 594 - PLN 25-24 October 7, 2024 Subject: Sign By-law Review Page 2 Discussion: The purpose of this report is to update and modernize the City’s existing Sign By-law 6999/09 to align with current sign standards, trends, and development practices. 1.Background The Sign By-law sets out comprehensive regulations for signs, including their size,height, illumination, and location. It also establishes sign districts that reflect the City’scharacter, and outlines the approval process for signage, whether through obtaining asign permit, a sign licence, or a sign variance. The current Sign By-law 6999/09 was enacted by Council following extensive public engagement with industry stakeholders, commercial and industrial property owners, andresidents. Since then, the by-law has been amended nine times, mainly to update theAppendix – Fee Schedule. In 2017, provisions related to election signs were removedfrom the Sign By-law, leading to the creation of a separate Election Sign By-law 7591/17. The Sign By-law includes a process for property owners to apply for a Sign Variance, to permit a proposed sign for a specific property for situations where the owner is unable toconform to the City’s established sign regulations. Since the By-law’s enactment in 2009,the City has received 93 sign variance applications. Most of these applications were forWall Signs (42 variance applications) and Ground Signs (31 variance applications), with six variances specifically requesting permission for Electronic Message Displays. The remaining 20 variance applications sought relief from regulations for Banner Signs(eight), Development Signs (six) and Directional Signs (one). This report recommends modifications to the existing Sign By-law based on public inputand feedback, staff’s review of Sign By-law Variance applications received over the last 15 years, and an assessment of municipal best practices identified in other municipal sign by-laws. 2.Review of the Current Sign By-law The City of Pickering Sign By-law is a City-wide, comprehensive by-law, that providesregulations governing all signs, except for Election Signs. Staff initiated a review of the current Sign By-law to: •address emerging trends in marketing and sign products •reduce the number of sign variances for frequently requested variances •support the City’s urban design objectives, and •reformat the by-law to make it more user-friendly and easier to navigate City staff reviewed previous sign variance applications, past amendments to the Sign By-law, benchmarks from other municipalities, and current market trends. A working group was also formed, including representatives from the Planning Division, the Sustainability Section, Municipal Law Enforcement Services, and the Building Services Section. This group met regularly to discuss the research, data collected, and the potential impacts and implications of revised standards and provisions to the Sign By-law. - 595 - PLN 25-24 October 7, 2024 Subject: Sign By-law Review Page 3 In addition to the working group and research completed, public engagement sessions were held with key stakeholders and residents, which will be discussed further below. 3.Public Engagement Process The new draft Sign By-law was circulated to key stakeholders, which included, but wasnot limited to, sign companies, the Sign Association of Canada, the Durham RegionAssociation of REALTORS, and real estate brokers, and was also posted on the City’swebsite. Along with the draft new Sign By-law, City staff circulated a summary document, outlining the proposed amendments, along with graphics to highlight key provisions for each sign type. An electronic Public Open House was held to discuss the proposed revisions to theexisting Sign By-law on December 8, 2020. Notice of this meeting was emailed to keystakeholders, posted on the City’s website, advertised in the newspaper, and advertised on the City’s social media and electronic signs. Before the electronic Public Open House, staff also met with the Mayor and Members of Council to discuss the recommendedchanges to the Sign By-law. Following the electronic Public Open House, staff reviewed the comments received andfurther revised the draft Sign By-law accordingly. An in-person Public Open House was then held on July 17, 2024, to discuss the proposed revisions. Notice of this meeting was emailed to key stakeholders, posted on the City’s website, posted in the City’sEconomic Development Newsletter, posted on the City’s Let’s Talk Pickering webpage,and advertised on the City’s social media sites. The main topics of discussion and comments received included: •revisions needed to allow for additional menu boards •updates to the regulations on Billboard Signs, including a definition, locationalpermissions, and hours of dimming for illuminated signage •Real Estate Signage and municipal best practices •general restrictions, prohibitions, and setback requirements for signage •requirements for Portable Signs and licencing •the introduction of an online submission tool •provisions for Electronic Message Displays Comments received and City staff’s responses are summarized in Attachment 1 to this report. 4.Proposed Revisions to Sign Provisions Through the review process, staff identified necessary changes to certain sign typesbased on municipal best practices, industry trends, the assessment of sign variances, and feedback from both the community and the sign industry. The following sections outline the major changes proposed to Sign By-law 6999/09. - 596 - PLN 25-24 October 7, 2024 Subject: Sign By-law Review Page 4 4.1 Electronic Message Displays The current By-law does not define “Electronic Message Display” and only states that it is prohibited within the Special Sign Districts and areas zoned for residential uses. It also includes a setback requirement from residential zone areas if the display is visible, but it lacks specific regulations to ensure these displays are safe for pedestrian and vehicular traffic. The new draft Sign By-law now defines “Electronic Message Display” and specifies which sign types can include this feature (Ground signs, Wall signs and Billboard signs). Additional provisions have been introduced, including setbacks from other Electronic Message Displays and property boundaries. To prevent these signs from becoming a public nuisance, the new draft Sign By-law includes regulations for maximum luminance during the day and night, requirements for dimming or turning off overnight, prohibiting animation, and rules for the minimum dwell time of each graphic or text on the display. 4.2 Wall Signs Staff have proposed changes to the existing wall sign provisions to address the number of similar variance applications processed (and approved) and to align with market trends and municipal best practices. Staff have processed 42 sign variance applications for wall signs, 18 of which were requests to allow signage on additional frontages. The current Sign By-law does not specify how many wall signs are permitted per frontage for High-Density Residential and Institutional Uses. The new draft Sign By-law now specifies that one sign per frontage for High-Density Residential, Institutional and all Other Uses is permitted. For commercial, Industrial, and Mixed-Use Buildings, up to 15 percent of the tenancy wall is allowed for signage, with a maximum of one sign per owner or tenant per frontage of the tenancy wall. Additionally, wall signs are now permitted above the first storey, including the second storey, to respond to mixed-use developments and to minimize the need for a sign variance for this common situation. 4.3 Billboard Signs Staff propose a required minimum 3.0 metre setback for Billboard Signs from the property limits and a reduction in the maximum height of a Billboard Sign from 10.0 metres to 7.5 metres to align with the Ministry of Transportations’ Billboard Sign requirements. The definition of a “Ground Sign” has been revised to remove Billboards and provides greater clarity that Ground Sign criteria do not apply to Billboards, which have their own specific definition and regulations. In response to comments, the new draft Sign By-law now includes provisions regarding the hours for dimming and turning off Billboard Signs that feature Electronic Displays. Such signs will be required to comply with Section 63 of the new draft Sign By-law (Electronic Message Displays). The new provisions specify that a maximum nighttime luminance of 300 nits is allowed between 9:00 pm to 8:00 am for signs located within 200 metres of residential areas. In all other instances, this luminance limit applies between 11:00 pm to 7:00 am. - 597 - PLN 25-24 October 7, 2024 Subject: Sign By-law Review Page 5 4.4 Menu Boards The current Sign By-law includes provisions for Menu Boards under Part IV – Signs Exempt from Permits and Licences. Currently, the by-law allows for one menu board per property, with a maximum area of 4.0 square metres. Feedback received highlighted the need for additional menu boards per drive-through lane. Staff acknowledge this request, as dual-lane drive-throughs have become common, and there is a growing trend of including pre-menu boards. The new draft Sign By-law has been updated to define a drive through facility and now allows for one menu board per drive through lane, with a maximum of 4.0 square metres, as well as one pre-menu board per drive through lane, with a maximum area of 2.0 square metres. The new draft Sign By-law also proposes that drive-through signage be included under Part 2 – Sign Permits. While signage for drive throughs is typically reviewed and approved through the Site Plan Approval process, in situations where Site Plan Approval is not required, such as when a pre-menu board is added to an existing drive-through facility, a sign permit would be required for the new pre-menu signage. 4.5 Canopy Signs In the current Sign By-law, Canopy Signs are treated as wall signs and are reviewed under the wall sign provisions. However, for better clarity, staff felt it was necessary to create a separate definition and specific provisions for Canopy Signs, along with the requirement for a sign permit. This change is intended to ensure that Canopy Signs, which are typically installed above the first story, are constructed securely for pedestrian and vehicle safety. Additionally, these provisions are necessary to ensure that canopy signs do not extend beyond the private property limits, particularly onto municipal boulevards. Under the updated by-law, staff recommend that Canopy Signs require a sign permit or approval through the associated Site Plan Approval process. 4.6 Real Estate Open House Signs Staff received comments requesting clarification on how long Real Estate Open House Signs should be allowed to be displayed and concerns that the current Sign By-law is silent on the maximum number of Open House Real Estate Signs permitted. The new draft Sign By-law now includes provisions for Real Estate Open House Signs under Part 4 – Signs Exempt from Sign Permits and Sign Licences. The proposed regulations permit the erection of Open House Signs between 8:00 am to 8:00 pm on the day of the Open House as indicated on the sign. The sign must also specify the date and time of the Open House. Additionally, a maximum of eight Open House Signs are allowed for each Open House, provided that all signs are placed entirely on private property or on a boulevard, and at least 3.0 metres away from other signs for the same listing. - 598 - PLN 25-24 October 7, 2024 Subject: Sign By-law Review Page 6 4.7 Portable and Banner/Inflatable Signs Both Portable and Banner Signs fall under the signage type which requires a Sign Licence. The new draft Sign By-law allows for one Portable Sign per property. For properties with two frontages greater than 70 metres, one portable sign is permitted per street frontage. This change acknowledges corner lots and allows a sign on each street frontage, whereas the current by-law only permits one Portable Sign per property. The new draft Sign By-law extends the licence period for Banner Signs from 14 days to 30 days. It also allows up to one of each sign type (portable, banner and/or inflatable) to a maximum of three signs per property, compared to the current regulation which permits only one sign regardless of type. These revisions address the sign variances received. Additionally, the maximum area for Banner Signs has been reduced from 10.0 square metres to 6.0 square metres to align with municipal best practices and to reduce sign clutter. 4.8 Flag Signs The current Sign By-law does not define or include provisions for Flag Signs, leading to their placement in undesired locations and for longer durations than the City supports. To address this, the new draft Sign By-law now defines Flag Signs and includes specific provisions and a requirement for a sign licence. This will help Municipal Law Enforcement Services regulate the location and placement of Flag Signs to reduce sign pollution and ensure their temporary nature. The proposed sign licence for Flag Signs will be valid for a maximum of 30 days. Flag signs will be permitted in Mixed-Use, Commercial, Institutional and Industrial areas. The draft provisions specify: •a maximum height of 1.8 metres •a maximum sign area of 2.0 square metres, and •a maximum number of three per property The proposed fees for Flag signs can be found in Appendix II. 5.Enforcement Changes have been made to the offence and enforcement provisions to address enforcement challenges and complaints. The new provisions eliminate the requirementto identify the person who placed a sign illegally. One of the main enforcement issueswith the current Sign By-law is the need to identify the installer of the sign. The newprovisions allow charges to be laid against any person, business, or corporation named on a sign. Additionally, charges can be laid against anyone associated with a phone number listed on a sign if that number is registered to a business, or corporation. Thesechanges are expected to significantly enhance staff’s ability to enforce regulationsrelated to illegal signs and their placement. - 599 - PLN 25-24 October 7, 2024 Subject: Sign By-law Review Page 7 The penalty section has also been updated to increase the maximum fine to $100,000. It now includes provisions for a special fine if the offence results in economic gain, which exceeds $100,000. 6.Other Proposed General Amendments The following additional changes have been made to update and improve the existingSign By-law: •Rewritten Text: The By-law text has been rewritten for internal consistency in administration and enforcement, making it easier for readers to navigate. •Restructuring and Alignment: The By-law has been restructured to align with theCity’s draft Comprehensive Zoning By-law, where applicable, as well as with policy requirements of the Region of Durham and the Ministry of Transportation. •Expanded Definitions: A centralized and expanded list of defined terms has beenadded for clarity. Definitions have been updated to cover additional types of signage,ensuring that in instances, where exempted sign provisions are not met, the signscan still be assessed. For example, the definition of a Ground Sign now includes Directional Signs, which were previously exempt from requiring a sign permit or signlicence. If Directional Signs exceed the exemption requirements, a Sign Varianceand a Sign Permit may be required, and the appropriateness of the sign can beassessed against the Ground Sign provisions. •General Restrictions: The General Restrictions Section has been expanded toinclude a comprehensive list of provisions and restrictions applicable to all signtypes. •Maintenance Requirements: New provisions have been added to ensure that Owners maintain their signs in good and orderly condition. •Fee Schedule: Schedule “A” Fees have been removed from the new draft SignBy-law to minimize the need for by-law amendments. Fees will remain in the City’scurrent General Municipal Fees By-law, which is updated annually. •Sign Licence Relief: A new Sign Licence Relief Section allows the Manager ofMunicipal Law Enforcement Services to grant relief from the Sign Licence provisionsfor up to three months, provided that the objectives of the Sign By-law are met. This change aims to enhance the enforceability of the By-law by making its provisions more detailed and clearer, supporting fair and consistent application. Notwithstanding all of the above-mentioned amendments, City staff did not identify any other specific trends, municipal best practices or justifications to further amend the remaining signage provisions of the current Sign By-law. 7.Additional Comments During the review process of the Sign By-law, City staff received various comments andsuggestions, detailed in Attachment 1, regarding policy direction and existing signprovisions. Many of the suggestions aligned with City staff’s recommendedamendments and have been incorporated into the new draft Sign By-law where appropriate. - 600 - PLN 25-24 October 7, 2024 Subject: Sign By-law Review Page 8 One comment received during public engagement requested an expansion of the City’s Billboard Sign District, which currently extends along Bayly Street, from Church Street South to between Brock Road and the hydro corridor. City staff evaluated the possibility of extending the Billboard District along Brock Road and have concluded that there does not appear to be any compelling reason to expand the existing Billboard Sign District at this time. The City will continue to encourage Billboard Signs within the existing district parameters. Another comment inquired about the potential implementation of online sign permits and licence applications. This would allow sign companies to apply, pay for, and receive permits and licences online electronically. Currently, the City provides the ability to apply and pay for Sign Licences online, and receive the licence via email once processed. City staff are reviewing this request, with the intention of making both sign permits and sign licences available in the future through the expansion of the Pickering Residential Interface & Service Modernization (PRISM), known to the public as the myPickering application, which would make the digital process for sign permits and licencing more convenient and user-friendly. 8.Conclusion The discussion above outlines the process review for the new draft Sign By-law, details the public engagement process, provides an overview of the Sign Variances processedby the City, and presents the key amendments recommended by City staff. Staffrecommend that the new draft Sign By-law as set out in Appendix I, be enacted byCouncil. Appendix Appendix I Draft Sign By-law Appendix II Draft By-law to Amend By-law 6191/03 General Municipal Fees Attachments: 1.Response to Comments Received on the Proposed Sign By-law 2.The current Sign By-law 6999/09, as amended - 601 - PLN 25-24 October 7, 2024 Subject: Sign By-law Review Page 9 Prepared By: Original Signed By Amanda Zara Dunn, MCIP, RPP Principal Planner, Development Review Original Signed By Nilesh Surti, MCIP, RPP Department Head, Development Review & Urban Design Original Signed By Jason Litoborski Manager, Municipal Law Enforcement Services Approved/Endorsed By: Original Signed By Kyle Bentley, P. Eng. Director, City Development & CBO Original Signed By Paul Bigioni Director, Corporate Services & City Solicitor AD:ld Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 602 - Appendix I to Report PLN 25-24 Draft Sign By-law - 603 - The Corporation of the City of Pickering By-law No. XXXX/24 A By-law to regulate signs in the City of Pickering Whereas pursuant to paragraph 7 of subsection 11(3) of the Municipal Act, 2001 a lower-tier municipality may pass by-laws respecting signs; And whereas signs are necessary to advertise or identify services, businesses, locations and provide other information; And whereas, if not effectively regulated, signs may create a nuisance, affect public safety and detract from the character of the community; And whereas the Municipal Act, 2001 provides the ability for a municipality to impose fines in excess of $5,000.00 under the Provincial Offences Act R.S.O. 1990, and further allows for special fines that may exceed $100,000.00; Now therefore be it resolved that the Council of The Corporation of the City of Pickering enacts as follows: - 604 - By-law No. XXXX/24 Page 2 Part 1 – Administration and Interpretation Title 1.This By-law and any amendments thereto shall be known as the “City of Pickering SignBy-law”. Other Applicable Laws 2.The applicant shall be responsible for obtaining the approval from any other government authority having jurisdiction over the installation of a proposed sign. Scope 2.1 This By-law applies to all signs that are or are to be located, erected, or displayed within the boundaries of the City, save and except any other sign prescribed by statue, and shall regulate the location, size, number, construction, alteration, repair, and maintenance of signs. 2.2 All tables within the body of this By-law and schedules attached to this By-law shall form part of this By-law. 2.3 This By-law does not apply to a sign that was lawfully elected, located, or displayed on the day the By-law comes into force and effect if the sign is not substantially altered, and the maintenance and repair of the sign or a change in the message or contents displayed is deemed not in itself to constitute a substantial alteration. Objectives 3.This By-law shall be applied and interpreted in a manner consistent with the followingobjectives: (a)reasonable means should be available to the public to erect signs on a property in order to identify facilities, businesses and services located thereon; (b)signs should not create any distraction or safety hazard for pedestrians or motorists,or create any other danger to the public; (c)signs should not create any adverse impacts on adjacent public or private property; (d)signs should not detrimentally alter the physical appearance and architecture of any building; (e)signs should not create unnecessary visual clutter due to their size, number orlocation; and (f)temporary signs should be strictly regulated in order to limit the visual impact on the built environment and the consumption of resources. - 605 - By-law No. XXXX/24 Page 3 Definitions 4. In this By-law, “address sign” means a sign that depicts the municipal address or civic number of a property as regulated by this By-law and By-law 7686/19, as amended or replaced from time to time; “animation” means a method in which graphics, images or figures are manipulated to appear as moving images and indicates colour or light changes through electronic means; “applicant” means an owner, or any person authorized by an owner, who applies for a sign permit, sign licence or sign permit variance; “automobile service station” means an establishment where vehicle fuels, lubricants, and automobile-related accessories are offered for retail sale, and which may include a car washing establishment and a convenience store; “automobile service station sign” means a sign on top of gasoline service pumps or on the columns of a gas bar canopy, on guard posts or freestanding on a gasoline pump apron and shall include signage for electrical vehicle charging stations; “banner sign” means a temporary sign of lightweight fabric, plastic or similar material; “billboard sign” means a sign that is fastened, posted, painted or projected in such a manner as to permit its periodic replacement and that advertises goods, products or services that are not available at the location of the sign or that directs a person to a location different from where the sign is located. A billboard sign displays third-party advertising with images that may change mechanically and/or displays information or images on a digital or electronic screen; “boulevard” means all parts of a highway except the roadway, shoulder and sidewalk; “canopy sign” means any single-faced sign that is part of or attached to an awning, canopy or other fabric, plastic or structural protective element installed over a window, door, entrance, outdoor service area or similar type of entrance way, movable or immovable; “Chief Building Official” means the City’s Chief Building Official (CBO) or a designate; “City” means The Corporation of the City of Pickering or the geographical area of Pickering, as the context requires; “community event sign” means a temporary sign that advertises a public event to be held in the City organized for a non-profit, civic, cultural, religious or recreational purpose; “construction information sign” means a temporary sign located on a property where a building is to be built, renovated or demolished indicating information related to design, construction, renovation, demolition, ownership and rental or sale, and may include the name of the project, the architect, engineer, and other firms associated with the project; - 606 - By-law No. XXXX/24 Page 4 “demising wall” means a wall that separates two adjacent tenants or a tenant from one of the building’s common areas; “development sales office sign” means a temporary sign located on a property where a temporary sales office has been legally erected, to identify the builder, subdivision/condominium marketing name and any other relevant information related to the sales office; “development sales sign” means a temporary sign directing people to a temporary sales office where new homes and other residential developments are marketed to the public; “development sign” means a temporary sign that advertises a proposed development to be constructed and may include the project name and graphic depictions, the developer(s) and builder(s) names and contact information, and other pertinent information. A development sign shall not include a construction information sign, a development sales office sign, or a development sales sign; “directional sign” means a sign that is intended solely for public information, safety or convenience in directing persons or traffic and shall contain no commercial advertising, but may include a corporate logo; “Director” means the City’s Director, City Development or a designate; “directory sign” means a sign intended to identify the location of a building containing multiple occupancies; “display surface” means the entire sign area which encloses the extreme limits of the message or content displayed on a sign; “drive through facility” shall mean a building or structure or part thereof where goods, food or services are offered to the public by way of a service window or kiosk while the patrons are in a parked or in a stationary vehicle, and where goods, money or materials are exchanged in a designated stacking lane with either a menu board and pre-menu board signs; “election sign” has the meaning ascribed to it in Election Sign By-law 7591/17, as amended or replaced from time to time; “electronic message display” means a component of a ground sign with moving parts, flashing lights or fluorescent materials, billboard sign or wall sign that is computer controlled and illuminated, which displays information to the public by way of prearranged or variable sequence of electronically generated alphanumeric characters and digital images; “erect” means display, attach, affix post, alter, construct, (re)place, locate, install, relocate and maintain, and cause or permit to be displayed, attached, affixed, posted, altered, constructed, placed, located, installed, relocated and maintained of any sign or part thereof; - 607 - By-law No. XXXX/24 Page 5 “farm sign” means a sign advertising the sale of farm produce grown or produced on the property where the sign is located; “fence” means a fence as defined in Fence By-law 6943/09, as amended or replaced from time to time; “filming location sign” means a temporary sign identifying a site used for a film production; “first storey” means the storey with its floor closet above average grade and having its ceiling more than 1.8 metres above average grade, and has the same meaning as defined as Storey, First in the City’s applicable Zoning By-law, as amended; “fixture” means any structure that the City permits to be located within a boulevard including, but not limited to, a utility box, newspaper vending box, bench, transit shelter, telephone pole, telephone booth, transformer box or vault, hydro pole, streetlight, stoplight pole, recycling waste module, mailbox, tree and street sign; “flag” means a piece of cloth, or lightweight non-rigid material that is attached by one edge to a pole or rope, bearing a crest, emblem or insignia of any corporation, federal, provincial and municipal government agency, or religious, charitable, fraternal, cultural or community organization with no informational or advertising content; “flag sign” means a sign made of cloth or lightweight non-rigid material that is attached by one edge to a pole or rope, and displays information, promotional or advertising content; “frontage” means the linear distance along the façade of the building, which is parallel to, or most close to being parallel to, an abutting public and/or private street. For the purpose of this By-law, a building may have more than one building frontage this being determined by the number of public and/or private streets abutting the lot. In a building with multiple units, a unit is only considered to have building frontage if the main customer access to the unit/tenancy leads directly outside. If the main customer access of a unit only leads to an interior sideyard of the site and/or an exterior parking lot, that wall face may be considered for building frontage per unit/tenancy. “garage/yard sale sign” means a temporary sign advertising a garage/yard sale of personal merchandise at a residential property, and includes any directional signs thereto; “ground sign” means a permanent sign which is free standing in a fixed location and is wholly supported by a structural base erected on and in or upon the ground, but not part of a building, and includes a pylon sign, a directional sign, directory sign and drive through sign, but does not include a billboard sign; “heritage conservation district” means a heritage conservation district designated under the Ontario Heritage Act, R.S.O. 1990, c. O.18; “heritage property” means property that has been designated under the Ontario Heritage Act to be of cultural heritage value or interest or a property on the City's registry of properties that the City believes to be of cultural heritage value or interest; - 608 - By-law No. XXXX/24 Page 6 “high density residential” means a residential building other than low density residential; “hoarding” means any temporary construction barrier continuously enclosing a construction site that is erected for the purpose of site protection; including any temporary structure required for safety required by provincial or federal legislation or regulation and including covered sidewalks, scaffolding, fencing, etc.; “home-based business sign” means a sign located on a property advertising an accessory business or occupation used or conducted in a residential premises on the property where the sign is located; “home improvement sign” means a temporary sign advertising or promoting landscaping, home repairs or home renovations; “inflatable sign” means a temporary sign filled by air or other gas that is either designed to be airborne or tethered to the ground, a vehicle, a roof or any other structure and includes balloons; “interior sign” means a sign located within the interior of a building that is intended to be seen outside of the building and includes a window sign; “low density residential” means a single detached dwelling, semi-detached dwelling, duplex, triplex, fourplex, townhouse, mobile home, or any other residential facility housing six or fewer residents; “menu board” means a permanent sign erected as part of a drive through facility and used to display, provide pricing for goods, food, and/or services and order products and services available at the premises; “mixed-use building” means a building or complex that includes mixed land uses; “model home sign” means a temporary sign located on a property containing a model home for the purpose of marketing new residential construction; “mural” means any type of display or artistic endeavour applied to any external wall or other part of a building or structure which does not include any words, images, logos, or trademarks that advertise or convey any promotional message; “new business” means a business at a location that has been in operation for less than 90 days; “no trespassing sign” means an informational sign which relates exclusively to regulating access to a property upon which the sign is located; “officer” means a municipal law enforcement officer employed by the City to enforce municipal by-laws or a police officer appointed under the Police Services Act ; “official sign” means a sign to be used, required by, or erected by any federal, provincial, regional, or municipal government, a public body or agency thereof or board or commission or public utility, including, but not limited to, signs designating hospitals, schools, libraries, community centres, arenas or other public government uses. Where signage is proposed for private use on public lands, authorization from the public body and a sign permit will be required; - 609 - By-law No. XXXX/24 Page 7 “open space system” means the Open Space System land use designation identified on Schedule I of the City of Pickering’s Official Plan, as amended from time to time; “owner” means the registered owner of a property, person identified in the most recent tax roll as the owner of a property or a lessee, tenant, mortgagee in possession or any other person in charge or possession of a property; “person” means an individual, association, firm, partnership, corporation, trust, organization, trustee or agent, and the heirs, executors or legal representatives of the person to whom the context can apply according to law; “portable sign” means any temporary sign and/or any sign readily moveable from place to place, which is not anchored to the ground, including signs commonly referred to as a-frame, t-frame, sandwich boards, signs fixed to a trailer and any type of device used or capable of being used for advertising purposes; “poster” means a printed notice conveying information intended to be displayed for a temporary period of time and includes a bill, handbill, leaflet and placard; “pre-menu board” shall mean a sign erected at the entry to a stacking lane of a drive through facility and used to display goods, food and/or services available at the premises; “premises” means the area of a building or part thereof and/or land or part thereof occupied or used for residential, commercial and/or industrial purposes and in a multiple occupancy building, occupied by more than one business, each business area shall be considered a separate premises; “property” means a parcel of land, with or without a building or structure, that is a legal property of record; “pylon sign” means a type of ground sign that is free standing in a fixed location and is wholly supported by a structural base erected on and in the ground, but not part of a building; “real estate sign” means a temporary non-illuminated sign erected to advertise that a property, building or a portion of a building is offered for sale, rent or lease; “real estate open house sign” means a temporary sign advertising that a property for sale, rent or lease is available for public viewing during a specified date and time; “Region” means The Regional Municipality of Durham; “setback” means the shortest distance between a property lot line and the closest portion of a sign; “sidewalk sign” means a freestanding temporary sign, not affixed to the ground, advertising a business, service or product and installed on a sidewalk; “sign” means any device, notice or visual medium including its structure and other component parts that is used, or is capable of being used, to attract attention to a specific subject matter for identification, information or advertising purposes; - 610 - By-law No. XXXX/24 Page 8 “sign area” means, (a)in the case of a sign having one display surface, the area of the display surface; (b)in the case of a sign having two display surfaces located on a sign structureexactly opposite the other, the area of one display surface; (c)in the case of a free standing number, letter or shape, the smallest rectangle which will enclose the number, letter or shape; and (d)in the case of groupings of free standing numbers, letters or shapes, orcombinations thereof, the sum of the areas of the smallest rectangles which willenclose each separate grouping of letters, numbers or shapes; “sign height” means the vertical distance from the ground directly below the sign measured to the highest extremity of the sign, including the sign structure; “sign licence” means any licence issued by the City pursuant to the provisions of this By-law; “sign permit” means any permit issued by the City pursuant to the provisions of this By-law; “sign structure” means the framework, bracing or support of a sign; “Special Sign District” means a Special Sign District identified in Schedule "A"; “stacking lane” shall mean an on-site area used exclusively for queued vehicles whose occupants are waiting to be provided with goods, materials or services from a drive through facility; “street” includes a common and public highway, street, avenue, parkway, driveway, square, place, bridge, viaduct or trestle, any part of which is intended for or used by the general public for the passage of vehicles and includes the area between the lateral property lines thereof; “Substantially Altered” or “Alter” means any change to the sign structure or sign face, with the exception of: (i)a change in the message being displayed; and/or (ii)repair and maintenance, including replacement by identical components asrequired by this By-law; “temporary”, when describing a sign, means a sign conveying a message for a limited period of display; “temporary operations” means a business in operation for a maximum of 4 months; “variance” means permission to locate, erect or display a sign in a manner that is not in compliance with the requirements of this By-law; - 611 - By-law No. XXXX/24 Page 9 “wall sign” means a sign attached to a building wall, that projects from a wall, and a single-faced sign directly painted, marked on or inscribed on an exterior wall surface of a building, but shall not include a mural. A wall sign may include a canopy sign, directional sign and directory sign. “window sign” means a sign located on the interior of a premise which is intended to be seen from off the premises, but shall not include illuminated signs, or upon or marked or inscribed on, or attached to, the inside of a window or door for the purpose of viewing from outside the premises. Application 5.This By-law applies to all signs displayed within the City, unless otherwise stated in this By-law. References to Legislation 6.In this By-law, reference to any Act, regulation or by-law is reference to that Act,regulation or by-law as it is amended or re-enacted from time to time. 7.The issuance of a permit does not relieve the person/applicant/owner of the responsibility of obtaining all other approvals that may be required by the Corporation, or any level of government and agencies thereof or compliance with a by-law, legislation or obligation. Word Usage 8.This By-law shall be read with all changes in gender or number as the context mayrequire. 9.A grammatical variation of a word or expression defined has a corresponding meaning. Schedules 10.Schedule "A" (Special Sign Districts) and Schedule "B" (Billboard Sign Districts) areattached to and form part of this By-law. 11.Unless otherwise specified, references in this By-law to Parts, Sections and Schedules are to Parts, Sections and Schedules in this By-law. Conflicts 12.If a provision of this By-law conflicts with a provision of any applicable Act, regulation orby-law, the provision that establishes the higher or more restrictive standard to protect thehealth, safety and welfare of the general public shall prevail. 13.Where an industrial building contains commercial uses that are permitted in an industrialcategory of the City's Zoning By-law, the sign requirements for a commercial zone shallapply. 14. Where the provisions for sign exemptions are not met, a sign permit or sign licence aswell as associated sign variance may be required. - 612 - By-law No. XXXX/24 Page 10 Measurements 15. All dimensions in this By-law are in millimetres (mm), centimetres (cm), metres (m), hectares (ha) or square metres (m²) and all plans, specifications, documents and other information submitted with any application under this By-law shall use such dimensions. Severability 16. Each section of this By-law is an independent section, and the holding of any section or part of any section of this By-law to be void or ineffective for any reason shall not be deemed to affect the validity of any other section or parts of sections of this By-law. Fees 17. Any fees charged under this By-law are as outlined in the City’s current General Municipal Fees By-law, as amended from time to time, and are per sign and non-refundable. Maintenance 18. The Owner of the building to which a sign is attached, or of the lot upon which a sign is located, shall maintain or cause the sign to be maintained in a state of good repair. For the purposes of this section, a sign which is in a state of good repair is a sign which is clean, neatly painted and property maintained. - 613 - By-law No. XXXX/24 Page 11 Part 2 – Sign Permits Required Sign Permits 19.(i) No person shall erect any ground sign, wall sign, canopy sign, development sign,billboard sign or drive through sign without a sign permit. (ii)No person shall erect any sign without a sign permit, where a sign permit is requiredpursuant to this By-law. 20. Notwithstanding Section 25, any sign lawfully erected prior to the passing of this By-law shall not require a sign permit provided such sign has continuously remained in itslocation and has not been substantially altered. 21. Notwithstanding Sections 25 and 26, any billboard sign lawfully erected prior to thepassing of this By-law shall not require a sign permit provided such billboard sign has continuously remained in its location, has not been substantially altered and the owner of the billboard sign has obtained a sign licence. Sign Permit Applications 22.A sign permit application shall be made by the Owner of the property, building orbusiness, on which the sign is to be erected or an authorized representative of the owner. 23. The City’s Chief Building Official shall be responsible for administration of all sign permits. 24.All sign permit applications shall be filed with the City's prescribed form. 25.Every sign permit application shall, (a)identify and describe in detail the proposed sign and all other signs existing on theproperty at the time of the application; (b)describe the property on which the proposed sign is to be erected by legal description and municipal address or by other equivalent description that will readilyidentify the property; (c)state the name, address, telephone numbers and email of the applicant and anypersons designing or erecting the sign; (d)be accompanied by plans, specifications, documents and other information describing the construction, dimensions, materials and specific location of theproposed sign in sufficient detail to permit the Chief Building Official to determinewhether the sign will comply with this By-law, the building code, an approved siteplan, heritage conservation district guidelines, or any other applicable law; (e)be accompanied by the applicable fee(s) set out in the City’s current General Municipal Fees By-law, as amended from time to time; (f)include, where the applicant is not the owner of the property, authorization formaking the application on behalf of the owner; - 614 - By-law No. XXXX/24 Page 12 (g)be signed by the applicant who shall certify the accuracy and truth of the contents ofthe application; and (h)the applicant shall obtain approval for the proposed sign, if required, from othergovernmental authorities or agencies having jurisdiction. 26.If required by the City, all plans and specifications covering the erection of a sign and supporting framework that are submitted as part of a sign permit application shall becertified by a Registered Professional Engineer as to the structural adequacy of the sign. Sign Permit Issuance 27.The City’s Chief Building Official may approve or refuse any sign permit application, andmay impose any conditions upon an approval as he or she determines to be appropriate. 28.The City shall refuse to issue a permit if the proposed sign does not comply with this By-law, the building code, an approved site plan, heritage conservation district guidelines,or any other applicable law. Revocation of Sign Permit 29. The City’s Chief Building Official may revoke a sign permit under any of the following circumstances: (a)the sign permit has been issued in error; (b)the sign for which the sign permit was issued is erected in contravention of any partof this By-law, the building code, an approved site plan, heritage conservationdistrict guidelines, or any other applicable law; (c)the sign permit has been issued as the result of false, mistaken, incorrect, ormisleading statements, information or undertakings on the application or on anysubmitted documents that formed the basis of the issuance; (d)the business or other subject matter to which the sign relates ceases to exist; (e)the sign permit holder requests that the sign permit be revoked; or (f)6 months have elapsed following the date of sign permit issuance and the signauthorized by the sign permit has not been erected. Special Sign Districts 30.In addition to the requirements of Sections 33 to 35, every permit application for a sign ina Special Sign District shall be accompanied by scale drawings clearly showing, (a)the proposed sign materials, letter fonts and colours; (b)the proposed means of any sign illumination; and (c)in the case of a wall sign, an accurate building elevation drawing showing the sizeof the sign and a cross-section of the sign showing the proposed method of affixingthe sign to the building. - 615 - By-law No. XXXX/24 Page 13 Heritage Properties 31.(a) A sign permit for a sign in a heritage conservation district shall not be issued unlessthe sign conforms to the applicable heritage conservation district guidelines adopted by the City. (b)A sign permit for a sign on heritage property shall not be issued unless the applicant has met all additional requirements under the Ontario Heritage Act. Ground Signs 32.(1) Ground signs shall comply with the following restrictions: Use Maximum Sign Height Maximum Sign Area Maximum Number Minimum Setback* Low Density Residential Prohibited Prohibited Prohibited Prohibited Part of the Open Space System Prohibited Prohibited Prohibited Prohibited High Density Residential 2.0 metres 4.0 square metres 1 3.0 metres Institutional 2.0 metres 4.0 square metres 1 3.0 metres Commercial or industrial (less than 30 metre frontage) 4.0 metres 10.0 square metres 1 per street frontage 3.0 metres Commercial or industrial (30 metre frontage or more) 6.0 metres 18.0 square metres 1 per street frontage 3.0 metres All Other Uses 3.0 metres 6.0 square metres 1 per street frontage 3.0 metres *setback from property lines (2)Specific Ground Sign Regulations: (a)Notwithstanding section 32. (1), no ground sign exceeding 1.5 square metres insign area or 1.5 metres in sign height shall be erected in a Special Sign District. (b)Every ground sign shall contain the municipal address number in numerals (refer to the City’s By-law pertaining to Civic Numbering of Buildings and Properties, By-law 7686/19, as amended or replaced from time to time). (c)Every ground sign shall be located on the property to which the sign relates,and shall only reference businesses located on that property. (d)Subject to subsection (e), a maximum of one ground sign shall be permitted for each street frontage on any one property. (e)A second ground sign shall be permitted on a property in a commercial orindustrial zone where the street frontage is not less than 200 metres, and theground signs are not located within 100 metres of each other. (f)For regulations specific to an electronic message display, refer to Section 63.- 616 - By-law No. XXXX/24 Page 14 Wall Signs 33.(1) Wall signs shall comply with the following restrictions: Use Maximum Sign Area Maximum Number Minimum Height from Ground Low Density Residential Prohibited Prohibited Prohibited High Density Residential 4.0 square metres 1 per frontage 2.4 metres Institutional 4.0 square metres 1 per frontage 2.4 metres Commercial / Industrial (multi-tenant & multi-storey) 15 percent of tenancy walls 1 per owner/tenant per frontage of the tenancy walls 2.4 metres Mixed-use Building 15 percent of tenancy walls 1 per owner/tenant per frontage of the tenancy walls 2.4 metres All Other Uses 4.0 square metres 1 per frontage 2.4 metres (2)Specific Wall Sign Regulations: (a)Notwithstanding section 33. (1), no wall sign exceeding 1.5 square metres insign area shall be erected in a Special Sign District. (b)Except as permitted by By-law 7686/19, as amended or replaced from time totime, and Section 61 (home-based businesses), no wall sign shall be erected for a low density residential use. (c)A wall sign shall be located within the demising tenancy walls. (d)The maximum sign area per tenancy includes the combined sign area of wallsigns and canopy signs. (e)In a commercial or industrial building containing multiple tenancies, the applicable building face area for a wall sign respecting an individual tenancyshall be measured only to the limits of the tenancy demising walls adjacent tothe wall on which the sign is located. (f)No wall sign shall be erected for a high density residential use other than a signdisplaying the building identification, corporate logo or similar content on the highest storey of the building, a minimum of 2 storeys above grade and shallnot exceed 6.0 square metres in sign area. (g)No wall sign shall be erected on any building that contains more than 1 storeyabove grade other than on the first storey, the second storey, and higheststorey of such building. (h)A maximum of one wall sign may be erected on each wall face of the higheststorey of a building that is more than 2 storeys above grade. - 617 - By-law No. XXXX/24 Page 15 (i)No part of a wall sign shall project more than 0.5 metres from the buildingexcept in the case of a canopy sign provided it is located a minimum of2.4 metres above grade and does not project more than 2.0 metres from anywall it is attached to. (j)For regulations specific to an electronic message display, refer to Section 63. (k)For regulations specific to canopy signs, refer to Section 36. Development Signs 34.Specific Development Sign Regulations: (a)Development signs shall not be permitted in the Open Space System. For all otherland uses, development signs not exceeding 6.0 metres in sign height and with a setback of at least 3.0 metres shall be permitted. (b)A maximum of one development sign having a sign area not exceeding 20 squaremetres may be erected on each street frontage on any single development site. (c)A maximum of two additional development signs having a sign area not exceeding10 square metres may be erected on any vacant property outside of the development site. (d)No more than three development signs shall be erected in relation to any singledevelopment project. (e)A development sign shall be removed no later than 30 days upon the earlier of, (i)the completion of sales related to the development; or (ii)24 months after the date the sign permit is issued; or (iii)as prescribed by specific locational City policies/standards which permitsidentified periods of time/duration. Billboard Signs 35.Specific Billboard Sign Regulations: (a)No billboard sign shall exceed a sign area of 20 square metres. (b)No billboard sign shall exceed a sign height of 7.5 metres. (c)No billboard sign shall be erected on a roof of a building. (d)No billboard sign shall be located within 250 metres of any other billboard sign. (e)No billboard sign shall be located within 3 metres of a property line. (f)For regulations specific to an electronic message display, refer to Section 63. (g)Where an existing Billboard sign is to be revised to an Electronic Display Board asign permit is required. - 618 - By-law No. XXXX/24 Page 16 (h)Billboard signs shall not be permitted in any location other than within the BillboardSign District shown in Schedule “B”. Canopy Signs 36.Specific Canopy Sign Provisions: (a)No person shall erect or display, or cause to be erected or displayed, a canopy sign except in compliance with the provisions of this subsection. (b)Where a canopy overhangs more than 0.5 metres from a building wall and/orfunctions as a sign, a sign permit shall be required. (c)No canopy sign shall project more than 2.0 metres from any wall to which it isattached. (d)No canopy sign shall project more than 1.0 metre above a roof line. (e)No canopy sign shall extend beyond the end of a wall except to connect with anothercanopy sign that is perpendicular to it and of identical dimensions, excluding length. (f)A canopy sign on a first storey may be located partly above the first storey, providedat least half of the sign is on the first storey and all of the sign is located below the lowest window or set of windows on an upper storey. (g)Canopy signs on the same wall face shall be separated vertically by not less than1.5 metres. (h)No person shall erect or maintain any canopy sign attached or affixed to any land orbuilding so as to project into or over or be suspended over a City Street without an encroachment permit. (i)The issuance of a building permit or sign permit shall not be provided for a canopysign that projects into or over, or is suspended over a City Street until anencroachment permit is issued. Drive Through Signs 37.Specific Drive Through Sign Regulations: (a)Drive Through Signs include: (i)Menu Board;(ii)Pre-Menu Board; (b)No menu board sign shall exceed a sign area of 4 square metres; (c)No pre-menu board sign shall exceed a sign area of 2 square metres; (d)No person shall erect a drive through sign at any location other than entirely onprivate property. - 619 - By-law No. XXXX/24 Page 17 (e)A maximum of one menu board sign is permitted per drive through stacking lane andone pre-menu board sign is permitted per drive through stacking lane. (f)Maximum height per drive through sign shall be 2.5 metres. - 620 - By-law No. XXXX/24 Page 18 Part 3 – Sign Licences Required Sign Licences 38.(a) No person shall erect any portable sign, banner sign, flag sign, inflatable sign,sidewalk sign or billboard sign without a sign licence. (b)No person shall erect any sign without a sign licence, where a sign licence isrequired pursuant to this By-law. Sign Licence Applications 39.A sign licence application shall be made by an owner of the property on which the sign isto be erected or an authorized representative of the owner. 40. The City’s Manager, Municipal Law Enforcement, or their designate shall be responsiblefor administration of all sign licences. 41.All sign licence applications shall be filed using the City's prescribed form. 42.A separate sign licence application is required for every sign. 43.Every sign licence application shall be accompanied by details of the size and location ofthe proposed sign and the applicable fee(s) set out in the City’s current General MunicipalFees By-law, as amended. 44.Where a sign licence application is for a portable sign for an individual business in a building containing multiple tenants, the application must include written permission fromthe owner or the owner's authorized representative consenting to the placement of theportable sign. General Sign Licence Requirements 45.All sign licences shall expire on the date indicated on the sign licence. 46.A maximum of four sign licences for signs may be issued concerning an individualbusiness or service in any calendar year provided at least 30 days have elapsed sincethe expiry of the last portable sign licence and the sign has been removed. 47.(a) A maximum of one sign licence may be issued for a single property at any one time, irrespective of the number of business tenancies located on the property. (b)Notwithstanding the foregoing, new businesses and temporary operations may bepermitted additional temporary signage in accordance with Section 54. 48.No sign licence shall be issued on any heritage property. Sign Licence Relief 49.Subject to approval by the City’s Manager, Municipal Law Enforcement Services, relief from the provisions of this By-law for any sign requiring a sign licence may be grantedprovided such relief is consistent with the objectives of this By-law and the relief is for amaximum of 3 months.- 621 - By-law No. XXXX/24 Page 19 Portable Signs 50.(1) Portable signs shall comply with the following restrictions: Use Maximum Sign Height Maximum Sign Area Maximum Number Minimum Setback All Residential (High Density and Low Density Residential) Prohibited Prohibited Prohibited Prohibited Special Sign Districts Prohibited Prohibited Prohibited Prohibited Open Space System Prohibited Prohibited Prohibited Prohibited All Other Uses 2.0 metres 4.0 square metres 1* 3.0 metres * per street frontage where 2 street frontages are > 70 metres (2)Specific Portable Sign Regulations: (a)Every portable sign shall be located on the property to which the sign relates. (b)In the case of corner properties, no portable sign shall be located less than15.0 metres from the inside curb at the point of intersection of the two streets. (c)Portable signs may be illuminated but shall not incorporate electronic messagedisplays, moving parts, or flashing lights or fluorescent materials. (d)Lettering used on a portable sign shall not be greater than 0.2 metres in sign height. (e)No portable sign shall be capable of being connected to a power supply withoutwritten Electrical Safety Authority approval. (f)A sign licence for a portable sign shall be valid for a period of not more than30 days, after which the sign shall be immediately removed. Banner and Inflatable Sign Restrictions 51.(1) Banner and inflatable signs shall comply with the following restrictions: Use Maximum Sign Height Maximum Sign Area Maximum Number Minimum Setback All Residential (High Density and Low Density Residential) Prohibited Prohibited Prohibited Prohibited Special Sign Districts Prohibited Prohibited Prohibited Prohibited Open Space System Prohibited Prohibited Prohibited Prohibited All Other Uses 6.0 metres 4.0 square metres per tenant 1 3.0 metres - 622 - By-law No. XXXX/24 Page 20 (2)Specific Banner and Inflatable Sign Restrictions: (a)Every banner or inflatable sign shall be located on the property to which thesign relates. (b)No banner or inflatable sign is permitted on canopies, awnings, fences or onsidewalks. (c)A banner or inflatable sign shall be securely affixed to the exterior wall or a roofof a building, or to the ground. (d)A sign licence for a banner sign shall be valid for a period of not more than30 days on private property, after which the sign shall be immediately removed. (e)A sign licence for an inflatable sign shall be valid for a period of not more than 30 days on private property, after which the sign shall be immediately removed. Flag Signs 52.(1) Flag signs shall comply with the following restrictions: Use Maximum Sign Height Maximum Sign Area Maximum Number All Residential (High Density and Low Density Residential) Prohibited Prohibited Prohibited Special Sign Districts Prohibited Prohibited Prohibited Open Space System Prohibited Prohibited Prohibited All Other Uses 1.8 metres 2.0 square metres 3 (2)Specific Flag Sign Restrictions: (a)Every flag sign shall be located on the property to which the sign relates. (b)A sign licence for a flag sign shall be valid for a period of not more than 30 days on private property, after which the sign shall be immediately removed. Sidewalk Signs 53.(a) Sidewalk signs shall not exceed a sign height of 1.0 metres or a width of 0.6 metres. (b)Sidewalk signs shall not be permitted in any location other than within a Special SignDistrict. (c)A sidewalk sign shall be installed immediately in front of the business to which itpertains, and shall only be erected during the hours of operation of the business. (d)A sidewalk sign may be located on a public sidewalk provided a minimum of1.5 metres of unobstructed sidewalk space is maintained. - 623 - By-law No. XXXX/24 Page 21 (e)A maximum of one sign licence for a sidewalk sign may be issued to an owner. (f)A sign licence for a sidewalk sign shall be valid for a period of 1 year. Billboard Signs 54.(a) No sign licence shall be issued for a new billboard sign unless a sign permit hasbeen issued for such billboard sign. (b)A sign licence for a billboard sign shall be valid for a period of 1 year. Sign Licence Issuance 55.The City may approve or refuse any sign licence application, and may impose anyconditions upon an approval as the City determines to be appropriate. 56.The City shall refuse to issue a sign licence if the proposed sign does not comply with this By-law, the building code, an approved site plan, heritage conservation district guidelines,or any other applicable law. 57.The City may refuse to issue a sign licence if there are reasonable grounds to believe thatthe applicant will not operate in accordance with applicable laws or with honesty andintegrity. 58.The City may refuse to issue a licence if the applicant has failed to pay fines imposed forprevious convictions relating to contraventions of any municipal by-laws. 59.The City may refuse any sign licence if there are existing violations of this By-law on theproperty where the sign is proposed. Revocation of Sign Licence 60. The City may revoke a sign licence under any of the following circumstances: (a)the sign licence has been issued in error; (b)the sign for which the sign licence was issued is erected in contravention of anyprovision of this By-law, the building code, an approved site plan, heritageconservation district guidelines, or any other applicable law; (c)the sign licence has been issued as the result of false, mistaken, incorrect, or misleading statements, information or undertakings on the application or on anysubmitted documents that formed the basis of the issuance; (d)the business or other subject matter to which the sign relates ceases to exist(excluding Billboard Signs); or (e)the property owner of the sign licence holder requests that the sign licence be revoked. - 624 - By-law No. XXXX/24 Page 22 Part 4 – Signs Exempt from Sign Permits and Sign Licences Permitted Signs 61.Signs described in this Part shall be permitted without a sign permit or a sign licenceprovided all restrictions in this By-law applicable to the signs have been complied with. (1)Signs shall comply with the following restrictions: Sign Type Maximum Size Regulations Community Event Signs 1.5 square metres in sign area No person shall erect a community event sign closer than 100 metres to another community event sign advertising the same community event. No person shall erect a community event sign more than 14 days prior to the event. No person shall erect a community event sign at any location other than entirely on private property or on a boulevard. No person shall permit a community event sign to remain erected after the day of the event. Construction Information Signs Low Density Residential: 3.0 metres in sign height or 4.0 square metres in sign area All Other Uses: 6.0 metres in sign height or 10.0 square metres in sign area No person shall erect a construction information sign unless the person has either entered into a site plan control agreement with the City or the City has issued a building permit or a Fill and Topsoil permit for the construction. No person shall erect a construction information sign except on a temporary fence or other physical barrier, hoarding, around the perimeter of the construction site to which the sign pertains, or on the subject property at where the construction is located. No person shall erect a construction information sign more than 30 days prior to construction commencing. No person shall permit a construction information sign to remain erected 30 days after construction has completed or discontinued. Development Sales Office Signs 1.0 square metres in sign area No person shall erect a development sales office sign except on or immediately surrounding a temporary sales office. No person shall erect a development sales office sign except where it has been shown on building permit application documents and authorized by the City through issuance of a building permit. - 625 - By-law No. XXXX/24 Page 23 Sign Type Maximum Size Regulations Development Sales Signs 1.2 metre height and 0.8 metre width No person shall erect a development sales sign at any location other than entirely on private property or on a boulevard. No person shall erect a development sales sign within 500 metres of any other development sales sign being used to direct attention to the same temporary sales office. No person shall permit a development sales sign to remain erected in its original location, or within 500 metres of its original location, for a total of more than 72 hours (excluding statutory holidays) during any consecutive 7 day period. No person shall erect a development sales sign with a sign height greater than 0.6 metres within 20 metres of the curb or the edge of the traveled portion of any intersecting street, private road, driveway or Regional road. Directional Signs 1.5 square metres in sign area No person shall erect a directional sign at any location other than entirely on private property. No person shall erect a directional sign unless the sign has no promotional or advertising content. Directory Signs 1.0 square metres in sign area No person shall erect a directory sign at any location other than entirely on private property. No person shall erect more than one directory sign at each access point from a street to the building. Farm Signs 1.5 square metres in sign area No person shall erect more than one farm sign per property. No person shall erect a farm sign at any location other than entirely on private property. Filming Location Signs N/A No person shall erect a filming location sign unless the person has received a filming permit from the City. No person shall erect a filming location sign other than at a location that is approved and identified within a filming permit. No person shall erect a filming location sign at any location other than entirely on private property or on a boulevard. No person shall erect a filming location sign other than while the film is in production. - 626 - By-law No. XXXX/24 Page 24 Sign Type Maximum Size Regulations Flags 2.7 square metres in sign area A maximum of three flags bearing a crest, emblem or insignia of any corporation, federal, provincial and municipal government agency, Country, or religious, charitable, fraternal, cultural or community organization are permitted on one property. Such flags do not require a sign licence or sign permit. No person shall erect a flag at any location other than entirely on private property. No person shall erect more than three flags on a single property. One flag (Federal, Provincial or Municipal) on a commercial or industrial zoned property may exceed the maximum size. Garage/Yard Sale Signs 1.0 square metres in sign area No person shall erect a garage/yard sale sign at any location other than entirely on private property or on a boulevard. No person shall erect a garage/yard sale sign more than 3 days prior to the day of the sale. No person shall permit a garage/yard sale sign to remain erected after the day of the sale. Automobile Service Station Signs 1.0 square metres in sign area No person shall erect a sign on an automobile service station canopy that contains anything other than corporate identification of the owner or operator of the gasoline station. Automobile service station signs are permitted to have electronic message boards subject to the restrictions for electronic message displays set out in Section 63 of this By-law. Automobile service station signs are permitted to be located on the columns of the gas station canopy, on top of gasoline pumps or free-standing on gasoline pump aprons or islands. Home-Based Business Signs 0.2 square metres in sign area No person shall erect a home-based business sign unless a home-based business licence has been issued by the City. No person shall erect a home-based business sign in any location other than on the front wall, door, mailbox, or on a post not exceeding 1 metre in height entirely on private low density residential property. No person shall erect a home-based business sign that is internally illuminated. - 627 - By-law No. XXXX/24 Page 25 Sign Type Maximum Size Regulations Home Improvement Signs 1.0 square metres in sign area No person shall erect a home improvement sign at any location other than entirely on private property where the home improvement is being undertaken. No person shall erect a home improvement sign more than 2 days prior to the commencement of the home improvement project. No person shall permit a home improvement sign to remain erected for more than 90 days. Interior Signs 20 percent of total window area on first storey No person shall erect an interior sign unless it is erected in a window of a building used for office, commercial or industrial. Model Home Signs 2.0 square metres in sign area No person shall erect a model home sign at any location other than on a property containing a model home. No Trespassing Signs 0.3 square metres in sign area No person shall erect a no trespassing sign at any location other than entirely on private property. Posters 0.5 square metres in sign area No person shall erect a poster on a fixture. No person shall erect a poster on a vehicle or trailer that is parked or located for the purpose of sign display. Real Estate Signs All Residential or Open Space System: 1.0 square metres in sign area Other Uses: 2.5 square metres in sign area No person shall erect a real estate sign at any location other than entirely on the property advertised for sale. No person shall erect a real estate sign except for entirely on private property No person shall erect more than one real estate sign per property unless the property is at least 0.5 hectares in size, then no person shall erect more than two real estate signs on separate street frontages. Real Estate Open House Signs 1.0 square metres sign area; and, 1.0 metre sign height No person shall display more than eight real estate open house signs in connection with any one open house. No person shall erect an open house sign except for between the hours of 8:00 am to 8:00 pm on the day of the open house as indicated on the sign. - 628 - By-law No. XXXX/24 Page 26 Sign Type Maximum Size Regulations No person shall erect a real estate open house sign at any location other than entirely on private property or on a boulevard at least 3.0 metres from another sign for the same listing. No person shall display a real estate open house sign that does not list the date and time of the open house. (2)Specific Sign Restrictions: (a)This section shall not apply to any sign lawfully erected prior to the passing ofthis By-law provided such sign has continuously remained in its location andhas not been substantially altered. (b)No person shall erect a sign that exceeds the size permitted in this By-law. (c)Should the above provisions not be met, a Sign Permit or Sign Licence may berequired, as well as an associated Sign Variance. - 629 - By-law No. XXXX/24 Page 27 Part 5 – General Restrictions General Restrictions Applicable to all Signs 62.No person shall erect any sign, (a)that does not comply with any provision of this By-law; (b)that does not comply with any condition of a sign permit, sign licence or variance; (c)that advertises a use not permitted by the City’s Zoning By-law applicable to the property on which the sign is located; (d)without a sign permit if a sign permit is required; (e)without a sign licence if a sign licence is required; (f)on or over, or partly on or over, public property or any part of a street without theCity's approval unless the sign is expressly permitted by this By-law to be erected on a sidewalk or a boulevard. This includes any sign advertising a business, service, sale or event unless expressly listed as a permitted sign in this By-law; (g)with the exception of temporary signs permitted within a boulevard, every sign shallbe authorized by the registered Owner of the lot on which it is to be located; (h)on or over, or partly on or over a driveway, a parking space, loading space or aisle required by the City’s Zoning By-law; (i)within 3.0 metres of a driveway at the streetline; (j)within 15.0 metres of a traffic light; (k)on a walkway or other means of egress on a property unless there is a minimum of1.5 metres of unobstructed footpath space between the sign and the nearest structure; (l)that projects less than 2.4 metres above the walking surface of a pedestrian walkway; (m)that pertains to a past event or purpose that no longer applies subject to thetimeline criteria as stated which is applicable to the sign type; (n)that is structurally faulty, has broken, displaced or missing parts, is inappropriately displayed, contains lettering that is no longer fully legible, or is otherwise not maintained properly; (o)on a roof or projecting in whole or in part above the roof, eaves or parapet of abuilding; (p)no sign shall obstruct or impede the functioning of any flue or air intake or any exhaust; (q)in a location that obstructs the view of any pedestrian or motorist so as to cause anunsafe condition;- 630 - By-law No. XXXX/24 Page 28 (r)that interferes with, or obstructs the view of, an authorized traffic sign, traffic signalor official sign; (s)no sign shall screen from view, obstruct or impede any emergency vehicle access,fire route, fire escape, hydrant, standpipe, fire exit, exit direction marker, firefighter’s access panel or other fire safety device, or prevent or impede free access from or to any part of a building or fire access by fire fighters to any part of abuilding; (t)that advertises a business, service, or product that is not located on the propertywhere the sign is erected, unless expressly permitted by this By-law; (u)located within a visibility triangle formed by the intersection of a street line and a driveway line, or the projections thereof and a straight line connecting 6.0 metresfrom their point of intersection or a railway sight triangle; (v)that obstructs, or is located in, a required parking space; (w)that has more than two sign faces; (x)that is obscene or in bad taste; (y)no sign shall, by reason of its size, location, content, colouring or manner ofillumination, obstruct the vision of drivers entering or leaving a city street, regionalroad, or provincial highway from or to another city street, regional road or aprovincial highway or private road or driveway or obstruct, detract from or interferewith the visibility or effectiveness of any traffic sign or traffic signal light or any City street, regional road or provincial highway; (z)no sign shall resemble any regulatory traffic sign established under the Highway Traffic Act or the regulations made thereunder or be used for the purpose ofattempting to direct the movement of traffic; (aa) no sign shall have a colour, shape or location which may cause it to be confused with any traffic control sign, signal or device; (bb) no sign shall be erected or displayed in such a manner as to interfere with any public service or utility; (cc) no person shall erect, paint, mark or inscribe any sign containing any promotional oradvertising content, (dd)on pavement; (ee) on the exterior wall of a building except as approved by the City; (ff) on a utility pole, tree, stone or other natural object, or a fence unless as identified within this By-law; or (gg) on a vehicle or on a trailer that is parked or located for the purpose of sign display. - 631 - By-law No. XXXX/24 Page 29 Electronic Message Displays 63.(1) No person shall erect an electronic message display which does not comply with thefollowing restrictions: Permitted sign types Only permitted on permanent ground signs, wall signs and billboard signs Maximum sign area As per ground sign, wall sign, and billboard sign provisions Maximum sign height As per ground sign, wall sign and billboard sign provisions Minimum setback from a low density residential dwelling 100 metres Minimum setback from another electronic message display 100 metres Minimum setback from property line 3.0 metres Permitted content Alphanumeric characters and digital images Minimum dwell time 6 seconds Maximum day time luminance 5,000 nits Maximum night time luminance 300 nits Hours of dimming/turning off Must operate within maximum night time luminance between 9:00 pm to 8:00 am for signs located within 200 metres of a residential use, and in all other instances, between 11:00 pm to 7:00 am (2)Specific Electronic Message Display Restrictions: (a)No person shall erect an electronic message display that contains full motion video, animation or movement, or displays third party advertising except forbillboard signs. This does not include menu boards. (b)No person shall erect an electronic message display on a wall sign or groundsign that does not relate to the property it is located on. (c)All electronic message displays require an ambient light sensor that will automatically adjust the sign luminance according to the environmentalconditions. - 632 - By-law No. XXXX/24 Page 30 Boulevards 64.Where signs are permitted by this By-law to be erected on a boulevard, no such sign shallbe erected closer than 1.0 metres from the curb of a street or, where there is no curb,closer than within 2.0 metres of the travelled portion of a street. Vacant Properties 65.No person shall erect any sign, other than a development sign, community event sign, filming location sign, real estate sign, farm sign or no trespassing sign on vacant property. Special Sign Districts 66.(a) No development sign, portable sign, banner sign, inflatable sign, flag sign orelectronic message display shall be erected in a Special Sign District. (b)Section 66. (a) does not apply to community event signs. Election Signs 67. Election signs must comply with all applicable provisions of Election Sign By-law 7591/17,as amended or replaced from time to time. - 633 - By-law No. XXXX/24 Page 31 Part 6 – Sign Permit Variances Variance Provisions 68. Variances for any sign requiring a sign permit must be approved by the Director. 69.An application for a sign variance shall be made on the appropriate form and shall beaccompanied with the prescribed fee set out in the City’s current General Municipal FeesBy-law. 70.Every sign variance application shall include all of the information required to be submitted in relation to a permit application under Sections 31 to 37 (if applicable) andshall also include written reasons why the provisions of this By-law cannot be compliedwith. 71.The Director may recommend authorization for a sign variance from the provisions of this By-law if the general intent and purpose of this By-law is being maintained. 72.In considering an application for a sign variance, the Director shall have regard for: (a)special circumstances or conditions applying to the property, building or use referredto in the application; (b)whether strict application of the provisions of this By-law in the context of the special circumstances applying to the property, building or use, would result in practical difficulties or unnecessary and unusual hardship for the applicant that areinconsistent with the objectives of this By-law; (c)whether such special circumstances or conditions are pre-existing and not createdby the owner or applicant; and (d)whether the sign that is the subject of the variance will alter the character of the area. 73.Signs approved under the provisions of a site plan control agreement shall be deemed tobe in compliance with the provisions of this By-law. 74.Prior to making a determination on any variance application, the application details may be brought to the attention of the City's Site Plan Review Panel. 75.The Director shall notify the applicant prior to the meeting of the City's Site Plan ReviewPanel to provide the applicant an opportunity to appear before the City’s Site Plan ReviewPanel to make representations respecting the application. 76.When commenting on a variance, the City's Site Plan Review Panel shall act under the authority given to it under this By-law and not under the Planning Act, R.S.O 1990, c. P.13 and shall have regard for 66(a) to (d). 77.If the applicant does not attend the City's Site Plan Review Panel meeting at theappointed time, the City’s Site Plan Review Panel may proceed in the absence of theapplicant and the applicant shall not be entitled to any further notice dealing with the application. - 634 - By-law No. XXXX/24 Page 32 78.The Director may approve or refuse any variance application, and may impose anyconditions upon an approval as he or she determines to be appropriate. 79.If the Director refuses to grant a variance, he or she shall advise the applicant andprovide the applicant with written reasons for the refusal. - 635 - By-law No. XXXX/24 Page 33 Part 7 – Exemptions 80.This By-law shall apply to all existing and proposed signs in the City other than, (a)Official Signs; (b)signs on a property that are less than 0.2 square metres in area provided they do notcontain any promotional or advertising content; and (c)any advertising on fixtures approved by the City or the Region. 81.This By-law does not apply to any changes to a sign face if, (a)the sign has been previously approved; (b)there is no change in sign area, shape, construction or design; and (c)the sign is not located within a Special Sign District. - 636 - By-law No. XXXX/24 Page 34 Part 8 – Enforcement Administration and Inspections 82.An officer may, at any reasonable time, enter upon any property for the purpose ofcarrying out an inspection to determine whether or not the provisions of this By-law havebeen complied with. 83.An Officer(s) is authorized to enforce the provisions of this By-law. No person shall prevent, hinder or interfere or attempt to prevent, hinder or interfere with an inspection undertaken by an officer. 84.Where an officer has reasonable grounds to believe that an offence has been committedby a person under this By-law, the officer may require the name, address and proof ofidentity of that person, and the person shall supply the requested information. 85.Where a sign is erected or displayed in contravention of any provision of this By-law, any person named on the sign shall be presumed to have been the person who erected ordisplayed the sign, which presumption may be rebutted by evidence to the contrary on abalance of probabilities. 86.Where a sign is erected or displayed in contravention with any provision of this By-law, and the sign has no person’s name on it, but a telephone number appears on the sign, any person to whom the telephone number is listed in a telephone directory, including anyinternet directory, shall be presumed to have been the person who erected or displayedthe sign, which presumption may be rebutted by evidence to the contrary on a balance ofprobabilities. 87.Where a sign is erected or displayed by a Corporation in contravention of any provision of this By-law, the directors and officers of the corporation shall be presumed to haveknowingly concurred in the erection or display of the sign in contravention of this By-law,which presumption may be rebutted by evidence to the contrary on a balance ofprobabilities. Order to Comply 88.(a) Where an officer is satisfied that there has been a contravention of any provision ofthis By-law, the officer may issue an order requiring the owner of the property on which the contravention has occurred or the person who erected the sign to do work to correct the contravention, including removal of the sign. (b)An order shall set out, (i)reasonable particulars of the contravention; (ii)the location of the property; (iii)the general nature of the work required to be done to correct the contravention;and (iv)the date by which the work must be done. - 637 - By-law No. XXXX/24 Page 35 (c)An order may be served by, (i)personally delivering it to the owner; (ii)sending it by registered mail to the owner at the address of the owner shown onthe last revised assessment roll for the property; or (iii)sending it by registered mail to the owner at the last known address of the owner. (d)If the address of an owner is unknown or the City is unable to effect service on anowner in accordance with subsection (c), a placard setting out the terms of the ordermay be placed in a conspicuous place on or near the owner's property. (e)Service of an order under this section shall be deemed to have been effected on the date that it is delivered personally, 3 days after it was mailed, or the date that it isposted on the property, as the case may be. 89.No person shall fail to comply with an order issued under this By-law. Remedial Action 90.(a) Where an order has been issued respecting any sign and compliance has not been achieved by the date specified in the order, the City may cause the work set out in the order to be done. (b)The City may recover all costs of doing any work undertaken pursuant to subsection(a), together with an administration charge equal to 25 percent of such costs, fromthe owner by adding the costs to the tax roll and collecting them in the same manner as property taxes. Removal of Signs 91.(a) Where a sign is erected on, over, partly on, or partly over, property owned by orunder the jurisdiction of the City, such sign may be removed immediately by the City without notice or compensation and may be disposed of at the City’s discretion. signs made of paper or any substance that will degrade will be disposed of immediately. (b)A sign removed by the City may be stored for a period of not more than 30 days,during which time the sign may be redeemed by the person who erected the signupon payment of the applicable fee set out in the City’s current General Municipal Fees By-law. (c)Signs not redeemed by the person who erected the sign within 30 days of removalby the City shall be disposed of by the City without notice or compensation. (d)An Officer may enter onto a Property or Premises at any time and/or may remove asign immediately without notice or compensation to the Owner if the sign constitutes a safety hazard or a concern. - 638 - By-law No. XXXX/24 Page 36 (e)A person who erects a sign may be responsible for the cost of its removal, storage,and/or disposal. These costs may be collected by the same manner as taxes as perthe Municipal Act, 2001, S.O. 2001. Liens 92.All costs incurred by the City for the removal, care and storage of a sign that was erected in contravention of this By-law are a lien upon the sign that may be enforced by the City under the Repair and Storage Liens Act, R.S.O. 1990, c. R.25. Offences and Penalties 93.Every person who contravenes any provision of this By-law is guilty of an offence andupon conviction is liable to: (a)A fine of not more than $100,000.00 (b)In the case of a continuing offence, a minimum fine for each day or part thereof shallbe a minimum of $500.00 and a maximum of $10,000.00. Daily fines for a continuingoffence shall not be limited to $100,000.00. (c)In addition to any other fines under this section, a special find may be imposed if the commission of an offence resulted in economic gain or advantage. The maximumamount of a special fine may exceed $100,000.00. 94.No person shall make a false or intentionally misleading recital of fact, statement orrepresentation in any application or other document required by this By-law. 95.If a sign has been erected or displayed in contravention of any provision of this By-law, and the contravention has not been corrected, the contravention of the provision shall bedeemed to be a continuing offence for each day or part of a day that the contraventionremains uncorrected. Repeal By-law 6999/09, as amended, is repealed. Effective Date This By-law comes into effect on the date of its passing. By-law passed this XXXX day of XXXX, 2024. ___________________________________ Kevin Ashe, Mayor ___________________________________ Susan Cassel, City Clerk - 639 - By-law No. XXXX/24 Page 37 Schedule “A” – Special Sign Districts Schedule "A1" Liverpool Road Waterfront District Schedule "A2" Whitevale District Schedule "A3" Greenwood District Schedule "A4" Cherrywood District Schedule "A5" Green River District Schedule "A6" Claremont District Schedule "A7" Brougham District Schedule "A8" Kinsale District Schedule "A9" Balsam District - 640 - By-law No. XXXX/24 Page 38 Schedule “B” – Billboard Sign Districts - 641 - SCHEDULE A1 LIVERPOOL ROAD WATERFRONT DISTRICT Frenchman's Bay Lake Ontario Schedule A1 to By-Law XXXX/24 Passed This XXrd Day of XXXX 24 I - 642 - <ll C SCHEDULEA2 WHITEVALE DISTRICT .8 1-------1 ~ Schedule A2 to By-Law XXXX/24 Passed This XXrd Day of XXXX 24 ;o <ll 0 0::: ts lo .z l - 643 - SCHEDULE A3 GREENWOOD DISTRICT @re-e:n1'.i' Town of Ajax Schedule A3 to By-Law XXXX/24 Passed This XXrd Day of XXXX 24 -ssii:m-: I - 644 - SCHEDULEA4 CHERRYWOOD DISTRICT Schedule A4 to By-Law XXXX/24 Passed This xxrd Day of XXXX 24 -0 rn 0 0:: ..><: C rn ..0 Q) en 0 0:: .... -. I - 645 - SCHEDULE AS GREEN RIVER DISTRICT Q) 0 :jl ' a: ~I..c,~· :J 0 ~ ~ Q) C ct------------1...., 3: ~ Cl C ·;:: Q) -"' '-'i--------'------1a:: Eror-------,------4 ..c ~ ctl ~ Schedule A5 to By-Law XXXX/24 N IiIQ> .-o iti) I Passed This XXrd Day of XXXX 24 - 646 - SCHEDULE AG CLAREMONT DISTRICT g Tmf~hip of Uxbri~e ___ ,...._ ........ ---... ........ -----,...,.....--·1....---U-xb ,idge-P-ickerr;ig-Townline ~.g,0a~dla,......,,.----+,,---, § ij) 'Q)-----t-i u ~ ci3---'-I " lffi--..+~ ~ it,--r-_,._,, ±t ""' u 0 '° (0 ~ I» C: iii-----l :Pl Schedule A6 to By-Law XXXX/24 Passed This XXrd Day of XXXX 24 ! - 647 - SCHEDULE A7 BROUGHAM DISTRICT Schedule A? to By-Law XXXX/24 Passed This xxrd Day of XXXX 24 I - 648 - _J SCHEDULE AB KINSALE DISTRICT Schedule AB to By-Law XXXX/24 Passed This XXrd Day of XXXX 24 ""O cu 0 0::: Q) CJ) ""O ii:: Q) >, -"' cu ..0 c..J :!:: ..c s '+-0 C 3: ~ I - 649 - SCHEDULE A9 BALSAM DISTRICT Schedule A9 to By-Law XXXX/24 Passed This XXrd Day of XXXX 24 I - 650 - ~ . ,r jE3 0 0,0 ,'t}~ rZJ 9; Cll ~ t · t~I co (,,) SCHEDULE B BILLBOARD DISTRICT ,--PERMITTED BILLBOARD AREA -J dimension taken from centreline of road Schedule B to By-Law Passed This XXrd Day of XXXX 24 XXXX/24 1-= I it,---, i--L.....---'>.,l..-1 ~ J - 651 - Appendix II to Report PLN 25-24 Draft By-law to Amend By-law 6191/03 General Municipal Fees - 652 - The Corporation of the City of Pickering By-law No. XXXX/24 Being a by-law to amend By-law No. 6191/03 to confirm General Municipal Fees Whereas the Council of The Corporation of the City of Pickering enacted By-law 6191/03, as amended, on October 14, 2003 to confirm general municipal fees. Whereas Schedule “I” to By-law 6191/03 was updated and replaced under By-law, 6338/04, By-law 6519/05, By-law 6652/06, By-law 6677/06, By-law 6748/07, By-law 6857/08, By-law 6951/09, By-law 7032/10, By-law 7119/11, By-law 7194/12, By-law 7268/13, By-law 7339/14, By-law 7411/15, By-law 7478/16, By-law 7542/17, By-law 7605/18, By-law 7679/19, By-law 7740/20, By-law 7823/21, By-law 7918/22, By-law 7983/23, By-law 8017/23, By-law 8065/23; and By-law 8074/24 Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1.Schedule “I” to By-law 6191/03, as amended, is hereby revised by deleting the fees with respect to Sign Licneces under “By-law & Animal Services” and replacing them with newSign Licence Fees as set out in Schedule “I” attached hereto. By-law passed this XX day of XXXX, 2024. ________________________________ Kevin Ashe, Mayor ________________________________ Susan Cassel, City Clerk - 653 - Schedule “I” to By-law XXXX/24 By-law & Animal Services User Fee or Charge Current Fee (Excluding HST) Proposed Fee (Excluding HST) HST Applicable (Y/N) Signs Temporary Sign – one month $100.00/each $110.00/each N Portable Sign Licence – 30 days $100.00/each $110.00/each N Banner and Inflatable Sign – 30 days $100.00/each $110.00/each N Flag Sign – 30 days (max of 3 flag signs per property) N/A $125.00 N Sidewalk Sign – 1 year $100.00/each $110.00/each N Billboard Annual Licence $500.00/each $525.00/each N Additional fee for any sign installed prior to licence insurance $50.00/each $65.00/each N Redemption Fee – election signs $25.00/each $30.00/each N Redemption Fee – all signs less than 2m2 $25.00/each $30.00/each N Redemption Fee – all other signs $100.00/each $150.00/each N Sign Variance – all other signs $100.00/each $135.00/each N - 654 - Response to Comments Received on Proposed Sign By-law Attachment 1 to Report PLN 25-24 # Commenter Comment Action Taken 1 Forward Signs •Menu boards: A maximum of one menu board sign is permitted per business Some businesses with multiple drive-thru lanes need one menu board per lane. It would be more effective to permit one menu board per drive-thru lane. •Staff have revised the Menu Board Section for Drive Through Signs to allow one Menu Board and one Pre-Menu Board per drive through lane (refer to Section 37 of the Sign By-law). 2 Pattison Signs •Billboard Area: It would be helpful to identify the process required for an applicant to seek approval for a new billboard outside of the defined area. There are areas we would like to propose something where we can meet the billboard regulations, but it is outside of the defined area. •A new Billboard Sign is a permanent sign that requires a sign permit. The by-law includes guidance on the variance process for permanent signs (refer to Part 6كof the Sign By-law). •Definitions: It may be helpful to specifically exclude Billboards from the definition of Ground Signs, to clearly show that the provisions for Ground Signs do not apply to Billboards, and vice versa. •This change has been made to provide greater clarity (refer to Section 4 of the Sign By-law). •If the City refuses to renew a Sign Licence for a Billboard due to other contraventions out of the Sign Owner’s control, it could have severe impacts on the Sign Company. Consider revising the wording to “The City may refuse any sign licence if there are existing violations of this by-law related to the sign the licence is required for on the property where the sign is proposed. •Subject to the approval of the City’s Manager, Municipal Law Enforcement, relief from the provision of this By-law for any sign requiring a sign licence may be granted provided such relief is consistent with the objectives of the By-law and the relief is provided for a maximum of 3 months (refer to Section 49 of the Sign By-law). •Consider revising to “the business or other subject matter to which the sign relates ceases to exist (excluding Billboards); or”. •Change has been made (refer to Section 60(d) of the Sign By-law). •Hours of Dimming / Turning Off – This requirement can be clarified by adding in that these signs “Must operate within maximum nighttime luminance between 9 pm to 8 am for signs located within 200 metres of a low-density residential dwelling, and in all other instances, between 11 pm to 7 am.” •Change has been made (refer to Section 63 of the Sign By-law). •Thanked the City for initiating a review of the Sign By-law and engaging the sign industry in this process. Appreciate the level of transparency through this process and that staff have considered Pattison’s comments. •Would like to recommend that City Council consider expanding the Billboard District further north along Brock Road up to Plummer Street (approx. 120 metres north). This expansion will allow 1 or 2 additional Billboard Signs. The zone for the properties along Brock Road is similar to those properties within the Billboard District, as the uses are generally employment, commercial or light manufacturing, and no public spaces or residential located nearby. The benefits of new billboards include enabling new or existing businesses in Pickering to identify themselves and their services to residents, contains billboards to one area within the City, will allow the opportunity for one or two new billboards, and provides an opportunity to display emergency messages. •Staff considered whether the expansion of the Billboard Sign District was warranted and have concluded that there does not appear to be any compelling reason to expand the existing Billboard Sign District at this time. Staff encourage Billboard signs within the appropriate and existing Billboard district. •What triggered this Sign By-law update? Was it a request of Council?•The Sign By-law review was initiated by City Staff. Staff acknowledged that the existing Sign By-law was approved in 2009, and since then the City has received numerous of variances and amendments to the Sign By-law. Given the number of amendments, and changes to the sign industry, City Staff felt that a review of the Sign By-law was necessary to respond to emerging trends. - 655 - Response to Comments Received on Proposed Sign By-law # Commenter Comment Action Taken 3 Pro-Signs •Can portable signs be provided with a licence of more than 30 days and more than 1 licence per calendar year per business? •The draft By-law identifies that subject to the approval of the City’s Manager, Municipal Law Enforcement, relief from the provision of this By-law for any sign requiring a sign licence may be granted provided such relief is consistent with the objectives of the By-law and the relief is provided for a maximum of 3 months. Further, each business can have a maximum of four portable signs per year (refer to Section 49 of the Sign By-law). 4 Cheap Mobile Signs •Is there any changes to the mobile signs?•Minimal changes were warranted for Portable Signs. The one change proposed is the maximum number of portable signs for all Other Uses (which excludes all residential, special sign districts and open space systems) permitting a maximum of one sign per street frontage, where two street frontages are less than 70 metres (refer to Section 50 of the Sign By-law). •The City also has now included Flag Signs as a new signage type and includes a definition and applicable provisions (refer to Section 52 of the Sign By-law). 5 Royal LePage •The City of Pickering should partner with RECO (Real Estate Council of Ontario) to develop policies regarding the use of signage. •The draft sign by-law was circulated to RECO. RECO has advised that they do not provide comments, but encourage Real Estate Brokers to provide their feedback to the municipality. 6 Durham Region Association of Realtors & Toronto Regional Real Estate Board •Real estate signs continue to be an important marketing tool for our members, clients and your constituents when promoting the sale of their property. Prohibiting real estate signs only on the property being advertised for sale limits strategic marketing opportunities for the property. The current Pickering sign by-law puts your constituents at a competitive disadvantage to home sellers in neighbouring municipalities. •Staff completed a best practice review of sign by-laws within Durham Region and other neighbouring municipalities. To reduce current sign pollution, staff are proposing regulations to limit the number of signs and the duration they can remain up. Real Estate signs are included under Sign Exemptions from Permits and Licences and consist of Real Estate Open House Signs and Real Estate Signs. Real estate signs must be entirely on the property being advertised for sale, while Real Estate Signs are limited to one per property. If a property is larger than 0.5 hectares and fronts onto two streets, two signs may be permitted, one per street frontage. Real Estate Open House Signs are permitted on private property or on a boulevard and must be at least 3.0 metres away from another sign for the same listing. A maximum of 8 Open House Real Estate signs are permittedكin relation to any specific Open House (refer to Part 4 of the Sign By-law). •In this regard, we believe that it is imperative to consider best practices used in other municipalities. Regional roads in Durham Region follow different by- laws regarding real estate signs that can cause confusion. Consistency between municipalities for real estate sign by-laws eliminates the competitive disadvantage of restrictions on signs. •The Region of Durham Sign By-law 76-2017 has been repealed and the Region of Durham delegated enforcement to lower tier municipalities. The City’s Sign By-law now applies to signs on private properties, municipal properties, and regional roads. The provisions related to distances from curbs and the travelled portion of the roadway contained within the draft Sign By-law are consistent with provisions previously contained within By-law 76-2017. - 656 - Response to Comments Received on Proposed Sign By-law # Commenter Comment Action Taken 7 Re/Max Hallmark First Group •Our comments are directed towards the Real Estate signs. We like the maximum sign limits for open houses and support the idea of posting the time and date of the open house on the sign. We do have concerns with the proposed by-law that if an agent is doing an open house on Saturday and Sunday from 2 pm to 4 pm they will be able to put up open house signs on Friday at 2 pm and these signs will be allowed to stay out on the streets until five hours after 4 pm on Sunday. •The draft provisions enable a maximum of eight Real Estate Open House Signs in connection with any Open House, and the provisions allow the Open House Sign to be erected between the hours of 8 am to 8 pm on the day of the Open House as indicated on the Sign. For example, should there be an Open House displayed for Saturday and Sunday from 2 to 4 pm, the Open House Sign would be allowed to be displayed from Saturday at 8 am through to 8 pm, and reinstalled on Sunday from 8 am through to 8 pm (refer to Part 4 of the Sign By-law). •From an enforcement point of view, I think it would be easier to manage if realtors were allowed to put their signs up at 8 am the day of the open house and remove them by 6 pm on the same day as the open house. This would make it a lot easier for officers to identify those individuals who comply and those who are not. •Further, provisions have been included which identify that no Real Estate Open House signs are permitted in any location other than entirely on private property or on a boulevard at least 3.0 metres from another sign for the same listing (refer to Part 4 of the Sign By-law). 8 Mayor and Council •Consider exceptions for Durham Live (large, electronic display signs). Potential to create an entertainment area Schedule. •Through the site plan approval process, exceptions to the sign by-law can be considered and approved without the requirement for a sign variance. Currently, staff are working with Durham Live to consider an electronic display sign along Bayly Street. •Requested that the draft new Sign By-law be circulated to Real Estate Brokers who do business in Pickering. •The draft sign by-law was circulated to all who requested to be notified, which included Real Estate Brokers, the Durham Region Association of Realtors, various Sign Companies, Developers, Architects, Commercial Real Estate Services, Metrolinx, and the Ministry of Transportation. The draft sign by-law was also posted on the City’s social media sites and included in the City’s Economic Development newsletter. •Reduce the size of real estate open house signs. 1 m² is too large.•The size of real estate signs is in keeping with other municipal standards, and in some cases is more restrictive than some. The 1m2 exists within the current sign by-law, which has not resulted in any concerns or issues (refer to Part 4 of the Sign By-law). •Reduce the time the open house sign is erected. Signage should be removed immediately after the Open House. •The existing Sign By-law does not include time restrictions. The draft By-law requires real estate open house signs to be erected between the hours of 8 am and 8 pm on the day of the Open House as indicated on the Real Estate Open House Sign (refer to Part 4 of the Sign By-law). •Clarification whether existing signage that does not conform with the draft new By-law will be recognized. •The proposed Sign By-law identifies that the by-law does not apply to any changes to a sign face if the sign has been previously approved (refer to Section 80كof the Sign By-law). •Include a minimum separation distance for Open House signs on boulevards.•The draft By-law proposes a 3.0 metre separation between signs on a boulevard (refer to Part 4 of the Sign By-law). •Revise menu sign provisions based on comments received from Forward Signs, to permit more than 1 sign if there is a double-lane drive-thruل •The draft By-law proposes one menu board and one pre-menu board per drive through lane (refer to Section 37 of the Sign By-law). - 657 - Response to Comments Received on Proposed Sign By-law # Commenter Comment Action Taken 9 Residents/Public •Is there no setback requirements for ground signs on private property?•The draft sign by-law proposed that ground signs installed on private property must be setback a minimum 3.0 metre setback from all property lines (refer to Section 32 of the Sign By-law). •How are advertising signs mandated which are located on public infrastructure such as traffic signal posts and contribute to sign pollution? •As per the draft Sign By-law, no sign shall be erected or displayed to interfere with any public service or utility. Further, locational criteria and minimum distances are included from traffic signals and posts. •I didn't read in this document anything about notices (ads) that are on poles, light standards, etc. Often these notices stay on for quite a long time. They end up getting faded, ripped, or don't stay on completely. It can be a real eye sore. Is there any provision for people that post things on structures such as these, that they must be removed within a certain time frame? •Under Part 5 – General Restrictions, there are applicable policies which have been included that would prohibit this type of signage: •Signage is not permitted on public property or any part of a street without the City’s approval unless the sign is expressly permitted by this by-law to be erected on a sidewalk or a boulevard. This includes any sign advertising a business, service, sale or event; •Signage is not permitted within 15 metres of a traffic light; •Signage is not permitted in a location that obstructs the view of any pedestrian or motorist so as to cause an unsafe condition; •Signage that interferes with, or obstructs the view of, an authorized traffic sign, traffic signal or official sign is not permitted; •Signage that advertises a business, service, or product that is not located on the property where the sign is erected is not permitted, unless expressly permitted by this by-law; •Signage is not permitted on a utility pole, tree, stone or other natural object, or a fence; and •These included provisions will enable the City to enforce the removal and appropriate locational placement of signs. •In my hometown, they had a public works pickup truck patrolling the neighbourhood removing illegal and unauthorized signs. We should have the same. •By-law Services enforce the City's Sign By-law. Due to capacity constraints, By-law Services works mainly on a complaint basis. However, if a patrolling By-law enforcement officer comes across a contravention of the Sign By-law, they will enforce it. •I would like to propose some wording that reflects that the small plastic advertising signs that seem to pop up in neighbourhoods on City lands should not be allowed as they create environmental garbage issues. Signs that are on homeowners’ property having or have had work done by advertising companies are okay as these will be removed by the property owner at some point in time. •The proposed draft Sign By-law includes wording that states no person shall erect a sign on or over, or partly on or over, public property or any part of a street without the City’s approval unless the sign is expressly permitted by this By-law to be erected on a sidewalk or boulevard. This includes any sign advertising a business, service, sale or event unless expressly listed as a permitted sign in this by-law (refer to Part 5 of the Sign By-law). •I generally have no opinion on signs with one exception and that is when multiple developers line up their real estate signs on one corner blocking driver sight lines. This happens a lot at Whites Road and Finch typically on weekends. •Sidewalk signs are proposed to be permitted but only by way of getting a sign licence first to permit the sidewalk sign, and there are specific provisions related to them such as size, and location, and are only permitted to be installed in front of the business to which it pertains and during the erected hours of operation of the business. - 658 - Response to Comments Received on Proposed Sign By-law # Commenter Comment Action Taken •When you are sitting at a red light waiting to turn right at Whites and Finch, trying to look west to see if cars are coming, you have to move so far forward to look around the signs. I kept saying to myself how can that be legal? I think from reading the summary this in fact would be a violation. Not sure how you get action to deal with it on weekends but I think I’m interpreting the rules correctly. If not, I think it should be addressed. •Currently the Sign By-law allows for one real estate sign to be erected entirely on a private property and no more than one real estate sign shall be on any single property, although two real estate signs may be erected on a separate street frontage if the property is at least 0.5 ha in size (refer to Part 4 of the Sign By-law). The proposed Sign By-law has similar provisions for Real Estate Open House Signs, no person shall erect a sign except between the hours of 8 am and 8 pm on the day of the Open House as indicated on the sign and also states that the sign has to be entirely on private property or on a boulevard at least 3.0 metres from another sign. Both Real Estate and Real Estate Open House Signs are exempt from Sign Permits and Sign Licences should they meet the provisions as outlined in the By-law (refer to Part 4 of the Sign By-law). The proposed Sign By-law also includes provisions relating to Development Signs. Development Signs are temporary in nature and advertise a proposed development to be constructed. These signs require a sign permit and are required to be setback a minimum distance of at least 3.0 metres from property limits (refer to Section 34 of the Sign By-law). •Residential street signs are often not easy to locate because they are too close to an intersection or hidden by foliage, and the print is difficult to read when driving past at normal speeds - larger signs and larger print would be helpful. •Residential street signs are administered by Operations Staff. Residential Signs do not fall under the Sign By-law. •Internally illuminated signs, such as the railroad overpass across Kingston, can be so bright at night as to interfere with seeing the road, and pedestrians and bikes along the road. Perhaps not so bright? •The proposed Sign By-law has provisions for Electronic Message Display requiring a maximum nighttime luminance of 300 nits and states hours of dimming turning/off and that the signage must operate within maximum nighttime luminance between 9 pm to 8 am for signs located within 200 metres of a low- density residential dwelling, and in all other instances, between 11 pm to 7 am (refer to Section 63 of the Sign By-law). City staff has confirmed that the existing signage on the railroad overpass across Kingston complies with the draft provisions. Further, the signage on the overpass is considered as an Official Sign under the By-law, and Official Signs are exempt from the provisions of the By-law (refer to Part 7 of the Sign By-law). •Low Density Residential - there are certain circumstances where directional signage is appropriate for Residential areas, this being entrances to gated communities, mobile home parks etc. something to consider. •Directional Signs are exempt from receiving a permit or licence if they comply with the stated provisions. They are not prohibited in residential zones. The proposed By-law has added additional clarity to provide greater flexibility for directional signs in residential areas (refer to Part 4 of the Sign By-law). •Wall Signs-32(1) the maximum sign area and the maximum number contradict each other. The easiest for everyone is to keep it to the percentage of the wall area. •For Commercial, Industrial and Mixed-Use Buildings, the maximum sign area is as a percentage of the wall area. In the case of multi-unit or multi-tenant buildings, the percentage is calculated based on the wall area of each individual unit, rather than the entire building, and only one sign is permitted per frontage of each unit’s wall. If the building is a single unit, the percentage would be based on the total wall area (refer to Section 33 of the Sign By-law). - 659 - Executive Committee Meeting Minutes October 7, 2024 Hybrid Electronic Meeting – 2:00 pm Chair: Councillor Cook 7 Attachment 2 to Report PLN 01-25 4.8 Director, City Development & CBO, Report PLN 25-24 Sign By-law Review Recommendation: Moved by Councillor Brenner Seconded by Councillor Butt 1.That Report PLN 25-24 be referred back to staff to undertake engagementwith industry stakeholders; and, 2. That staff be directed to report back to the December 2, 2024, ExecutiveCommittee Meeting. Carried - 660 - Response to Comments Received on Proposed Sign By-law Attachment 3 to Report PLN 01-25 # Commenter Comment Action Taken 1 Sussex Pdg •Objectives: The described objectives do not make any referral/mention to advertising billboards. This, unto itself, creates a tone of prohibition. An additional objective should be added to “regulate and control advertisingbillboards”. The Courts have adequately ruled that a municipality mayregulate but not prohibit advertising billboards. •The objectives section of the Sign By-law is intended to apply broadly to all signs covered by the Sign By-law. An additional objective has been added, which states “to regulate signs placed on lands, buildings, and other structures withinthe corporate limits of the Municipality of Pickering”. •Special Sign Districts: Specifically, the City has allocated an area on Bayly Road specific to advertising billboards. This, unto itself, becomes a prohibitionas once Bayly has established advertising Billboards, including minimumsetback, there could be no further opportunities. In practice, only those fewcurrent vendors with existing billboards would be allowed permits. The Cityshould seek to expand the lawfulness of advertising billboards to those areas that are commercial, and retail, and do not negatively impact residentialcommunities. This will not create a ‘surge’ in billboards in Pickering as themarket would not warrant extensive expansion nor would most commercialroadways provide enough vehicular traffic, as required by the advertising billboard industry, to warrant capital expenditure. There would be several areas worth consideration. •Staff reviewed locations for additional billboard signs and identified an opportunity within the Seaton Innovation Corridor. Specifically, billboard signscould be permitted on the south side of Highway 7, between North Road to thewest and Sideline 22 to the East. The additional Billboard Sign District isincluded in Attachment B2 of the draft Sign By-law. Staff also included anexpansion to the existing Billboard Sign District along Bayly Street. A)Pickering is currently hosting several digital billboards on provincial or raillands so, in practice, the City is limiting its abilities whilst other legislativeauthorities place billboards. •In 2018, Council approved a Digital Sign Program for the City of Pickering inpartnership with the Canadian National Railway (CN) and RCC Media Inc. The program includes one digital screen on the CN overpass and four monumental- style signs with digital display, strategically located around the City. The fourmonumental style signs are owned by the City and maintained by RCC Media.The signs enable the City to provide timely and accurate information on Citynews, events, programs and services to residents, businesses, visitors and other stakeholders. B)Many municipalities in Canada are hosting RFPs for advertising (digital)billboards on City properties to generate worthwhile revenue for municipalfunding. Allowing advertising billboards on commercial/retail lands would,in advance, allow Pickering to host such an RFP. Municipalities that have or are considering RFPs are: a. Vaughanb.Hamiltonc.Bramptond.Niagara Falls •Should the City wish to pursue an RFP in the future for advertising billboards asa revenue-generating initiative, this would be handled separately from the SignBy-law. The City’s existing agreement with RCC Media Inc would remain in effect. - 661 - Response to Comments Received on Proposed Sign By-law # Commenter Comment Action Taken C)Non-considered Applications/Emerging TrendsThe popularity of large, “big box” retail locations has created a need within the signage industry. Specifically, the City should the allowance of limited digital marquis/billboards at those properties qualifying as “big box”. Thesewould typically be those operated by SmartCentres, RioCan, and FirstCapital and feature a) a larger anchor retailer, c) expansive parking lots,and d) significant land usage. It would not apply to roadside plazas that do not contain anchor retailers and typically have limited allocation of parking for select retailers. The purpose of this would be to allow Digital StaticMarquis-style signs/billboards that would allow the property to promote a)businesses, b) products and services c) general advertising for non-related businesses, d) community information, and e) amber alerts. These could not be erected without a permit and agreement by the property owner, in consideration for the on-site tenants. For example, a typicaldisplay of this nature might feature a loop (based upon the City’s 6-secondrequirement of: 1)Anchor tenant 2)Retail tenant 3)Property Information4)Non-related advertising (for example, an auto ad or airline)5)Non-related advertising (same as above)6)Tenant related product 7)Community Information •The economic benefit to these important developers is important. The abilityto capitalize on this form of display (typically costing $250,000 on average),plus the need to promote tenants, anchors, and its role in the community is imperative. The addition of this technology also reduces clutter on existing multi-signed structures. •As a result of policies contained within the Provincial Planning Statement (2024) and well as City policy direction through Official Plan Amendment 38, staff are receiving development proposals to convert traditional “big box” properties intomixed-use developments. These typically include commercial or retail spaceson the ground floor and residential uses above. In these cases, billboard signlocations may not be appropriate near mixed-use residential areas. •If a digital billboard sign is allowed (which I contend should be on commerciallands), what is featured on the billboard sign should be of no concern to the municipality as it becomes a matter of freedom of expression, as contained within the Canadian Charter of Rights. The concern of the municipality shouldbe limited to placement, safety, and regulation and not the prohibition ofcontent or ideas. •The draft Sign By-law includes detailed regulations for billboards and electronicdisplay boards covering maximum sign area, maximum sign height as well as location and setbacks from other billboard signs, setbacks from property lines and residential land uses. The regulations for Electronic Message Displays,include minimum distance from another electronic message display, maximumdwell time, and maximum day/night time luminance as well as hours ofdimming/turning off. The draft Sign By-law does not regulate content. However, Part 5 – General Restrictions, in the draft Sign By-law, prohibits signs that are obscene or in bad taste. These provisions allow By-law enforcement to exercisediscretion when addressing such cases. 2 Pattison Signs •Billboard Map – please provide a copy of Schedule B Map for review.•Provided. •Vacant Properties – if we wanted to seek approval for a billboard sign onvacant property, could we make a sign variance application.•Section 65 of the draft By-law states that no person shall erect any sign onvacant property, except for specific types of signs such as development signs, community event signs, filming location signs, real estate signs, farm signs or no trespassing signs. - 662 - Response to Comments Received on Proposed Sign By-law # Commenter Comment Action Taken •Signs Outside Billboard Map – If we wanted to propose a sign located outside the Billboard Map, can you advise on what process we would undertake? •Under Part 6 – Sign Permit Variances, individuals may apply for a sign variance. Staff would then evaluate the appropriateness of locating a billboard on a vacant property. 3 Vendo Media •There are no changes to the billboard regulations (other than lowering the height) from the previous Sign By-law 6999/09. •Specifically, there is no change to the Billboard Sign District, a stretch of2kms along Bayly Street, that has not been open to additional billboard sites for several years due to the dominance of Pattison Outdoor and Bell Media [c/o Astral Media]: Pattison has three [3] billboard locations and Astral hasfour [4] billboard locations. •Based on feedback from key stakeholders, staff have identified an expansion to the existing Billboard District along Bayly Street, and an additional location forbillboards within the Seaton Innovation Corridor. Along with this location, thefollowing provisions have been added: •Permitted only on lands zoned Employment and/or Major TouristDestination •Setback from a Highway 400 series – 400 metres (unless permitted by theMinistry of Transportation) •Setback from an intersection – 30 metres •Setback from another sign type – 30 metres •Setback from a residential zone/use – 100 metres •Setback from road, street or railway that intersects a highway at grade –45 metres •As a result of the above, the City is not meeting its stated objective “to update and modernize the City’s existing Sign By-law 6999/09 to align with currentsign trends and development practices.” What this entails is a prohibition ofnew billboard locations in the City of Pickering which has negative benefits tothe local economy. This will lead media operators to submit variance applications to try and secure a new billboard location to best serve local business interests. This practice goes against the City’s intent “to reduce thenumber of sign variances requested by applicants”. •Based on the above-stated comments, we are requesting the City to reconsider their position and to follow the best practices that are in place with other municipalities. Those practices typically have the following billboardregulations in place: •Billboards are appropriate within commercial, retail and industrial lands •The City has evaluated the potential for additional billboard locations, including the Innovation Corridor, north of Highway 407, and vacant employment/industriallands. The analysis concluded that establishing an additional Billboard SignDistrict within the Innovation Corridor is warranted •In Line with Part 6 – Sign Permit Variances, applicants can submit a signvariance application and staff will evaluate the appropriateness of the Billboardlocations on a site-specific basis, beyond the permissions of the Sign By-law. •Staff explored additional locations to determine the feasibility of allowing billboard signs. It was determined that Employment/Industrial Areas are the most suitable for billboard signs. The existing Billboard location along Bayly Street willremain, and an additional billboard location along Highway 7 within theInnovation Corridor has been included, as shown in Schedule B1 and B2 of thedraft Sign By-law. •For electronic billboards no video, motion with static images displayed for aminimum of 6 seconds •The draft Sign By-law proposes a maximum dwell time of 6 seconds forelectronic boards. •Separation distance from other billboards (100 metres)•Staff conducted a best practices review of several municipalities, including Oshawa, Markham, Vaughan, Oakville, Burlington, Waterloo, Mississauga and Kingston. Based on this review, the draft Sign By-law is proposing a minimumseparation distance of 250 between billboards. This aligns with best practices,which range from 200 metres to 600 metres, except in Kington, where theseparation distance is only 100 metres. •Separation distance from ID Pylon Signs (25 metres)•Staff have included a “separation distance of 30 metres from another sign onsame the property” •Separation distance from property line (3 metres) to prioritize ID pylon signs abutting Property lines •The draft sign by-law identifies a minimum separation of 3 metres from a property line - 663 - Response to Comments Received on Proposed Sign By-law # Commenter Comment Action Taken •Separation distance from intersections (30 metres)•Staff have included a minimum separation distance of 30 metres from an intersection •Separation distance from residential zones (100 metres, unless not facing ornot visible due to obstructions, technology enhancements, etc.)•For both Electronic Message displays and Billboard Signs, the draft Sign By-lawincludes a minimum setback of 100 metres from residential zone/use •Billboard sign area and height (20 square metres to 65 square metres and 7.5 metres in height) with the ability to increase for specific sign district areasor unique destination locations (i.e. sporting arenas/stadiums, touristdestinations, casinos, entertainment complexes, etc.) where both the City andproperty owner gains benefits. •The draft Sign By-law proposes a maximum sign area of 20 square metres and a maximum height of 7.5 metres. Should there be a circumstance where theproposed use justifies a larger maximum sign area, staff will assess theappropriateness through a Sign Variance application and/or through the SitePlan Approval process. 4 Great Canadian Entertainment •Great Canadian Entertainment operates Pickering Casino Resort located at888 Durham Live Avenue. We are interested in working with an out-of-home media company to install new digital billboards on the property, but currently,the City’s Sign By-law restricts this. •We are requesting that the City reconsider the by-law and designate theproperty where we operate Pickering Casino Resort as a new sign district where we can mutually generate value by installing new digital billboards and supporting the continued growth of the business. Given the unique nature ofthe location and the business, we also request that no sign area or heightrestrictions be placed on future digital billboards should the City designate ourarea as an approved sign district. •As a follow-up, we have included some relevant examples of other Canadianmunicipalities creating sign districts for unique venues and locations. Manymore international examples exist but for our purposes, we have kept thisresponse focused on municipalities in Canada. Below are four examples in Toronto and Edmonton where the City wentthrough the process of creating special sign districts for unique venues andlocations. Attached you will also find an excerpt from Toronto’s sign by-law forToronto’s Yonge Street and Dundas Square sign district.Toronto and Edmonton Sign Districts: •Edmonton’s Arena and Entertainment District Zone (below is an excerptfrom the sign by-law about the Arena and Entertainment District) “Signs are intended to consist of an array of high-quality, expressive signage that serves a primary role in establishing the character of the Arena and Entertainment District as a unique place in the city, promotes and supports activities fostering a sense of arrival and excitement, and serving a wayfinding function. Large-format Signs are imagined as an integral component of the Arena and Entertainment District’s design and character” •Toronto’s Yonge Street & Dundas Square •Toronto’s Gardiner’s Gateway •Toronto’s Chinatown •Staff reviewed the Sign By-laws from other Greater Toronto Area municipalitieswith gaming and casino locations to determine whether any sign exemptions were provided for these types of uses. The Sign By-law’s examined include: •Clarington •Milton •Scugog •Toronto Following this review, the City is not in a position to exempt the Casino Lands from the sign area and height restrictions for billboard signs in the draft Sign By-law. However, staff acknowledge that the Durham Live lands, including the Casino and Hotel site, serve as a major tourist destination, and billboard signage promoting local tourist-related activities and attractions could be beneficial. As a result, staff have determined that it would be appropriate to expand the existing Billboard location along Bayly Street to include the Durham Live lands, specifically for properties zoned as Employment and Major Tourist Destinations. Even with this potential expansion, the current Billboard Sign provisions contained in the draft Sign By-law would be in effect. Similar to the approach taken in Toronto at the Woodbine Racetrack, should Great Canadian Entertainment wish to vary the Billboard Sign Provisions, they can apply through the Sign Variance Process or the Site Plan Approval process. Staff would then assess the proposal on a case-by-case basis. - 664 - Response to Comments Received on Proposed Sign By-law # Commenter Comment Action Taken •Another relevant example is at Woodbine Racetrack, where we operate one of our properties, Great Casino Resort Toronto, located at 1133 Queen’s Plate Drive in Etobicoke. Although the City did not create a special signdistrict, there were multiple digital billboard permit approvals to enhance thecharacter and experience of the venue. Given the nature of the venue andthe location, we would request that no sign area or height restrictions be placed on future digital billboards should the City designate our area as an approved sign district. 5 The Region of Durham •The sign by-law has revised provisions for Electronic Message Boards. I know a couple of years ago, electronic sign boards started to come in and beinstalled along Highway 2 in Pickering. At the time, the Region had passedtheir Vision Zero initiative for safer Regional Roads. I recall the Region’sgeneral concerns about electronic sign boards coming in and how it was not compatible with Vision Zero. Pickering has included provisions and restrictions so that the signs operate safely such as no animation, differentillumination levels for day and night and setbacks from the road. I believethese restrictions would be compatible with Vision Zero. •City Staff consulted staff at the Traffic Engineering and Operations Division at the Region of Durham, who provided the following comments on the draft Sign By-law were provided: •The restrictions concerning full motion video, animation, movement, dwell time and luminance in Section 63 of the proposed Sign By-law appear to be consistent with industry best practices in terms of minimizing driverdistraction •With the restrictions that have been put in place by the draft Sign By-law, along with an overall effort to control the number, location, size and operationof these signs, along with an ability to address particularly signs thatpotentially become problematic from a collision frequency perspective, it isfair to say the proposed Sign By-law takes the appropriate steps to minimizeany potential safety impacts of these types of signs to road users. •The main reason that the Region rescinded our sign bylaw was to permit thelocal municipalities to enforce their sign bylaws on Regional Roads wasmotivated by the different treatment that the local municipalities were giving totemporary election signs during election periods. It appears as part of this new bylaw, the definition of Election signs simply refers back to their original Election sign by-law which is Election Sign By-law 7591/17. Thereforemaintaining the status quo on enforcement of election sign bylaws. We arefine with this. •This is correct, the draft new Sign By-law is separate from the Election SignBy law 7591/17. •I did not see anything in the sign bylaw about any prohibitions aboutdisplaying signs with offensive or obscene content. But I think this is implicitlycovered under the sign approval provisions under Clause 27 which is theapproval provision for obtaining a Sign Permit and also under Clause 55which speaks to a Sign License Issuance where the approval of the City must be obtained for either one and the City can approve either with the impositionof conditions. Pickering’s new sign bylaw did not address content, but Ibelieve the issue would be covered under the approvals of Clauses 27 and55. •The draft new Sign By-law, in Part 5 – General Restrictions, Section 62 (x),states that no person shall erect any sign, that is obscene or in bad taste. The City of Pickering acknowledges the importance of freedom of speech andexpression and will enforce the by-law accordingly. - 665 - Response to Comments Received on Proposed Sign By-law # Commenter Comment Action Taken •One item that I did not see covered is if Durham Region Transit (DRT) was consulted on their bus stops and shelters. DRT has had the traditional problem of flyer signs and advertising being posted on our bus shelters.Traditionally the local municipalities have been shy about enforcement ofsuch issues at DRT bus stops and they view them as infrastructure owned bythe Region of Durham and DRT would go out and do the enforcement and clean-up of signs that cause litter. As the Pickering sign bylaw was revised and updated, I am not sure if Pickering staff availed themselves of theopportunity to consult with DRT on our bus stops and shelters. I do see theterm “bus transit shelter” incorporated in the definition of Fixture. But doesthis mean that Pickering will enforce sign postings and advertising that is not compatible with the provisions of the revised sign-law on transit shelters? It appears to be the case where on page 25 of the bylaw under the Postercategory it states that “No person shall erect a poster on a fixture”. Clause 69incorporates transit shelters in the definition as well under the Postercategory. This is good and for the other local municipalities, the Region’s view is that they incorporate these provisions as well if they have not to maintain consistency on this issue. •The Region of Durham was provided with a copy of the draft Sign By-law for review and did not provide any further comments regarding bus stops and shelters. The draft sign by-law does reference fixtures, and if enforcement is required, theCity will take action, including laying charges if appropriate. However, the City ofPickering will not remove illegally posted signs or stickers from Durham RegionTransit Shelters. This responsibility lies with the Region or Durham or its contractor. 6 Transport Canada •Highway 7 is a provincial road, as such, has the City engaged MTO in this regard? •The City engaged both the Ministry of Transportation and the Region of Durham as part of the Sign By-law Review. •Has the City accounted for a hang gliding operator (High Perspective Inc.)being on the north side of Highway 7, west of sideline 22? Transport Canada has a lease with High Perspective Inc. for that parcel of land •The maximum height for billboard signs is 7.5 metres, it is also noted that theBillboard location is located south of Highway 7 for approximately 100 metres, in addition to a 14 metres setback from Highway 7. The proposed height complies with the City’s Zoning By-law. Staff have included within the Sign By-law thatpermission may be required from Transport Canada for this Billboard District. •What is the messaging that would be on a billboard(s), would the City be just renting the billboard space to third-party interests – are there guidelines as towhat can be posted on the billboard(s)? •The proposed Sign By-law outlines provisions for the location and placement of the signage. The definition for billboard signs is “means a sign that is fastened,posted, painted or projected in such a manner as to permit its periodicreplacement and that advertises goods, products or services that are notavailable at the location of the sign or that directs a person to a location differentfrom where the sign is located. A billboard sign displays third-party advertising with images that may change mechanically and/or displays information orimages on a digital or electronic screen”. The proposed billboards are not to beowned by the City and rented out. •The draft provisions require a minimum setback from intersections of 30 metres to maintain clear lines of sight and align with the Region of Durham’s Vision Zero initiative for safer Regional Roads •Has the City taken into consideration that the billboard(s) not pose a traffic hazard/distraction and should not be in the line of sight (when turning left and right)? •The Sign By-law has been modified to include provisions thatconsultation/permissions from Transport Canada may be required. - 666 -