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HomeMy WebLinkAboutFIR 01-25Report 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 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, 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: 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 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 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 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. 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 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............................................ 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...................................................................................................... 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 ........................................................................................................ 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) 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. 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. 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. 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 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. 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 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. 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. 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) 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 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. 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 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. 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. 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 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 ----------------------- 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. 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. 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 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. 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 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 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 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 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 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 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 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 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 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 ----------------------- 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 ----------------------- • • • • • 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 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 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 ----------------------- 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. 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. 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 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 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. 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. 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 ----------------------- 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 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 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. 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. 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. 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 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 ----------------------- 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 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. 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. 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. 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 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+ 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 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. 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 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. 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 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. 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. 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. 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. 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 ------------------------ 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 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. 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. 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 ----------------------- 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 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. 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. 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. 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 • 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 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. 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. 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. 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. 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. 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. 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. City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 74 Map 5: Top Employers 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 ----------------------- 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 $10,454,165 in property loss per year. Table 39 compares the number of structure fires and the associated total property loss within the city between 2018 and 2022, to the number of structure fires and total property loss that occurred across Ontario during this time frame. The city experienced an average of 43 structure fires per year over the five-year period representing an average of 53.35% of all fires. During this time, the province experienced an average of 7,026 structure fires per year representing an average of 64.29% of all fires that occurred in the province. This structure fire analysis indicates that the average number of structure fires compared to all other fires in the city is lower than the province, by approximately 10%. The reported percentage of loss was very similar. City of Pickering Community Risk Assessment Final Report - November 6, 2024 Page 77 Table 38: Total Fire Loss – City of Pickering Year Structure Fires Loss ($)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. 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. 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. 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. 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 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 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 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. 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. 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. 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. 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 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 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. 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 ----------------------- 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 ~ '--...-/ 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 ----------------------- 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 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 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 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 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 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 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 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 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 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 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. 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. 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 ---------------------- 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) 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 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 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 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 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 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 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 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 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 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 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 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........................................................................................................ 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 ---------------------- 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 ............................................................................................................ 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.............................................................................................. 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 ----------------------- 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 City of Pickering FIRE MASTER PLAN Final Report November 15, 2024 Attachment 2 to Report FIR 01-25 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. 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 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 City of Pickering Fire Master Plan 2.9 Ontario Building Code Occupancy Classifications 22 ............................................. ................................................................................ ........................................ ....................... ............................................................... .................................................................................. ....................................... ......................................................... ................................................................... ................................................. ......................................................... ......................................................................................... .......................................................................... ....................................................................................... 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.......................................................................... ............................................................. ............................................................. ................................................................... ............................................................. .................................................................. ....................................................................................... ............................................................................... .......................................................................................... 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 City of Pickering Fire Master Plan 3.11.3 Motor Vehicle Collisions, Vehicle Extrication 69 ............................................. .................................... ........................................................................ ........................................................................... ............................................................. ............................................................................... ......................................................... ............................................................................................................ ...................................................................................... ..................................................... ................. .................................................................................................. 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........................... ............ ........................................................... .................................................................................. .................................................................................... ........................................................ ................................................... ....................................................................................... ....................................................................................... ........................................................................ 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 ............................................................................... .......................................................................... ................................................................................ ...................................................................................... .................................... ..................................................................................... ............................................................................. ........................................... ..................................................................................... ........................................................................................................ 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 City of Pickering Fire Master Plan This page has been left blank intentionally. Final Report TOC November 15, 2024 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 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 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 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 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 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 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 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 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. 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 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 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 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 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 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 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 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 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 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. 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 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 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 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 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 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 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 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 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 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 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 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 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 City of Pickering Fire Master Plan Map 1: Pickering Fire Services Overview Map Final Report Page 9 November 15, 2024 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 City of Pickering Fire Master Plan Station 1 -Headquarters Final Report Page 89 November 15, 2024 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 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 City of Pickering Fire Master Plan Station 2 Final Report Page 92 November 15, 2024 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 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 City of Pickering Fire Master Plan Station 4 Final Report Page 95 November 15, 2024 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 --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 --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 --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 --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 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 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 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 -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 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 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 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 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 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 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 --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 --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 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 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 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 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 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 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 --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 --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 --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 --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 --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 --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 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 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 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 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 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 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 --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 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 --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 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 --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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 ----- 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% Efficiency 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 Population 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 of 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 -------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 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