the corporation of the town of ajax general …

The Corporation of the Town of Ajax

GGEENNEERRAALL GGOOVVEERRNNMMEENNTT CCOOMMMMIITTTTEEEE Thursday May 24, 2012 In-Camera at 1:30 p.m. Open Meeting at 2:00 p.m. River Plate Room, Town Hall 65 Harwood Avenue South Confirmed by: ________

AAGGEENNDDAA

P. Brown, Chair J. Dies, Vice Chair

Online Agenda: Anything in blue denotes an attachment/link. By clicking the links on the agenda

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Open Meeting

1. Call To Order 2. Disclosure of Pecuniary Interest

3. Adoption of In-Camera Minutes – May 10, 2012 (circulated separately) Any discussion will be held in the In-Camera Session

In-Camera

4. Authority to Hold a Closed Meeting and Related In-Camera Session A proposed or pending acquisition or disposition of land by the Municipality or local Board. [Sec.

239 (2)(c), Municipal Act, 2001, as amended]

4.1 Confidential Property Matter

5. Consent Agenda – Considered to be routine, these items may be approved by one motion. Items may be separated and referred to the Discussion Agenda

5.1 Contract Award - Mills Road Storm Sewer Reconstruction, P. Allore, Director of

Planning & Development Services / C. Coleman, Manager of Engineering, Capital Projects ... 3 5.2 Contract Award – Greenwood Road Reconstruction – Design, P. Allore, Director of

Planning & Development Services / H. Doucette, Capital Projects Technologist ...................... 9 5.3 Contract Award – Sundial Downtown Park, Phase 1, Construction, P. Allore, Director of

Planning & Development Services / A. Jackson, Landscape Architect .................................... 14

5.4 Contract Award - Audley Road Reconstruction – Rossland Road to Highway 2, P.

Allore, Director of Planning & Development Services / R. Fernando, Capital Projects Coordinator .............................................................................................................................. 19

5.5 Contract Award – Playground Replacement – Devonside Park, D. Meredith, Director of

Operations & Environmental Services / T. Murphy, Project Supervisor ................................... 27 5.6 Contract Award- Shoreline Improvements 2012, D. Meredith, Director of Operations &

Environmental Services / J. Stewart, Manger of Environmental Services ................................ 33 5.7 Emerald Ash Borer Treatment, D. Meredith, Director of Operations & Environmental

Services / T. Field, Supervisor, Environmental Services / J. Stewart, Manager, Environmental Services ........................................................................................................... 41

5.8 Agreement - J. Clarke Richardson Collegiate and Notre Dame Catholic High School

Collaborative Youth Centre, H. Dayton, Director of Recreation & Culture / R. Prochilo Youth Program & Development Coordinator ............................................................................ 44

6. Presentations / Discussion 6.1 Master Fire Plan, M. Diotte, Fire Chief ................................................................................... 58 ATT-2: Master Fire Plan - Implementation Status ...................................... circulated separately

- Steve Thurlow and Suzanne Carbonneau, Dillon Consulting 6.2 Agreement with the Region of Durham under the Regional Revitalization Plan and Pat

Bayly Square Plan Endorsement, P. Allore, Director of Planning & Development Services / G. Muller, Manager of Planning ............................................................................................... 74

6.3 Community Safety Strategy – Year Three Status Report, B. Skinner, CAO / M. Murray,

Manager of Strategy, Communications & Policy ...................................................................... 90 6.4 Mayor’s Office/CAO Event Sponsorship Criteria, B. Skinner, Chief Administrative Officer

/ L. Barrington, Government Relations Advisor ...................................................................... 102

7. Adjournment

TOWN OF AJAX REPORT REPORT TO: General Government Committee SUBMITTED BY: Paul Allore, MCIP, RPP Director of Planning and Development Services PREPARED BY: Carol Coleman, P.Eng. Manager of Engineering, Capital Projects SUBJECT: Contract Award - Mills Road Storm Sewer Reconstruction WARD: 3 DATE OF MEETING: May 24, 2012 REFERENCES: Tender T12026 - Mills Road Storm Sewer Reconstruction Capital Account Number 926111- Mills Road Storm Sewer

Replacement

RECOMMENDATIONS:

1) That Council award the contract for the reconstruction of the Mills Road storm sewer, to Wyndale Paving Co. Ltd., in the amount of $162,970.86 (inclusive of all taxes).

2) That Council award the contract for material testing and geotechnical services for

Mills Road storm sewer, to Patriot Engineering Ltd., in the amount of $12,921.55 (inclusive of all taxes).

3) That Council approve the temporary closure of Mills Road between Station Street and Hunt Street for the storm sewer reconstruction for a maximum of eight weeks between June and September 2012; arranged through the Road Occupancy/Road Closure By-Law # 134-2009.

BACKGROUND: The work will include installation of a new storm sewer beneath Mills Road from Hunt Street to approximately 145 m north of Hunt Street and abandonment of the existing storm sewer, in place. The Mills Road storm sewer is partially blocked in three locations. Due to the type of blockage and the age of the sewer it has been determined that approximately 145 metres of the storm sewer needs to be replaced. The assessment was established through a site plan application from the Index Energy Stream Plant. As part of the Site Plan Agreement, Index Energy has provided a $75,000 contribution to the Town towards the storm sewer replacement in the form of a developer deposit.

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Subject: Contract Award – Mills Road Storm Sewer Reconstruction P a g e | 2

DISCUSSION: 1. Contract award to Wyndale Paving Co. Ltd.

Request for Tender (RFT) documents were issued to 12 prospective bidders with bids being received back from 11 of these, prior to the closing on May 1, 2012. Upon review of the 11 bids received, a number of arithmetical errors were discovered resulting in a Corrected Total Tender Amount. Listed below is a summary of the acceptable bids received:

NAME OF BIDDER TOTAL TENDER AMOUNT

CORRECTED TOTAL

TENDER AMOUNT

Wyndale Paving Co. Ltd. $162,970.86 $162,970.86

Calder Hill Contracting Ltd. $170,937.42 $170,937.64 Hard-Co Construction Ltd. $203,600.01 $203,600.01 Bry Ron Contracting Ltd. $209,825.46 $209,825.46 Coco Paving Inc. $232,816.16 $232,816.16 Alcam Excavating Ltd. $263,516.00 $263,516.00 Bar-Quip Construction Ltd $265,052.80 $265,052.80 Sam Rabido Construction Ltd. $265,879.68 $265,879.68 Lombardi Construction $294,535.40 $274,451.35 Elirpa Construction & Materials Ltd. $305,421.90 $305,421.90 Gio Crete Construction Ltd. $347,481.21 $347,481.21

2. Contract award to Patriot Engineering Ltd.

In accordance with Blanket Purchase order No. F1710073 and Tender No. T10029, Multiple Year Award for Material Testing, Geotechnical & Environmental Investigation Services, it is recommended that the material testing and geotechnical investigation services be awarded to Patriot Engineering Ltd. at the approved unit rates. 3. Temporary Road Closure

The reconstruction of the storm sewer will require the closure of Mills Road from Station Street to Hunt Street for a maximum of eight weeks between June and September 2012, to ensure that the work can be completed in a timely and cost efficient manner. Access will be maintained for local residences, businesses and emergency vehicles only. All road closure signage will be posted a minimum of 10 days in advance of the closure and be arranged through the Town’s Road Occupancy/ Road Closure By-Law #134-2009. The Capital Expenditure Control Policy provides for a contingency in excess of 10% when recommended by the Department Head and approved by the Chief Administrative Officer. As specified in the Financial Implications section of this report, staff are recommending that Council approve a contingency amount of 15%. This report and the contingency percentage have been reviewed and approved by the Chief

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Administrative Officer. FINANCIAL IMPLICATIONS: Capital Account Number 926111- Mills Road Storm Sewer Replacement Approved Capital Budget $185,000.00

Index Energy Developer Deposit $75,000

Total Available Budget $260,000.00

Previous Awards/ Expeditures: DFP Surveyors $6,400.70 Sabourin Kimble Associates Ltd. $16,790.40 $23,191.10

Available Budget $236,808.90

Current Awards: Wyndale Paving Co. Ltd. (net of GST rebate) $146,760.30 Contingency (approximately 15%) $22,000.00 Patriot Engineering Ltd. $11,636.26 Contingency (approximately 15 %) $1,750.00 $182,146.56

Available Budget $54,662.34

A 15% contingency has been identified to ensure sufficient funding is available to address site specific issues that can be encountered during construction. Risk factors for this project include: site conditions different than those anticipated, unknown utility conflicts, contamination of soil, and poor weather conditions. These risks can cause delays, necessitating additional material and labour associated with construction. The Capital Detail Sheet is attached for information. COMMUNICATION ISSUES: The Town’s Senior Business Development & Marketing Co-ordinator will contact the affected businesses along Mill Street to advise them of the road closure. Access for business purposes will be maintained. Signs regarding the road closures will be placed 10 days prior to the closures as per the Town of Ajax Road Occupancy/ Road Closure By-Law #134-2009. Additionally, the Town will advertise the closure on the Town’s website, notify affected Town and Regional departments, Emergency Services and advertise in the local newspaper.

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CONCLUSION: It is the recommendation of staff that:

Wyndale Paving Co. Ltd. be awarded the contract for Mills Road storm sewer reconstruction, being the lowest bidder meeting minimum specifications;

Patriot Engineering Ltd. be awarded the contract for materials testing and geotechnical services, as per the Blanket Purchase Order No. F171073; and

Council approve the temporary closure of Mills Road between Station Street and Hunt Street for the storm sewer reconstruction for a maximum of eight weeks between June and September 2012; arranged through the Road Occupancy/Road Closure By-Law # 134-2009.

ATTACHMENT: ATT-1: Capital Detail Sheet, 926111- Mills Road Storm Sewer Replacement

____________________________________ Carol Coleman, P.Eng. Manager of Engineering, Capital Projects _____________________________________ Paul Allore, MCIP, RPP Planning and Development Services

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926111 - Mills Rd Storm Sewer Replacement.docm

TOWN OF AJAX 2011 CAPITAL BUDGET / 2012-2015 LONG RANGE CAPITAL FORECAST

DETAIL SHEET

DEPT./SECTION: 685 - Planning Development Services BUSINESS UNIT NO: 5500

PROJECT NAME: Mills Road Storm Sewer Replacement

START YEAR: 2011 CAPITAL COST: $ 185,000

SUBMITTED BY: Kevin Tryon, Manager of Engineering Development Approvals

PROJECT DESCRIPTION/JUSTIFICATION

Scope: Detailed design and replacement construction of an existing storm sewer on Mills Road from the intersection of Mills road and Hunt Street to 145 m north on Mills Road. Rationale: The Mills Road storm sewer is partially blocked in three locations. Due to the type of blockage and the age of the sewer it has been determined to replace 145 metres of the storm sewer. The assessment was established through a site plan application from the Stream Plant. The Town intends to recover a portion of the cost of the storm sewer replacement from the Steam Plant through the future Site Plan Agreement. Reference:. 2007-2010 Strategic Plan, Guiding Principle: Managing Growth, Item 3.6 - Support Infrastructure Development. Schedule: Construction to be completed in 2011.

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TOWN OF AJAX

2011 CAPITAL BUDGET / 2012-2015 LONG RANGE CAPITAL FORECAST

DETAIL SHEET

2011 2012 2013 2014 2015

EXPENDITURE DETAILS

4108 Consulting Fees 35,000

5810 Building and Building Improvements

5820 Furniture, Fixtures & General Equipment

5830 Computer Software/Hardware

5840 Vehicles and Rolling Equipment

5850 Land Improvements

5870 Road Systems 150,000

Other:

TOTAL EXPENDITURES 185,000 0 0 0 0

FUNDING SOURCES

General Levy 185,000

Development Charges - 2003

Development Charges - 2008

Vehicle/Equipment Reserve Fund

Capital Projects Reserve

Federal Gas Tax Reserve Fund

Building Repair Reserve

Infrastructure Reserve (Slots)

Other:

TOTAL FUNDING 185,000 0 0 0 0

ASSOCIATED ANNUAL OPERATING COSTS 500 500 500 500 500

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TOWN OF AJAX REPORT REPORT TO: General Government Committee SUBMITTED BY: Paul Allore, MCIP, RPP Director of Planning and Development Services PREPARED BY: Heather Doucette, C.Tech. Capital Projects Technologist SUBJECT: Contract Award – Greenwood Road Reconstruction - Design WARD: 1 DATE OF MEETING: May 24, 2012 REFERENCES: GGC Report March 8, 2012 - Results of Pre-Qualification for Civil

Engineering Consulting Services, Municipal Infrastructure Projects Capital Account No. 931911 - Greenwood Road Reconstruction

Design Request for Quotation No. 12025 – Greenwood Road Reconstruction - Design Services

RECOMMENDATIONS:

1. That Council award the contract for design services related to Greenwood Road Reconstruction, to Chisholm, Fleming and Associates, in the amount of $71,350.46 (inclusive of all taxes).

2. That Council authorize the Mayor and Clerk to execute a agreement for professional consulting services, between the Town of Ajax and Chisholm, Fleming and Associates for the design services related to Greenwood Road Reconstruction.

BACKGROUND: The scope of work for this project involves the design and preparation of contract documents for the reconstruction of Greenwood Road from the Fifth Concession to Greenwood Conservation area. The reconstruction will include full depth road reconstruction and re-ditching of the road. The reconstruction project will be completed in phases with the first phase from Greenwood Conservation Area to Greenwood Road identified in the 2013-2016 Long Range Capital Forecast for 2013 and the second phase from the east-west Greenwood Road to Fifth Concession, identified in the 2013-2016 Long Range Capital Forecast for 2015.

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Subject: Contract Award – Greenwood Road – Design Page 2

Greenwood Road is a rural road within the Ajax portion of the Provincial Greenbelt that services residences and is the sole access road to the Greenwood Conservation Area. The present condition of Greenwood Road is fair to poor. The current paved portion of the road surface has longitudinal and alligator cracking. As well, boulders are present beneath the road surface and the uneven settling of the road has resulted in large bumps in many locations. The deterioration of the road is accelerated as water is allowed to enter the road base through these cracks. The southern portion of the road, closest to the entrance to Greenwood Conservation Area is unpaved and requires significant maintenance costs due to its high usage. DISCUSSION: The Town undertook a Request for Pre-Qualification [RPQ] for Civil Engineering Consulting Services in February of 2012 for municipal infrastructure projects. This RPQ resulted in the appointment of four pre-qualified Consultants. Request for Tender (RFT) documents were issued to the four pre-qualified Consultants with bids being received back from three of these, prior to the closing on May 1, 2012. Listed below is a summary of the bids received:

NAME OF BIDDER TOTAL QUOTATION AMOUNT

Chisholm, Fleming & Associates $71,350.46

Hatch Mott MacDonald Ltd. $76,840.00

SRM Associates (A Member of the Sernas Group) $90,343.50 It is recommended that Council authorize the Mayor and Clerk to execute the Agreement for Professional Consulting Services. The agreement outlines the conditions of the contract between the Town and Chisholm, Fleming & Associates for Professional Consulting Services. Both Town staff and the Town Solicitor have reviewed and approved the agreement. FINANCIAL IMPLICATIONS: Capital Account No. 931911: Greenwood Road Reconstruction - Design Approved Capital Budget $75,000.00

Chisholm, Fleming & Associates $64,253.30

Contingency (approximately 10%) $6,400.00 $70,653.30

Under Budget $4,346.70

The 2012 Capital Justification is attached for information.

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Subject: Contract Award – Greenwood Road – Design Page 3

A 10% contingency has been identified to ensure sufficient funding is available to address site specific issues that can be encountered during a design process. Risk factors for this project include:

Addressing any concerns that arise from stakeholders during the design phase; Addressing any comments or unforeseen requirements from Toronto and Region

Conservation Authority; Additional public meetings, if required and; Any additional concerns that may arise during the preliminary and detail design phases.

COMMUNICATION ISSUES: The design process will include a consultation program, including but not restricted to:

Notice of project to all stakeholders. One on one meetings with adjacent property owners, when required. A Public Information Centre. Information posted on Town’s Website.

CONCLUSION: It is the recommendation of staff that:

Chisholm, Fleming & Associates be awarded the contract for the design of Greenwood Road, being the lowest bidder meeting minimum specifications.

Council endorse the execution of the agreement for Professional Consulting Services. ATTACHMENT: ATT-1: 2012 Capital Justification, 931911 Greenwood Road Reconstruction Design ____________________________________ Heather Doucette, C.Tech. Capital Projects Technologist ____________________________________ Carol Coleman, P.Eng. Manager of Engineering, Capital Projects ____________________________________ Paul Allore, MCIP, RPP Director of Planning and Development Services

11

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Scope: Detailed design for the reconstruction of Greenwood Road from the Fifth Concession to Greenwood Conservation Area. The reconstruction will include full depth road reconstruction and re-ditching of the road. The project will be done in phases with the first phase at the southern end near the entrance to Greenwood Conservation Area and the second phase from the east-west Greenwood Road to Fifth Concession. Rationale: Greenwood Road is a rural road within the Ajax portion of the Provincial Greenbelt that services residences and is the sole access road to the Greenwood Conservation Area. The present condition of Greenwood Road is fair to poor. The current paved portion of the road surface has longitudinal and alligator cracking. As well, boulders are present beneath the road surface and the uneven settling of the road has resulted in large bumps in many locations. The deterioration of the road is accelerated as water is allowed to enter the road base through these cracks. The southern portion of the road, closest to the entrance to Greenwood Conservation Area is unpaved and requires significant maintenance costs due to its high usage.

12

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TOWN OF AJAX REPORT REPORT TO: General Government Committee SUBMITTED BY: Paul Allore, MCIP, RPP Director of Planning and Development Services PREPARED BY: Andrew Jackson, OALA Landscape Architect SUBJECT: Contract Award – Sundial Downtown Park, Phase 1, Construction WARD(S): 3 DATE OF MEETING: May 24, 2012 REFERENCE: RFP No. P12027 Capital Account No. 930911 – Sundial Downtown Park Phase 1

RECOMMENDATION: That Council award the contract for the construction of the Sundial Downtown Park, Phase 1 to Royalcrest Paving & Contracting Ltd, in the amount of $61,615.68 (inclusive of all taxes).

BACKGROUND: The approved 2012 Capital budget includes a provision for the construction of a small parkette in the downtown Sundial Subdivision. The parkette is 0.21 hectares in size (0.52 acres) and is located on the north side of Stonewood Street at the terminus of Webbford Street. Phase 2 of this project will be designed and constructed after additional adjacent lands have been conveyed to the Town. This parkette is planned to be a pedestrian friendly greenspace for casual recreation. This phase of the project will include open space for casual recreation as well as seating areas and landscaping. The parkette will consist of paved walkways, a paved seating area with a shade trellis structure, site furniture such as benches, waste receptacles, and bicycle rings, chain link fencing, new sod, and coniferous and deciduous trees. The parkette has been designed with input from the Parks Design Review Team. Construction of the park is planned for the summer of 2012 and is expected to be completed by early fall of this year.

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Subject: Contract Award – Sundial Downtown Park, Phase 1, Construction P a g e | 2

DISCUSSION: Request for Tender (RFT) documents were issued to 19 prospective bidders with bids being received back from 12 of these, prior to the closing on May 8, 2012. Upon review of the 12 bids received, one of the submissions was found to be non-compliant and therefore cannot be considered in the award. During the analysis of the compliant bids, a number of arithmetical errors were discovered, resulting in a Corrected Total Tender Amount. Listed below is a summary of the acceptable bids received:

NAME OF BIDDER TOTAL

TENDER AMOUNT

CORRECTED TOTAL TENDER

AMOUNT

Royalcrest Paving & Contracting Ltd. $61,593.08 $61,615.68

002274084 Ontario Ltd. o/a GMP Contracting $62,345.26 $62,345.26

Melfer Construction $67,880.23 $67,880.23 1229912 Ontario Ltd. o/a Alpine Sodding & Landscaping $70,762.18 $70,762.18 Terratechnik Environmental Ltd. $70,913.96 $70,913.96 R-Chad General Contracting Inc. $81,024.39 $81,024.39 Cedar Springs Landscape Group Ltd. $84,436.01 $84,436.01 Marnix Infrastructure Inc. $86,857.78 $86,857.78 Forest Ridge Landscaping Inc. $88,500.03 $88,500.03 Tri-Son Contracting Inc. $99,123.26 $99,123.26 Forest Contractors Ltd $100,336.09 $100,336.09

FINANCIAL IMPLICATIONS: Capital Account No. 930911 – Sundial Downtown Parkette, Phase 1 Approved Capital Budget $75,000.00 Previous Awards/Expenditures Consulting Fees (net of HST Rebate) $ 404.37 Printing Costs (net of HST Rebate) $ 96.17 $ 500.54 Available Budget $74,499.46 Current Award Contract (net of HST rebate) $55,486.83 Contingency (10%) $ 5,540.00 $61,026.83 Under Budget $13,472.63 The contingency is being requested as an allowance to respond to any unusual site conditions, drainage, or grading issues which may be encountered. Contingencies may also be required for any variations of the actual measure of the work when compared to the estimated amounts of the Unit Price Contract. The Capital Detail Sheet is attached for information.

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Subject: Contract Award – Sundial Downtown Park, Phase 1, Construction P a g e | 3

COMMUNICATION ISSUES: Staff delivered a newsletter to local residents living adjacent to the parkette with the intent of providing an overview of the park design and programming and to receive feed-back from the public. Staff will provide additional notification by posting information on the Town’s website. Staff will also install site signage describing the project. CONCLUSION: It is the recommendation of staff that Royalcrest Paving & Contracting Ltd. be awarded the contract for the design of the Sundial Downtown Park, Phase 1, being the lowest bidder meeting minimum specifications. ATTACHMENTS: ATT-1: 2012 Capital Budget Detail Sheet _____________________________________ Andrew Jackson, OALA Landscape Architect

_____________________________________ Carol Coleman, P. Eng. Manager of Engineering, Capital Projects

_____________________________________ Paul Allore, MCIP, RPP Director of Planning and Development Services

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TOWN OF AJAX REPORT REPORT TO: General Government Committee SUBMITTED BY: Paul Allore, MCIP, RPP Director of Planning and Development Services PREPARED BY: Ranil Fernando, P.Eng. Capital Projects Coordinator SUBJECT: Contract Award - Audley Road Reconstruction – Rossland

Road to Highway 2 WARD: 2 DATE OF MEETING: May 24, 2012 REFERENCES: Tender T12024 - Audley Road Reconstruction – Rossland Road

to Highway 2 Capital Account Number 932011

RECOMMENDATIONS:

1) That Council award the contract for the reconstruction of Audley Road – Rossland Road to Highway 2, to Miwel Construction Limited, in the amount of $3,602,809.80 (inclusive of all taxes).

2) That Council award the contract for contract administration and inspection work

related to Audley Road reconstruction – Rossland Road to Highway 2, to SRM Associates (A Member of the Sernas Group Inc.), in the amount of $214,589.26 (inclusive of all taxes).

3) That Council award the contract for material testing and geotechnical services for

Audley Road reconstruction – Rossland Road to Highway 2, to Patriot Engineering Ltd., in the amount of $22,581.92 (inclusive of all taxes).

4) That Council authorize an exemption from the Noise By-Law # 60-98 to permit work necessary to meet the project time lines from June to November 2012.

5) That Council approve the temporary closure of Audley Road between Rossland Road and Highway 2 for the road reconstruction for the duration of the contract (June to November 2012); arranged through the Road Occupancy/Road Closure By-Law # 134-2009.

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Subject: Contract Award - Audley Road Reconstruction – Rossland Road to Highway 2 P a g e | 2

6) That Council authorize the Mayor and Clerk to execute the following Agreements:

A. Professional Consulting Services, between the Town of Ajax and SRM Associates (A Member of the Sernas Group Inc.) for the contract administration and inspection related to the Audley Road reconstruction – Rossland Road to Highway 2.

B. Servicing Agreement between the Regional Municipality of Durham and the

Town of Ajax for services that include watermain and sanitary sewer works.

C. Construction Agreements between the Town of Ajax and Ajax Audley Developments and the Town of Ajax and Monarch Corporation for the construction of the sanitary sewer, watermain and continuous left turn lane.

BACKGROUND: Audley Road is a north-south arterial road that has a 2 lane rural cross section with a posted speed limit of 60 km/h. Due to the increase in development within the former A8 community and the Audley Recreation Centre, there is a need to reconstruct Audley Road from Rossland Road to Highway 2. This need was identified in the 2007 Transportation Master Plan (TMP) Update to accommodate projected traffic volumes. A Schedule ‘C’ Class Environmental Assessment (EA) and a preliminary detailed design for the reconstruction of Audley Road from Taunton Road to Highway 2 were completed in 2009. This contract award is for the section of Audley Road from Rossland Road to Highway 2. The scope of work for this project will include full depth road reconstruction, storm sewers, watermain, sanitary sewers, urbanization of Audley Road and street lighting. The urban cross section has dedicated bike lanes in both the north and south direction and a continuous centre turn lane along the frontage of Ajax Audley Developments. The cost of the watermain, sanitary sewers and continuous centre turn lane will be the responsibility of the developer. With the projected population and employment, and the anticipated traffic growth in the Town of Ajax, there are increased demands on the existing traffic network. A Roundabout and Signalization study was completed in 2004 to identify intersections for potential roundabouts or signalization to ensure that the road network will function adequately and safely. The intersection of Audley Road and Kerrison Drive was identified as a potential location for either a roundabout or signalization. It is proposed to install traffic signals and associated intersection improvements as a part of the Audley Road reconstruction project. The signalization of this intersection is also required to reduce the potential for traffic infiltration through the Lexington Subdivision from the increased number of slots at Ajax Slots. DISCUSSION: 1. Contract award to Miwel Construction Limited.

Request for Tender (RFT) documents were issued to 17 prospective bidders with bids being received back from eight of these, prior to the closing on May 8, 2012. Upon review of the eight bids received, a number of arithmetical errors were discovered, resulting in a Corrected Total Tender Amount. Listed below is a summary of the bids received:

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CORRECTED TOTAL TENDER

AMOUNT

Miwel Construction Limited $3,602,809.80 $3,602,809.80

Hard-Co Construction Ltd. $3,649,726.66 $3,649,523.26

Primrose Contracting (Ontario) Inc. $3,744,000.25 $3,744,565.25

Coco Paving Inc. $3,986,221.00 $3,986,221.00

Elirpa Construction & Materials Limited $4,302,104.21 $4,301,652.19

Fernview Construction Limited $4,509,282.18 $4,509,282.29

Barracon Construction Ltd. $4,730,000.00 $4,730,000.00

Sam Rabito Construction Ltd. $5,800,209.26 $5,800,209.26

2. Contract award to SRM Associates (A Member of The Sernas Group Inc.)

It is recommended that the contract administration and inspection services be awarded to SRM Associates (A Member of The Sernas Group Inc.) as a single source contract to ensure that the work is completed in a cost effective and timely manner. SRM Associates is best suited for this project as they have significant knowledge through the preparation of the environmental assessment and detailed design for Audley Road reconstruction from Rossland Road to Highway 2. The current Purchasing By-Law allows for purchases through negotiations, under certain conditions, more specifically, “where, at the discretion of the Department Head, with the approval of the Chief Administrative Officer, it is deemed to be in the best interest of the municipality to negotiate with vendors.” This report and single source recommendation have been reviewed and approved by the Chief Administrative Officer. 3. Contract award to Patriot Engineering Ltd.

In accordance with Blanket Purchase order No. F1710073 and Tender No. T10029, Multiple Year Award for Material Testing, Geotechnical & Environmental Investigation Services, it is recommended that the material testing and geotechnical investigation services be awarded to Patriot Engineering Ltd. at the approved unit rates. 4. Exemption from the Noise By-Law # 60-98

All efforts will be made to complete the work within the normal hours outlined in the above by-law, but this exemption will allow for work to continue during critical periods of the construction so that deadlines can be met.

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5. Temporary Road Closure The reconstruction of Audley Road will require the closure of Audley Road from Rossland Road to Highway 2 to ensure that the work can be completed in a timely and cost efficient manner from June to November 2012. Access will be maintained for local residences, businesses and emergency vehicles only. All road closure signage will be posted a minimum of 10 days in advance of the closure and be arranged through the Town’s Road Occupancy/ Road Closure By-Law #134-2009. 6. Execution of Agreement:

Both Town staff and the Town Solicitor have reviewed and approved the agreements relating to the reconstruction of Audley Road listed below:

A. Agreement for Professional Consulting Services between the Town of Ajax and SRM Associates The agreement outlines the conditions of the contract between the Town and SRM Associates (A Member of The Sernas Group Inc.) for contract administration and inspection.

B. Servicing Agreement between the Town of Ajax and the Regional Municipality of

Durham In order for the Town to construct regional services (watermain and sanitary sewers), a servicing agreement with the Region is required. The Region has agreed to waive the required Letter of Credit for 100 per cent of the cost of the Regional Servicing. Ajax will, in turn, collect the costs related to the installation of these services from Ajax Audley Development and Monarch Corporation through secured Letter of Credits.

C. Construction Agreements between the Town of Ajax and Ajax Audley

Development and the Town of Ajax and Monarch Corporation In conjunction with the installation of the Town Improvements the Developers, Ajax Audley Development and Monarch Corporation, have requested that the Town install the services needed for future development on the west side of Audley Road. The agreement outlines the conditions of the contract between the Town and Ajax Audley Development and the Town and Monarch Corporation. Additionally; the Town will recover the full cost of the Developer Improvements and will obtain securities for these obligations in the form of Letter of Credits.

The Capital Expenditure Control Policy provides for a contingency in excess of 10% when recommended by the Department Head and approved by the Chief Administrative Officer. As specified in the Financial Implications section of this report, staff are recommending that Council approve a contingency amount of 15%. This report and the contingency percentage have been reviewed and approved by the Chief Administrative Officer.

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FINANCIAL IMPLICATIONS: Capital Account No. 932011 – Audley Road reconstruction – Rossland Road to Highway 2 Approved Capital Budget $5,700,000.00

Additional Recoverables from Developers $396,671.83

Total Available Funding $6,096,671.83

Previous Awards/ Expenditures: CLOCA permit fee $500.00 Region of Durham $1,100.00

Rogers Communications Ltd. $4,147.00 $5,747.00

Available Budget $6,090,924.83

Current Awards: Contract (net of HST rebate) $3,244,441.81

Contingency (approximately 15%) $485,000.00

SRM Associates (net of HST rebate) $193,244.27

Contingency (approximately 15%) $29,000.00

Patriot Engineering Ltd. (net of HST rebate) $20,335.71

Contingency (approximately 15 %) $3,000.00 $3,975,021.80

Available Budget $2,115,903.03

A 15% contingency has been identified to ensure sufficient funding is available to address site specific issues that can be encountered during construction. Risk factors for this project include: site conditions different than those anticipated, dewatering requirements, unanticipated utility conflicts, contamination of soil, and poor weather conditions. These risks can cause delays, necessitating additional material and labour associated with construction. This capital project is funded in part by the Towns share of Slots Revenues. The Capital Detail Sheet is attached for information. The original budget included $250,000 for the construction of a continuous centre turn lane along the frontage of Ajax Audley Developments. The cost of this work is to be recovered from Ajax Audley Developments. Since then the Town has agreed to also construct a sanitary sewer and watermain along Audley Road on behalf of Ajax Audley Developments and Monarch Corporation. As such, the amount to be recovered by developers has increased by $396,671.83, as shown above. This report does not include the installation of traffic signals at the intersection of Audley Road and Kerrison Drive nor the relocation of various utilities. These items will be awarded through separate report(s). Even after award of these additional works, the project is expected to be underbudget due to the current competitive market for road construction works.

23


COMMUNICATION ISSUES: Notices regarding the road closures will be delivered to residences and businesses along the affected portion of Audley Road. Signs regarding the road closures will be placed 10 days prior to the closures as per the Town’s Road Occupancy/ Road Closure By-Law #134-2009. Additionally, the Town will advertise the closure on the Town’s website, notify affected Town and Regional departments, Emergency Services and advertise in the local newspaper. CONCLUSION: It is the recommendation of staff that:

Miwel Construction Limited be awarded the contract for Audley Road reconstruction – Rossland Road to Highway 2, being the lowest bidder meeting minimum specifications;

SRM Associates (A Member of The Sernas Group Inc.) be awarded the contract for contract administration and inspection related to the reconstruction of Audley Road, as a single source purchase;

Patriot Engineering Ltd. be awarded the contract for materials testing and geotechnical services, as per the Blanket Purchase Order No. F171073.

Council endorse the exemption from the Noise By-Law #60-98. Council approve the temporary closure of Audley Road from Rossland Road to Highway

2 for the duration of the project, arranged through the Road Occupancy/Road Closure By-Law # 134-2009

Council endorse the execution of the four agreements identified in Discussion Item 6 of this report.

ATTACHMENTS: ATT-1: Capital Detail Sheet, 932011 – Audley Road Reconstruction – Rossland Road to

Highway 2

____________________________________ Ranil Fernando, P. Eng Capital Projects Coordinator ____________________________________ Carol Coleman, P.Eng. Manager of Engineering, Capital Projects _____________________________________ Paul Allore, MCIP, RPP Planning and Development Services

24

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PROJECT DESCRIPTION / JUSTIFICATION

Scope: Reconstruction of Audley Road from Kingston Road to Rossland Road including urbanization of the road, installation of a storm sewer, full depth reconstruction, street lighting and on-road bike lanes. As well, a continuous, centre turn lane is required along the frontage of the Sundial development. The cost for this lane will be the responsibility of the developer. Installation of new traffic signals and associated intersection improvements on Audley Road at Kerrison Drive. Rationale: With increased development of the former A8 community and the development of the Audley Recreation Centre, there is a need to reconstruct Audley Road between Rossland Road and Kingston Road and provide illumination. A Class Environmental Assessment (EA) for improvements to Audley Road between Kingston Road and Taunton Road was completed in 2009. The proposed reconstruction is based on the results of the EA. The recommendation for on-road bike lanes resulted from the Pedestrian and Cyclist Master Plan. As the Town of Ajax continues to grow, there are increased traffic pressures on the existing road network. In 2004, a Roundabout and Signalization Review was undertaken to identify intersections for potential roundabouts or signalization to ensure that the road network will function adequately and safely. This review analyzed and evaluated major intersections in the Town and concluded that this intersection should have either traffic signals or a roundabout installed. It is proposed to install the signals to coincide with the reconstruction of Audley Road. As well, the signals are required due to the increased number of slots at Ajax Slots to reduce the potential for infiltration through the Lexington Subdivision. Reference: 2008 DC Background Study Reference B-32, Item 2 and 25; 2007 Transportation Master Plan Update and Walkable + Bikeable Ajax, The Ajax Pedestrian and Bicycle Master Plan, March 29, 2009; 2004 Roundabout and Signalization Review.

Schedule: Reconstruction is scheduled for 2012 and top asphalt would be placed in 2013.

25

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26

REPORT TO: General Government Committee SUBMITTED BY: Dave Meredith Director of Operations and Environmental Services PREPARED BY: Tim Murphy Project Supervisor SUBJECT: Contract Award – Playground Replacement – Devonside Park WARD(S): 1 DATE OF MEETING: May 24, 2012 REFERENCE: Capital Account No. 932711 Tender No. T12023

RECOMMENDATION: That Council award the contract for Playground Replacement – Devonside Park to Royalcrest Paving and General Contracting Ltd. in the amount of $99,989.18 (inclusive of all taxes). BACKGROUND: The Town has an existing inventory of 75 playgrounds. Referencing industry guidelines, staff recommend a 13 to 15 year life cycle for these structures. Based on this life cycle recommendation, one (1) to five (5) structures should be replaced annually, subject to staff conditional assessments and inspections. Staff have identified the playstructure at Devonside Park for replacement in 2012. The existing playstructure at Devonside Park is currently beyond its life cycle and is in need of replacement. Staff are proposing the existing playground be replaced with play components similar to the existing structure. The following improvements have been included in the new design:

New junior and senior playstructure; Replacement of swing and addition of toddler swings into playstructure area; Installation of a playground drainage system and resilient surfacing;

Staff have partnered with the Region of Durham Health Department when designing new playstructures to ensure all structures meet current CSA standards. Operations and Environmental Services staff will be updating the park furniture and park signage in the playground later this fall.

27

Contract Award – Playground Replacement – Devonside Park

Page | 2

DISCUSSION: Request for Tender (RFT) documents were issued to 18 prospective bidders with bids being received back from eight of these, prior to the closing on May 2, 2012. Listed below is a summary of the bids received:


Royalcrest Paving & Contracting Ltd. $ 99,989.18

Melfer Construction Inc. $106,530.75

Cedar Springs Landscape Group $110,710.60

Terratechnik Environmental Ltd. $110,892.27

R-Chad General Contracting Inc. $111,621.40

002274084 Ontario Ltd. o/a GMP Contracting $114,130.00

Forest Ridge Landscaping Inc. $114,700.59

1748318 Ontario Inc. o/a Advanced Landscapes $120,529.86

FINANCIAL IMPLICATIONS: Capital Account No. 932711 – Playground Replacement - Devonside Park Approved Capital Budget $130,000.00 Contract (net of HST rebate) $ 90,043.35 Contingency $ 9,004.34 $ 99,047.69 Under Budget $ 30,952.31 A contingency amount of 10% has been allocated for this project for the purposes of additional restoration, excavation, replacement and compaction of suitable granular if soil conditions are such that it is deemed necessary to perform these works. The Capital Detail Sheet is attached for information.

28

Contract Award – Playground Replacement – Devonside Park

Page | 3

COMMUNICATION ISSUES: Staff conducted a public open house to gather input from residents on the playstructure components they would like to see installed in this playground. Additionally, staff circulated two separate playstructure designs to residents in the area and comments received were incorporated into the final design of the playground structure. Additional communications will include the delivery of a construction notice to all affected residents near Devonside Park, the provision of a construction outline and schedule on the Town’s website and where appropriate construction notice signs will be posted. The Town’s contractors will be instructed to ensure that adequate safety measures are in place to protect the public during construction. Minor disruptions due to construction of the playground will be experienced by residents during the construction period. Every effort, however, will be made to keep these inconveniences to a minimum throughout the construction process. The playground is expected to be installed in late July or early August of this year. CONCLUSION: It is the recommendation of staff that Royalcrest Paving and General Contracting be awarded the contract for Playground Replacement – Devonside Park, being the lowest bidder meeting minimum specifications. ____________________________________ Tim Murphy Project Supervisor ____________________________________ Dave Meredith Director, Operations and Environmental Services

29

REPORT TO: General Government Committee SUBMITTED BY: Dave Meredith Director, Operations and Environmental Services PREPARED BY: Jeff Stewart Manger of Environmental Services SUBJECT: Contract Award- Shoreline Improvements 2012 WARD(S): DATE OF MEETING: May 24, 2012 REFERENCE: Ajax Shoreline Improvement Strategy Waterfront Management Plan Shoreline Improvements # 933511

RECOMMENDATION:

That Council award the contract for the detail design for the Rotary Park Viewing Platform and the design and installation of restoration work of Paradise Beach in the amount of $33,004.54 ( inclusive of all taxes) to The Toronto Region Conservation Authority.

BACKGROUND: The tremendous environmental and recreational opportunities of the Ajax waterfront open space, and the interconnected creek valleys, have been highly valued by Town Councils and residents for decades. It was this community spirit and passion for the waterfront that prompted the Town to undertake the following initiatives:

i) Ajax Waterfront Management Plan ii) Shoreline Improvement Strategy

33

Shoreline Improvements 2012

Page | 2

i) Ajax Waterfront Management Plan The Ajax Waterfront Management Plan was endorsed by Council in 2005 and established the framework for a number of improvements that have taken place during the past six (6) years. The purpose of the Plan is to describe an overall framework for future improvements, recommend policies and management strategies, and outline projects and actions for specific locations along the waterfront.

ii) Shoreline Improvement Strategy In June of 2011 Council endorsed the Shoreline Improvement Strategy. The primary objective of the Shoreline Improvement Strategy was to examine the 6.5 kilometers of shoreline in Ajax, and make recommendations that would enhance the overall experience of residents and visitors, by providing opportunities for swimming, wading, fishing, canoeing/kayaking, and other lake activities while enhancing the biological and environmental health of the shoreline and aquatic habitats. This Strategy was intended to build upon the recommendations outlined in the Waterfront Management Plan (2005), and more specifically, encourage new recreational, cultural and educational experiences, while at the same time enhancing the ecological integrity of the shoreline. While the focus of the Shoreline Improvement Strategy was to identify opportunities for beach development and recreational swimming, other shoreline recreational opportunities have also been identified. As part of the 2012 Budget, the following two shoreline projects have been approved:

i) Rotary Park Viewing Platform Design

ii) Paradise Beach Restoration Rotary Park Viewing Platform The Shoreline Improvement Strategy identifies the opportunity for a viewing platform at Rotary Park, in the vicinity of the existing boat launch. The design will look at a range of options, including the introduction of floating dock(s), opportunities for canoe/kayak storage, trail connections, parking layout, the creation of a bump-out to create a look-out into the marsh and provide fishing opportunities. (See Attachment 2) Paradise Beach Restoration Improving water quality and implementing a beach maintenance program was identified as a key recommendation within the Shoreline Improvement Strategy to help ensure the success of a recreation swimming beach in the Paradise Park area. Currently, the sandy beach area at Paradise Beach extends approximately fifteen metres towards the backshore. With the removal of retaining walls and construction debris from old

34


Page | 3

cottages in February 2011, it is predicted that the beach will move inland at least ten metres as natural dynamic processes are given the chance to take place over time. This natural process will also result in the formation of small beach slopes, or dunes, no higher than half a meter in height, maintaining visual connections towards the park beyond the beach. Early signs of this dynamic process are evident on the beach with erosion of the shoreline and the depositing of sand on existing beach and turf areas. The Shoreline Improvement Strategy also recommended the planting of native plant material, site furniture and signage to the beach and backshore to promote further beach development. (See Attachment 3) Staff have identified the following improvements for 2012 including:

the planting of native beach grasses, shrubs and trees the installation of wood fencing the importing of additional sand site furniture including bike racks and additional waste receptacles signage including educational and public safety

DISCUSSION: The current Purchasing By-Law allows for purchases through negotiations, under certain conditions, more specifically, “where, at the discretion of the Department Head, with the approval of the Chief Administrative Officer, it is deemed to be in the best interest of the municipality to negotiate with vendors.” The Toronto Region Conservation Authority (TRCA) and the Town of Ajax have long history of partnership and co-operation with numerous initiatives including the Ajax Waterfront. TRCA has been involved as a partner in developing and implementing the Shoreline Improvement Strategy. In addition, the majority of the Ajax Shoreline is within TRCA ownership and approval agency for projects along the shoreline and both coastal marshes. TRCA has committed to providing project management and additional funding for this project.

This report and single source recommendation has been reviewed and approved by the Chief Administrative Officer.

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Page | 4

FINANCIAL IMPLICATIONS: Capital Account No. 933511 – Shoreline Improvements 2012 Approved Capital Budget $40,000.00

Contract (net of HST rebate and TRCA contribution)

$29,721.61

Contingency $ 2,972.16 $ 32,693.77

Available Budget

$7,306.23

A contingency amount has been allocated for these projects. Over-runs may occur on the estimated quantities related to the two projects including plant material, granulars, and engineering solutions. The Toronto Region Conservation Authority is contributing $25,000.00 towards the project. The Capital Detail Sheet is attached for information. COMMUNICATION ISSUES: Staff attended the March 1, 2012 Environmental Advisory Committee to discuss these projects. A public information session was held the evening of April 12, 2012 in the Ajax Council Chambers. Town Staff provided an overview presentation followed by nine poster board one on one stations staffed by Ajax and TRCA staff. The one on one poster board stations allowed residents to talk to Town and/or TRCA staff directly responsible for the projects. CONCLUSION: It is the recommendation of staff that Toronto Region Conservation Authority be awarded the contract for Shoreline Improvements 2012, as a single source purchase.

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ATTACHMENTS: ATT-1: Shoreline Improvements # 933511 ATT-2: Rotary Park Viewing Platform ATT-3: Paradise Beach, Restoration Plan ____________________________________ Jeff Stewart, Manger of Environmental Services ____________________________________ Dave Meredith, Director of Operations & Environmental Services

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40

TOWN OF AJAX REPORT REPORT TO: General Government Committee SUBMITTED BY: Dave Meredith, Director Operations and Environmental Service PREPARED BY: Tim Field

Supervisor, Environmental Services

Jeff Stewart Manager, Environmental Services SUBJECT: Emerald Ash Borer Treatment WARD(S): All DATE OF MEETING: May 24, 2012 REFERENCE: Urban Forest Management Plan Capital Account No. 939511 – Emerald Ash Borer Treatment RFT No. T12029

RECOMMENDATION: 1. That Council award the contract for Emerald Ash Borer Treatment, to Greenlawn Ltd. in the amount of $24,381.45 (inclusive of all taxes). 2. That Council approve the following funding, to be allocated to Capital Account No. 939511 from Capital Projects Reserve in the amount of $21,956.25.

BACKGROUND: Emerald Ash Borer (EAB) is an insect pest that was introduced form Asia and discovered in Canada and the United States in 2002. This small green insect has been infesting and eventually killing all varieties of ash trees (Fraxinus). Since being found, it has killed millions of ash trees in southwestern Ontario, Michigan and surrounding States. It poses major environmental threat to both urban and forested areas. It is estimated that EAB will cost Canada $2.0 billion dollars for the treatment, removal, and replacement. EAB has spread quickly since being discovered and is now present in Pickering, Whitby and Oshawa Ontario. Durham Region is quarantined by the Canadian Food Inspection Agency (CFIA) regulating the movement of firewood, wood products and ash trees outside of the Region. This initiative will try and minimize the spread of the insect.

41

Subject: Emerald Ash Borer Treatment P a g e | 2

Experiences from other Ontario communities infested with EAB indicate that all cost associated with removal and replacements have been borne by municipal governments. No financial support has become available from either the provincial or federal governments for the control and management of this invasive pest. TreeAzin is the only approved chemical by the Ministry of the Environment that can be injected into ash trees to protect against EAB. The treatment lasts for three years to control the larva of EAB. Trees will then have to be re-treated in the 4th year to remove the risk of EAB infestation. Other municipalities and agencies have been using TreeAzin with positive results on the control of this devastating insect. It is estimated that there are 2500 ash trees located on municipal streets in Ajax. For 2012, the Town of Ajax would like to treat a number of ash trees recognizing their importance and contribution to the urban forest. These trees were selected due to size, streetscape, sustainability, and environmental benefits they provide. Town staff are currently completing a municipal tree inventory, which will be completed by the end of summer. The goal is to understand and identify specific costs related to Ajax urban forest, specifically an emerald ash borer strategy. This strategy will be presented to Council in the fall of 2012. DISCUSSION: Request for Tender (RFT) documents were issued to nine prospective bidders with bids being received back from seven of these, prior to the closing on May 8, 2012. Upon review of the seven bids received, three of the submissions were found to be non-compliant and therefore cannot be considered in the award. Listed below is a summary of the acceptable bids received:


GREENLAWN $ 24,381.45

Williams & Associates, FORESTRY Consulting Ltd.

$ 26,110.31

Davey Tree Expert Co. of Canada, Ltd. $ 28,459.80

Arborvalley Urban Forestry Co. Inc. $ 28,592.79

An estimated amount of approximately 115 trees, totaling approximately 3923 cm in diameter at breast height (dbh) using 5ml/cm of TreeAzin™ Systemic Insecticide will be treated. Listed are the number of trees, total centimeters and locations:

# of Trees Total dbh in

Centimeters (cm) Location

62 2480 cm Milner Crescent

2 210 cm 1 @ 290 Harwood Ave. S. &

1 on Hoile Drive behind addresses 110 & 112

30 750 cm Leach Drive 21 483 cm McNeilage Court

Funding for this capital project was unbudgeted for 2012 because the Emerald Ash Borer Management Plan has not yet been completed identifying potential costs and strategies.

42

Subject: Emerald Ash Borer Treatment P a g e | 3

However, with the rapid spread of this insect and its destruction to ash trees, treatment before the insect is confirmed is the most cost effective method of preserving ash trees, the urban tree canopy, and environmental benefits larger trees provide. FINANCIAL IMPLICATIONS: Capital Account No. 939511 The Emerald Ash Borer Treatment is an unbudgeted Capital Project. Contract (net of HST rebate) $21,956.25

Total Project Cost $21,956.25

Funding not to exceed $21,956.25, will be allocated from Capital Projects Reserve. COMMUNICATION ISSUES: A notification letter will be distributed to all homeowners that will have work done on their boulevard trees forty-eight hours prior to work to commencing. Although a contracted service, town staff are the main point of contact, and are responsible for all customer service inquires. CONCLUSION: It is the recommendation of staff that Greenlawn Ltd. be awarded the contract for Emerald Ash Borer Treatment, being the lowest bidder meeting minimum specifications.

Tim Field – Supervisor, Operations and Environmental Services

Jeff Stewart – Manager, Operations and Environmental Services

Dave Meredith – Director, Operations and Environmental Services

43

REPORT TO: General Government Committee SUBMITTED BY: Howie Dayton Director, Recreation & Culture PREPARED BY: Robert Prochilo Youth Program & Development Coordinator SUBJECT: Agreement - J.Clarke Richardson Collegiate and Notre Dame

Catholic High School Collaborative Youth Centre WARD(S): All DATE OF MEETING: May 24, 2012 REFERENCE: - Agreement: Pilot Program – J. Clarke Richardson/Notre Dame Collaborative Youth Centre - April 7, 2011

- Program Update: J. Clarke Richardson/Notre Dame Collaborative Youth Centre – November 24, 2011

RECOMMENDATION:

That the report entitled Agreement - J. Clarke Richardson Collegiate and Notre Dame Catholic High School Collaborative Youth Centre, dated May 24, 2012 be received for information; and,

That Council approve the 2012/2013 Agreement for the operation of the Collaborative Youth Centre at J. Clarke Richardson Collegiate and Notre Dame Catholic High School; and,

That Council delegate authority to staff to renew the Agreement on an annual basis pending the successful operation of the program and negotiated terms and conditions.

BACKGROUND: The J. Clarke Richardson Collegiate and Notre Dame Collaborative Youth Centre pilot project (“Youth Centre”) located at the high school campus was approved by Council on April 7, 2011. The Youth Centre supports the recommendation of the Town of Ajax Recreational Youth Spaces & Services Study (March 4, 2010), to provide an integrated youth centre, with community partners in order to address the social, recreational and health-based needs of local youth.

44

J.Clarke Richardson Collegiate and Notre Dame Collaborative Youth Centre

Page | 2

Town staff from Recreation & Culture and representatives of the Durham District School Board (DDSB) and Durham Catholic District School Board (DCDSB) as well as the high schools’ administration established the operating guidelines for this unique youth centre model in Durham Region. Staff qualifications, hiring, program development, and operational issue management were fully documented in the original Agreement approved by Council. Consultation with students in both high schools provided valuable input on the program’s structure. DISCUSSION: On November 24, 2011 staff presented to the General Government Committee on the program’s progress. On March 7, 2012 a Program Evaluation Report was submitted to the Boards of Education. The Report, Attachment -1, with the most up to date data available, demonstrates a high level of participation, strong partnership engagement and positive feedback from school administration. On that basis the Boards of Education have agreed to renew the program for the 2012/2013 academic year. This evaluation method will be used annually to assess the program’s continued progress and impact. Attachment-2 is the Agreement for Council’s consideration and approval. FINANCIAL IMPLICATIONS: Funds for the operation of the youth centre are included in Recreation & Culture's operating budget. COMMUNICATION ISSUES: Town and School Board Administration staff will engage in on-going dialogue per the terms of the Agreement. CONCLUSION: The Youth Centre is a unique program offering youth attending school at the J. Clarke Richardson Collegiate and Notre Dame Catholic High School access to after school programming and supervised social space in an area of Ajax lacking in such spaces. All partners are fully engaged in making this a successful program and recommend that Council approve the Agreement with DDSB and DCDSB for the 2012/2013 academic year and delegate authority to staff to renew the Agreement annually thereafter.

45

J.Clarke Richardson Collegiate and Notre Dame Collaborative Youth Centre

Page | 3

ATTACHMENTS: ATT-1: The Spot Youth Centre Pilot Program Evaluation Report ATT-2: Agreement between the Town of Ajax and Durham District School Board and Durham Catholic District School Board. ____________________________________ Robert Prochilo, Youth Program & Development Coordinator ____________________________________ Howie Dayton, Director, Recreation & Culture

46

Attachment-1

The Spot Youth Centre Pilot Program Evaluation Report

1. Attendance/Participation

Program operates Monday to Friday between the hours of 2-5pm Total of 435 hours have been provided in Supervision (September to April) A total of 381 active members. New membership requests are received daily. A total of 5484 visits have taken place from September to April. The site averaged 39 members each day

Monthly Attendance

*Decembers closure include two weeks winter holidays *End of January and into February closure dates include exams weeks

0

200

400

600

800

1000

1200

Sept. Oct. Nov. Dec. Jan. Feb. Mar. Apr.

Number of Participants

47

Attachment-1

Attendance by Hour

2. Youth testimonials (student feedback, benefits of the program to their own development

and recreational experiences)

Feedback has been gathered by students during the first semester.

Quotes from students: “It's a great way to meet new people and have fun!" - Deline H. "It's an after school program for people that need somewhere to go after school" - Karese L. "It's a safe environment to be in where individuals can come, have fun and get to know one another. Staff do a good job in ensuring fun and interesting activities throughout the week" - Shante R. "It's the Best! It is a great place to relax and have fun!" - Angelo R. "It's fun and cool!" - Matthew E. "It's a fun place to come after school to chill with your friends and it's good to keep kids out of trouble." - Uchenna M.

3. School administration

All issues have been dealt with in a timely manner following the procedures outlined by the

School Boards as stated in the original Agreement.

0

100

200

300

400

500

600

Sept. Oct. Nov. Dec. Jan. Feb. Mar. Apr.

Hour 1

Hour 2

Hour 3

48

Attachment-1

4. Programs delivery (partnering agencies and referrals to other services for students)

A number of partners have been involved with this program along with outsourced special

guests (September to April)

Total of 68 hours of programming delivered by community partners

Total of 15 hours of programming delivered by special guests

Total of 26 hours of programming delivered by student volunteers

Balance of 326 hours of programming time delivered by Town Staff

*Number of programs offered within the specific core programming area.

The Town of Ajax provide funding for staff, special guests and administration.

The Durham Boys and Girls Club also provide one staff for three hours/ week to

support this program. DDSB and DCDSB provide the space in-kind.

Town/ Partner Delivered Activities:

Arts & Culture - Painting, SWIS program, Jewelry Jam, Craft Buffet, Cultural Connections

(Culturally Focused Activities), paper Mache

Life Skills – Snack Attack, Healthy Relationships, Money Management, Titaflips (healthy

eating)

Five Core Programming Areas

Arts & Culture

Physical Recreation

Life Skills

Educational

Social Recreation

49

Attachment-1

Educational - Homework Help (Town Staff),

Recreation Social – Table tennis, pool and gaming tournaments, board games, foosball,

scavenger hunt, fear factor

Recreation Physical - Sport performance, dance lessons, yoga, bamboo martial arts

Partnering Agencies:

The Youth Centre provides life skills activities through their Snack Attack workshop. This

workshop teaches youth to prepare a snack/ lunch on their own. The activity focuses on food

preparation, healthy eating, proper cutting, cooking and hand washing techniques.

“The partnership between The Youth Centre and Town of Ajax allows the opportunity to

deliver effective and essential programs for youth attending J. Clarke Richardson

Collegiate and Notre Dame Catholic Secondary School through the after school program.

This has provided a venue for The Youth Centre to raise awareness among the students

regarding other valuable resources offered by our organization, that students might not

otherwise access” Health Promoter - The Youth Centre

John Howard Society provides workshops in the areas of Healthy Relationships and

Survival Skills for living in the real world. Topics include healthy relationship management,

money management, household duties and apartment hunting.

Community Development Council Durham (CDCD) and their SWIS (Settlement Workers

In School) workers provide cultural programming run by student newcomers who highlight a

country and activities, traditions, food.

The Town also engages special guests to provide clinics such as jewelry making and make

up application, yoga, martial arts, self defense, dance and personal training and fitness tips.

5. Youth Engagement (staff to student participation)

Youth in the program have had a significant role in what activities are taking place at The

Spot. Staff engaged youth prior to the program launch for input and continue to do so on a

daily basis. Student feedback and guidance play an important role in the success of this

program.

50

Attachment-1

Provide announcements during school hours to promote program or specific

workshop that day/week

Post flyer/connect with Guidance staff on program opportunities

Logo and naming of the centre

Volunteer opportunities through program delivery

51

Attachment‐2

Agreement

THIS AGREEMENT is between:

Durham District School Board (the “DDSB”) Durham Catholic District School Board (the “DCDSB”) (Collectively the “Boards”)

And

The Corporation of the Town of Ajax (the Agency)

Whereas the Boards have agreed to permit the Agency to use Notre Dame High School and J. Clarke Richardson High School (the “Schools”) for the purposes set out in this Agreement.

Now therefore the parties hereto agree as follows:

1.0 Purpose and Scope

This Agreement sets out the terms and conditions agreed upon by the DDSB, DCDSB, the Schools and the Agency for use of the Space. The Agency and the Boards agree to the following terms and conditions for the operation of a Collaborative Youth Centre, the “Program”, established to provide safe, supervised after school activities for the student population of the Schools. The Program will operate Monday to Friday, during the Boards’ annual school calendar, 2:00pm - 5:00pm. The Program will not operate on Professional Activity days, holidays and in the event of unforeseen school closures. The Program will operate in the Cafeteria, the “Space”. Use of the Space will be available to the Program from 1:45pm - 5:30pm, on Program days, to permit set up and take down of equipment. Available Space will also include the storage room (Room 2103) and small office located within it. The School will provide a minimum of one week’s notice should the Space be unavailable for use on a particular date(s), subject to clause 7.0 of this Agreement. The Program will be cancelled on those days.

2.0 Specific Conditions Regarding Use of the Space

The Agency agrees to:

1. Adhere to the Schools’ requirement that all visitors, including staff members of the Agency, sign-in at the school office when they arrive and communicate with the custodial staff upon the program’s closure each day.

2. Ensure all participants sign-in/out and stay within the Space and exit the Space through the designated exterior door. In addition, participants of the Program should not re-enter school facilities once they have left the Program.

3. Ensure participants show and leave their membership cards with staff. 4. Provide all materials and equipment required for implementing the Program. 5. Leave the Space in the condition that it was found after each Program session. 6. Pay, as deemed required by the DDSB or DCDSB, to repair damage to the Space or

equipment in the Space and pay cleaning costs associated with extraordinary circumstances as a result of the Agency’s use of the Space.

7. Discuss with the Principals of the Schools all substantive proposed changes in the Program as these changes arise.

52

Attachment‐2

8. Be responsible for ensuring that all Agency staff members involved in delivering the Program familiarize themselves with the Emergency Response Procedures of the Schools.

9. Develop and use a program closure checklist. 10. In addition, the Agency is responsible for:

a. Hiring, training, and supervising staff b. Program development c. Creation of partnership programming opportunities with local youth serving

agencies d. Supervision of the Program participants e. Management of the membership process f. Risk management g. Monitoring the performance measures of the Program h. Conducting the Program

The DDSB and DCDSB agree to: 1. Provide the Space, at no cost, to implement the Program. Access to the Space will

not be provided on days when the school is closed. Keys will not be provided. 2. Provide information to the school community regarding the Program. 3. Provide information to the Agency on the Emergency Response Procedures of the

Schools.

2.1 Disruption of Access to Space

In the event the DDSB or DCDSB become unable to provide the Space to the Agency for reasons beyond its control, including but not limited to Acts of God, labour dispute, emergency or other unforeseen contingency, all obligations of the DDSB and DCDSB to the Agency shall immediately be suspended, to recommence if reasonably feasible when the period of disruption ends, or subject to termination of all obligations by the DDSB and DCDSB if, in the Boards’ sole discretion, recommencement is no longer reasonably feasible.

2.2 Staff Procedural Training

The Boards will provide information applicable to the Program to assist in the provision of comprehensive staff training, including, but not limited to:

Code of Conduct/Incident Reporting Procedures Fire and emergency procedures Board contact personnel - key contacts Map of school(s) After hours contact information (custodian/caretaker pager)

3.0 Staffing

The Agency will hire, train and supervise the following program staff:

4 staff including 1 Program Supervisor out of ratio, and a supervisor to participant ratio of 1 to 15. Note: The Agency reserves the right to adjust staff schedules to reflect actual attendance in the program.

Program Supervisor’s duties will include but not be limited to overseeing the Program’s operation including performance management of Leaders, program development and co-ordination of marketing and promotion initiatives within the school.

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Attachment‐2

Staff will report to the Town’s full-time Community Recreation Co-ordinator, Youth Development who will maintain a presence at the Program on a frequent and as-needed basis.

3.1 Position Titles and Qualifications

Youth Centre Supervisor: Education in Recreation & Leisure and/or a Child and Youth Worker Diploma as well as 1-3 years of related experience

Senior Program Leader: Completion of High School with related experience in a youth recreational environment

Program Leader: Experience with youth in a leadership capacity, enrolled in a Secondary School program, at a minimum.

Staff will be certified in Standard First-Aid/CPR-C at the time of hire. The Agency’s hiring policies and practices will inform staff management practices including recruitment, hiring, training, performance management, discipline and termination.

3.2 Hiring Panel

A hiring panel will be formed at the commencement of each program year to select staff. Representatives will include the Agency, the Boards and a Program participant. The panel will act in the absence of any member who cannot or wishes not to participate in the selection process. The Agency, as the employer, will consult the Boards before making any final decision regarding personnel.

3.3 Verification of Acceptable Criminal Background Checks

To comply with the DDSB’s and DCDSB’s procedures regarding criminal background checks, the Agency’s Director, Recreation & Culture, must provide written confirmation to the DDSB Superintendent of Education Ajax Schools/School Councils and the DCDSB Superintendent of Education – Policy Development and Aboriginal Education, that the Agency has on file acceptable, current (within two years of the date of issue) Criminal Reference Check including the Vulnerable Sector, for the Agency staff members delivering the Program. Agency staff members must wear Agency nametags and carry valid photo identification card while occupying the Space or in the Schools.

All costs associated with obtaining the Criminal Reference Check including Vulnerable Sector are paid by the Agency.

4.0 Capacity

The maximum allowable per day is 60 students with 30 spaces allocated daily to each school. The program’s capacity and supervision ratio will be reviewed and evaluated on an on-going basis.

5.0 Equipment

The Agency will provide program specific equipment including:

• ping pong • soccer table • Wii station • and other portable and moveable games.

The Agency will secure equipment in the storage room each day. The School will ensure the storage room remains locked when the Program is not operating.

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Attachment‐2

6.0 Programming

The Agency will prepare a monthly calendar of activities incorporating the 5 core programming elements of: Recreation, Social, Life Skills, Educational Supports and Arts and Culture. The calendar will be promoted in the schools.

Programming will be delivered by the Agency, community agencies, or the Boards. The Agency will consult with the Boards on an as-needed basis with respect to content. The teaching philosophies, as well as the mission and values of each Board, will be considered and respected.

7.0 Incident Reporting

The Agency will adhere to the Boards’ requirements respecting the notification of incidents and accidents which occur during Program hours. The Agency will complete the required documentation when incidents and accidents occur and adhere to the communications protocol as follows:

Staff will notify the Agency’s Community Recreation Coordinator (CRC) of all incidents and accidents per the Town’s Incident Reporting Procedure

Staff will complete the Ministry’s Safe School Incident Reporting Form and submit to Principal(s) for student(s) identified in the report as soon as possible

CRC will notify the Boards of all critical incidents via email on the day of the incident A Critical Incident can include acts of vandalism, violence, threats, abuse which

result in removal from the Program, calls to the authorities and/or parents. Serious injuries include any which require medical assistance, parental notification and/or hospitalization.

CRC will provide a detailed Accident/Incident Report Form to the Boards within 24 hours of the incident

Boards will inform the Agency of any student being suspended or expelled as a result of any incident occurring during the Program.

8.0 Code of Conduct

A Code of Conduct will be developed by the Agency and the Boards. The Code will align with the Code of Conducts of the Boards and the Agency and describe behaviors expected of each participant and state the consequences for failure to adhere to the Code of Conduct. Failure to adhere may result in suspension and /or expulsion from the Program. The school administration will be consulted in such instances. The Agency, in consultation with the Boards, will make final decisions respecting the discipline of students which occurs during the Program hours. The Boards reserve the right to administer appropriate discipline where the infraction has an impact on either school.

9.0 Confidential Information

Confidential information means all information or material that is of a proprietary or confidential nature, regardless of whether it is identified as proprietary or confidential. The DDSB, DCDSB, and the Agency agree to ensure that during or following the term of this Agreement, the confidentiality and security of all Confidential Information will be maintained, and that Confidential Information will not be disclosed or used except in accordance with the requirements of the Municipal Freedom of Information and Protection of Privacy Act (“MFOIPOP”) and the Child and Family Services Act.

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Attachment‐2

10.0 Program Steering Committee

A committee representative of the Boards and the Agency and at least one student from each school will meet on an as-needed basis with the following mandate:

Monthly calendar review Identify effective promotion tactics Assist with the completion of focus groups (annual start up of the program) in

order to assess interests and programming needs Issue resolution

Meetings will be organized by the Agency.

11.0 Liability Insurance

Prior to initial use of the Space, the Agency will provide to the DDSB and DCDSB a certificate of liability insurance in the amount of not less than $5,000,000.00 and this policy shall include the DDSB and DCDSB as additional insured for all activities of the Agency in connection with the Program provided on DDSB and DCDSB property.

12.0 Indemnification

The Agency shall indemnify and hold harmless the DDSB and DCDSB with respect to any costs, claims, damage or damages, proceedings, or other liability or potential liability arising out of, or in any way related to, the use of any and all school premises, resources and equipment in connection with the Program save and except the negligence of the Boards or those persons for whom the Boards are at law responsible, and the Agency shall assume overall responsibility and liability for, and arising in any way out of, the Program or Program activities, including any liability in any way arising directly or indirectly from the conduct of the Agency staff and other persons present on, or in school premises for purposes reasonably related to the Program.

13.0 Conflict/Dispute Resolution

Resolution of conflicts and disputes pertaining to this Agreement will occur at the management level of the Agency, DDSB, and DCDSB.

14.0 Assignment

The Agency shall not assign or in any way transfer this Agreement.

15.0 Amendment

The DDSB, DCDSB, and the Agency agree that any amendment to this Agreement shall be in writing and signed by the DDSB, DCDSB and the Agency prior to implementation, and that once signed such amendment shall be appended to and shall form part of this Agreement.

16.0 Notice

Any notice to be given under this Agreement will be personally delivered or sent by prepaid registered mail addressed to the parties at their respective addresses, as follows:

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Attachment‐2

The Agency Howie Dayton Director, Recreation & Culture Town of Ajax 65 Harwood Ave. S. Ajax, Ontario L1S 2H9 Tel: 905.619.2529 ext. 7237; Fax: 905.427.3629 [email protected]

DDSB Camille Taylor Superintendent of Education/ Ajax Schools/School Councils Durham District School Board 400 Taunton Road East Whitby, Ontario L1R 2K6 Tel: 905.666.6351; Fax: 905.666.6376 DCDSB Mitch LePage Superintendent of Education 650 Rossland Road West Oshawa, Ontario L1J 7C4 Tel: 905.576.6150 Fax: 905.576.9804

17.0 Term

The term of this Agreement is from September 4, 2012 ending on June 14, 2013

18.0 Termination

The Agency, DCDSB, or the DDSB may terminate this Agreement without penalty at any time during the term of the Agreement, with one month’s notice.

Agreed to on this date:

__________________________________________ Steve Parish, Mayor Town of Ajax

__________________________________________ Martin deRond, Clerk Town of Ajax

_______________________________________ Martyn Beckett, Director of Education Durham District School Board

___________________________________________ Paul Pulla, Direction of Education and Secretary/Treasurer Durham Catholic District School Board

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REPORT TO: General Government Committee SUBMITTED BY: Mark Diotte, Fire Chief PREPARED BY: Mark Diotte, Fire Chief SUBJECT: Master Fire Plan WARD(S): All DATE OF MEETING: May 24th, 2012 REFERENCE: Master Fire Plan - Dillon Consulting Establishing and Regulating By-law AFES Organizational Chart

RECOMMENDATION: 1) That the report entitled Master Fire Plan be received for information; and, 2) that Council receive, as appropriate or required, future reports from the Fire Chief of Ajax Fire and Emergency Services with respect to the implementation of the recommendations contained within the Master Fire Plan in keeping with the needs and circumstances of the Town; and, 3) that, where necessary, the Fire Chief will recommend appropriate amendments to the Establishing and Regulating By-law for consideration by Council. BACKGROUND: In 2001, Council approved a strategic Master Fire Plan for fire services that had nine recommendations that were developed using the existing state of Ajax Fire and Emergency Services (AFES) as the benchmark. Each of the recommendations were vetted through the operating budget and long range capital forecast processes and were integrated into AFES where needs and circumstances warranted the change. Significant investments by the community in firefighting personnel, new headquarters, and the transition to a career fire department and changes to our fire prevention activities were driven by the 2001 Master Fire Plan.

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The demand for fire services can be categorized in two different streams, reactive (fire suppression and communications) and proactive (training, fire prevention and administration). Today, AFES has a Council approved complement of 111 full time and 1 part time staff distributed in accordance with the attached AFES organizational chart. Our fire suppression resources are deployed amongst our three fire stations with an assigned complement of 21 firefighters per shift (84 in total) with a minimum on-duty complement of 16 firefighters per shift to accommodate scheduled absences (e.g. vacation and lieu time) and unscheduled absences (e.g. illness and family emergency days). This deployment model allows for three pumper/rescues, one aerial ladder and an incident command vehicle to be in service on a 24/7 basis. All other resources are assigned to Headquarters and are allocated through the community where and when they are required. Fire Prevention is critical as the first line of defense against fire; through their efforts AFES reduces the risk to the community and firefighters using public education, physical inspections, fire cause determination and fire code enforcement to achieve their goals. For many of our residents the first and only contact with AFES is with the Fire Prevention Division and we strive to make customer service a priority to ensure the contact is positive. Training works diligently to ensure that firefighters are ready for the challenge of fire suppression so that the risks to life and property can be mitigated. The ongoing pursuit of new techniques, equipment and delivery methods are paramount for our fire suppression staff to ensure uniformity of performance and skill development. Administration coordinates all of the Divisional activities to meet the expectations of Council as outlined in the “Establishing and Regulating By-Law” and provide a quality customer focused service to the community both strategically and operationally. Communications has changed dramatically since we have taken over the responsibility of dispatching for the City of Pickering. The Division has grown considerably and is adapting to the changes that the new service demands. There are a number of initiatives in the following paragraphs that will see significant change in the handling of calls into our dispatch centre resulting in a more efficient service to the community. Each and every emergency has a sequence of events that will affect the outcome. Time is of the essence for all emergencies. The following graphical representation (Figure 1) identifies the various components of each emergency response. For the purpose of the Master Fire Plan, we have focused on those events that are within control of AFES. The event referred to as “911 Alarm Transfer” is controlled by the 911 operator at Durham Regional Police Services and does not factor into the processes impacted by AFES.

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Figure 1

AFES response data (2010) is contained in Table 1:

Response Time Components

AFES Average Time First In Unit

National Fire Protection Association NFPA Standards 9 times out of 10

Dispatch 64*sec or 1 min 4 sec 60 sec or 1 min (emergency calls only)

Turn Out 81 sec or 1 min 21 sec 90 sec or 1 min 30 sec Travel 206 sec or 3 min 26 sec 240 sec or 4 min

Total Response 352 sec or 5 min 52 sec 390 sec or 6 min 30 sec

*this data reflects all calls into the dispatch centre both emergency and non-emergency

Table 1 A number of initiatives are being introduced to eliminate system barriers to minimize our response times even further, (e.g. simultaneous dispatch of calls via EMS, pre-alert systems in each station, on board computer systems, move to a professional dispatch centre (2011) and in station displays). These projects are both Provincial and local initiatives that will see performance improvements to dispatch and turn-out of our response time components, specifically reducing the average dispatch time and moving to achieving each of the response time(s) nine times out of ten (90th percentile). In addition to the system changes, our quality management processes are undergoing changes to identify non-compliance with the response objectives identified in the Master Fire Plan so that measures may be implemented where this occurs.

Emergency Events Process

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Ensuring our total response time is as low as possible is critical, especially from a fire suppression perspective. An early, aggressive and offensive primary interior attack, where appropriate, is the most effective strategy to reduce injuries, loss of lives and property damage by attacking the fire as close as possible to the room of origin. At approximately 8 minutes (see Figure 2) into the fire sequence it is likely, based on fire analysis, that the fire will flashover and extend beyond the room of origin. Therefore, it is imperative that sufficient manpower and equipment arrive on scene in a timely manner to mitigate injuries, loss of life and property damage. National Fire Prevention Association (NFPA) research findings as represented by Figures 2 and 3, titled “Fire Propagation Curve” and “Fire Extension in Residential Structures”, demonstrates the linkage of response time to fire loss but also fire extension and how it relates the injuries and fatalities. Initial response is the time for the first arriving unit to arrive at an incident. Typically, a four person crew arrives and they commence activities to mitigate the incident. Depth of response is how long it takes for subsequent crews to arrive on scene. Although one crew may have responded in a prescribed time and begun suppression activities, it is often the length of time to get additional crews to the scene that affects the outcome because of the number of tasks that must be performed concurrently on the fire ground such as rescue, suppression, salvage, ventilation, water supply, overhaul and exposure protection. For example, a single crew can deploy a large diameter fire line to attack the fire but if that fire line has insufficient volume to suppress the fire, the fire will grow until additional crews arrive and more lines can be deployed.

Figure 2

Statistical analysis by the National Fire Protection Association (NFPA) from 1994-1998 and subsequent years indicates that when a fire extends beyond the room of origin the dollar loss of the fire is much higher and the fatalities associated with fires increase dramatically (see Figure 3)

Fire Propagation Curve

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NFPA 1710 - 1994-1998 Per thousand fires

Figure 3

In 2009, the Town of Ajax issued a Request for Proposal (RFP) for the development of a Master Fire Plan. Dillon Consulting was retained in the fourth quarter of 2009 to create a renewed strategic vision guiding the progression of AFES into the future. To achieve the renewed vision, a scope of work including the following items was identified.

o SWOC (Strengths/Weaknesses/Opportunities/Constraints) o Environmental scan, o Identification of best practices, o Full review of the department

In order to craft the Master Fire Plan, a significant amount of data was mined over a 24 month period coupled with internal (all firefighting staff were extended opportunities to meet and discuss their views with the consultant) and external stakeholder consultations (two meetings were conducted with major industries in the community and a public meeting was held in January 2011 at Town Hall seeking the public’s views on fire services). The information was compiled and verified resulting in Dillon Consulting successfully constructing a comprehensive Master Fire Plan for Council’s consideration for the “Near Term Horizon 2012-2014” and “Far Term Horizon 2015-2020”. DISCUSSION: The purpose of this Master Fire Plan (Attachment 1) is to identify a strategy that is based not only on the Town’s current state of being but also that of the future, taking into consideration the Town’s growth and resource limitations, while fulfilling our regulatory responsibilities under Provincial legislation. The Fire Protection and Prevention Act (FPPA), 1997 S.O. 1997, Chapter 4 is a provincial regulatory act that governs fire protection in the Province of Ontario, and applies to both municipalities and to the province. The FPPA provides definitions, specifies responsibilities for fire protection services, and describes the powers and duties of the Fire Chief and the Fire Marshal.

Fire Extension in Residential Structures

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The following are applicable sections of the FPPA for reference purposes:

PART I: DEFINITIONS 1.(1) In this Act, “Fire protection services” includes fire suppression, fire prevention, fire

safety education, communication, training of persons involved in the provisions of fire protection services, rescue and emergency services and the delivery of all those services

PART II: RESPONSIBILITY FOR FIRE PROTECTION SERVICES 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.

Services to be provided

(3) In determining the form and content of the program that it must offer under clause (1)(a) and the other fire protection services that it may offer under clause (1)(b), a municipality may seek the advice of the Fire Marshal

Review of municipal fire services

(7) The Fire Marshal may monitor and review the fire protection services provided by municipalities to ensure that municipalities have met their responsibilities under this section, and if the Fire Marshal is of the opinion that, as a result of a municipality failing to comply with its responsibilities under subsection (1), a serious threat to public safety exists in the municipality, he or she may make recommendations to the council of the municipality with respect to possible measures the municipality may take to remedy or reduce the threat to public safety.

Fire chief, municipalities Responsibility to council

6.(3) A fire chief is the person who is the person ultimately responsible to the council of a municipality that appointed him or her for the delivery of fire protection services

PART III: FIRE MARSHAL Powers of Fire Marshal

9.(1) the Fire Marshal has the power, (a) to monitor, review and advise municipalities respecting the provision of fire

protection services and to make recommendations to municipal councils for improving the efficiency and effectiveness of those services

(d) to issue guidelines to municipalities respecting fire protection services and related matters

Duties of Fire Marshal

9.(2) It is the duty of the Fire Marshal, (b) to advise municipalities in the interpretation and enforcement of this Act and the

regulations (d) to develop training programs and evaluation systems for persons involved in the

provision of fire protection services and to provide programs to improve practices relating to fire protection services

A flowchart entitled “Staffing and Apparatus Deployment” (Attachment 3) illustrates how our current staffing and equipment are deployed amongst our divisions and fire stations. It has formed the basis for all of the recommendations by the consultant using the minimum complement. AFES has the ability, based upon current staffing levels, to provide interior rescue and fire suppression activities simultaneously in a single family dwelling as conditions permit, typically referred to as a “moderate risk” as defined in the OFM document “Operational Planning: An Official Guide to Matching Resource Deployment and Risk” developed by the Fire Marshal of Ontario.

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In fire situations and other emergency responses (e.g. simultaneous fires, higher risk facilities, mass casualties etc.) that would require more resources, the “Durham Region Fire Services Mutual Aid Plan” would be enacted. This agreement allows for the co-ordination of all fire resources in the Region of Durham to be accessed by any community when they have deployed the majority of their individual resources at an incident. The Durham Region Fire Coordinator monitors these types of events and assists individual Fire Chiefs in accessing resources from other fire departments in the Region. Using our existing performance and minimum complement staffing criteria as the baseline, the consultant has drawn a number of conclusions, with subsequent recommendations based on various data sourced internally and externally. Performance targets have been identified to assist AFES in moving our response model closer to the ideal performance identified by the National Fire Protection Association (NFPA). These performance targets will be implemented operationally based on local needs and circumstances with the reception of the Master Fire Plan. Several of the recommendations have already been integrated into the AFES work plan due to opportunities related to budget allocations and interim planning while this long term strategy was being developed. AFES has constructed a report providing a visual representation of all of the recommendations by Dillon Consulting and illustrates their current status (Attachment 2). The Master Fire Plan will serve as a planning tool in both “Near Term Horizon 2012-2014” and “Far Term Horizon 2015-2020” that will provide guidance to AFES in establishing priorities and objectives that will assist the Town in fire protection planning where the local needs and circumstances of the municipality are met as determined by Council. FINANCIAL IMPLICATIONS: Dillon Consulting has provided a “Financial Implications” analysis in Section 12 that is illustrative of the operating and capital costs for each recommendation relative to the “Near Term Horizon 2012-2014” and “Far Term Horizon 2015-2020”. This information is for planning purposes only. Master Fire Plan recommendations that form part of an implementation plan will be submitted by AFES through the annual budget process and long range capital forecast for Council’s consideration. COMMUNICATION ISSUES: Once Council receives the Master Fire Plan, the document will be posted to the Town’s website for residents to access.

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CONCLUSION: It is my recommendation that the Master Fire Plan be received by Council. The document will then form the strategic basis for fire service operational planning initiatives that will be in keeping with the needs and circumstances of the Town. ATTACHMENTS: ATT-1: Master Fire Plan ATT-2: Master Fire Plan - Implementation Status ATT-3: Staffing and Apparatus Deployment 2012 ____________________________________ Mark Diotte, Fire Chief

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ATTACHMENT 2

Corporation of the Town of Ajax Fire Master Plan

2012 Implementation Status

Implementation Status Indicator(s) Summary of Recommendations:

Completed In Process • 31 recommendations in total • 19 completed (61.3%)

• 4 in process (12.9%)

• 8 subject to budget process (25.8%)

Administration

Recommendation Project Status (%)

10 20 30 40 50 60 70 80 90 100 1 of 2 Reference – Section 11.1.2 page 113

“A need for additional administrative support has been identified so that the Training and Fire Prevention & Public Safety Divisions is each assigned one full time administration assistant. However this could be deferred through better use of records managements systems within the department. The need for additional administrative support should be re-assessed once a solution to the records management issue is put in place”

• Analysis on the business demands will be conducted once the new Records and Information system has been implemented

• For inclusion in future budget discussions where growth and business demands warrant the additional staff member(s)

2 of 2 Reference – Section 11.1.2 page 113

“It is recommended that a strategy be developed to address long-term software/records management needs for the department. This should be done in conjunction with the Town’s IT department with input from representatives of all AFES Divisions. It would be useful to consult with other departments that have faced similar challenges”

• Corporate RIM project commenced in 2012 to review and make recommendation on a corporate wide strategy to manage electronic records in an efficient and responsible manner

• Feasibility study of the CAD system being undertaken in 2012

• Environmental scan has already been completed with other fire services with CAD systems

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Fire Prevention and Public Safety



“Improve data management by linking the AMANDA system (building plans review) to Crisys (subject to the development of a records management/dispatch strategy as identified in the Administration section of this report).”

• AMANDA system does not have the functionality to link to Crisys without a significant amount of programming development – estimated between $50,000 to $100,000


“Streamline inspection report writing with access to a laptop on site (consider using AMANDA) Currently inspection reports are hand written notes, taken on site and input digitally back at the station, printed as an official report and then brought back to the inspection site for review and sign-off with the owner. A more efficient process should be developed.”

• Feasibility analysis completed in 2011 • AMANDA will be implemented as the records

management system for fire prevention activities in 2012

• Recommendation for tablets or electronic devices to be moved forward during 2013 budget submissions


“Implement a system that tracks inspection targets for performance measurement purposes. Current RMS does not track targets for inspections. Chief Fire Prevention Officer creates a performance target list for inspections every year. Tracking within RMS would improve eliminate this task, improve efficiency and allow for periodic status reports to be created.”

• AFES does not concur with this recommendation at this time due to the lack of applicable software available

• AFES has a legacy based manual system that is used until such time as we move to AMANDA which has this functionality


“Continue to work towards certifying all fire prevention inspectors as Public Educators to the Ontario Fire Service Standard and help increase the priorities of public safety education (currently only one Certified Public Educator amongst six fire prevention staff.”

• On-going process through the Ontario Fire College – recommendation pursued as capacity of the Ontario College allows

• We have two fire inspectors certified and we have implemented a plan of one inspector per year to become certified over the next four years

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Fire Prevention and Public Safety (continued)



“Implement a schedule to target vulnerable groups with public education programs in addition to the range of programs available upon request.”

• This is congruent with current practice of providing public education to all groups rather than focusing on individual groups

• Statistical analysis is conducted annually to apply the resources in the most effective manner

• Vulnerable groups are identified during routine inspections and offered access to public educational programs


“Consider mandating fire prevention inspection targets by Council/By-law. Fire Protection and Prevention Act (FPPA) establishes minimum targets that are met by AFES.”

• For discussion by AFES on how this may best be achieved and where appropriate move the report forward to Council for their consideration and amendment to the establishing and Regulating By-law


“Recommend adding up to two more fire prevention and public safety staff over the coming 10 years to accommodated predicted growth within the Town.”

• For inclusion in future budget discussions where growth and business demands warrant the additional staff members


‘Fire Prevention & Safety Division shares an administrative assistant with Training Division. If no progress is made toward improving the departmental records management system, increase administrative assistance to one full-time position dedicated to Fire Prevention & Public Safety Division.”

• See Administration Recommendation 1 of 2


“Recommend using performance indicators, and setting measurement derived performance targets for reactive and routine inspections as well as plans for review and examination.”

• Performance indicators have already been implemented operationally

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Fire Suppression



“Implement new evaluation tool from “OFM: “Operational Planning: An Official Guide to Matching Resource Deployment and Risk” and incorporate results into future department planning initiatives.”

• Project has commenced in the 4th quarter of 2011 – estimate 12 to 16 months for completion by AFES staff


“Identify how to continue to use, calibrate and repair current electronic devices and any future devices such as on-board apparatus computers and associated software. Consideration should be given to use specialized resources.”

• Completed – confirms existing processes


“Consider adding a crew and response unit to Station 2. This would improve the first response and depth coverage of the AFES.”

• For discussion in future budget submissions


“Consider re-locating Station 2 to a suitable site near the intersection of Clements Road and Harwood avenue, a distance of approximately one kilometer. This would improve response in the south east portion of the Town.”

• For discussion in future budget submissions


“Consider expanding the current automatic aid agreement with Whitby Fire and Emergency Services (i.e. Station 3) to improve depth of coverage in the south east area of the Town.”

• Preliminary discussion with WFES have commenced

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Training



“AFES should develop plan for cost-recovery/pay per use partnerships with the new live fire training facility completed November 2009.”

• Completed


‘Increase administrative assistance to one full-time assistant instead of sharing with Fire Prevention and Public Safety Division or pursue other means to reduce administrative demands on the Training Officer.”

• See Administration Recommendation 1 of 2


“Increase Training support staff to meet current training demands and also pursue “strategic planning” within the Division. Develop a plan to maintain current training with anticipated future growth.”

• Tri-annual training plan completed • Identification and use of on-shift instructors has

eased the demand in the short term


“Historically, in the fire service one training officer worked to train twenty-five firefighters. Currently, two training staff trains 100 hundred staff (i.e. ratio of 1 to 50 staff). Increase training staff to two persons by 2031 to meet a more effective ratio of training officers per staff.”

• For inclusion in future budget submissions


“Recommend third member of training division management staff be hired to fully utilize live fire training facility, which requires three trained personnel to run evolutions.”

• On-duty suppression staff train on the proper operation of the Live Fire Training facility to support and supplement existing training staff

• Recommendation achieved without an increase in staff


“Need to manage succession planning for future retirements and staff turnover.”

• Completed as part of AFES promotional policy and corporate succession planning

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Training (continued)



“Track frequency and severity of specialized service calls and cost of outsourcing these services (e.g. hazmat, trench rescue, etc.). Consider options for providing specialized services such as a regional model where area departments share training and delivery of services.”

• Information is currently tracked • Working with Oshawa Fire Services on an

automatic aid agreement, complete with costing, that will come before Council for their consideration

• Regional model has been rejected by other departments

Apparatus and Equipment


“The present small equipment budget should continue at its present rate to allow for replacement of equipment that is older and out for repair.”

• Completed - confirms existing practices


“Consider including all relevant small equipment required at time of purchase of new vehicles. This would present a small increase in the capital budget expenditure, but would reduce the operating budget expenditures.”

• Completed - confirms existing practices


“The present replacement schedule of apparatus and small vehicles should be continued. However, repair and maintenance costs should be assessed yearly and if a certain apparatus is having recurring or increased repairs, consideration should be given to earlier replacement.”


4of 4 Reference – Section 11.5.2 page 118

“A plan should be developed to address the maintenance of technology within the suite of firefighting equipment.”


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Emergency Planning


“AFES should add a position for a professional emergency planner to assist with updating, maintenance and expansion of the community emergency planning program.”

• For inclusion in future budget submissions • Role is becoming more sophisticated and

complex


“Continue to review and update Municipal Emergency Response Plan on an on-going basis through regularly scheduled reviews. This should include the review and update of associated by-laws, policies and procedures.”


Communications and Technology 1 of 2 Reference – Section 11.7.2 page 119

“Improvements to or replacement of the CAD/records management systems should be pursued.”

• Feasibility study being conducted in 2012 • Funds budgeted in the long range capital forecast

for 2013 – replacement, where feasible, with be in concert with the NextGen radio system

2 of 2 Reference – Section 11.5 page 122

“Consider creating an interface link between the CAD system and station alerting Motorola system to streamline the dispatching process.”

• New radio system will see an entirely new station alerting technology that should integrate this requirement

• CAD vendor is in the process of creating a pre-alert tone systems that should achieve this recommendation in the 2nd quarter of 2012

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TOWN OF AJAX REPORT REPORT TO: General Government Committee SUBMITTED BY: Paul Allore, MCIP, RPP Director of Planning and Development Services PREPARED BY: Gary Muller, MCIP, RPP Manager of Planning SUBJECT: Agreement with the Region of Durham under the Regional

Revitalization Plan and Pat Bayly Square Plan Endorsement WARD: 3 DATE OF MEETING: May 24, 2012 REFERENCE: October 20, 2011 General Government Committee July 7, 2011 Council 2011 – 2014 Community Action Plan: Strategic Development and Economic Prosperity

RECOMMENDATIONS:

1. That the Mayor and Clerk be authorized to execute the Regional Revitalization

Plan Agreement with the Regional Municipality of Durham regarding the lands at the south-west corner of Bayly Street and Harwood Avenue attached to the May 24, 2012 Report to General Government Committee.

2. That the proposed plan for Pat Bayly Square be approved, and that following site

plan approval for the neighbouring development proposed by Medallion Developments (Bayly Square) Limited, that staff be authorized to develop detailed designs for the Square and interior civic space based on the proposed plan and report back to Council to present the detailed designs prior to the tender award.

DISCUSSION: This report deals with two separate agreements that advance the development of the Bayly Harwood project being proposed by Medallion Developments (Bayly Square) Limited (Medallion). Agreement under the Regional Revitalization Plan On November 10, 2011 staff forwarded a submission to the Region of Durham under the Regional Revitalization Plan, requesting a Regional contribution of $1,450,279.80 to cover extraordinary Regional infrastructure relocation costs that affect the site. On December 14, 2011 Regional Council endorsed the recommendations of the Joint Finance & Administration, Planning and Economic Development and Works Committee Report No 2011-J-

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Regional Revitalization Plan Agreement and Pat Bayly Square P a g e | 2

55 approving the application by the Town of Ajax on behalf of Medallion authorizing Regional financial assistance for the project in an amount not exceeding $1,451,000. The Region also committed to including the installation and oversizing of a proposed sanitary pumping station, forcemain, and associated appurtenances to accommodate future intensification of 4,800 additional persons north of Bayly Street in the forthcoming 2012 Development Charge Background Study and By-law. The timing of the construction of the new pumping station, forcemain and associated appurtenances would be dependent upon the availability of Regional funds, and Medallion’s progress of development. As a condition of the funding, the Town would convey the required lands for these Regional works at no cost. The Town would also be required to enter into an agreement with the Region that outlines the terms and conditions for Regional financial assistance to ensure accountability for Regional funding.

The Agreement with the Region to implement the provisions of the Regional Revitalization Plan are provided within Attachment 1. The agreement follows the RRP and a limits the Region’s funding to $1,451,000. Funds would be paid by the Region at the later of the following two options:

i) At the time of the Town’s flow of funds to Medallion under the Ajax Downtown CIP; or ii) In the following stages:

Stage 1: Full Building Permit issued by the Town for Building A of Phase 1

50% of the Funds

Stage 2: Framing inspection (or equivalent) passed by the local building inspection authority of Building B of Phase 1

25% of the Funds

Stage 3: Substantial Occupancy of Building B of Phase 1 25% of the Funds In keeping with the Town’s request, the Region will commit to including the installation and oversizing of a proposed sanitary pumping station, forcemain and associated appurtenances to accommodate the full development of the lands as well as an additional 4,800 persons north of Bayly Street in the Region’s forthcoming 2012 Development Charge Background Study and By-law. The Town will assume ownership and maintenance of the proposed relocated storm sewer within the Kitney Drive right of way. Performance requirements are in the agreement that are tied to the project complying with the Ajax Downtown CIP. The Agreement outlines information, reporting requirements and post-project reviews including record keeping obligations from the Town for costs incurred, the submission of progress reports, site inspections and related documentation. Staff and the Town’s solicitor are satisfied with the form and content of the agreement. Pat Bayly Square On July 7, 2011 the Town entered into a Development Agreement and Agreement of Purchase and Sale with Medallion that outline the commitments of both Medallion and the Town to regarding the development of the lands. As a component of the Agreement, the Town agreed “that the design of the Civic Square shall conform to the plan annexed hereto at Schedule “D” and its finishings shall be commensurate with the quality of design and materials envisaged by the Community Improvement Plan and that of Medallion’s intended development of the Property.” In addition, in terms of the progress of the Civic Square, the Town agreed that “within ten (10) months (May 27, 2012) of the Execution Date, Council for the Town will have approved

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a plan of the Civic Square in a form resembling a Site Plan”. Medallion has agreed to the 1 day extension of the above date in order to account for the ratification of the recommendations of this report at the May 27, 2012 Council meeting. The intent of this provision was to establish Council’s endorsement of fundamental components of the Square in order to ensure that the general layout and finishings were consistent with the surrounding development and the context of the site in the heart of the Downtown. Council’s position on the proposed layout of the square will allow the project to proceed to detailed design while providing certainty on the site layout. Figure 1 illustrates fundamental components of the Square, as follows:

1. The Square will encompass an area of approximately 7,500 m2 (1.8 acres) and will include a reflecting pool/winter skating rink roughly in the centre of the space that will be approximately 844 m2 (9,085 sq. ft.) in area. The water feature will include a series of animated fountains arranged to provide a formal or civic presentation.

2. The Square will be above two levels of underground parking. Locations for pedestrian access from the parking area to the Square have been illustrated.

3. The Square is designed to address the topography of the site by including a semi-circular ramp starting from Bayly Street, leading down to the platform area, and then leading to the level of the square. Traveling south, the square approaches the grade level of Harwood Avenue. A ramp will lead from the Civic Square to Kitney Drive.

4. The majority of the Square will be hard surfaced. Pavement design will be reminiscent of the coding pattern on a key stream tape that may have been found in a Rockex machine, a Pat Bayly invention. This pattern would be included as a design theme for entrances, signage and other fixtures within the Square.

5. The space is designed to provide a variety of multi-functional spaces with the potential to accommodate vendors, entertainers and larger scale events. Low walls, an amphitheatre design will provide casual seating opportunities. The on-site furniture will have unified, consistent and contemporary styling. Suitable locations for public art have been identified. The potential for a media screen will protected for within the building design above the interior civic space.

6. Landscaping will include two intersecting double rows of trees, aligned to reinforce sight lines to the Ajax Community Centre and to soften the edges of the Square. Plantings will be provided near the Bayly Harwood intersection to reinforce a sense of enclosure for the Square and to address the topography of the site.

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Regional Revitalization Plan Agreement and Pat Bayly Square Date: May 20, 2012

Figure 1

Pat Bayly Square Site Plan

Town of Ajax Planning and Development Services

Civic Square Boundary

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Figure 2

Pat Bayly Square Renderings


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Since Committee has last viewed the drawings, some modifications to the design of the Square are being recommended.

1. The acoustical consultant (Valcoustics) has advised that the performance stage in the location originally envisioned will be adversely affected by traffic noise along Bayly Street. This condition is similar to the experience at Heritage Square in front of Town Hall. In response to this condition, it has been proposed that the performance stage be relocated to a position in front of the space to be operated by the Town. The proposed new location provides the following advantages:

a. It will not interfere with pedestrian movement for those willing to access the square from the Bayly Harwood intersection;

b. The building will shield the performance area from noise, and the proposed canopy of the space will shelter the area from potential inclement weather;

c. The location is well suited to performances with sight lines to the venue from various locations within the square, and from the proposed skating rink;

d. The potential media screen would be directly above the stage area, providing for direct viewing while performances are under way;

e. While the stage is not in use, it will simply be an elevated platform where seating can be provided, allowing for another area of casual overlook into the square.

2. Staff have met with Durham Region Transit (DRT) officials regarding the location of

surface transit facilities servicing the development and the Square. DRT advises that it will institute service improvements in July of 2012 along Bayly Street, from Audley Road to the University of Toronto Scarborough Campus. Local service on Harwood Avenue will remain. DRT has requested a stop on Bayly Street, west of Harwood Avenue and a stop on Harwood Avenue, south of Bayly Street. Due to the confined area of the boulevard, it is suggested that the requisite transit shelters be accommodated with the landscape strip at the edges of the Civic Square. The shelters architecturally appropriate for the site, and compatible with the adjacent development.

With the above principles in place, staff have been developing the terms of reference for the scope of work of the subconsultants for this project. Detailed work is necessary from the following disciplines in order to bring the project to fruition:

1. With the overall site layout confirmed, the landscape details, including species, method of planting (i.e. silva cell vs. other methods), design specifications for the paving materials, lighting fixtures and details, benches, receptacles, bicycle racks, other site furniture and signage can be developed.

2. Mechanical and electrical designs are required to suit the programming of the Civic Square and the associated indoor facility. This includes plumbing, power, lighting, fire alarms, security, the performance stage, servicing for the rink and reflecting pond, electrical conduits to allow for flexibility of use, etc.

3. There is a need to engage an audio visual consultant in order to suit the programming of the Civic Square including public addressing systems, music systems, AV room requirements, lighting, speaker systems and locations, plug-in locations, etc.

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Figure 3

Proposed Performance Stage


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4. The design details of the neighbouring interior public space will need to be established

including utility needs, staff space and finishings.

5. Staff are recommending that a cost consultant be retained as part of this project in order to monitor costs from commencement of the work to post-construction evaluation.

FINANCIAL IMPLICATIONS: n/a COMMUNICATION ISSUES: n/a CONCLUSION: This report and its recommendations address two major milestones of the Bayly Harwood development in keeping with the current agreement between the Town and Medallion. The overall site plan for the first phase of the proposal will be brought to Community Affairs and Planning Committee for a public meeting on June 18, 2012. ______________________________ Gary Muller, MCIP, RPP Manager of Planning

______________________________ Paul Allore, MCIP, RPP Director of Planning and Development Services

ATTACHMENTS: ATT-1: Agreement with the Region of Durham under the Regional Revitalization Plan

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THIS AGREEMENT made this ________ day of ________________________, 2012 B E T W E E N:

THE CORPORATION OF THE TOWN OF AJAX (hereinafter called the “Municipality”)

- and -

THE REGIONAL MUNICIPALITY OF DURHAM

(hereinafter called the “Region”)

WHEREAS the Regional Revitalization Program (the “RRP”) aims to strategically target Regional investment towards key areas of Durham Region’s area municipalities that advance the goals of the Regional Official Plan and achieve positive economic and community objectives; AND WHEREAS the Municipality has certain obligations under the terms of the RRP; AND WHEREAS the application submitted by the Municipality, on behalf of Medallion Developments (Bayly Square) Limited (the “Recipient”), under the RRP, regarding the Phase 1 development of lands, being Building A and Building B, located at the southwest corner of Harwood Avenue and Bayly Street in the Town of Ajax (the “Project”), and described in the Development Agreement and Agreement of Purchase of Sale between the Municipality and the Recipient attached hereto as Schedule “A” meets the mandatory criteria and core intent of the RRP and the project location, being within the Municipality’s Community Improvement Plan Area, fits within the goals of the Regional Official Plan as it relates to people-oriented places that are accessible by transit and active transportation and it encourages residential and employment growth in a Regional Centre; AND WHEREAS under the RRP, the Region’s financial assistance to the Recipient is to be disbursed by the Municipality and is not to be greater than the Municipality’s own financial assistance to the Recipient; NOW THEREFORE THIS AGREEMENT WITNESSETH that in consideration of the mutual covenants herein contained and other good and valuable consideration, the parties hereby agree as follows: 1. Definitions 1.1 In this agreement:

(a) “Eligible Costs” are as defined in section 3 of this Agreement. (b) “Reports” mean such invoices, billings, statements, accounts and related

documentation required by the Region to substantiate Eligible Costs incurred. (c) “Flow of Funds” means exemptions from fees, exemptions from development

charges, deferrals of property tax increases or any other financial incentive(s) provided by the Municipality to the Recipient under the Ajax Downtown Community Improvement Plan.

(d) “Performance Criteria” means the Municipality’s performance criteria contained in the Municipal Community Improvement Plan and incorporated

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into the Development Agreement and Agreement of Purchase and Sale between the Municipality and the Recipient attached hereto as Schedule “A”.

(e) “Regional Revitalization Program” or “RRP” means the Region’s program as more particularly described in Report No. 2008-J-37 to the Joint Finance & Administration and Planning Committees and Report No. 2009-F-50 to the Finance and Administration Committee.

(f) “Substantial Occupancy” means the date that an occupancy permit or

preoccupancy inspection approval is granted by the local building approval authority (or equivalent) of the Municipality.

2. Term of Agreement 2.1 Subject to any extension or termination of this Agreement or survival of any of the

provisions of this Agreement pursuant to the provisions contained herein, this Agreement shall be in effect from the date set out on the first page of this Agreement to the fifth anniversary of the date in which the Project achieved Substantial Occupancy of Building B of Phase 1.

3. Eligible Costs 3.1 Eligible Costs will be all direct costs that are, in the opinion of the Region, properly

and reasonably incurred and paid by the Recipient under a contract for goods and services necessary for the implementation of the Project. Eligible costs will include the capital costs of constructing, rehabilitating or improving, in whole or in part, the Project as determined by the Region.

4. Financial Assistance 4.1 Regional Financial Assistance for the Project shall not exceed One Million, Four

Hundred and Fifty-One Thousand Dollars ($1,451,000.00) (the “Funds”). The Funds shall be transferred to the Municipality at the later of the following two options:

(i) At the time of the Municipality’s Flow of Funds to the Recipient; or (ii) In the following stages:

Stage 1 Full Building Permit issued by the Municipality for Building A of Phase 1

50% of the Funds

Stage 2 Framing inspection (or equivalent) passed by the local building inspection authority of Building B of Phase 1

25% of the Funds

Stage 3 Substantial Occupancy of Building B of Phase 1 25% of the Funds

4.2 The Municipality shall provide at least ten (10) days advance written notice to the

Region that Flow of Funds are to be transferred to the Recipient in order that the Region can provide the Regional financial assistance to the municipality. All payments by the Region will be made within ten (10) days of receipt of the written notice from the Municipality.

4.3 The Region, in its sole discretion, may reduce the amount of its contribution in any

of, or any combination of, the following events:

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(a) the Recipient fails to complete the implementation of the Project, or any portion thereof;

(b) The Municipality or Recipient delays in submitting required information, in which case the payment by the Region will be delayed by a timeframe equal to the delay by the Municipality, both parties acting reasonably;

(c) Insufficient eligible costs are incurred, where eligible costs must be in excess of the contribution by the Municipality and the Region;

(d) The Municipality’s financial assistance is less than the Regional financial assistance.

5. Regional Revitalization Program Criteria and Regional Development Charges 5.1 Prior to the release of any Funds by the Municipality to the Recipient, the

Municipality shall ensure that all Regional Revitalization Program criteria are satisfied, including the full payment of any Regional development charges that apply to the Project.

6. Servicing Requirements 6.1 The Recipient shall enter into a Servicing Agreement with the Region for the

construction of internal and external Regional services for the Project. 6.2 The Region will commit to include the installation and oversizing of a proposed

sanitary pumping station, forcemain, and associated appurtenances to accommodate the full development of all lands owned by the Recipient at the southwest corner of Harwood Avenue and Bayly Street, as well as future intensification of 4,800 additional persons north of Bayly Street in the Town of Ajax in the forthcoming 2012 Development Charges Background Study and By-Law.

6.3 The timing of construction of the proposed sanitary pumping station, forcemain and

associated appurtenances will be dependent upon:

a) Availability of Regional funds; and b) Development progress with respect to the lands by the Recipient.

6.4 The Municipality will convey the required lands for the proposed sanitary pumping

station, forcemain and associated appurtenances at no cost to the Region in order to undertake the proposed sanitary pumping station and forcemain.

6.5 Upon completion of the relocation of the existing storm sewer, which traverses the

site from north to south, and constructing a new storm sewer proposed to be located within the Kitney Drive right-of-way, the Municipality will assume ownership and operation of the new storm sewer.

6.6 All costs associated with works for the development of the lands will be borne by the

Recipient, in keeping with Regional policies.

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7. Municipality Performance Criteria 7.1 The Municipality acknowledges and agrees that it will not release any Funds to the

Recipient unless and until all Municipality Performance Criteria are met by the Recipient in regard to incentives provided under the Municipality’s Community Improvement Plan.

7.2 Further, the Municipality shall give notice in writing to the Region if there are any

amendments to the Performance Criteria, such that the Region may revise its contribution amounts, if required.

7.3 The Municipality’s financial contribution is estimated to be Twenty-two Million One

Hundred Seventy-Two Thousand Four Hundred and Twenty-One Dollars and Fifty-Two Cents ($22,172,421.52). The Region is to be provided with written notice if the Municipality’s financial contribution to the Recipient is estimated to be less than the Funds to be transferred by the Region.

8. Information, Reporting Requirements & Post-project Reviews 8.1 The Municipality shall comply with the procedures for the Regional Revitalization

Program as established by the Region from time to time and hereby incorporated by reference in this Agreement and shall submit Reports in the format and method established by the Region.

8.2 The Municipality shall keep separate records for Eligible Costs incurred and for the

Funds received from the Region pursuant to this Agreement. 8.3 The Municipality, on behalf of the Recipient, shall submit to the Region in writing all

information respecting the progress of the Project, such as completed building or site inspections or progress certificates that may be requested by the Region or of which the Recipient becomes aware that may affect the Project’s completion, including regular reporting on the Eligible Costs and the Municipality’s financial assistance..

8.4 The Municipality shall supply to the Region, upon request, such information in

respect of the Project and its results including, without limitation, all Contracts and Agreements related to the Project and all plans and specifications related to the Project, as the Region may require.

The Municipality agrees that it shall cooperate with the Region in the performance of any post-project review or evaluation of the Project and shall supply information as requested by the Region to confirm adherence to this Agreement, including the submission of the annual post-project report for five years after substantial occupancy in a form acceptable to the Region, acting reasonably. The Region and the Municipality may establish a project review committee consisting of two members (one member appointed by each of the Parties) for this purpose to review the progress of the Project and any revisions thereto.

8.5 The Municipality represents it shall not provide any false or misleading information to

the Region under this Agreement.

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9. Financial Accountability and Auditing 9.1 The Municipality shall keep and maintain all financial records, invoices and other

financially-related documents relating to the Flow of Funds in a manner consistent with generally accepted accounting principles and clerical practices, and shall maintain such records and keep them available for review by the Region for a period of seven (7) years from the date of termination of this Agreement.

9.2 Further, the Municipality agrees to maintain all non-financial documents and records

relating to the Funds in a confidential manner and consistent with all applicable laws. 9.3 The Municipality hereby authorizes an employee, agent or consultant of the Region,

upon forty-eight (48) hours’ notice and during normal business hours, to enter upon the business premises of the Municipality to review the status and manner of operation of the Project and to inspect and copy any financial records, invoices and other financially-related documents, non-financial records and documents, in the possession or under the control of the Municipality, which relate to the Funds.

9.4 The Region, their respective agents and employees, including its external auditors

shall be allowed access to the Municipality’s premises and to the Project site at all reasonable times to (i) inspect the progress and monitor the Project; (ii) perform cost reviews and audits on the Project; and (iii) complete any other auditing or monitoring that may be reasonably required in relation to the Project.

9.5 The Municipality shall ensure that it secures corresponding accountability obligations

from the Recipient in order to satisfy the terms of this Agreement. 10. Surplus Funds 10.1 The Municipality agrees to the repayment of any surplus funds related to the

Regional Financial Assistance retained by the Municipality at the end of the Term of this Agreement, with a statement of Eligible Costs paid to the Recipient. Any overpayment by the Region discovered at any time shall be refunded expeditiously by the Municipality to the Region.

11. Insurance 11.1 During the term of this Agreement, the Municipality will provide in full force and

effect, a commercial general liability insurance policy in the amount of at least FIVE MILLION ($5,000,000.00) DOLLARS providing for, without limitation, coverage for personal injury, public liability and property damage naming the Region as an additional insured. The Municipality shall, upon request by the Region, provide the Region with proof of such insurance forthwith.

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12. Indemnification 12.1 The Municipality shall indemnify and hold harmless the Region, their employees, and

agents from and against all claims, demands, costs, losses, expenses, damages or liabilities incurred as a result of a claim, suit or proceeding arising out of or in connection with this Agreement, where the claim, suit, or proceeding is caused by the negligence of the Municipality, their officers, employees or agents in connection with the obligations performed, purportedly performed or required to be performed under this Agreement.

13. General 13.1 This Agreement, including any amendments and supplements hereto, constitutes the

entire agreement between the parties with respect to the subject matter hereof. This Agreement supersedes all prior or contemporaneous agreements, negotiations, representations, proposals, discussions and understandings, oral or written, relating to the subject matter hereof. This Agreement may be amended, supplemented or modified only by written instrument, signed by each of the parties hereto.

13.2 This Agreement shall be governed by and interpreted in accordance with the laws of

the Province of Ontario and the laws of Canada applicable therein. 13.3 All notices required or permitted to be given under this Agreement shall be in writing

and either delivered personally or by pre-paid courier or transmitted by facsimile or other similar means of confirmed electronic communication, to the Region at:

The Regional Municipality of Durham Attention: Regional Clerk 605 Rossland Rd. E. Whitby, ON L1N 6A3 Fax: (905) 668-9963

and to the Municipality at:

The Corporation of the Town of Ajax Attention: Municipal Clerk 65 Harwood Ave. S. Ajax, ON L1S 2H9

or to such other address and facsimile number as either party may notify to the other from time to time. All notices shall be effective when actually received.

13.4 The relationship of the parties shall be that of independent contractors. Nothing in

this Agreement shall be interpreted to create any partnership, joint venture, or similar relationship, or subject the parties to any implied duties or obligations respecting the conduct of their affairs which are not expressly stated herein.

13.5 This Agreement may not be assigned by the Municipality, except with the prior

written consent of the Region. 13.6 The failure of either party at any time to require performance of any provision shall

not affect the right to require performance at any other time, nor shall the waiver by

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either party of a breach of any provision be a waiver of any succeeding breach or a waiver of the provision itself.

13.7 If any provision of the Agreement is declared illegal, void or unenforceable for any reasons, such provision shall be severed from the balance of this agreement and the remaining provisions hereof shall continue in full force and effect.

Signed and dated this _______________ day of _____________________, 2012. THE CORPORATION OF THE TOWN OF AJAX ________________________________ Steve Parish Mayor ________________________________ Martin deRond Municipal Clerk THE REGIONAL MUNICIPALITY OF DURHAM _________________________________ Roger Anderson Regional Chair and CEO _________________________________ P.M. Madill Regional Clerk

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Schedule “A”

Development Agreement and Agreement of Purchase and Sale

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TOWN OF AJAX REPORT REPORT TO: General Government Committee SUBMITTED BY: Brian Skinner, CAO PREPARED BY: Marilou Murray, Assistant to the CAO SUBJECT: Community Safety Strategy – Year Three Status Report WARD(S): All DATE OF MEETING: May 24, 2012 REFERENCE: Strong Sense of Community Community Safety Strategy – Year Two Status Report – March

24, 2011 Community Safety Strategy – Year One Status Report – March

25, 2010 Council Report & Presentation – October 27, 2008

Council Report March 26, 2007 and November 12, 2007

RECOMMENDATION: 1. That the Partnership-based Community Safety Strategy - Year Three Status Report be

received for information and; 2. That the “Ajax Moves Three Ways” Road Safety Campaign be endorsed as a key

initiative in 2012. BACKGROUND: Community Safety continues to be a priority for Council through the implementation of the Partnership-based Community Safety Strategy for Ajax, endorsed by Council as well as many community organizations in October, 2008. The strategy involved the development of a Community Safety Vision, the identification of seven (7) Quality Statements of a Caring Community and incorporated a total of sixty-seven (67) key strategic activities that were divided into four themes of action:

Neighbourhoods – 19 Strategies Youth, Families & Seniors – 27 Strategies Transportation & Getting Around – 12 Strategies Policing – 9 Strategies

The Town continues to have a strong partnership with various community organizations who supported the development of the strategy and are committed to working collaboratively to advance the initiatives, including Durham Regional Police, Durham District and Durham Catholic

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Subject: Partnership-based Community Safety Strategy – Year Two Status Report

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District School Boards, The Youth Centre, Community Development Council Durham, Safe Communities of Pickering/Ajax and Durham Region Social Services. An implementation plan was developed to ensure regular reporting and monitoring by various community partners. The implementation plan was divided into three time lines; Short Term: 1-2 years (2009/2010), Medium Term: 3-4 years (2011/2012), and Long Term: 5 plus years (2013+). DISCUSSION: Attached as Appendix A, is a chart that provides an update on the status of initiative’s outlined in the strategy. Accomplishments for 2011 include:

1. Notre Dame & J. Clarke Richardson School Complex

a) “The Spot” - Youth Drop In Centre

The Town, in partnership with the Durham District and Durham Catholic District School Boards opened the Youth Drop In Centre in September, 2011. The pilot program runs from 2:00–5:00 p.m. Monday - Friday and includes various programs and activities for students attending the two schools. Attendance and feedback from the program has been overwhelming. Approximate attendance (Sept.-Dec.): close to 3,000 visits, averaging 41 members attending each day. Due to the success of the program, it is being proposed to run annually.

b) Community Basketball Program Durham Regional Police Service (DRPS) and J. Clarke Richardson Collegiate started a community-based basketball program which runs one evening every other week for students and siblings attending J. Clarke Richardson High School. The program, run by DRPS officers helps to strengthen relationships between police and students. The program began April 6 and ran until December, 2011. Approximately 15 youth attended the bi-weekly program. Efforts will continue to get the program back in place for the 2012/13 school year.

2. “Encourage Me Ajax” Youth Campaign

In April, the Town, in partnership with both school boards and the Youth Centre launched “Encourage Me Ajax”, a public awareness and education campaign focused on celebrating Ajax youth. The month long campaign highlighted local youth by showcasing their talents, accomplishments and potential – ten students were chosen to be the face of the campaign. With the goal of reaching out to both youth and adults, the campaign used an interactive website to create awareness of youth discrimination and share positive youth experiences. Local high schools were actively involved and coordinated “commitment days” to support the initiative. The campaign concluded on May 7, 2011 with a special unity walk and rally event, where 150 students marched from Town Hall to the Ajax Community Centre.

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3. Road Safety Campaign – Phase 1 - “Think and Drive”

The Town reinforced its commitment to roadway safety by supporting the Region’s “Think and Drive” Campaign, an education and awareness initiative aimed at the three leading causes to motor vehicle collision; speeding, distracted and impaired driving. The initiative was a partnership by Durham Regional Police, Ontario Provincial Police, Durham Medical Emergency Services and the Town of Ajax. Resident’s were called to action by taking the “Durham Road Safety Driving Challenge” quiz and as well the “Leave the Phone Alone” pledge. Ajax resident participation ranked the highest in the Region!

5. 5 New Neighbourhood Watch Programs

Durham Regional Police Service worked with Ajax residents to establish five (5) new Neighbourhood Watch programs. Communities include Bicknell Court NW (ward 2), Imagination-Portelli NW (ward 2), Imagination South NW (ward2), Carruthers Creek East NW (ward 4), Nottingham North NW(ward 2).

6. Internet Safety Youth/Parent Workshop: Durham Regional Police Service worked in partnership with the Durham District School Board to host a “How Safe is your Internet” workshop for parents and youth on September 20, an annual event as part of Safe Schools Week. The session was held at J. Clarke Richardson High School and was intended to educate parents and youth on the effects of the internet and how to ensure parents provide a safe experience for their children. Approximately 40 parents and youth attended the session.

7. Strong Neighbourhood Strategy (SNS) – Phase 1

Supported by the Community Safety Strategy as well as the Diversity and Community Engagement Plan, the intent of the SNS is to provide staff with tools, information and resources to help facilitate community capacity at the neighbourhood level and support greater connections amongst neighbours within a geographic area. The strategy development was launched in November, 2011 and will continue throughout 2012 with the launch of Phase 2, scheduled to begin in the fall of 2012. Phase 2 will include detailed neighbourhood consultation and more in depth demographic analysis.

8. By-law Services Review

By-law Services conducted a review of By-law Services, including staffing levels and service standards. The review was completed and approved by Council, February 24, 2011.

Priorities Moving Forward - 2012 A total of 28 strategies have been completed to date, representing 41% of the plan. An additional 21 strategies, representing 31% of the plan, are currently in progress. As noted previously, progress on these initiatives are subject to community partner work load and priorities. In addition, the committee has identified seven new projects for implementation in 2012 which include:

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i. Strategy 21: Develop an Elder Abuse Awareness Campaign delivered at Town

senior centres and designated seniors buildings. ii. Strategy 39: Host a Young Workers Awareness Program in Ajax, in partnership with

WSIB, to teach the rights of safe working environments for young residents entering the workforce.

iii. Strategy 47: Create a greater awareness of the Traffic Calming Warrant approach. iv. Strategy 48: Educate the public on the use of roundabouts. v. Strategy 51: Road & Trail Safety Campaign - Phase 2 vi. Strategy 63: Develop a communication strategy to promote community engagement

activities of DRPS vii. Strategy 65: Develop a communication tool to access crime reporting (ie: brochure)

Ajax Moves Three Ways Motorist, Cyclist and Pedestrians on route to a safer Ajax A town’s transportation network is an important part of the livability of a community. As such, the Town of Ajax is focused on building a transportation network that meets the needs of its diverse users whether young or old, motorist or bicyclist, or pedestrian or bus rider, and ensuring this network is used in a safe and respectful way. To support its commitment to respect and safety, the Town is preparing to launch a public awareness campaign in June 2012 that focuses on the interface between motorists, pedestrians and cyclists. The goal of this initiative is to improve public transportation by ultimately preventing collisions and injuries amongst all road and trail users within Ajax. Through the assistance of the following community partners: Active Transportation and Trails Committee; Durham Regional Police Service; Smart Commute Durham; and Share the Road Cycling Coalition, the campaign will increase safety awareness amongst users and inform them of their rights and the rights of others. The Ajax Moves Three Ways campaign is considered Phase 2 of a public awareness campaign that focuses on road safety in Ajax. In November of 2011, the Town partnered with the Region of Durham to promote the Region’s Think and Drive campaign which focused on building awareness of the hazards of distracted driving. FINANCIAL IMPLICATIONS: The necessary financial resources for Ajax led strategies have been identified and approved by Council as part of the department’s annual operating budget process. COMMUNICATION ISSUES: The Partnership-based Community Safety Strategy is available on the Town’s web site. Various communications support including the development of communication plans will be utilized as required and on a project by project basis. Partnership Committee meetings are held 4 times per year to ensure ongoing monitoring of the plan and to strengthen communication amongst community partners.

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CONCLUSION: The Community Safety Strategy partnership will continue its efforts in 2012 to advance the strategies identified. The Town of Ajax continues to enjoy the opportunity to work collaboratively on these initiatives and to continue to strengthen the relationship with so many community partners. _________________________________ Marilou Murray, Manager of Strategy, Communication and Policy ____________________________________ Brian Skinner, CAO

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Community Safety Plan 2009 – 20xx

Community Safety Strategy APPENDIX A

Implementation Plan

Short Term Strategies 2009 - 2010

Strategic Objective Deliverables

Partnership Strategies

Com

men

ced

Com

plet

ed

Strategies:

1. Implement a community development

program in an Ajax Municipal Housing site to provide direct services and tools to support the community members to build a cohesive and healthy community.

Program running successfully in Riverbreeze, averaging 15 participants per night. Program offered 1 night/weeks for 3 hours (1.5 hours for children and 1.5 hours for youth)

2. Create a Neighbourhood “tool kit” to help residents plan and host neighbourhood events (i.e. BBQs, family days, walking groups, etc.) and create neighbourhood associations.

2012/13 Initiative, subject to the completion of the Strong Neighbourhood Strategy

3. Conduct a “Quality of Life” survey in Ajax to better understand the root causes of crime/ safety in the community. Once complete develop effective strategies that will contribute to building social cohesion.

Completed in 2010

4. Promote the Town of Ajax status as a “Youth Friendly Community” and strive to reach Platinum status through the Ministry of Health Promotion Youth Friendly Community Recognition Program.

Reached “Gold” Status in 2009. Encourage Me Ajax Campaign held in 2011 &

2012 Ongoing initiatives continue to support our efforts Next application deadline: Fall 2013

5. Assess the specific needs of neighbourhood catchment areas and develop a progressive plan that supports neighbourhood development

Strong Neighbourhood Strategy underway

6. Host a neighbourhood event in Ajax high priority communities that supports continued development.

2009 - ongoing

13. Building off the Neighbourhood “tool kit” develop an on-line Neighbourhood Portal, a place for neighbours to connect with neighbours and a place to find the tools, resources, and support with the goal of creating and sustaining great neighbourhoods.

Neighbourhood Portal developed as part of new website.

Strong Neighbourhood Strategy to support further development

14. Research the impact and effectiveness of lighting along walkways and public places. Develop criteria to be applied when considering new locations for walkway and park lighting.

Research completed. Protocol developed, including involvement with

Knights on Guard and DRPS

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15. Engage consulting designers, architects, planners to place the design of public and private space as foremost in the design of new developments to strengthen friendly, people-oriented community spaces.

Environmental policies in OPA 38 provide for Safe Community Design. Design principles are incorporated in new developments.

16. As the Town moves to increased intensifications of residential development, greater emphasis will be given to attaining safe, accessible, green and welcoming public spaces.

OPA 41 has been approved by Town Council (2010). Awaiting endorsement by Region of Durham – anticipated in 2012

22. Assess and evaluate current social service programs and services in the Ajax community including youth recreation and leisure programming in order to identify potential gaps in service delivery and identify areas for collaborative approaches to resolve community needs.

Review completed in 2009

27. Establish a youth engagement coalition to help youth identify issues in their neighbourhoods, provide mentorship and help youth to create their own solutions.

“Take the Lead” program developed in 2009. Partners continue supporting program, including

The Youth Centre (lead), Town, John Howard, CDCD, St. Pauls on the Hill, YMCA

28. To initiate and train School Board staff & students, Police & other community partners on restorative justice practices. (Restorative Justice is a process that builds strength and relationship within the community and provides an alternative to the formal justice system. Youth have a chance to understand the impact of their actions and make efforts, with the support of many others, to self correct their mistakes.

2009/Annual training

29. Work with community partners to host a Youth Summit for Ajax Schools (grades 7-12) called “Heart of Ajax:”, an opportunity for Ajax schools to showcase best practices in the areas of diversity, equity and character education.

Program developed in 2009. Held annually at Lincoln Alexander P.S.

30. Introduce an anti-bullying program for Grades 5-8 in all Ajax schools.

2009 & 2010 SCOPA Youth Committee hosting Bullying

Prevention Workshop – May 31, 2012

31. To actively participate, monitor and respond to outcomes created by the Coalition for Action Against Bullying - Durham.

Ongoing Initiative’s

32. Host anti-gang strategy workshops for service providers and one for parents in Ajax.

Workshop’s held in 2010

33. Engage higher priority youth in community-based pilot education programs

Return Ticket Program - DCDSB

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35. Based on community need, explore opportunities to expand/initiate activities for children and youth in Ajax schools during school time, before or after school.

Funding secured through Ministry. Two programs launched – Terry Fox, Bolton C. Falby. Youth Centre drop in also at Bolton C Falby (Wed). Youth Centre developed at J. Clarke/Notre Dame.

Strong Neighbourhood Strategy may support additional programs.

36. Explore the opportunity for a Settlement Workers in School (SWIS) program aimed at making the transition for youth newcomers easier at school.

Program implemented in 2011

37. Develop an “Access to Recreation” Policy to support services for all residents and explore opportunities to partner with Durham Region Social Services to enhance funding for families in receipt for social assistance for recreational activities.

Town lead a delegation to Region’s Health & Social Services Committee in 2011 to bring awareness of the need/importance for a Affordable Access for Recreation

Small working group, including Town, community partners and Region staff formed to develop practices and approach’s within the Region

Current Ajax needs being met through Canadian Tire initiative, free program implementation, Girls and Boys Club after school program, financial subsidies

43. Develop a public relations plan to increase community knowledge on the Board’s of Education Safe School and Character Building Programs/Initiatives and support dialogue with community partners on potential partnership opportunities.

DDSB web site re-design project complete More focus on Safe School and Character

Building program

44. As a component of the School Improvement Plan, continue to conduct an Annual/Cyclical Safety Audit in every Ajax school and develop an Action Plan to address deficiencies in order to support a safe and caring environment.

Ongoing

45. Continue to conduct an Annual Student Attitudinal Survey which includes a series of safety related questions and share the results from Ajax schools with the community partnership in order to support potential initiatives and/or program development opportunities.

Ongoing

46. Continue to support and promote efforts of the DRPS and Road Watch.

(Committee of Community Volunteers Ajax/Pickering)

Committee meets monthly Annual updates provided to Council Key activities include Speed Board

implementation and public enquiry responses

47. Create a greater awareness for residents of the Town of Ajax Traffic Calming Warrant approach.

Information updated on Town’s new web site

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52. Develop Active and Safe Routes to School Strategies.

Brother Andre Catholic School pilot concluded, including school survey. Data being compiled

WOW (Walk on Wed.) program initiated School Travel Planning meeting being held with

DDSB, May 22, 2012 to discuss potential partnership (attendees include: Green Communities Canada, Metrolinx, Durham Regional Health Department, Durham Board of Education, Town)

58. Explore effective communication and networking opportunities between DRPS and partners (including the Town) to resolve safety-related issues and concerns (i.e. Liaison Committee, clear communication protocols, etc.).

Annual meetings with Council held Ongoing communication with DRPS staff on

various initiatives

59. Increase visibility through attendance at community-based meetings/events, and participation at various recreational based initiatives when feasible.

60. DRPS to continue to host annual Town Hall meetings; working in partnership with Town to promote events to ensure awareness and accessibility.

Business Planning Session held in 2009 Annual presentation to Ajax Council Annual community meeting held in February,

2012

61. Explore opportunities to enhance police presence in Ajax schools in order to build greater support and trust amongst children and youth.

Basketball program introduced in 2011 at J. Clarke H.S.

Dedicated officers assigned to all 5 high schools in Ajax to support needs, including attendance at annual school assembly

64. Use community partners’ vehicles and signage to advertise Crime Stoppers (222-TIPS) aimed at encouraging public reporting.

66. Explore opportunities and ways in which to effectively provide and communicate Ajax specific crime/safety related statistics.

67. Youth at Risk Coalition Stakeholders to develop a co-ordinated and

multi-faceted intervention plan to reduce youth crime and support at risk youth in Ajax. This would include the Youth Inclusion Pilot Program (YIP)

YIP (Youth Inclusion Program) Pilot ran for 8 months in 2010. No further partnership funding to continue program

Committee currently disbanded

Medium Term Strategies (3 to 4 years)

Strategies:

7. Develop an adult mentorship program that helps to provide a network of sharing and learning “Parents Supporting Parents”.

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8. Investigate the benefits of a “Character Community” model for Ajax. (A Character Community adopts various attributes that support the principles/values of a healthy caring community i.e.: respect, fairness, equity, honesty)

9. Encourage residents and newcomers to Ajax to become involved in community programs i.e. Block Parent or Neighbourhood Watch.

New Neighbourhood Watch’s endorsed: - 2010 – 4 - 2011 – 5 - 2012 – 4 in progress, 19 in enquiry stage

11. Help to facilitate the development of community groups and self-run activities with affordable rates for access to community space.

17. Conduct a Service Delivery Review of By-law Services, including staffing levels, to determine effective service standards that address existing needs and future growth.

Review completed March 2011. Levels of

Service approved by Council An additional P/T By-law Enforcement Officer

hired in 2012

18. Strengthen communication and public awareness of tenant rights and provide information on community resources as requested.

20. Enhance existing and where appropriate develop new opportunities for youth to report criminal activities which may include pilot programs i.e. Crime Stoppers Youth challenge

21. Develop an Elder Abuse Awareness Campaign delivered at Town senior centres and designated seniors buildings.

Presentation’s have been delivered in Ajax Senior Centre’s in 2010/11

Broader campaign to be developed in 2012

23. Develop a public awareness and education program/campaign to promote the rights and responsibilities of youth (anti-youth discrimination).

“Encourage Me Ajax” campaign held in May, 2011 in partnership with School Boards and Youth Centre.

Initiative continued in 2012

24. Investigate the potential to develop youth-friendly community spaces through site plan processes and involve youth in the design process where applicable (i.e. park development, restaurants, community gathering places).

Picnic Tables installed at Rossland/Harwood for J. Clarke/Notre Dame H.S.

Consultation occurred with youth on indoor/outdoor space for ARC

25. Explore a shared community-group resource space, including the creation of an evening youth drop-in program in partnership with various service providers.

Included in the Youth Spaces Study Community partners involved in programming

and resources at the Town’s youth spaces. Initiative includes local youth serving agencies

26. Investigate the development of a stand-alone youth centre and/or youth leisure space to accommodate recreational art and sport programming and drop-in opportunities in a safe and supervised environment for after school and early evening hours.

Study complete in 2010 Partnership with School Boards for shared

space/centre was more feasible, resulting in the integrated youth space at J. Clarke/Notre Dame

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34. Continue to develop the existing Durham Youth Drug Awareness committee and associated activities and broaden/increase committee membership.

Committee meets monthly Two annual events held:

(1) Choose Your Ride, (2) Ultimate Mix

38. Community partners to look at a centralized method of promoting youth programs and services.

Youth Portal developed as part of Town’s new web site initiative

39. Explore, in partnership with WSIB (Workers Safety Insurance Board) the need to Host a YWAP (Young Workers Awareness Program) in Ajax, teaching the rights of safe working environments targeted for those entering the workforce.

Session held with summer camp staff in 2010/11/12

Program session, led by SCOPA to be a focus for 2012, following high school graduation (fall)

40. To undertake a youth program survey every five (5) years to assess youth interests and to engage them in recreation and leisure activities.

Completed in 2009. Ideas have been implemented

Youth included in ARC community survey Next survey due in 2014

48. Educate the public on the use of roundabouts.

Initiative identified for 2012

49. Heightened awareness of Ajax citizens on personal habits related to unsafe driving.

Launched Region-wide “Think and Drive” Campaign in 2012, including Safe Driving Quiz and Leave the Phone Alone Pledge

Initiative may continue in 2012

50. Durham Regional Police Services work closely with the Town to identify local road priorities to discuss effective strategies and promote safer roads and reduce roadway collisions.

DRPS Roadway Safety Project to be launched in 2012, involving Town staff, Road Watch & various community partners

53. Complete a pedestrian and bicycle plan to improve public connectivity.

Plan approved by Council in 2010

54. Identify opportunities to enhance active transportation (consider child and youth friendly land use in transportation guidelines).

Trail/Roadway signage being installed in 2012

55. Develop a community Administrative Transit Committee (which includes participation from Durham Regional Transit (DRT), community partners and local residents) to provide input into the development of transit routes and provide a venue for advocacy for ridership issues.

56. Establish and enforce “no-parking” areas as required to minimize impediments to safe mobility.

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62. Investigate funding opportunities to implement and market youth and police partnerships, including: accessing ProAction, Cops and Kids with DRPS in Ajax.

63. Develop a communication strategy to promote community engagement activities of the DRPS.


65. Developing a communication tool to access crime reporting (a brochure on how to report).


Long Term Strategies (5 years or more)

Strategies: Welcome Centre opened in fall 2012.

12. Establishing a community based Settlement Service Centre to develop a one stop service for Newcomers and their families.

19. Investigate the benefits of establishing a registry of residential rental properties where landlords are not present.

41. Evaluate the outcomes of the Community Youth Pilot project. Collaboratively examine observations and recommendations for implementation.

Youth pilot program successful Long term sustainability a challenge (financial &

partnership)

42. Review fee structure of youth memberships/ programs to ensure affordability for priority youth.

51. Develop a communication education strategy regarding traffic safety within communities.

Phase 1 – “Think and Drive” campaign held in 2011

Phase 2 – “Ajax Moves Three Ways” campaign planned for 2012

57. Investigate the potential of an overnight visitor parking permit system.

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TOWN OF AJAX REPORT REPORT TO: General Government Committee SUBMITTED BY: Brian Skinner Chief Administrative Officer PREPARED BY: Leona Barrington, Government Relations Advisor SUBJECT: Mayor’s Office/CAO Event Sponsorship Criteria WARD(S): All DATE OF MEETING: May 24, 2012 REFERENCE: Community Action Plan Strategic Objective - Strong Sense of Community Community Group Affiliation Policy Fees and Charges By-Law

RECOMMENDATION:

1. That Council endorse the sponsorship eligibility criteria and application process outlined in this report dated May 24, 2012.

2. That implementation of the criteria and application process begin in January 2013.

BACKGROUND: During the February 6, 2012 Budget meeting, Council directed staff to consider the criteria and process for sponsorship of community event and fundraiser requests that are directed to Mayor and Council as well as the Office of the CAO and other departments. The Town of Ajax has established practices and policies in place that guide the provision of financial and in-kind support to the many community groups, service clubs and organizations delivering valuable and needed services to residents. The Town also has a number of partnership agreements with agencies in order to leverage greater resources and expertise in the area of social and community services. In addition to these initiatives, the Office of the Mayor has been responding to event sponsorship requests for a number of years. The funds budgeted have been based on historical requests made on an annual basis by community organizations throughout Ajax and the region.

The objective of creating an established criteria and application process is to ensure the Town is managing these requests consistently, transparently and effectively. Doing so will give community organizations a clear understanding of the Town’s expectations when sponsoring an event as well as build community confidence in the process.

Both the Diversity and Community Engagement and Recreation, and Culture Advisory Committees were consulted on the criteria and process as it was being developed.

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DISCUSSION: The Town sponsors events through financial contributions or through the donation of items. This report speaks specifically to:

o Financial contributions to support a specific event o Donation of item(s) for silent auction/prizes

Event sponsorship is separate from other ongoing Town funding agreements, policies or partnerships with a number of community organizations and agencies for the delivery of events, community initiatives or access to community space and other supports, for example:

o Ajax Community Fund o Community Group Affiliation Policy o Fee reductions or exemption under Fees and Charges Bylaw

Separate from the Town sponsoring a community event, the Town on occasion will “partner” with a community organization to jointly host an event. These partnership opportunities directly assist the Town in advancing an established community priority. For example, the Town’s partnership with the Pickering Village Jazz, Arts and Music (JAM) Festival has created a venue for local artists to build their profile in the community, a priority initiative for Recreation and Culture .These potential “partnerships” are considered by staff as an opportunity and are typically brought to Council for approval, particularly when Town funds are required.

The sponsorship of an event is a funding commitment to a community organization that is hosting an event which the Town has no direct involvement in. Before deciding on the criteria and application process for these funding requests, staff established the following guiding principles to ensure the needs of the Town and the community organization would be met. Guiding Principles

1. Sponsorship of an event must advance the strategic objectives outlined in the Town’s Community Action Plan – specifically Strong Sense of Community. Priority is given to those events that benefit key focus areas that have been identified in Town’s Community Action Plan. They are as follows:

o Child, youth and family o Diversity o Seniors o Environment

2. Sponsorship must align with the Town’s corporate vision and goals that build the community

fabric in Ajax and support community organizations, neighbours and volunteerism.

3. Sponsorship directly benefits Ajax residents.

Based on these guiding principles, the criteria and associated application process outlined in the following sections was developed. Criteria/Eligibility

Event complements the Town’s corporate vision and goals and aligns with agreed Council areas of focus as identified in the Corporate Strategic Plan

Event is located in Ajax or offers clear/tangible benefit for Ajax

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Recipient is a community group/organization, neighbourhood organization/association or non profit, registered charity

Recipient must be a responsible and reputable organization whose name and identity is in good standing in the community

Sponsorship of the event provides recognition and opportunities for the Town to be recognized

Exclusion from Funding

The following types of organizations will not be considered for funding: o individuals or private foundations/clubs o for-profit organizations o religious organizations or any religiously affiliated groups o political organizations, candidates and lobby/advocacy groups o any organization or event who would have any conflict of interest or perceived

conflict of interest between the sponsor and the Town and; o No cash contributions will be provided to an event that has net proceeds being used

to provide grants to a third party Application Process

An application form will be developed and made available on the Town’s website by October 15 for the following year

All funding requests must be in writing by email, mail or fax and directed to the CAO’s Office These requests must be made by Feb.1 of the year of the event Request for donation items can be made year-round with four weeks’ notice The CAO or his/her designate will have final approval authority and the decision cannot be

appealed Decisions will be made by March 1 of the event year and a letter of confirmation or denial

will be sent to the applicant by March 15 Requests must be submitted each year for review - annual and ongoing support should not

be assumed Priority will be given annually to new applicants for activities not previously sponsored Applications received after due date will only be considered if funding is still available For applicants seeking funding, If approved, the applicant will be required to sign a

sponsorship agreement (which will include guidelines & conditions) Applications must include:

o full name of the organization and contact information including: name of contact person, mailing and email address, telephone numbers and email addresses

o charitable registered number (business number) and registered name (if applicable) o a brief history of the organization, its purpose, the significance of its work, who

benefits from it and the geographic area it serves o description of the specific event, including: the location and date of event and

demographics of audience o how the event will complement the Town’s vision and goals o amount of donation requested or description of sponsorship levels o plans for recognition of Town’s contribution o names of other corporate/government donors and their levels of support (if available) o list of invited dignitaries

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FINANCIAL IMPLICATIONS: The budget will be moved from the Office of the Mayor to the Office of the CAO. The event sponsorship budget for 2012 is $6,500, however, to ensure the Town can manage new requests that are received as a result of growing awareness of the application process, the annual maximum budget allocated for these event sponsorship requests will be increased to $15,000 beginning in 2013. All requests will be capped at $2,000 for any one event; with the potential to consider a larger sponsorship should the event be identified as a commemorative event during one calendar year. COMMUNICATION ISSUES: The application and related information will be posted on the Town’s website. Information will also be shared with staff to ensure all requests are managed appropriately.

As requests come in, organizations will be made aware of the process and criteria and an overview will be provided on the website. CONCLUSION: The establishment of the event sponsorship criteria and associated application process will provide guidance to Town staff and community organizations on sponsorship requests while creating consistency and transparency on how these requests are managed by the Town.

Leona Barrington – Government Relations Advisor

Marilou Murray – Manager, Strategy, Communication and Policy

Brian Skinner – Chief Administrative Officer

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Town of Ajax Master Fire Plan Final Report May 2012

09-2614

Submitted By:

Dillon Consulting Limited

Town of Ajax Master Fire Plan – Final Report May 2012

Project No. 09-2614 Page - i

TABLE OF CONTENTS

PAGE

TABLE OF CONTENTS ............................................................................................................................I

LIST OF TABLES .............................................................................................................................. V

LIST OF FIGURES .............................................................................................................................. V

LIST OF APPENDICES ..........................................................................................................................VI

1.0 INTRODUCTION ......................................................................................................................... 1 1.1 Study Scope ........................................................................................................................ 1 1.1.1 Performance Measurement & Target Setting Framework ..................................... 1 1.2 Study Team......................................................................................................................... 2

2.0 BACKGROUND ............................................................................................................................ 3 2.1 Ajax Fire and Emergency Services..................................................................................... 3 2.2 Mission Statement............................................................................................................... 3 2.3 Context 3 2.4 Stakeholders........................................................................................................................ 6

2.4.1 Mutual and Automatic Aid Plan ............................................................................ 6 2.4.2 Medical Aid First Response Agreement .............................................................. 10

2.5 Documentation and References ........................................................................................ 10

3.0 ADMINISTRATION ................................................................................................................... 11 3.1 Overview........................................................................................................................... 11 3.2 Current Analysis ............................................................................................................... 12

3.2.1 Staffing ................................................................................................................ 12 3.2.2 By-laws and Agreements ..................................................................................... 14

3.3 Policies and Procedures .................................................................................................... 15 3.4 Administrative Workspace................................................................................................ 16 3.5 Records Management ....................................................................................................... 16 3.6 Summary of Conclusions and Recommendations ............................................................ 19

3.6.1 Conclusions.......................................................................................................... 19 3.6.2 Recommendations................................................................................................ 19

4.0 FIRE PREVENTION AND PUBLIC SAFETY........................................................................ 20 4.1 Simplified Risk Assessment ............................................................................................. 21

4.1.1 Community Profile .............................................................................................. 21 4.1.2 Building Stock Profile ......................................................................................... 24 4.1.3 Municipal Fire Loss Profile ................................................................................. 25 4.1.4 Community Safety/Fire Loss Performance Measurement Issues ........................ 27

4.2 Fire Prevention and Public Education Activities .............................................................. 28 4.2.1 Fire Safety Education Activities .......................................................................... 28 4.2.2 Fire Inspections and Code Enforcement .............................................................. 31 4.2.3 Fire Investigations................................................................................................ 33 4.2.4 Summary of Annual Fire Prevention and Public Safety Activities ..................... 33

4.3 Division Staffing............................................................................................................... 35 4.3.1 Developing Future Master Plan Performance Targets ......................................... 36

4.4 Policies and Procedures .................................................................................................... 38 4.5 Training............................................................................................................................. 38 4.6 Work Environment ........................................................................................................... 38


Project No. 09-2614 Page - ii

4.7 Summary of Conclusions and Recommendations ............................................................ 38 4.7.1 Conclusions.......................................................................................................... 38 4.7.2 Recommendations................................................................................................ 39

5.0 FIRE SUPPRESSION ................................................................................................................. 40 5.1 Current Picture.................................................................................................................. 40

5.1.1 Fire Suppression Staffing..................................................................................... 40 5.1.2 Fire Stations ......................................................................................................... 40

5.2 Operations......................................................................................................................... 43 5.3 Fire and Emergency Workload ......................................................................................... 43 5.4 Performance Measures for Fire Suppression: ................................................................... 47

5.4.1 Fire Marshal’s Guidelines.................................................................................... 47 5.4.2 First Response...................................................................................................... 49 5.4.3 Depth of Response ............................................................................................... 49 5.4.4 Importance of Time with Respect to Fire Growth ............................................... 51 5.4.5 NFPA Standard 1710 ........................................................................................... 52 5.4.6 Application to the Current Master Planning Solutions ........................................ 53

5.5 Emergency Response Assessment .................................................................................... 53 5.5.1 Dispatch, Turnout and Staffing............................................................................ 53 5.5.2 Dispatch Time...................................................................................................... 53 5.5.3 Turnout Time ....................................................................................................... 54

5.5.3.1 Manpower Deployment Performance Trends .................................. 55 5.5.3.2 Performance Targets ........................................................................ 58

5.5.4 Travel Time ......................................................................................................... 63 5.5.4.1 Travel Time Response Methodology ............................................... 63

5.5.4.2 Performance Measures for Response ............................................... 63 5.5.5 Road Network Representation ............................................................................. 64 5.5.6 Station Location Modelling ................................................................................. 65 5.5.7 Staffing Options................................................................................................... 73


6.0 TRAINING ............................................................................................................................. 84 6.1 Overview........................................................................................................................... 84 6.2 Training Curriculum ......................................................................................................... 84 6.3 Administrative Duties ....................................................................................................... 86

6.3.1 Records Management .......................................................................................... 86 6.4 Policies and Procedures .................................................................................................... 87 6.5 Training Performance Measures ....................................................................................... 88 6.6 Training Facilities ............................................................................................................. 88 6.7 Summary of Conclusions and Recommendations ............................................................ 89

6.7.1 Conclusions.......................................................................................................... 89 6.7.2 Recommendations................................................................................................ 89

7.0 APPARATUS AND EQUIPMENT ............................................................................................ 90 7.1 Existing Fleet .................................................................................................................... 90 7.2 Staffing 92 7.3 Maintenance...................................................................................................................... 93 7.4 Training............................................................................................................................. 94

7.4.1 Suppression Staff Driver Training ....................................................................... 94 7.4.2 Emergency Vehicle Technician Certification ...................................................... 94


Project No. 09-2614 Page - iii

7.5 Records Management ....................................................................................................... 94 7.6 Mechanical Facilities ........................................................................................................ 95

7.6.1 Future Operations Centre..................................................................................... 95 7.7 Future Fleet Considerations .............................................................................................. 95 7.8 Equipment......................................................................................................................... 96

7.8.1 Personal Protective Equipment ............................................................................ 96 7.8.2 Existing Small Equipment ................................................................................... 96 7.8.3 Future Equipment Considerations........................................................................ 97


8.0 EMERGENCY PLANNING....................................................................................................... 99 8.1 Community Risk Assessment ......................................................................................... 100 8.2 Staffing 101 8.3 Emergency Operations Facilities .................................................................................... 102 8.4 Policies and Procedures .................................................................................................. 102 8.5 Summary of Conclusions and Recommendations .......................................................... 103

8.5.1 Conclusions........................................................................................................ 103 8.5.2 Recommendations.............................................................................................. 103

9.0 COMMUNICATION & TECHNOLOGY .............................................................................. 104 9.1 Staffing 104 9.2 Emergency Communications and Dispatching ............................................................... 106

9.2.1 Radio & Information Technology...................................................................... 106 9.3 Workspace Facilities....................................................................................................... 107 9.4 Policies and Procedures .................................................................................................. 107

9.4.1 Records Management ........................................................................................ 108 9.5 Summary of Conclusions and Recommendations .......................................................... 109


10.0 STUDY CONSULTATION....................................................................................................... 111 10.1 Project Meetings and Presentations ................................................................................ 111 10.2 Public and Stakeholder Consultation .............................................................................. 111

10.2.1 Interviews with Steering Committee and Key Stakeholders ............................. 111 10.2.2 Workshop with Key Stakeholders ..................................................................... 111 10.2.3 Public and Stakeholder Forum........................................................................... 112 10.2.4 Community Information Open House ............................................................... 112 10.2.5 Summary of Public and Stakeholder Feedback ................................................. 112

11.0 CONCLUSTIONS AND RECOMMENDATIONS ................................................................ 113 11.1 Administration ................................................................................................................ 113


11.2 Fire Prevention and Public Safety................................................................................... 114 11.2.1 Conclusions........................................................................................................ 114 11.2.2 Recommendations.............................................................................................. 114

11.3 Fire Suppression ............................................................................................................. 115 11.3.1 Conclusions........................................................................................................ 115 11.3.2 Recommendations.............................................................................................. 116

11.4 Training........................................................................................................................... 116 11.4.1 Conclusions........................................................................................................ 116


Project No. 09-2614 Page - iv

11.4.2 Recommendations.............................................................................................. 117 11.5 Apparatus & Equipment ................................................................................................. 117


11.6 Emergency Planning ....................................................................................................... 118 11.6.1 Conclusions........................................................................................................ 118 11.6.2 Recommendations.............................................................................................. 118

11.7 Communications & Technology ..................................................................................... 119 11.7.1 Conclusions........................................................................................................ 119 11.7.2 Recommendations.............................................................................................. 119

12.0 FINANCIAL IMPLICATIONS................................................................................................ 120 12.1 Implementation ............................................................................................................... 120


Project No. 09-2614 Page - v

LIST OF TABLES

Table 2-1: Ajax/Pickering Automatic Aid Program ..................................................................................... 8

Table 2-2: Ajax/Whitby Automatic Aid Program......................................................................................... 9

Table 3-1: Ajax Fire and Emergency Services ........................................................................................... 13

Table 4-1: Durham – Population by Municipality ...................................................................................... 22

Table 4-2: Community Age Profile ........................................................................................................... 23

Table 4-3: Town of Ajax Building Stock Profile (2008) ............................................................................ 25

Table 4-4: Municipal Fire Fatalities and Injuries (Civilian & Firefighter) ................................................. 26

Table 4-5: Top Five Causes of Preventable Residential Fires .................................................................... 26

Table 4-6: Municipal Fire Losses – Structure & Property Loss ................................................................. 27

Table 4-7: AFES Fire Prevention and Public Safety Activities .................................................................. 28

Table 4-8: Priority Setting Worksheet ....................................................................................................... 30

Table 4-9: AFES Fire Prevention Inspection Frequency Schedule ............................................................ 31

Table 4-10: Total Fire Code Inspections Completed ................................................................................. 32

Table 4-11: Building Permit Plans Review & Inspection Workload Summary ......................................... 33

Table 4-12: Annual Fire Prevention and Public Safety Activities .............................................................. 34

Table 4-13: Municipal Comparisons of Fire Prevention & Public Education Department Staffing .......... 36

Table 5-1: Fire Growth Rates as Defined by Society of Fire Protection Engineers ................................... 51

Table 5-2: Industry Response Standards and Guidelines............................................................................ 63

Table 5-3: Roadway Calibration ................................................................................................................. 64

Table 5-4: Response Coverage Assessment Results Summary .................................................................. 82

Table 7-1: Heavy Fleet – Apparatus and Model Year ............................................................................... 90

Table 7-2: Support Light Vehicle Fleet ..................................................................................................... 92

Table 7-3: Remaining Service Years ......................................................................................................... 96

Table 12-1: Financial Implementation Plan.............................................................................................. 120

LIST OF FIGURES

Figure 2.1: Town of Ajax Land Use ............................................................................................................. 4

Figure 2.2: Regional Municipality of Durham.............................................................................................. 7

Figure 3.1: Ajax Fire and Emergency Services Organization Chart.......................................................... 12

Figure 3.2: Quality Management System .................................................................................................. 15

Figure 4.1: Home Fire Death Rates by Age Group..................................................................................... 23

Figure 5.1: AFES Staff and Apparatus Organization by Station ................................................................ 41

Figure 5.2: Existing Fire Station Locations ................................................................................................ 42


Project No. 09-2614 Page - vi

Figure 5.3: Historical Call Volume............................................................................................................. 44

Figure 5.4: Town of Ajax Historic Population............................................................................................ 45

Figure 5.5: Recent Call Volume by Year.................................................................................................... 45

Figure 5.6: Historical Call Volume............................................................................................................. 46

Figure 5.7: Historical Call Volume by Type............................................................................................... 47

Figure 5.8: OFM Fire Progression Curve ................................................................................................... 52

Figure 5.9: Historical Dispatch Times by Type.......................................................................................... 54

Figure 5.10: Historic Turnout Times .......................................................................................................... 55

Figure 5.11: Historical Personnel Response by Type ................................................................................. 56

Figure 5.12: Historic Travel Times............................................................................................................. 57

Figure 5.14: Target Setting Framework...................................................................................................... 59

Figure 5.15: Mean Response Time Targets ................................................................................................ 59

Figure 5.16: Actual Percentile Rank Targets .............................................................................................. 60

Figure 5.17: 90th Percentile Response Targets............................................................................................ 61

Figure 5.18: Performance Target Summary................................................................................................ 62

Figure 5.19: 2007 Base Conditions – First Response ................................................................................. 66

Figure 5.20: 2007 Base Conditions – Depth of Response .......................................................................... 67

Figure 5.21: Existing Base Conditions – First Response............................................................................ 69

Figure 5.22: Existing Base Conditions – Depth of Response ..................................................................... 70

Figure 5.23: Future Base Conditions – First Response............................................................................... 71

Figure 5.24: Future Base Conditions – Depth of Response ........................................................................ 72

Figure 5.25: Future Option 1: Additional Crew at Station 2 – First Response ........................................... 74

Figure 5.26: Future Option 1: Additional Crew at Station 2 –Depth of Response ..................................... 75

Figure 5.27: Future Option 2: Relocation Station 2 – First Response ........................................................ 76

Figure 5.28: Future Option 2: Relocation Station 2 – Depth of Response.................................................. 77

Figure 5.29: Option 3: Relocate Station 2 and Add a Second Crew at Station 2 – First Response ............ 78

Figure 5.30: Option 3: Relocate Station 2 and Add a Second Crew at Station 2 – Depth of Response ..... 79

Figure 5.31: Option 4 Relocate Station 2, Add Crew at Station 2 and Aid from Whitby Station 3 ........... 81

LIST OF APPENDICES

Appendix A - Establishing and Regulating By-Law “Core Services”

Appendix B - Public Consultation Materials and Public Comment Summary


Project No. 09-2614 1.0 Introduction Page – 1

1.0 INTRODUCTION The Town of Ajax initiated a Master Fire Plan Study, to strategically guide Ajax Fire and Emergency Services (AFES) through the next five to ten years (i.e. 2015-2020) of high population growth. This is consistent with the Town of Ajax Strategic Plan and Community Vision (2007-2010) whereby the Town strives to maintain a safe community through the “provision of advanced fire suppression and rescue training”, among other public safety initiatives.

1.1 Study Scope The Master Fire Plan reviewed all aspects of AFES and set key objectives for AFES to develop and evolve. The review was undertaken to ensure that performance standards and guidelines reflect industry best practices and are in compliance with the Ontario Fire Protection and Prevention Act (1997).

The overarching goal of this report was to provide a clear understanding of the fire service’s existing and future requirements by setting key objectives and performance measures. The strategic action plan developed as part of this study will help the Town meet its present and future needs, as they relate to the provision of fire and emergency services, in a fiscally responsible manner. The Town of Ajax Master Fire Plan study includes an assessment of the following:

• Administration;

• Fire Prevention and Public Safety;

• Emergency Planning;

• Fire Suppression;

• Training;

• Apparatus and Equipment;

• Communications and Technology; and

• Financial Implications

The study benchmarked AFES using performance measurement and benchmarking methods. It also included targeted public consultation in the form of stakeholder meetings and a study public open house.

1.1.1 Performance Measurement & Target Setting Framework Performance measurement was incorporated into the master fire planning process. Service delivery targets for the 10-year study horizon were identified for AFES core areas of service. These core services included:

• Fire Prevention & Public Safety Education;

• Fire Inspections / Plans Review;


Project No. 09-2614 1.0 Introduction Page – 2

• Emergency Response; and

• Training.

The master fire plan service delivery targets have been derived from performance indicators currently tracked by AFES for strategic management and accountability reporting purposes. These targets focus on desired service delivery performance using an “Ajax versus Ajax over time” framework. This time-series based approach to performance measurement and target setting concentrates AFES strategic management efforts on achieving strategic focus and leveraging all available opportunities for continuous improvement.

Master fire plan targets were established according to a short term (2011-2014) time horizon and a long-term (2015-2020) time horizon. The short term horizon corresponds to the current four-year governance mandate of the Town Council. The short term horizon also promotes seamless integration with the Town’s corporate 2011-2014 planning horizon for multi-year budgeting/business planning. Finally, the short term horizon capitalizes on easier-to-predict population growth, urban form and demographic trends/challenges. Quantified performance targets therefore can be quite precise and specific.

The 2015-2020 long-term time horizon reflects the more difficult to predict future population growth, urban form and demographic trends/challenges facing the AFES. The long-term time horizon supports differentiated target setting in the latter portion of the master fire plan, acknowledging uncertainty while recognizing an opportunity for continuous improvement to be reflected in the back-end of the master fire plan’s target-setting process.

1.2 Study Team Dillon Consulting Limited carried out this Master Fire Plan in affiliation with Performance Management Consultants Limited and Mr. Bruce Griffin. The Project Steering Committee also provided direction and insight at critical points in the study. The Steering Committee was comprised of all the Division Heads within the AFES, including:

• Mark Diotte, Fire Chief (Director of Fire & Emergency Services);

• Dave Lang, Deputy Fire Chief (Prevention and Communications);

• Michael Gamba, Deputy Fire Chief (Suppression and Training);

• Ted Morrison, Chief Training Officer;

• Keith Doucette, Chief Fire Prevention Officer; and

• Sharon Noble, Chief Communications Officer (Communications).

This report contains the findings and recommendations presented by the consultant team.


Project No. 09-2614 2.0 Background Page – 3

2.0 BACKGROUND

2.1 Ajax Fire and Emergency Services AFES is a full-time department dedicated to providing the best possible service to the community. The main objectives of the AFES are to safeguard the lives and property of the Community of Ajax by preventing fires, educating the public with regards to fire related risks, and providing “second to none” fire suppression services as required. These services are provided to the Town’s 109,6001 residents, visitors and guests. The department strives to meet the challenges of a growing and diverse population

AFES employs 111 full-time individuals in five divisions: fire suppression, fire prevention, training, administration and communication. The Town’s firefighters work from three stations throughout the Town’s 67 square kilometre area. The Town of Ajax is one of the fastest growing communities in Ontario with a 20% growth in population between 2001 and 2006 and 22% growth between 2006 and 2011. This is well above the provincial average growth rate of 6% (2001 – 2011).

2.2 Mission Statement The department’s Mission Statement reads as follows:

“The Ajax Fire Service was established in 1941 to safeguard the lives and property of persons who live, work and visit in our community from any occurrences with prompt, courteous and efficient service.

We are guided by the recognition of the worth of each person and our commitment to quality. We will provide a range of basic and highly specialized services through education, prevention, training, suppression and public relations.

The Ajax Fire Service is dedicated as a team to the success and bright future of this community through our excellence.”

The mission statement is consistent with the legislated requirements for fire protection identified in the Fire Protection and Prevention Act (FPPA), 1997. In order to maintain an updated mission statement, it is recommended that the reference to the department be revised to ‘Ajax Fire and Emergency Services’ to reflect the department’s current name.

2.3 Context AFES fulfill their mandate within a unique region (Durham Region) that is rapidly expanding in population through residential, commercial and employment development.

1 Source: Statistics Canada, 2011 Census of Population.



The Town of Ajax is an urban community located on the northern shore of Lake Ontario. Figure 2-1 presented below provides an overview of existing land use elements in the Town of Ajax.

Figure 2.1: Town of Ajax Land Use



The western limit of the Town is approximately 12 kilometres east of the eastern boundary of the City of Toronto, within the Greater Toronto Area (GTA). The Town is comprised of diverse land uses, multiple waterways, a largely undeveloped waterfront, parks, natural areas, and residential neighbourhoods. The Town has population that is projected to grow to approximately 120,000 by 20212. This growth will be accommodated within lands currently available inside the Town’s Urban Area Boundary.

The current Ajax Official Plan identifies that the majority of greenfield development in the Town is located in the north-central and north-easterly portions of the Urban Area Boundary. According to Durham Region’s approved Growth Plan, approximately half of the projected growth within Ajax will occur as intensification of the existing built-up areas. An Official Plan Review for the Town of Ajax is on-going. It will determine how physical development occurs in Ajax over the next twenty years.

The Town initiated a Community Improvement Plan (CIP) for the downtown area in May of 2005. The CIP promotes revitalization of the downtown. More CIPs are anticipated to be developed within the next five to ten years.

The “Fire Prevention, Public Education and a Simplified Community Fire Risk Assessment and Analysis” report, prepared by AFES in October 2009, describes the Town as a thriving community which is an integral part of the GTA. The risk assessment provides a solid foundation for understanding the hazards, risks and locations of vulnerable populations in the Town. It describes the Town’s community profile and helps AFES understand the complexity of risks expected due to the rapid growth anticipated in Ajax.

As described in the Simplified Risk Assessment, Ajax has a number of industrial occupancies. Many of these are specific to chemical manufacturing. The Town of Ajax is also vulnerable to radiation hazards from a release of radioactive materials from the Pickering Nuclear Generating Station (NGS). The Town is located within a 10 kilometre radius of the nuclear generating station, called the Primary Zone. Being included within the Primary Zone requires that detailed planning be carried out for preventative measures against radioactive exposure, including sheltering and evacuation3.

In July 2002, a “Hazard Analysis and Risk Assessment” report was prepared for the Region of Durham. This report identifies risks and hazards to public safety with regards to all the municipalities that make up Durham Region, and provides important background information with regards to community emergency planning. Regarding technical hazards in Durham, the main areas of concerns were reported to be fires and toxic releases of liquid and gas, both in transit and on-site. The report is reviewed annually.

2 Town of Ajax Official Plan / Durham Region Official Plan (approved in 1993) 3 Town of Ajax Nuclear Emergency Plan (2003)



2.4 Stakeholders

2.4.1 Mutual and Automatic Aid Plan Over the years, AFES has developed a number of mutual and automatic agreements to maximize use of resources across jurisdictions. AFES participates in the Region of Durham Mutual Aid Plan. The regional plan includes participation from the Township of Brock, the Municipality of Clarington, the City of Oshawa, the City of Pickering, the Township of Scugog, the Township of Uxbridge, and the Town of Whitby. The current agreement was issued in March 2009.

Within the mutual aid plan each municipality agrees to provide assistance during a major emergency where the home fire department is committed and/or the situation cannot be contained or controlled with available resources. In addition, each participating municipality commits to activate the provincial chemical, biological, radiological and nuclear response (CBRN) and heavy urban search and rescue (HUSAR) response system if such a situation arises.

Figure 2-2 illustrates the Regional Municipality of Durham and each of the participating municipalities.



Figure 2.2: Regional Municipality of Durham

Source: Regional Municipality of Durham



AFES holds automatic aid agreements with the Town of Whitby and the City of Pickering. The agreement with the Town of Whitby was signed in October 1999. The automatic aid agreement covers the area along Highway 401 between Harwood Avenue in Ajax and Brock Street in Whitby. The duration of the agreement is indefinite, with review of the agreement terms carried out annually by the participating fire chiefs.

Participating municipalities agree to a reciprocal arrangement of providing an initial response to fires, rescues and emergencies in other municipalities in instances where they can respond more quickly. As well, the municipality agrees to provide supplemental response to fires, rescues and emergencies that may occur in the other municipality, in the instance where the home municipality is capable of providing the quickest initial response.

The closest Whitby fire station to the automatic aid response area in Ajax is located approximately four kilometres east of the Ajax municipal boundary, at 1501 Brock Street South, near the intersection of Brock Street South and Victoria Street West.

The automatic aid agreement with the City of Pickering was signed in April 2000. It includes six “situation areas” authorized to participate in the Automatic Aid Program. AFES has specific work instructions to provide direction on dispatching, response and operations related to automatic aid.

Table 2-1 and Table 2-2 below outline automatic aid program areas and the required response coverage, as it applies to Ajax.

Table 2-1: Ajax/Pickering Automatic Aid Program

Situation Location Response Required

from Ajax Response Required from

Pickering

1

On Highway 401 westbound between Westney Road and

Brock Road.

AFES will respond with one unit.

Pickering Fire Services Division will respond with a minimum of one unit and standby on Brock Road and wait for instructions from the

Ajax Fire Officer.

2 On Highway 401

westbound from Brock Road to Whites Road.

AFES will respond from Westney Road with one

unit.

Pickering Fire Services Division will respond with one unit along

Highway 401. Pickering will cancel response from AFES if emergency

is in the collector lanes.

3

On Highway 401 eastbound between

Brock Road and Westney Road.

AFES will respond with one unit and standby on

Westney Road at Highway 401 and wait for directions from Pickering

Fire Officer.

Pickering Fire Services Division will respond from Brock Road with a

minimum of one unit.



Table 2-1: Ajax/Pickering Automatic Aid Program

Situation Location Response Required

from Ajax Response Required from

Pickering

4 – Initial Response

Area bounded by Sideline 16 to the west, Highway 7 to the north, Lakeridge Road to the

east and the 5th concession to the south.

Upon receiving notification from

Pickering, Ajax will dispatch a unit to respond

initially to the area.

After dispatching Pickering Fire apparatus, Pickering will provide

notification to Ajax dispatch. Pickering Fire Officer shall release

Ajax unit at an appropriate time.

5 – For Fire Attack

Team

1. Ajax/Pickering Municipal Boundary to the west, 5th Concession to the north, Church Street to the east, and north of Highway 401 fence line.

2. Ajax/Pickering Municipal Boundary to the west, rail lines south of Highway 401 to the north, Harwood Avenue to the east and Lake Ontario to the south.

3. The Ajax Pickering

Health Centre

AFES will notify Pickering Fire Services Division.

Ajax will cancel its response when Pickering

services are no longer required.

Upon receiving notification from AFES, Pickering will dispatch a unit

to assist AFES at any incidents where the Ajax Fire Officer

determines the immediate need for the response of an additional unit.

6

Area bounded by Sandy Beach Road to the west,

the rail lines that are south of Highway 401, to

the north, the Ajax/Pickering Municipal Boundary to the east and

Lake Ontario and Montgomery Road to the

south.

Upon receiving notification from

Pickering, Ajax will dispatch a unit to initially

respond to the area.

After dispatching Pickering Fire apparatus as per normal operating procedures, Pickering will provide

notification to Ajax dispatch.

Table 2-2: Ajax/Whitby Automatic Aid Program

Situation Location Response

Required from Ajax

Response Required from

Whitby

Areas in Ajax/Whitby in which a fire department in the other municipality

is capable of responding to the areas more quickly than any fire department situated in the

municipality.

Any or all of Highway 401 between Harwood

Avenue in Ajax and Brock Street in Whitby.

Delivery of initial response services.

Delivery of initial response services.



2.4.2 Medical Aid First Response Agreement AFES takes part in a Tiered Response Agreement with Durham Region Emergency Medical Services (EMS). The agreement coordinates the efforts of public safety organizations within the Region to provide the public with rapid first response for medical emergencies. This is accomplished by dispatching the closest fire and emergency service unit to a medical emergency to provide initial patient care until the arrival of Regional Paramedics. Once on scene, Regional Paramedics assume responsibility for patient care.

AFES provides a Level C Tiered Response, where a tiered response is requested within one minute of EMS dispatch for the following emergency requests for service:

• Respiratory Arrest;

• Cardiac Arrest;

• Unconsciousness;

• Motor Vehicle Collision with EMS attending;

• Profuse and Uncontrolled Bleeding; and

• Acute Chest Pain and/or Shortness of Breath / Difficulty.

2.5 Documentation and References A number of sources were consulted to gain background information for this study including AFES, Operations and Environmental Services, Planning and Development Services and the Office of the Fire Marshal, Ontario (OFM). Information was also gathered from staff during the interview phase of the study.

Recent studies and reports which relate to the fire department and its functions include:

• Town of Ajax Official Plan;

• Town of Ajax Nuclear Emergency Plan;

• Ajax Development Charge Background Study (2008);

• Mutual Automatic Aid Plan and Manual for Coordinators;

• Town of Ajax Emergency Response Plan;

• Town of Ajax Tiered Response Agreement Report;

• Municipality of Ajax Fire Prevention, Public Education and a Simplified Community Fire Risk Assessment and Analysis; and

• The Regional Municipality of Durham Hazard Analysis and Risk Assessment.


Project No. 09-2614 3.0 Administration Page – 11

3.0 ADMINISTRATION

3.1 Overview AFES is organized into three main sectors:

• Suppression and Training;

• Prevention and Communications; and

• Departmental Administration and Records Management.

Each sector is overseen by a senior member of AFES. The Suppression and Training Sector is managed by one Deputy Fire Chief and areas of responsibility include fire suppression, training, apparatus and equipment, as well as building/facilities. The Prevention and Communications Sector is managed by a second Deputy Fire Chief. This sector includes fire prevention and public safety, communications and International Organization for Standardization (ISO) quality management. This Deputy Fire Chief also assists the Fire Chief with emergency management planning.

The Administrative Coordinator oversees the Departmental Administration and Records Management Sector, which includes the Administration Assistant of Administration and the Administration Assistant of Fire Prevention. The Fire Chief leads the AFES and leads the Administrative Division. He is also responsible for overseeing emergency planning, labour relations and departmental budgeting.

AFES appointed a new Fire Chief midway through 2010, following the retirement of the previous Fire Chief. An AFES Deputy Chief became the new Fire Chief and a new Deputy Fire Chief was subsequently hired.

The current organization of the AFES is illustrated in Figure 3.1.



Figure 3.1: Ajax Fire and Emergency Services Organization Chart

April 24th, 2012

Ajax Fire and Emergency Services

Fire Chief M. Diotte

Director of Fire & Emergency Services

(110)

Deputy Fire Chief M. Gamba Suppression and Training

(86)

Training Division

(2)

Fire Prevention Division

(6)

Communications Division

(13)

Fire Suppression Division

(84)

Platoon Chiefs (4)

Captains (16)

Fire Fighters(64)

Chief Fire Prevention Officer

(1)

Fire Prevention Inspectors

(4)

Admin. Asst –Administration

(1)

Deputy Fire Chief D. LangPrevention and Communications

(19)

ChiefCommunications

Officer(1)

Chief Training Officer

(1)

Administrative Coordinator K. SharlandDepartmental Administration and

Records Management(2)

Admin Asst. -Fire Prevention

and Training(1)

Alarm Room Operators

(12)

Training Officer(1)

Emergency Planning

Fire PreventionOfficer

(1)

Part-timeAdministration

Assistant(.5)

3.2 Current Analysis

3.2.1 Staffing As head of AFES, the Fire Chief, is responsible for the management of 110 full-time equivalent staff, as outlined in Table 3-1. The department has an annual budget of $12 million and responds to over 4,000 emergency calls per year.



Table 3-1: Ajax Fire and Emergency Services Approved Staffing Levels

Fire Chief 1

Deputy Fire Chiefs 2

Training 2

Fire Prevention & Public Safety 6

Communications 13

Operations Platoon Chiefs 4 Captains 16

Firefighters 64

Administration 3

Total Staffing 111

The senior management staff members of the AFES work well together as a team to accomplish and oversee the core services of the department. This is largely a result of strong communications amongst members of the management team. The Fire Chief is ultimately responsible for the administration and operation of the AFES including the delivery of fire protection services. He holds regular meetings with other department heads and reports to Council through the Chief Administration Officer (CAO) for the Town of Ajax.

The Fire Chief is supported by two Deputy Fire Chiefs (one responsible for Suppression and Training the other responsible for Prevention and Communications) as well as an Administrative Coordinator. The Fire Chief is responsible for administration of the AFES, labour relations and budgetary control.

The Platoon Chiefs, Captains, firefighters, Chief Training Officer and Training Officer all report to the Deputy Chief of Suppression and Training. The Chief Communications Officer, alarm operators, Chief Fire Prevention Officer, Fire Prevention Officer and Fire Inspectors all report to the Deputy Chief of Prevention and Communications.

These management positions are supported by two full-time and one part-time administrative assistants. One of the administrative assistants is dedicated to the Administration Division, while another provides support to both the Training Division and the Fire Prevention & Public Safety Division. A need for additional administrative support within AFES has been identified by senior staff.

As AFES grows, there is justification for each of the Training and Fire Prevention & Public Safety Divisions to be supported by a full-time administrative position. A new administrative staff position would alleviate some of the efforts senior staff spend on fee-for-service use of the burn tower, new staff recruitment coordination (which will become increasingly important as fire suppression numbers grow), fire prevention inspection bookings/report filing, etc.



Additional administrative assistance would be beneficial to support existing department work load. AFES is currently in a period of transition from paper-based records management to electronic solutions. At the front end of this transition process there will likely be increased demands on administrative resources. Overtime, efficiencies created by improved records management practices may offset additional administrative needs (as discussed in more detail in Section 3.5 below), however, in the future administrative needs should be re-evaluated to match department growth. As an interim measure, the part-time administrative position could be expanded to a full-time position. Technological changes may streamline current processes and free up time for senior staff in training and fire prevention and public safety to address the growing workload of their day-to-day jobs as the department grows.

3.2.2 By-laws and Agreements AFES operates under the Fire Department Establishing and Regulating By-law (By-laws 143-2006 & 25-2005). These by-laws authorize the Fire Chief to provide and deliver “Fire Protection Services” including:

• Fire Suppression;

• Fire Prevention;

• Fire Safety Education;

• Training of fire protection services personnel; and

• Communications.

The Establishing and Regulating By-law describes “Core Services” provided by each division of the AFES. These “Core Services” include:

• Fire Suppression and Emergency Response;

• Fire Prevention;

• Fire Safety Education; and

• Emergency Dispatching and Communications.

A complete description of each of these core services is included in Appendix A.

The Fire Chief is responsible for the administration and enforcement of the Establishing and Regulating By-law, as well as other Town of Ajax by-laws which relate to Fire Protection Services. These include:

• By-law No. 49-2004: A By-law to Regulate the Setting of Open Air Fires;

• By-law No. 40-2005: A By-law to Regulate the Sale and Discharging of Fireworks;

• By-law No. 83-2008: Ajax Development Charge By-law;

• By-law No. 112-2009 (105-2008): Fire & Emergency Services Fees By-law; and

• Emergency Measures By-law: A By-law to Provide for a Prompt and Coordinated Response to an Emergency.

The Fire Chief is responsible for regularly reviewing by-laws related to fire protection services and for recommending necessary updates or revisions as required.



3.3 Policies and Procedures The Fire Chief has the authority to develop general orders, policies, procedures, rules and regulations as they relate to the administration and operation of the AFES. The AFES adheres to the International Organization for Standardization (ISO) quality management system (ISO 9001-2000 standards). Their policies and procedures are well organized and kept up to date using records management software. The quality management system is the responsibility of the Deputy Fire Chief responsible for Prevention and Communications.

Figure 3.2 shows the general format of the quality management system as it relates to the AFES core services provided.

Figure 3.2: Quality Management System

Services provided by the Administration and Support Services sector (also known as the Fire Administration Division) of AFES are defined in a Town of Ajax Operating Procedure (No. FIR-OP-102 Fire Administration - Definition of Services Provided). The procedures and policies describe the services provided by Administration and Support Services, and include:

• Overall administration and operation of the AFES;

• Management and leadership of overall personnel;

• Maintenance and establishment of departmental operating procedures, rules and orders;



• Maintenance of overall order and discipline;

• Maintenance of effective emergency response capabilities, procedures and plans;

• Maintenance of accurate records and files for the AFES;

• Production of routine and special reports;

• Preparation and management of annual capital and operating budgets; and

• Maintenance of effective labour relations.

Ajax Fire and Emergency Services Rules and Regulations were last updated in May 2009. They cover the following topics:

• Professional Conduct;

• Use of Department Property / Uniforms / Identification;

• Use of Personal Electronics;

• Use of Personal Vehicles;

• General Operations;

• Smoking at the Workplace;

• Communications Centre (Alarm Room);

• Telephones;

• Personal Address and Contact Information; and

• Driving AFES Apparatus / Driver’s Licence Requirements.

3.4 Administrative Workspace The Administration Division is housed at AFES Headquarters, located at 900 Salem Road North. This facility is new (completed in 2008) and is a state-of-the-art building with accreditation under the Leadership in Energy and Environmental Design (LEED). It meets the current space needs for administration staff, including office space, workstations and storage areas.

3.5 Records Management AFES currently uses CriSys Records Management Software for many department functions. However, the software is not currently being used to its full potential. At the time of writing, the division’s Administrative Coordinator and Administrative Assistant were planning to attend refresher training on the CriSys software system. The goal was to improve staff knowledge of CriSys software with an objective of expanding the use of its records management capability within the department (e.g. fire prevention and public education tracking) and streamlining less effective processes. This ties into AFES’ goals to reduce and eventually eliminate paper-based processes.

The Town of Ajax implemented the AMANDA software suite, from CSDC Systems in 1999. It is the primary software application used by the Planning and Development Services Department. It provides



records management functions for building permits, subdivision applications, site plan applications and land division applications. The AFES Fire Prevention and Public Safety Division use the system to track complaints and inspections, in addition to plans review functions.

The Town of Ajax Operating Procedure “No. FIR-OP-102 Fire Administration - Definition of Services Provided” mandates that supporting documentation, reports and files be produced and maintained in order to ensure that operating procedures are being completed in a timely manner.

The following actions are required by the Administration and Support Services Division for record management purposes:

• Maintain records of functional staff committee meetings to ensure that staff have input into the operation of the AFES;

• Maintain compliance under the ISO 9001-2000 Quality Management System;

• Produce / maintain / operate / administer annual operating and capital budgets with supporting documentation;

• Conduct regular labour / management meetings to foster productive labour relations and maintain minutes; and

• Conduct formal recruitment, progression and promotion processes and maintain related records.

The CriSys system is primarily oriented toward call handling and dispatching services, but also has records management features. It has limited administration capabilities and there is a need for better customer service from the current supplier. The department currently relies on paper-based records and requires input into several fields to maintain digital records and grant approvals. The current system is accurate, but has some redundancies, as it requires duplicated efforts from staff.

The Fire Prevention and Public Safety Division manage record keeping both electronically, using the CriSys Records Management System (RMS) and in hard copy paper form. CriSys is used primarily by the Communications Division for the purpose of coordinating and dispatching emergency vehicles responding to urgent requests for assistance. Inspection records are linked to the CriSys Fire Prevention component for access by all fire and emergency services staff. Inspection types and frequency records can be extracted for quarterly and annual reports. Inspection reports are generated using an electronic version of the fire code. Violations are transferred into a standard inspection report form.

Paper files relating to Fire Prevention and Public Safety Division activities, such as inspections, reports, correspondence, fire safety plans, building permit plans, etc., are kept in master files located at Headquarters. The building permit application process became digital in 1990, however, file archives are maintained as per the Town’s file retention requirements. AFES has access to building plans dating back to the 1940s in the archived files. Active building permit plans are kept on-site until all work relating to



the building permit has been completed. Archived building permit plans are filed and stored at Fire Station 2.

AMANDA Software System is used for building permit plans reviews. Currently no link exists between the CriSys RMS and AMANDA. It would be beneficial to have a connection between these two information systems. There are opportunities where AMANDA would be more efficient for the Fire Prevention and Public Safety Division, such as for fire inspection reports. Linking the two systems would allow the division to choose the most effective program for various record keeping activities.

Currently inspection reports are prepared using hand written notes on site, input digitally at the station, printed as a final report and then brought back to the inspection site for review and sign-off with the owner. This inefficient process could be streamlined through access to laptops or Personal Data Assistants (PDA) on site as well as use of the AMANDA RMS.

The CriSys system does not track targets for inspections. The Chief Fire Prevention Officer creates performance targets annually by developing a list of required inspections. It is recommended that consideration be given to incorporating a tracking feature into any updated or new records management system. Tracking targets within a records management system would improve efficiency and ability to measure performance and would reduce workload for the Chief Fire Prevention Officer.

The Administration Division would ideally like to implement a fully automated system wherein information is entered once, then available to other “modules” as required. Telestaff is one of the available software packages being considered. AMANDA is another records management system option that is already in use within the Town. Software such as these would improve efficiency within the Administrative Division. Discussions with senior staff revealed a need to consider legacy systems currently in place within any planned changes to replace or improve the CriSys system.

There are at least two options to consider in moving this issue forward:

• Expanding the current capabilities of CriSys to parallel some of the functions of the AMANDA system and/or interface with it; or

• Adopting AMANDA for as many AFES functions as possible and replacing CriSys with a new dispatching system.

AFES is in the process of investigating the first option. As software/ records management problems are complex to address and often costly to implement, it is recommended that a strategy be developed in conjunction with the Town’s IT department with input from representatives of all AFES Divisions. This will ensure that all departmental needs are considered within an overall solution. It would also be helpful to seek input from other fire departments who resolved similar issues.



3.6 Summary of Conclusions and Recommendations

3.6.1 Conclusions • AFES appointed a Deputy Chief as the new Fire Chief in early 2010. A new Deputy Fire Chief

was subsequently hired to fill the vacant position.

• The senior management staff members of the AFES work well together as a team to accomplish and oversee the core services of the department. Responsibilities are well distributed among the Fire Chief and two Deputy Chiefs.

• The workspace provided for the Administration Division at AFES Headquarters is sufficient for current staffing levels.

• AFES adheres to the International Organization for Standardization (ISO) quality management system (ISO 9001-2000 standards). As a result, AFES by-laws, policies and procedures and rules and regulations are kept up to date and the system in place ensures this continues to be the case.

3.6.2 Recommendations • A need for additional administrative support has been identified so that the Training and Fire

Prevention & Public Safety Divisions are each assigned one full-time administration assistant. In the future this could be deferred through better use of records management systems within the department, however, as AFES transitions to new records management practices, the need for administrative support may increase. As the department grows, the need for additional administrative supports should continue to be monitored and assessed.

• It is recommended that a strategy be developed to address long-term software/records management needs for the department. This should be done in conjunction with the Town’s IT department with input from representatives of all AFES Divisions. It would be useful to consult with other fire departments that have faced similar challenges.


Project No. 09-2614 4.0 Fire Prevention and Public Safety Page – 20

4.0 FIRE PREVENTION AND PUBLIC SAFETY AFES carries out a broad fire prevention enforcement and public fire safety education program, within the guidelines of the Fire Protection and Prevention Act, 1997 (FPPA). Under the FPPA, "Every municipality shall, establish a program in the municipality which 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.”

The Office of the Ontario Fire Marshal (OFM) describes the minimum requirement for a community fire safety program as including:

• A smoke alarm program with home escape planning;

• The distribution of fire safety education material to residents/occupants;

• Inspections upon complaint or when requested to assist with code compliance (including any necessary code enforcement); and

• A simplified risk assessment.

The Establishing and Regulating By-law identifies “core services” for each division within the AFES. The Fire Prevention and Public Safety Division are also guided by an Operating Procedure (FIR-OP-301) which describes the “Definition of Services Provided” by the Division. Core services specifically related to the Fire Prevention and Public Safety Division include:

• Inspections arising from complaints, requests, retrofit or AFES initiative. Fire investigations shall be provided in accordance with the FPPA and policies of the Fire Prevention & Public Safety Division.

• New construction inspections and plan reviews of building permit applications in matters respective of fire protection systems within buildings, shall be conducted in accordance with the applicable By-law and operating procedures.

• Using Ontario Fire Service Standard for Fire Prevention Officers and the Ministry of Municipal Affairs and Housing Standards as a reference guide for fire prevention and public safety training.

• Distribution of fire and life safety information and public education programs shall be administered in accordance with the FPPA and policies of the departments Fire Prevention & Public Safety Division.

• Conduct ongoing residential home fire safety awareness program. Smoke alarms for residential occupancies shall be provided to those in need.

• Distribution of fire and life safety communiqués shall be distributed to the media on a regular basis.

• Maintaining at least one public fire and life safety educator certified to the Ontario Fire Service Standard.



The services provided by the Fire Prevention and Public Safety Division, as listed above, not only meets, but exceeds the requirements for prevention and education requirements within the Fire Protection and Prevention Act (FPPA).

4.1 Simplified Risk Assessment The OFM uses the Municipal Fire Protection Information Survey (MFPIS) as a tool to gauge municipalities’ compliance with fire protection services requirements. The MFPIS is a data collection exercise used to assist municipalities in assessing performance with regards to providing minimum fire protection services, with a focus on fire prevention and public education activities Ajax submits its MFPIS report directly to the OFM. Information within the survey was used for this study and is discussed in more detail later in this section.

The main goal for fire prevention is to minimize the impact of fire risks and to decrease the threat of fire incidents. Risks identified in Ajax are addressed by targeting vulnerable population groups with programs and activities. In October 2009 AFES completed an update to its “Simplified Risk Assessment”. This is discussed in more detail later in this section; generally their program is tailored toward specific risks in the community.

4.1.1 Community Profile According to the 2006 census data from Statistics Canada, the median income in Ajax was $33,000, which was higher than the provincial average of $27,000. Population density was reported at 1,300 per square kilometre in Ajax, compared to the provincial average of only 13.4 per square kilometre. The average value of a dwelling in Ajax in 2006 was estimated to be $307,000, which is slightly higher than the provincial average of $297,000. Out of a total of 28,600 dwellings, census tables show that 87% are owned and 13% are rented, which is higher than the provincial average of 71% ownership. Further, only 41% of all dwellings were built prior to 1986, which is 30% lower than the provincial average and highlights a relatively “younger” building stock.

In Table 4-1 we can see that the Town of Ajax is the third largest municipality in the region, representing 18% of the 608,000 people residing in the Region of Durham.



Table 4-1: Durham – Population by Municipality

Municipality Population %

Oshawa, City of 149,607 25%

Whitby, Town of 122,022 20%

Ajax, Town of 109,600 18%

Pickering, City of 88,721 15%

Clarington, Municipality of 84,548 14%

Scugog, Township of 21,569 4%

Uxbridge, Township of 20,623 3%

Brock, Township of 11,341 2%

Total 608,124 100%

Source: Statistics Canada, 2011 Census of Population.

Addressing demographic risks through public education is an important component of any municipal fire service. Population trends should continue to be monitored by the division to ensure efforts continue to be tailored to suit community needs. The current profile indicates that programs should be concentrated toward children given that their proportion within the community exceeds the provincial average and that they are a vulnerable group in society.

Figure 4.1 shows the home fire death rates distributed by age as reported by the National Fire Protection Agency. It is evident in this graph that fire-related deaths are most prevalent in people over the age of 65 and younger than 10 years of age. Seniors aged 75 and over are shown to be at the greatest risk.



Figure 4.1: Home Fire Death Rates by Age Group

Vulnerable populations are identified as children less than 15 years of age and seniors 65 years of age and older. It is estimated that close to one in four Ajax residents are school aged children between the ages of 0 to 14 years (22.6%). Table 4-2 compares Ajax’s age characteristics with provincial averages.

Table 4-2: Community Age Profile

Ajax Ontario Age Characteristics of the Population

Total % Total Total % Total

Total population 90,167 12,160,285

0 to 4 years 5,750 6.4% 670,770 5.5%

5 to 9 years 6,615 7.3% 721,590 5.9%

10 to 14 years 7,990 8.9% 818,445 6.7%

15 to 19 years 7,460 8.3% 833,115 6.9%

20 to 24 years 5,745 6.4% 797,255 6.6%



Table 4-2: Community Age Profile

Ajax Ontario Age Characteristics of the Population

Total % Total Total % Total

25 to 44 years 27,260 30.2% 3,452,055 28.4%

45 to 54 years 14,455 16.0% 1,861,370 15.3%

55 to 64 years 7,850 8.7% 1,356,488 11.2%

65 to 74 years 4,050 4.5% 868,190 7.1%

75 to 84 years 2,410 2.7% 589,180 4.8%

85 years and over 570 0.6% 191,810 1.6%

Median age of the population 35.4 – 39.0 –

% of the population aged 14 and under – 22.6% – 18.1%

% of the population aged 65 and over – 7.8% – 13.5%

Source - Statistics Canada, 2006 Census

In Ajax, the proportion of children under the age of 15 is almost 5% higher than the provincial average. While the proportion of seniors is 5.7% lower that the provincial average this remains a vulnerable group. The fire prevention and public safety priorities in Ajax are based on the vulnerable populations of children and seniors. Another vulnerable group are those in institutions or hospitals, especially those individuals who are non-ambulatory for mental or physical reasons. It is important to recognize these vulnerable groups in order to plan the appropriate fire prevention and public education program to meet the needs of the community risks.

4.1.2 Building Stock Profile The types of building occupancies within the Town relate to the community fire risk and prevention and education needs. Table 4-3 summarizes the building stock profile for the Town of Ajax, based on 2008 data. These figures show the number of structures in each occupancy classification, not the number of units.



Table 4-3: Town of Ajax Building Stock Profile (2008)

Occupancy Classification Number of Buildings

Group A Assembly 235

Group B Institutional 5

Single family 32,870

Multi-unit residential 59

Group C

Hotel / Motel 3

Groups D & E Commercial 716

Group F Industrial 194

Source: Town of Ajax Simplified Risk Assessment, October 2009

The Town of Ajax is experiencing a large amount of residential development (Group C). The 2006 census indicated that there were 29,535 dwellings in the Town of Ajax. Between 2006 and 2008 the Town issued 3,335 building permits for residential dwelling units, an increase of 10%. With this additional residential development, more and more rural lands are being serviced. This increases Ajax’ overall urban area.

There are many chemical manufacturing industries within Ajax which are included in Group F (industrial occupancy classification). These pose unique social and economic risks to the community and therefore require greater fire prevention/protection measures.

4.1.3 Municipal Fire Loss Profile Three lines of defence are required to reduce fire losses:

• Public fire safety education;

• Code enforcement; and

• Emergency response.

Using the three lines of defence, the ultimate goal of fire prevention and public education is to reduce fire deaths and injuries to zero. But that is not always possible. The aim of completely eliminating property loss may also not be attainable, but can be minimized. Table 4-4 summarizes the historic fire loss, by injury, fatality and dollar value, within the Town of Ajax from 2005 to 2007 as presented in the 2009 Simplified Risk Assessment.



Table 4-4: Municipal Fire Fatalities and Injuries (Civilian & Firefighter)

2008 2009 2010 Occupancy Classification

Fatalities Injuries Fatalities Injuries Fatalities Injuries

Total Deaths

Total Injuries

Group A Assembly 0 1 0 0 0 0 0 1

Group B Institutional 0 0 0 0 0 0 0 0

Group C Residential 0 5 1 21 1 8 2 34

Groups D & E

Commercial 0 0 0 0 0 0 0 0

Group F Industrial 0 0 0 0 0 0 0 0

Other 0 0 0 0 0 0 0 0

Total Fatalities / Injuries 0 6 1 21 1 8 2 35

As indicated in the table above, Ajax has experienced two fatalities as a result of fire losses between 2008 and 2010. The fire loss of less than one fatality per year is a positive indicator of a successful fire prevention and public education program. The greatest occurrences of fire injuries, and both fire fatalities, took place in residential occupancies. This is consistent with fire loss trends across the province. It is also justification for focussing efforts on public education and fire safety that relate to home fire risks and prevention and most common causes. The top causes of residential fires in Ajax and the Province of Ontario are summarized in Table 4-5.

Table 4-5: Top Five Causes of Preventable Residential Fires Ajax vs. Province

# Ajax Ontario

1 Open flame tools, smokers’ articles (27%) Cooking equipment (19%)

2 Cooking equipment (11%) Open flame tools, smokers’ articles (13%)

3 Electrical distribution equipment (4%) Heating equipment (12%)

4 Heating equipment (3%) Electrical distribution equipment (11%)

5 Matches or lighters (2%) Lighting equipment (3%)

6 Lighting equipment (.8%) Matches or lighters (2%)



Table 4-6 summarizes structure and property loss experienced within the Town of Ajax from 2005 to 2007 as presented in the 2009 Simplified Risk Assessment.

Table 4-6: Municipal Fire Losses – Structure & Property Loss

2008 2009 2010

Occupancy Classification # of

Loss Fires

Estimated $ Loss

# of Loss Fires

Estimated $ Loss

# of Loss Fires

Estimated $ Loss

% of Total Dollar Loss (all years)

Group A Assembly 8 $14,500 5 $1,315 3 $1,150 0.6

Group B Institutional 0 $0 0 $0 0 $0 0.0

Group C Residential 40 $742,895 36 $948,731 41 $442,345 80.4

Group D, E Commercial 4 $16,900 2 $301,000 3 $300 12.0

Group F Industrial 3 $51,100 1 $1,000 0 $0 2.0

Miscellaneous 2 $60,100 2 $22,000 2 $51,000 5.0

Mobile Homes and Trailers 0 0 0 0 0 0 0

Total # Loss Fires 57 46 49 152

Total Dollar Loss $885,495 $1,274,046 $494,795 $2,654,336

Within the structural fire losses, residential occupancies (Group C) again experience the greatest percentage of fire loss (80%). The second highest category for total structural fire loss is Group D& E (commercial occupancies), however, this is only 12% of the fire loss. This is consistent with the land use within the Town of Ajax. Residential land use is the prevalent category within the Town, with commercial land use increasing to support residential development.

4.1.4 Community Safety/Fire Loss Performance Measurement Issues Ontario fire services are annually required to monitor the monetary value of residential and commercial/industrial/institutional fire loss and report these to the Office of the Fire Marshall. They are also required to monitor and report loss of life/injury associated with fire incidents. Fire loss trends at any particular time/location are driven by an impossible-to-control mix of human behaviour and built environment risk factors. AFES does not exercise management control over this mix of factors driving the “supply” of fire incidents. Therefore setting quantifiable 2011-2020 Master Plan fire loss targets - $ or injury related – is an artificial and potentially misleading exercise. Response times can be managed and



controlled by a fire service – the frequency of fire incidents and the impact on property and people is far less controllable.

Fire loss data is better understood as a broad indicator of overall community safety. This data can be reported as part of the Ajax Fire Service performance measurement framework – as an indicator of community safety/risk rather than a “causal” indicator of AFES performance. This data does not play a useful role in the master planning process, which is focused on setting results-driven, controllable performance targets.

4.2 Fire Prevention and Public Education Activities AFES ensures that risks identified in the community are addressed by targeting vulnerable population groups through a variety of fire safety education programs, presentations and activities. Fire Prevention and Public Safety Division staff carries out high quality prevention and public education activities. AFES approaches fire prevention and public safety through four focused categories:

1. Public Fire Safety Education

2. Fire inspections

3. Code Enforcement

4. Fire Investigation

4.2.1 Fire Safety Education Activities Fire safety educational activities include presentations, training sessions, community presence and fire safety educational programs for target groups. The activities provided by the AFES Fire Prevention and Public Safety Division and the frequency with which they are conducted are summarized in Table 4-7.

Table 4-7: AFES Fire Prevention and Public Safety Activities

Educational Program Delivery Frequency

Learn Not To Burn Semi-annually

The Arson Prevention Program for Children (TAPP-C)

Upon request

Fire Safety programs for seniors Ongoing and upon request

Fire Safety House Upon request and approved events

Hazard House Simulator Upon request and approved events



Table 4-7: AFES Fire Prevention and Public Safety Activities

Educational Program Delivery Frequency

Residential Home Fire Safety Awareness

Ongoing

Residential Smoke Alarm Program Ongoing

OFM high-rise supervisory staff training

Biannually

Station tours Upon request

Fire Prevention Week Activities Annually (Family Safety Day)

Presentations to special interest groups

Upon request

News releases Ongoing throughout year


Table 4-8 below summarizes AFES’ priorities in terms of fire prevention and public education.


Project No. 09-2614 4.0 Fire Prevention and Public Safety Page - 30

Table 4-8: Priority Setting Worksheet

Priority Status Effectiveness, Goals/Objectives

Existing programs adequately address the fire safety priority and ensure compliance with minimum FPPA requirements? Current fire prevention / public education programs that address the fire safety priority

If No, how should this change?

Fire Safety Priority

(List in order of Priority)

Fire Prevention (Inspection) Activities Public Education Activities Y/N Fire Prevention Activities Public Education Activities

1) Residential Occupancies

• Residential home inspection program (Safe-at-Home)

• Inspection of retrofit construction

• Inspection of new construction, prior to occupancy

• Inspection of low-rise / high rise residential buildings (biannually)

• On-going list to track basement apartments / suspected basement apartments

• Residential Smoke Alarm Program

• Fire Prevention Week

• “High-Rise Supervisory Seminar” Training

• AFES tours and presentations

• AFES Safety House and Hazard House

• Presentations to Special Interest Groups upon request

• Media Relations Campaign / News Releases

• Displays at Community Events

• Online Fire Safety Education resources

Y • Safe at Home Program • Residential Smoke Alarm Program is ongoing

• Ongoing news releases issued to media

• Presence in the community during public events

• OFM high-rise Supervisory training is provided biannually

2) Youth Programs

• Daycare inspections (annually / upon request)

• School inspections (biannually)

• “Learn Not to Burn” in-service program (semi-annually at elementary schools)

• “The Arson Prevention Program for Children” (TAPP-C) upon request

• School Fire Drills

• Station tours (upon request)

• Online Fire Safety “Kids Zone”

Y • Inspections of all schools are carried out biannually

• In-service crews deliver LNTB lessons semi-annually to all elementary schools

• TAPP-C Program

• Annual school fire drills

3) Seniors • Group Homes / Special Care Facilities / Long-term Care Facilities inspections (annually / upon request)

• Lodging / Rooming Houses inspections (annually / upon request)

• Public Housing Facilities (annually / upon request)

• Older and Wiser (Ongoing and upon request)

• Remembering When (Ongoing and upon request)

• Safety talks and presentations

Y • Routine inspections continue on an annual basis and by request

• Safety presentations are ongoing and upon request

4) Institutional Occupancies

• Hospitals and Long-term Care Facilities inspections (annually / upon request)

• Detention Centres / Group Homes inspections (annually / upon request)

• Fire safety education and fire extinguisher training for staff upon request

Y • Inspections continue on an annual basis

• Fire safety & extinguisher training for all when requested

5) Industrial Occupancies

• Industrial inspections (routine / upon request) • Fire safety education and fire extinguisher training for staff upon request

Y • Self-initiated routine inspections are conducted on selected occupancies each year

• Fire safety & extinguisher training for all when requested




4.2.2 Fire Inspections and Code Enforcement AFES established a priority schedule for Fire Prevention Inspections in 2000 to match available resources with higher risk occupancies. The Fire Prevention and Public Safety Division maintains an inspection frequency schedule, which is summarized by type of occupancy in Table 4-9. The AFES Fire Prevention Inspectors are assigned the responsibility of conducting inspections for specific occupancies each year.

Table 4-9: AFES Fire Prevention Inspection Frequency Schedule

Occupancy Type Inspection Frequency

Assembly

Schools Biannually or upon request

Day care facilities Annually or upon request

Places of worship Upon request or self-initiated

Restaurants Upon request or self-initiated

Other public assemblies Upon request or self-initiated

Institutional

Long-term care facilities Annually or upon request

Hospital Annually or upon request

Detention centre Annually or upon request

Group homes / Special care Annually or upon request

Residential

Low-rise Biannually or upon request

High-rise Biannually or upon request

Foster homes Upon request

Group homes Annually or upon request

Boarding / Lodging / Rooming houses Annually or upon request

Motel / Hotel Annually or upon request

Single family Upon request or complaint

Two-family (retrofit) Upon request or complaint




Basement apartments involve significant fire safety risks and need to comply with fire code to prevent fire loss or injury. In a unique effort to address this type of occupancy, AFES fire prevention staff currently track all basement apartments and suspected basement apartments. Complaints from tenants are responded to and added to the tracking list. As well, fire prevention staff keeps apprised of basement apartments through rental advertisements. This is an innovative and proactive way to address the community need for this specific type of risk.

In addition to completing routine inspections, the division also responds to complaints or requests for inspections. There are also re-inspections and follow-up inspections required to complete the service which add to the workload. These inspections are conducted as soon as practical, as per the authority of the Fire Protection and Prevention Act. Table 4-10 summarizes the work load of fire code inspections completed by the Fire Prevention and Public Safety Division from 2004 to 2011.

Table 4-10: Total Fire Code Inspections Completed

Year Fire Code Inspections

2004 1,266

2005 1,078

2006 1,071

2007 893

2008 880

2009 736

2010 986

2011 881 Source: provided by AEFS FP& PSD staff

As of 2007, the number of fire code inspections completed per year reduces by approximately 25%. This is likely a result of the division focusing staff resources on developing and implementing additional public education programs, thereby reducing the amount of staff resources available to complete inspections. The division is currently able to meet the inspection cycle targets, however, as building stock increases with development and population growth, additional resources will be required to continue a successful inspection program.

Another area of code enforcement that the Fire Prevention and Public Safety Division participate in is building permit inspections and plans reviews. There is a strong working relationship between AFES and the Town’s Building Approvals Section of the Planning and Development Services Department. AFES is actively involved in the building permit process.

As regulated through by-law, members of the Fire Prevention and Public Safety Division are designated as Building Code Inspectors for the Town. Division staff members attend pre-construction consultation and site plan meetings for proposed building permits. Plans reviews are completed prior to the issuance of a building permit and inspections are conducted during construction to ensure compliance of fire safety



related Ontario Building Code requirements. The workload associated with these reviews and inspections is summarized by year in Table 4-11.

Table 4-11: Building Permit Plans Review & Inspection Workload Summary

Year Building Permit Plans Review Building Permit Inspections

2004 272 435

2005 157 452

2006 199 542

2007 184 297

2008 209 363

2009 185 304

2010 207 426

2011 316 234 Source: provided by AEFS FP& PSD staff

Constantly expanding Fire and Building Code requirements draw heavily on the ability of the Division to maintain inspection frequency schedules. The Division is also responsible for review of building permit applications which include architectural and engineered plan reviews, new construction inspections, code infraction complaints and inspection requests and complaints of the existing building stock.

As the municipality continues to grow, the demands upon fire prevention staff also grow. Increased development requires additional effort with respect to plans review and building permit inspections. Population growth adds demands to public education demands and needs. New development also increases the overall building stock of the Town, which eventually translates into additional efforts in the form of fire prevention inspections, whether by complaint, request or routine. The division has had to reduce the number of annual inspections completed since 2007 in order to balance efforts with public education programs. Therefore, additional staff needs will likely occur sooner rather than later.

4.2.3 Fire Investigations The Fire Prevention and Public Safety Division is committed to providing fire investigations as part of their operations. These investigations are conducted to determine the origins and causes of fires within the Town. This is an important step in assessing the Town’s fire risks as these investigations also examine whether the occupancy at which the fire occurred was in compliance with the Ontario Fire Code.

Recently Fire Prevention and Public Safety Division staff members have been required to appear at more court trials. This is largely a result of the increased charges for fire code violations issued by AFES. This adds to the workload of the division and requires substantial resources, time and effort for the preparation of documentation and presence in court. There were approximately a dozen such cases in 2009.

4.2.4 Summary of Annual Fire Prevention and Public Safety Activities AFES conducts an annual fire occurrence assessment in order to review local needs and circumstances within Ajax, and to establish any new directions for fire prevention and public fire safety education



efforts. The assessment identifies significant risks within the community that should be addressed by the Fire Prevention and Public Safety Division. For example, if the analysis indicates a specific occupancy classification has experienced significant fire losses, or if a common fire cause is identified as being “over-represented” the division will implement a program to improve fire prevention and public safety. This includes such activities as targeting routine inspections or increasing public safety education efforts to address a particular fire or life safety concern.

AFES reviews inspection, education and prevention activity data on a quarterly basis using the CriSys and AMANDA records management systems. Data is summarized to indicate the number of times each prevention and education activity takes place. Current statistics do not identify the time required for each event. A system of tracking the number of hours spent performing daily functions has been implemented for the 2010 year. This will enhance the ability to track and monitor time spent in the Fire Prevention and Public Safety Division for future assessments. Data relating to the time and effort required for divisional activities will assist with planning for staffing requirements and resource needs as well as performance measurement tracking.

Table 4-12 summarizes the total number of Fire Prevention and Public Safety Division events carried out from 2005 to 2009. Fluctuations in the total number of activities carried out are due to staffing levels that varied throughout the five year period assessed.

Table 4-12: Annual Fire Prevention and Public Safety Activities

Annual Fire Prevention and Public Safety Activities

2005 2006 2007 2008 2009 2010 2011

Accessory Apartment Notification Letter - 1 11 4 24 10 9

Building Permit Inspections 452 552 297 177 304 426 234

Building Permit Plans Review 157 190 154 77 185 207 316

Complaint Inspections 22 24 36 11 14 27 27

Court Appearances - - - - 2 2 4

Fire Investigations 11 7 27 7 9 6 8

Fire Safety Plan Reviews 67 48 31 11 32 48 47

Fire Prevention Follow-ups 190 218 221 119 217 222 197

Meetings 56 38 24 8 73 79 82

Notice to Building Owner - - 26 11 19 18 24

Other (miscellaneous) 32 36 4 3 8 2 1

Permit for Open Burning 7 14 4 1 2 6 14

Public Education Events 61 25 18 31 181 161 158

Re-Inspection 459 400 275 157 182 175 284

Record Search 0 9 7 11 7 18 10



Retrofit 27 23 15 4 16 18 12

Retrofit Re-inspection 42 66 45 6 22 30 19

Routine Inspection – Request 48 26 17 52 31 30 26

Routine Inspection – Self-initiated 290 151 115 88 127 132 155

Safe at Home Visits 267 1030 2817 895 973 745 779

Site Visits 99 93 63 23 31 142 116

Smoke Alarm Notices 76 43 65 29 65 49 105

TAPP-C 12 9 5 4 9 9 5

4.3 Division Staffing The Fire Prevention and Public Safety Division is presently comprised of six staff members: four Fire Prevention Inspectors, a Fire Prevention Officer and the Chief Fire Prevention Officer. The Fire Prevention Officer position is a new supervisory role, reporting to the Chief Fire Prevention Officer, added in late 2010. This team is under the supervision of the Deputy Fire Chief of Prevention and Communications. The Division is also supported by an administrative assistant, shared with the Training Division. Fire Prevention and Public Safety Division staff work Monday through Friday during normal business hours, in addition to after-hours or on-call responsibilities.

The fourth fire prevention inspector position was added to AFES in January 2000. Therefore the division has absorbed a decade of municipal growth with the same staffing levels. A new supervisory position was added to the division in late 2010. This resulted in the promotion of one of the fire inspectors to the position of Fire Prevention Officer, reporting to the Chief Fire Prevention Officer. The four inspector positions were maintained. This increased the overall staff of the division to six members. The workspace at the new headquarters facility allows for some expansion as one more workspace is available for additional Fire Prevention Inspectors.

All Fire Prevention and Public Safety Division staff carryout prevention, inspection and education duties. Currently two of the fire prevention staff members specialize in basement apartment inspections, two specialize in public education and two specialize in plans review.

Table 4-13 was prepared using information from the Office of the Fire Marshal Ontario (OFM) and information collected from department interviews. Population data was obtained from Statistics Canada (2011 Census). A combination of full-time and composite (i.e. combination of full-time and part-time/volunteer suppression staff) fire services have been included.



Table 4-13: Municipal Comparisons of Fire Prevention & Public Education Department Staffing

Municipality Population (Based on 2011

Census)

Staffing Coverage Area (km2)

Fire Prevention and Public

Education Staff

Sarnia 72,400 Full-Time 165 7

Peterborough 78,700 Full-Time 59 4

Pickering 88,700 Composite 232 6

Ajax 109,600 Full-Time 67 6

Waterloo 98,800 Full-Time 21 6

Whitby 122,000 Full-Time 146 6

Cambridge 126,700 Full-Time 113 5

AVERAGE 98,400 Full-Time 103 5.9

A peer group was selected based on a similar population as shown in Table 4-13. The characteristics indicate that AFES has a fire prevention/public education staff size that is comparable to other municipalities. Larger cities tend to use a ratio of Fire Prevention/Education Officers to population to determine whether sufficient staff is in place. A ratio of one officer per 15,000 to 20,000 residents is considered somewhat typical for larger Ontario cities. For the current population of the Town of Ajax, five to six fire prevention and public education staff would be recommended. AFES is currently at six fire prevention/public education staff.

With the projected growth in population over the next 10 years, it is predicted than an additional one or two staff would be required to meet the needs of the future population of 120,000. Timing for new hires should be established by tracking the number of services hours for fire prevention and public education activities.

4.3.1 Developing Future Master Plan Performance Targets It would be prudent to develop specific performance data streams and targets for the following Ajax Fire & Emergency Service business lines:

• Fire Inspection & Public Education;

• Ontario Building Code Act (OBCA) Plans Examination and Inspection.

For Fire Inspection and Public Education services the figure below sets out potential performance indicators that could be used for public accountability reporting as well as target setting. AFES may need to adjust its data collection practices to populate these performance indicators, and set measurement-derived performance targets. The key performance concepts are “coverage” for planned inspection/education activities and “turnaround time” for reactive inspection activities.



For OBCA services, the figure below sets out potential performance indicators that could be used for public accountability reporting as well as target setting. The key performance concept is “due diligence executed within prescribed timeframes” for plans examination and inspection activities.

With appropriate refinements in data collection processes, performance monitoring and subsequent reporting for Fire Inspection/Public Education and OBCA activities can begin in 2011. Master Plan target setting should be achievable during 2012 – well within the Near Term planning horizon.



4.4 Policies and Procedures AFES is the first ISO certified Fire Service in Ontario. The Fire Prevention and Public Safety Division personnel follow “Operating Procedures” (such as Operating Procedure FIR-OP-301 “Fire Prevention and Public Safety Division – Definition of Services”) and “Work Instructions” that are kept current in the Town’s electronic Document Management System.

The Town adopted this system as a means to assist in the control of Quality Records (controlled documentation required by the ISO 9001:2000 registration) which is easily accessible to staff and ultimately leads to the provision of consistent, reliable service to its customers. AFES policies and procedures are included in the Document Management System as well as one Operating Procedure and fifteen Work Instructions relating to the functions, responsibilities and directives that are within the scope of the Fire Prevention and Public Safety Division mandate.

4.5 Training Fire inspectors currently complete the AFES Inspector Curriculum and become qualified building inspectors. This curriculum also provides the training required for code enforcement and plans review duties.

Currently only one of the four fire inspectors is a Certified Public Educator. AFES will have two staff certified as public educators by the end of 2011. It is a goal to gain certification of all Fire Prevention and Public Safety Division staff as public educators, following completion of the inspector curriculum.

4.6 Work Environment The Fire Prevention and Public Safety Division is based at AFES Headquarters. The workspace allows for expansion of the division as two more workspaces have been provided for any new Fire Prevention Inspectors/Public Safety staff.


4.7.1 Conclusions • AFES provides fire prevention and public safety education which exceed the minimum

requirements for a community fire safety program as per the FPPA.

• The Establishing and Regulating By-law identifies the core services provided by the Fire Prevention and Public Safety Division.

• There is a good working relationship between the AFES and the Building Approvals Section of the Planning and Development Services Department of the Town. AFES is actively involved in the building permit process.

• Fire prevention staff inspects high risk occupancies every two years (schools, high rises, low rise, community occupancy, etc.) and very high risk occupancies annually (hospitals, nursing homes, etc.).



• Basement apartments are given special consideration as a target risk in Ajax by AFES fire prevention staff.

• A fourth fire prevention inspector position was added to the AFES in January 2000. Staff levels up to 2010 had remained constant and absorbed a decade of municipal growth.

• An additional Fire Prevention Inspector was added to the Fire Prevention and Public Safety Division in late 2010. One of the existing inspectors was promoted to a new supervisory position, Fire Prevention Officer.

• There has emerged a new requirement on Fire Prevention and Public Safety Division staff’s time, as attendance is now required for appearances in court for fire code violation charges.

• Fire Code inspections reduced by 200 – 500 per year from 2004-2006 totals to 2007-2008 totals.

4.7.2 Recommendations • Improve data management by linking AMANDA System (for building plans review) to CriSys

(subject to development of a records management/ dispatch strategy as identified in the Administration section of this report).

• Streamline inspection report writing with access to a laptop on site (consider using AMANDA) Currently, inspection reports are hand written notes, taken on site and input digitally back at the station, printed as a final report and then brought back to the inspection site for review and sign-off with owner. A more efficient process should be developed.

• Implement a system that tracks inspection targets for performance measurement purposes. Current RMS does not track targets for inspections. Chief Fire Prevention Officer creates a performance target list for inspections every year. Tracking within RMS would improve eliminate this task, improve efficiency and allow for periodic status reports to be created.

• Continue to work towards certifying all Fire Prevention Inspectors as Public Educators to the Ontario Fire Service Standard and help increase the priorities of public safety education. (Currently only one Certified Public Educator amongst the six fire prevention staff.)

• Implement a schedule to target vulnerable groups with public education programs in addition to the range of programs that are available by request.

• Consider mandating fire prevention inspection targets by Council/by-law. Fire Protection and Prevention Act (FPPA) establishes minimum targets met by AFES.

• Recommend adding up to two more fire prevention and public safety staff over the coming 10 years to accommodate predicted growth within the Town.

• Fire Prevention and Public Safety Division shares an administrative assistant with Training Division. If no progress is made toward improving the departmental records management system, increase administrative assistance to one full-time position dedicated to Fire Prevention and Public Safety Division.

• Recommend using performance indicators, and setting measurement-derived performance targets for reactive and routine inspections as well as for plans review and examination.


Project No. 09-2614 5.0 Fire Suppression Page - 40

5.0 FIRE SUPPRESSION

5.1 Current Picture AFES consists of 111 full-time staff. The department is comprised of management staff, prevention, education and training staff, as well as a fire suppression force. The Fire Suppression Division is comprised of 84 staff members. As with most municipal fire services AFES assumes responsibilities for a number of emergency situations that are not specifically “fire-related”. These include emergency pre-hospital care response, motor vehicle accident extrication, confined space rescue, hazardous materials problems, and ice/water rescue.

In a rapidly growing community the need for these services is expected to increase. Challenges related to an aging population, intensification, new hazards, emergency medical demands, technological change, traffic, and other elements of growth are challenging the resources of the department.

5.1.1 Fire Suppression Staffing The Fire Suppression Division is made up of four separate platoons. Each platoon is under the supervision of a platoon chief who is responsible for supervising a team of captains and firefighters.

On-duty fire suppression crews work rotating shifts in order to provide on-duty coverage 24 hours per day, seven days per week. Fire suppression staff form the usual four shifts (or platoons) working a 42-hour average work week system, made up of 10 hour day shifts and 14 hour night shifts. Generally, to staff a company of four firefighters around the clock (i.e. 24 hours per day, 365 days per year) requires that 20 firefighters be hired (i.e. five per shift for each of four shifts). This typically allows for absences due to sick leave, lieu days and vacation.

Additional internal pressures on attendance include staff training requirements and the relatively new phenomenon of staff taking parental leave. Off-shift firefighters are engaged to cover shift deficiencies due to medical, vacation and other absences to maintain an on-duty strength of at least 16 including a platoon chief (i.e. “minimum staffing”).

5.1.2 Fire Stations AFES operates from three fire stations. All three stations are staffed 24 hours per day, seven days per week by on-duty emergency response crews. There are four rotating crews providing emergency response through a rotating shift schedule, as shown in Figure 5.1



Figure 5.1: AFES Staff and Apparatus Organization by Station

The AFES Headquarters Station is located at 900 Salem Road North. It went into service in June 2008 and houses two on-duty emergency response crews, the on-duty Platoon Chief, administration staff, fire prevention, training, and the Communications and Emergency Operations centres. Aerial 2, Pump 4, Tanker 8, Pump 9 and Car 5 all run from AFES Headquarters. In addition, vehicles assigned to the Fire Prevention and Public Safety, Training and Administration Divisions are housed there. Across all four shifts, 44 personnel including four platoon chiefs, eight captains, and 32 firefighters are assigned to this station. A state-of-the-art live-fire training facility is also located at AFES Headquarters.

Station 1 is located at 40 Westney Road North, which is just north of Kingston Road (Highway #2). Station 1 houses one on-duty emergency response crew of four firefighters and one captain. Pump 5 and Pump 6 run from Station 1. Across all four shifts, 20 personnel, including 16 firefighters and four captains, are assigned to this station.

Station 2 is located at 435 Monarch Avenue and houses one on-duty emergency response crew of four firefighters and one captain. This station also serves as the alternate Emergency Operations Centre for the Town of Ajax. Pump 10, Aerial 1, Rescue 3, and Pump 4 all run from Station 2. Across all four shifts, 20 personnel are assigned to this station, including 16 firefighters and four captains.

Figure 5.2 shows the location of all three AFES fire stations.

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5.2 Operations The following services are provided by the AFES Fire Suppression Division in accordance with the Establishing and Regulating By-law:

• Fire suppression in both offensive and defensive mode as fire conditions permit;

• Search and rescue operations within structures involved in fire or other emergency as conditions permit;

• Forcible entry capabilities;

• Ventilation capabilities including positive pressure, negative pressure and hydraulic;

• Salvage and overhaul operations to minimize fire damage, expose hidden fire and confirm the extinguishment of all fire;

• Emergency pre-hospital care responses and medical acts such as defibrillation, standard first aid, CPR, and the Emergency Medical Responder Program shall be maintained to Base Hospital protocols;

• Confined space rescue, including trench rescue, high angle rescue, HUSAR and other highly specialized rescue services shall not be provided beyond the basic awareness level;

• Extrication services at motor vehicle accidents and other incidents requiring the use of both heavy hydraulic, air powered and hand operated extrication tools;

• Ice/water rescue to the land-based entry level;

• Hazardous materials response shall not be provided beyond the basic awareness level;

• Maintain emergency response apparatus and equipment in an "in-service" condition; and

• Participate in automatic aid and mutual aid incidents as requested and required.

5.3 Fire and Emergency Workload The annual workload of the Suppression Division was estimated by reviewing the number of calls division staff responded to. AFES has been tracking annual call volume since 1984. Figure 5.3 shows the historic call volumes responded to by the Ajax Fire and Emergency Service from 1984 to 2011. This figure shows that call volume over that period has increased from approximately 500 annual calls to approximately 4,300 annual calls. Call volume is a good indicator of AFES workload over that same period.



Figure 5.3: Historical Call Volume

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AFES has been experiencing challenges related to new development and growth. In particular the rapid pace of development of new housing and intensification of urban areas has caused concern. Response areas are constantly being reviewed due to new development. There are also concerns about built-form: in particular, reduced street width and laneways with rear lot detached garages and the ability to access these.

The historic population growth of Ajax, as per Statistics Canada Census data from 1981 to 2011 is shown in Figure 5.4. The growth in population corresponds with the historic call volume growth over time.



Figure 5.4: Town of Ajax Historic Population

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Taking a closer look at the AFES workload and call volumes within recent years reveals a different trend in call volumes. Figure 5.5 summarizes the annual call volumes responded to by AFES from 2006 to 2011.

Figure 5.5: Recent Call Volume by Year

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AFES annual call volumes have remained relatively stable over the past four years, despite the Town experiencing significant population growth over the same period. The stabilization of call volume per capita is a good indication that AFES is providing an effective fire prevention and public safety education program. The historical call volumes, plotted along side calls per 10,000 population, are shown in Figure 5.6.

Figure 5.6: Historical Call Volume

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The trend suggests that the addition of 10,000 new residents results in 350 to 450 new emergency calls per year. As indicated in Section 4.3, the population forecast for Ajax over the next 10 years is 120,000. This is an increase of 30,000 new residents over the 2010 population of approximately 91,000. Call volume over this period could increase by 1,000 to 1,300 emergency calls, or roughly 30%, if current trends continue. This would translate to over 5,300 calls per year by 2020.

The breakdown of calls by type is shown in Figure 5.7 which highlights the trends in the type of responses required from the AFES Suppression Division.



Figure 5.7: Historical Call Volume by Type

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When emergency calls are examined by type, we see that a trend of decreasing fire calls has emerged over the past three years. This further supports the effectiveness of AFES fire prevention and public education efforts. Medical calls are seen to be increasing, which is consistent with a growing population trend.

5.4 Performance Measures for Fire Suppression:

5.4.1 Fire Marshal’s Guidelines As identified in the Fire Protection and Prevention Act, 1997, the Office of the Fire Marshal, Ontario has the power to issue guidelines to municipalities in respect to fire protection services and related matters. The guidelines are to be used by local municipalities to determine the level of fire protection services as it determines may be necessary in accordance with its needs and circumstances.

With regards to emergency response, Public Fire Safety Guideline (PFSG) 04-08-12, “Staffing – Single Family Dwellings” was the guideline in place from December 2001 to November 2010. On November 10, 2010, the Office of the Fire Marshal, Ontario, rescinded this guideline and replaced it with a new document.

The OFM’s new document, “Operational Planning: An Official Guide to Matching Resource Deployment and Risk”, essentially replaces previous OFM guidelines. The Operational Planning document is an evaluation tool to assist municipalities in meeting their obligations, as per FPPA. The systematic process laid out within the document, helps to determine community fire risks, evaluate current fire service resource capabilities, identify gaps and develop options and recommendations for consideration by Council. The rescinded OFM 10-in-10 guideline has become more of a base upon which the new recommendations builds. The document is organized into five-steps, as follows:



1. Assess Fire Risks within the Community

2. Collect Call Data

3. Identify Gaps in Fire Suppression Capabilities (using Critical Task Matrix provided in the document)

4. Develop Options and Recommendations for Identified Gaps in Fire Suppression Capabilities

5. Prepare a Report to Council

It is recommended that AFES incorporate this risk-based evaluation tool into future department planning initiatives. The emergency response analysis completed for this study was conducted prior to November 2010 and follows the OFM 10-in-10 guideline which is a solid building block toward the risk-based approach outlined in the new document.

The 10-in-10 guideline recommended the following, as highlighted in the figure below (Courtesy of the Ontario Fire Marshal’s Office):

• Minimum of four firefighters initially responding;

• Minimum of ten firefighters within ten minutes for fire attack team choosing either aggressive interior fire suppression or rescue operations for 90% of reported fire emergencies; and

• Assembly of the ten firefighters is calculated from the time Fire and Emergency Services receives the emergency alarm until that fire attack team has arrived at the emergency scene.

Office of the Fire Marshal, Ontario, Public Fire Safety Guideline 04-08-12, December 2001. (Rescinded November 10, 2010)

Included in the ten minute response time is:



• “Dispatch time”: Time to receive and dispatch the call (typically one minute);

• “Turnout time”: Time required for firefighters to react & prepare to respond (typically one minute for career firefighters); and

• “Travel time”: Actual travel time from the fire station to the incident (approximately eight minutes when accounting for dispatch and turnout time).

The company assigned to respond to an alarm shall be comprised of the numbers necessary for safe and effective firefighting performance related to the expected firefighting conditions. These shall be determined through risk analysis procedures. The major factors to be considered shall include:

• Public/firefighter risk to life;

• Public/firefighter safety hazard;

• Provisions of safe and effective firefighting performance conditions for firefighters;

• The potential property loss; and

• The nature, configuration, hazards, and internal protection of the properties involved.

This guideline, often referred to as 10-in-10, is intended to serve as a level to which small fire departments can aspire. Such a response level is considered insufficient for large urban centres, particularly given the high density and industrial components that present more complex fire problems.

5.4.2 First Response A response of four firefighters is widely accepted as the minimum initial response in order to commence limited rescue or firefighting. Until a minimum of four firefighters have assembled on the fire ground, there are not sufficient staff on hand to safely undertake either of these roles. If fewer than four staff arrive on scene, they must wait until a second vehicle arrives to have sufficient staff to safely undertake a rescue or firefighting operation.

The ranking officer assumes command of the emergency scene while one firefighter assumes the role of pump operator. A third firefighter is responsible for making a hydrant connection. The team then has the option of initiating limited search and rescue (i.e. looking for trapped persons immediately inside doorways or windows) or beginning limited firefighting using two firefighters for either task.

Fewer than four arriving firefighters can commence limited fire ground operations but none include fire rescue. Interior rescue or interior fire attack is not an option that can be undertaken safely with only four firefighters. Fire scene responsibilities are highlighted in the following figure (Courtesy of the Ontario Fire Marshal’s Office).

5.4.3 Depth of Response Ten firefighters are required for either aggressive interior fire suppression or for rescue operations, but not both. If both are necessary more than ten firefighters are required. For fire suppression, two firefighters



(additional to the initial responding four) would undertake interior backup protection while two firefighters would form a Rapid Intervention Team (RIT), able to quickly provide support and assistance to firefighters finding themselves in danger. Finally, a ventilation team of two firefighters would be required, for a total of ten firefighters. These roles are highlighted in the following figure (Courtesy of the Ontario Fire Marshal’s Office).

Office of the Fire Marshal, Ontario, Public Fire Safety Guideline 04-08-12, December, 2001. (Rescinded November 10, 2010).



Office of the Fire Marshal, Ontario, Public Fire Safety Guideline 04-08-12, December, 2001. (Rescinded November 10, 2010).

5.4.4 Importance of Time with Respect to Fire Growth Time is critical with respect to fire growth. Research conducted by the OFM and National Research Council of Canada indicates that a fire in a non-sprinklered residential occupancy can spread from the room of origin in 10 minutes or less. Tests have shown that fire can extend from the room of origin in as little as three minutes, under fast fire growth conditions. Fire growth rates – defined by the Society of Fire Protection Engineers as slow, medium and fast – are listed in Table 5-1. The growth rates are measured by the time it takes for a fire to reach a 1 megawatt (MW) fire. This is roughly equivalent to an upholstered chair burning at its peak. A 2 MW fire is approximately equal to a large upholstered sofa burning at its peak.

Table 5-1: Fire Growth Rates as Defined by Society of Fire Protection Engineers

Time to Reach 1 MW and 2 MW Fire Growth Rates in the Absence of Fire Suppression

Fire Growth Rate Time in Seconds to Reach 1MW Time in Seconds to Reach 2 MW

Slow 600 848

Medium 300 424

Fast 150 212

Within the 10-minute time period, flashover conditions can occur. The combustible items within a given space reach a temperature that is sufficiently high for them to auto-ignite. The graph in Figure 5.8 highlights the importance of firefighting intervention given the exponential increase in fire temperature,



potential for loss of property/loss of life with the progression of time (Courtesy of the Ontario Fire Marshal’s Office).

Figure 5.8: OFM Fire Progression Curve

Source: Office of the Fire Marshal, Ontario, ‘Operational Planning: An Official Guide to Matching Resource Deployment and Risk’, January 7, 2011 (www.ofm.gov.on.ca)

5.4.5 NFPA Standard 1710 NFPA Standard 1710 relates to staffing of firefighting forces on a fire scene and is recognized internationally as an authoritative benchmark. NFPA Standard 1710 applies to substantially career-staffed fire and emergency services.

The National Fire Protection Association formally adopted this new service level standard for career fire departments in August 2001. The standard was developed based on a structure fire for a typical single-family dwelling and includes:

• An initial arriving team of 4 firefighters within four minutes of travel time, 90% of the time; and

• A full complement of 14 firefighters (15 if an aerial device is sent) in eight minutes, 90% of the time.

Meeting either one of these standards constitutes meeting the standard. There is no specification of depth of response for major fires or simultaneous fires, nor for types of apparatus that must be sent.



5.4.6 Application to the Current Master Planning Solutions For this study, NFPA 1710 standard was used as the benchmark to assess first response capabilities (i.e. four firefighters within four minutes of travel time, 90% of the time). This is a standard that many Canadian fire departments strive to reach and as such, applying it in Ajax follows industry best practices.

In terms of depth of response, an AFES custom performance measure of 12 firefighters arriving on-scene within 10 minutes from time of call (7.5 minutes of travel time) was assessed for the modelling exercise. This performance measure provides a prudent target, slightly more demanding than the OFM 10-in-10 and slightly less demanding than NFPA 1710, to assess AFES’ current and future fire suppression resources and response capabilities. AFES deployment procedure currently sends three apparatus, each staffed with four firelighters to all fire calls. This results in a total of 12 firefighters, in order to meet the depth of response target.

5.5 Emergency Response Assessment A number of aspects related to emergency response and fire suppression are included in this section. The first part examines performance for dispatch, turnout and overall staffing with respect to emergency calls. The second part relates specifically to station locations and examines the travel time component of emergency response, for existing and future conditions.

Where applicable, performance measures are presented and targets suggested. As indicated earlier, service delivery targets have been derived from performance indicators currently tracked by AFES for strategic management and accountability reporting purposes. These targets focus on desired service delivery performance using an “Ajax versus Ajax over time” framework.

5.5.1 Dispatch, Turnout and Staffing Response times are measured and analyzed according to percentile ranking (i.e. percentage of responses meeting a specified timeframe). The 90th percentile (i.e. where 90 out of 100 responses meet a specific response time) is a common industry best practice for reporting and understanding emergency first responder performance. Fire services and land ambulance services both commonly utilize 90th percentile response time data for system planning and resource deployment purposes.

5.5.2 Dispatch Time AFES 90th percentile and average response time data for dispatch time, for the period from 2006 to 2010 are presented in Figure 5.9.



Figure 5.9: Historical Dispatch Times by Type

The 90th percentile dispatch times for fire, medical, and other categories all display an upwards trend over the 2006 to 2010 period. The AFES 2010 90th percentile dispatch time for fire suppression calls is in excess of 140 seconds, more than double the 60-second 90th percentile recommended by the NFPA 1221 performance measure. In 2010, only 30% of AFES fire calls met the 60 second NFPA 1221 dispatch time target. The “Other” call category features 2006-2010 dispatch time patterns similar to those for fire calls. Tiered response medical calls result in a significantly faster 90th percentile response time of approximately 80 seconds from 2007 to 2010. This is due in large part to call handling being completed by the Central Ambulance Communication Centre (CACC) prior to reaching AFES dispatchers.

5.5.3 Turnout Time Turnout time is defined by the NFPA, within the Standard for Organization and Deployment of Fire Suppression Operations by Career Fire Departments (NFPA 1710), as “the time interval that begins when the emergency response facilities (ERFs) and emergency response unit (ERUs) notification process beings by either an audible alarm or visual annunciation of both and ends at the beginning point of travel time.” In general, it is considered to be the preparation time required between the call being received at the fire station and the time the truck and firefighters leave the station. The objective set by NFPA 1710, for career departments, is to meet a turnout time of 60 seconds or less for medical calls and 80 seconds or less for fire or special operations calls. These turnout time standards reflect revisions to the NFPA 1710 standard which were implemented within the 2010 edition.

AFES 90th percentile and average data for turnout time over the 2006 to 2010 periods are presented in the Figure 5.10 below. The 90th percentile turnout times for fire, medical, and other categories all display an upwards trend over the 2006-2010 period. The AFES 2010 90th percentile turnout time for fire suppression calls is approximately 116 seconds. This is 36 seconds slower than the 80-second 90th percentile NFPA 1710 performance measure. Only 52% of AFES fire calls meet the 80-second NFPA turnout response time guideline.



Tiered response medical calls are held to a 90th percentile turnout time of 60 seconds, as per NFPA 1710 performance measure. These calls are shown to have a 90th percentile response time of more than 115 seconds in 2010. The ‘other call’ category features 2006-2010 90th percentile turnout times which have remained fairly consistent within the range of 100 to 110 seconds.

Figure 5.10: Historic Turnout Times

Based on the NFPA recommendations discussed above, AFES is meeting the 80 second recommended turnout time for fire and other calls approximately half of the time, but is slightly slower than the recommended 60 seconds, on average, for medical calls. AFES should continue to track, monitor and review turnout times and targets.

The average number of firefighters responding to fire calls, medical calls and other calls is shown in Figure 5.11. AFES consistently achieves four firefighters responding to medical calls (i.e. minimum staffing per vehicle). This is consistent with best practices for resource deployment, as only one vehicle is dispatched to medical calls.

The average personnel responding to fire calls has historically been between eight and ten firefighters. Eight firefighters would respond with two units and typically twelve firefighters would respond with three response units.

5.5.3.1 Manpower Deployment Performance Trends

Response time performance represents the initial critical aspect of overall system performance. The adequacy of deployed resources/manpower represents a second critical element of system performance. Figure 5.11, shown below, documents the average number of Ajax Fire and Emergency Service personnel deployed to fire suppression, medical and other call categories during the 2006-2010 periods. Medical calls seem to consistently be met with an adequate response of four firefighters. The data suggests that appropriate allocations to the “other” call category are being made.



Fire suppression calls require a greater number of personnel and have typically averaged more than nine, but less than 10 personnel on-scene, according to the data provided. AFES procedure is to deploy 12 firefighters, three emergency response vehicles with a minimum four firefighters on each, to all fire calls. It is possible that the on-scene manpower number is not being accurately tracked and recorded. This could be one explanation for the disconnect between the deployment procedure (12 firefighters) and the reported on-scene manpower statistics summarized in this section (less than 10 on average). The manpower deployment is significant. According to the data provided and manpower statistics tracked, it is probable that the 90th percentile “10 firefighters in 10 minutes” guideline for structure fires is not being achieved if more than 50% of all fire suppression calls result in fewer than 10 firefighting personnel. Resourcing adjustments will be required over the course of the strategic planning timeframe to improve manpower deployment performance results.

Figure 5.11: Historical Personnel Response by Type

AFES 90th percentile and average travel time data for 2006-2010, are presented in Figure 5.12 below. In aggregate, the average travel time for all call types is 194 seconds. The 90th percentile first response travel times for fire, medical and other categories do not reveal any discernable increasing or decreasing trends over the 2006-2010 period. The 90th percentile travel time for other calls in 2010 represented a decrease from the previous four years by an average of 70 seconds.

The emergency response performance indicator data for AFES from 2006-2010 was assessed, as shown in Figure 5.12 below. From this analysis, fire suppression and tiered medical 90th percentile response time trends appear to represent a declining level of system performance in the face of annual population growth, transportation congestion and specific built form barriers (e.g. bridges or underpasses at Highway 401). Master fire plan target setting and accompanying operational/resourcing strategies will be required to slow and then reverse the declining response time performance trend identified from 2006-2010.



The AFES 2010 90th percentile travel time for first response to fire calls exceeds 300 seconds. This is 60 seconds slower than the 240 second 90th percentile NFPA 1710 performance measure. Viewing the data differently, approximately 79% of AFES fire suppression calls meet the 240 second NFPA 1710 travel time performance measure. Similarly, tiered response medical calls result in a 90th percentile response time of approximately 280 seconds over the past five years.

Figure 5.12: Historic Travel Times

AFES 90th percentile and average data for the total of all three components that comprise response time (for the 2006-2010 period) are presented in the Figure 5.13. The 90th percentile total response times for first response to fire, medical, and other categories all display a slight upward trend over the 2006-2010 period. The 2010 AFES 90th percentile total response time for first response to fire suppression calls is approximately 540 seconds.

Figure 5.13: Total Response Times



Until November 2010, the Office of the Fire Marshal, Ontario promoted a 90th percentile urban guideline of 10 firefighters on-scene in 10 minutes (i.e. 600 seconds). This guideline was used for the statistical analysis completed for this study. In the case of AFES, 98% of fire suppression calls manage to achieve a first response (i.e. minimum of four firefighters on scene) within 600 seconds. Comparatively, achieving 90th percentile “10 firefighters on-scene” response times that correspond with the 600 second Ontario guideline would be a challenge for the AFES. Response time and staff resources for existing and future conditions are assessed in more detail in the next section.

5.5.3.2 Performance Targets

Short term performance targets are proposed with due regard for the historic performance data trends that have been reviewed. A three-pronged target-setting framework was utilized to plan emergency response times. The response time target-setting framework appears in the Figure 5.14 below. The target-setting framework integrates three quantitative targets:

• Mean or average response time for emergency calls (this is for Ajax to Ajax comparisons over the years);

• Actual percentage of emergency calls achieving an established time standard (actual percentile ranking); and

• A given time standard achieved the 90th of 100 emergency calls (i.e. 90th percentile).

These integrated mean, actual percentile rank, and 90th percentile quantitative response time targets were applied to fire suppression, medical, and MVA/rescue calls.



Figure 5.14: Target Setting Framework

CallsDistribution

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Response Time PerformanceResponse Time Performance

Figure 5.15 sets out the mean (i.e. average) response time targets for the short term (2011-2014), and long-term (2015-2020) planning horizons.

Figure 5.15: Mean Response Time Targets



The targets address the dispatch, turnout and travel components of overall response times, as well as the total response time. The short-term 2011-2014 targets set out measurable reductions in dispatch and turnout times, while maintaining travel time and overall response times. This allows for some of the dispatch and turnout time savings to be “eroded” by the outreach horizon by factors related to growth, traffic congestion, etc. Long-term performance targets will consolidate short term improvements through carefully designed resource and manpower investments. For reference these are the 2010 response time statistics:

• Dispatch actual percentile for 90 seconds is currently at 65th percentile

• Turnout actual percentile for 90 seconds is currently at 69th percentile

• Turnout actual percentile for 80 seconds* is currently at 52th percentile

• Travel time actual percentile for 240 seconds is currently at 79th percentile

* NFPA 1221 uses an 80-second target.

Figure 5.16 sets out actual percentile rank response time targets for the short term (2011-14) and long- term (2015-2020) planning horizons. Short-term targets for dispatch, turnout, travel time and total response times are clustered in the 73% to 80% range of achievement for various time frame standards. Long-term targets consolidate short-term target achievement by recommending prudent insertion of manpower resources as required.

Figure 5.16: Actual Percentile Rank Targets



Figure 5.17 deals with response time targets sets out 90th percentile response time targets for the short- term (2011-2014) and long-term (2015-2020) planning horizons. Short-term 90th percentile targets range from 105 seconds for turnout to 120 seconds for dispatch and 300 seconds for travel time. The overall 90th percentile emergency response time short term target is 480 seconds or eight minutes. Long-term targets consolidate or maintain the short term targets identified and this should be achieved through prudent addition of resources/manpower as required.

Figure 5.17: 90th Percentile Response Targets

The final quantitative performance target addresses the adequacy of deployed resources/manpower for emergency calls. These targets differentiate between fire suppression and medical calls. MVA and rescue targets are recommended, subject to enhanced report design to obtain better data for calls from the “other” category. Figure 5.18 displays the summary of the performance targets.



Figure 5.18: Performance Target Summary

Near Term Horizon Performance Target

2011-2014

Outreach Horizon Performance Target

2015-2020

Explanatory Factors/Context

Fire Suppression

Achieve an average of 10 deployed fire-fighters per suppression call by end of

Near Term Horizon

Maintain average of 10 deployed firefighters per call achieved by end of Near Term

Horizon

Requires improvement over 2009 average

deployment of slightly more than 9 fire-fighters per

suppression call

Medical Maintain an average of 4 deployed fire-fighters per

medical call throughout the Near Term Horizon

Maintain average of 4 deployed firefighters per call achieved by

end of Near Term Horizon

Medical call average deployments are (and

should be) significantly lower than other categories

for risk, operational and efficiency reasons

Near Term Horizon Performance Target

2011-2014

Outreach Horizon Performance Target

2015-2020

Explanatory Factors/Context

Fire Suppression

Achieve an average of 10 deployed fire-fighters per suppression call by end of

Near Term Horizon

Maintain average of 10 deployed firefighters per call achieved by end of Near Term

Horizon

Requires improvement over 2009 average

deployment of slightly more than 9 fire-fighters per

suppression call

Medical Maintain an average of 4 deployed fire-fighters per

medical call throughout the Near Term Horizon

Maintain average of 4 deployed firefighters per call achieved by

end of Near Term Horizon

Medical call average deployments are (and

should be) significantly lower than other categories

for risk, operational and efficiency reasons



5.5.4 Travel Time The previous section included an analysis of existing call data to determine the fire and emergency service’s success in meeting established response targets and to set future performance targets. A second approach was employed to assess response coverage capabilities for the existing condition as well as for projected future conditions from a geographic perspective. We assessed travel time response using ESRI’s Network Analyst, a Geographic Information System (GIS) tool developed specifically to assess networks such as roads.

5.5.4.1 Travel Time Response Methodology

This section provides a brief outline of the scope and methodology used to assess existing and future response coverage and to test various combinations of fire station locations and fire suppression resources.

The GIS programme was used to assess AFES response coverage. Digital copies of GIS layers for existing and future roads were provided by the Town. From this data the relevant base road information, was extracted including road length and posted speed limit. This information, combined with station locations, was used to establish “response polygons” around each station. These polygons represent coverage for each station for a given travel time. Using a four-minute travel time helps to determine whether the Town is providing adequate first response coverage according to the NFPA 1710 standard. A similar process was followed to establish a 7.5-minute travel time to assess the depth of response against the AFES’ own performance measure; 12-in-10 (i.e. 12 firefighters in ten minutes, as discussed in Section 5.4.6). Ten minutes of response time allows for two and a half minutes for dispatch and turnout time.

5.5.4.2 Performance Measures for Response

The assessment is based on industry and Ajax’ own performance measures as described above and summarized in Table 5-2. The travel time component of these standards is directly affected by the location of the fire stations, therefore particular emphasis was placed on this measure during the analysis.

Table 5-2: Industry Response Standards and Guidelines

Performance Measure

NFPA 1710 OFM 10-in-10 AFES 12-in-10

First Response

First responding vehicle with a staff of four in four

minutes of travel time, 90% of the time.

First responding vehicle with a staff of

four.


minutes of travel time, 90% of the time

Depth of Service

Staff of fifteen in eight minutes of travel time,

90% of the time.

Staff of ten in approximately eight

minutes of travel time, 90% of the time (ten

minutes from receipt of call).

Staff of twelve in seven and a half minutes of travel time, 90% of the time



As mentioned in the methodology above, response polygons are used to delineate the areas of the municipality that fire apparatus can reach in a set time. Such areas are considered to be “covered” by AFES. The first response assessment (i.e. the area covered in the first four minutes of apparatus travel time) is shown for the existing station locations and referred to as the “do-nothing” condition. This coverage represents the area of the Town in which you would currently expect to meet the NFPA 1710 first response measure.

Emergency response coverage was analyzed under a number of scenarios considering alternatives for stations and staffing. This included assessing existing and future “do-nothing” conditions as well as a range of other alternative station location scenarios. In undertaking the analyses, a number of station locations, station numbers, company variations and staffing scenarios were evaluated. The most promising and practical of these options are documented in this report. The options include:

• The addition of fire companies;

• The addition of fire stations;

• The relocation of fire stations; and

• The use of different staffing scenarios.

5.5.5 Road Network Representation Using the Town’s existing road network and historical call data, a road network model was developed and calibrated in the GIS. ESRI’s ArcGIS Network Analyst extension was used to create initial “travel time polygons” around the fire station locations based on the posted speed limit and distance. To calibrate the model posted speed limits were compared with actual travel times from response time data. The speed for each road classification was then adjusted in order to reflect observed travel speeds. Table 5-3 outlines the assumed speed for each type of road classification. The same roadway calibration was used for the future road network.

Table 5-3: Roadway Calibration

Classification Posted Speed (km/h)

Modelled Speed (km/h)

Expressway 100 70

Arterial 70 48

Collector 60 34

Local 50 22

Ramp 50 35



The future road network was obtained from the Town of Ajax. It was noted in discussion with Town staff that as of the 2007 Transportation Master Plan, additional road crossings of the 401 at Audley Road and Notion Road were planned for beyond 2031. Discussions with Town staff indicated that it is likely the timing for these could move up, subject to continued growth and intensification. This will be confirmed in the next Transportation Master Plan update, possibly in 2012. These locations are planed to be crossings only, not interchanges. Town staff confirmed that no 401 interchanges are currently planned in Ajax.

5.5.6 Station Location Modelling 2007 Base Conditions

This scenario is based on staffing levels as they were in 2007 prior to the construction of Headquarters on Salem road. This two-station model can be described as the 2007 base case. The road network and station locations reflect the existing 2007 conditions. The scenario was tested to evaluate the coverage that existed before the third station was added.

The result is shown in Figure 5.19. It represents first response coverage of 47%, for the first arriving vehicle against a performance measure of four firefighters in four minutes of travel time. For depth of response, shown in Figure 5.20, the 2007 condition yields coverage of 53% for AFES’ 12-in-10 performance measure. In this scenario, all coverage areas with 16 responding firefighters meet the 12 firefighter requirement of the performance measure.

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Roadway Calibration:Function |Posted Speed |Modelled Speed-------------+---------------+----------Expressway |100 |70Arterial |70 |48Collector |60 |34 Local |50 |22Ramp |50 |35

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STATION #18 Firefighters


Travel Time | % Covered -------------+-----------<= 4 minutes | 47% <= 5 minutes | 65% <= 6 minutes | 75% 6-23 minutes | 25%

2007 Base Conditions First Response Coverage

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Figure 5-19:

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Total number of firefighters reachingarea within 7.5 minutes of travel time

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Figure 5-20:



Existing Base Conditions

This scenario is based on staffing levels as they were in 2009/2010 at the study outset and can be described as the existing scenario. The road network and station locations reflect current conditions. The scenario was tested to evaluate the coverage that exists with the current fire suppression resources including the new Headquarter station.

The result, shown in Figure 5.21, is a first-response coverage of 64%, for the first arriving vehicle against a performance measure of four firefighters in four minutes of travel time. For depth of response, shown in Figure 5.22, the existing base condition (2009/2010) yields coverage of 61% for the AFES custom 12-in-10 performance measure.

Future Base Conditions

This scenario evaluates the coverage that would result in the future when accounting for predicted 10-year growth and development within the Town. This condition approximately represents the year 2020 under the existing three-station model. The result is a first-response coverage, as shown in Figure 5.23, of 68%, for the first arriving vehicle against a performance measure of four firefighters in four minutes of travel time. For depth of response, shown in Figure 5.24, the future base condition yields coverage of 67% for the AFES custom 12-in-10 performance measure. These results show improvements over the existing base condition, highlighting that existing stations are well-positioned, in proximity to future growth areas.

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HQ STATION8 Firefighters


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Figure 5-21:

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Figure 5-22:

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Figure 5-23:

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Figure 5-24:



5.5.7 Staffing Options Different staffing levels were considered in conjunction with the generation of station models. Various configurations of career companies were reviewed (described as ‘Options’). This section details the different staffing scenarios as well as alternative scenarios that could be pursued to address future growth. Each scenario is phased for implementation over time. Financial implications have also been examined.

Future Option 1: Additional Crew at Station 2

This scenario reflects future development conditions expected by 2020 and includes the addition of an extra crew located at Station 2. Station 2 would be staffed with eight full-time firefighters and two responding apparatus.

The result, shown in Figure 5.25, is a first-response coverage of 68%, for the first arriving vehicle against a performance measure of four firefighters in four minutes of travel time. For depth of response, shown in Figure 5.26: This scenario yields a coverage of 80% for the AFES custom 12-in-10 performance measure with the southern portion of the Town benefitting most from added firefighter resources.

Future Option 2: Relocate Station 2

This scenario reflects future development conditions expected by 2020 and includes the relocation of Station 2 to the intersection of Clements Road and Harwood Avenue South. Station 2 would be staffed with four full-time firefighters, consistent with current operations.

The result, shown in Figure 5.27, is a first-response coverage of 71%, for the first arriving vehicle against a performance measure of four firefighters in four minutes of travel time. For depth of response, shown in Figure 5.28, this scenario yields a coverage of 67% for the AFES custom 12-in-10 performance measure.

Future Option 3: Relocate Station and Add a Second Crew at Station 2

This scenario reflects future development conditions expected by 2020 and includes the relocation of Station 2 to the intersection of Clements Road and Harwood Avenue South and the addition of a second crew of firefighters. In this option, Station 2 would be staffed with eight full-time firefighters.

The first response result is shown in Figure 5.29, with a coverage of 71% for the first arriving vehicle against a performance measure of four firefighters in four minutes of travel time. For depth of response, shown in Figure 5.30, this option yields coverage of 79% for the AFES custom 12-in-10 performance measure.

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Future Option 1Additional Crew at Station 2

First Response Coverage

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Figure 5-25:

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Figure 5-26:

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Figure 5-27:

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Future Option 3Relocate Station 2 and Add Second Crew at Station 2


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Figure 5-29:

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Kerrison

Clements

Au

dle

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Station #2

HQ Station

Station #1


1:50,000

!°0 1 20.5

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Future Option 3Relocate Station 2 and Add Second Crew at Station 2


Town

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Parks

Hydrant

Future Coverage

Existing Coverage

Urban Boundary

Station 1

Station 2

HQ Station

4 Firefighters

8 Firefighters

12 Firefighters

16 Firefighters

Natural Area

Residential

Commerial

Employment

Rural Area

Future Residential

Town of Ajax

Waterways

Rail

Proposed Roads

Freeway

Ramp

Collector

Local

Arterial

![ Fire Stations

Legend

4 Firefighters


# of Firefighters | % Covered------------------+---------- 8 | 97% 12 | 79% 16 | 34% 20 | 33%

STATIONS & STAFFING





8 Firefighters

12 Firefighters

16 Firefighters

20 Firefighters

20slc

Text Box

Figure 5-30:



Future Option 4: Aid from Whitby Station #3

This scenario reflects future development conditions expected by 2020 and includes the existing three Ajax Fire Stations supplemented with automatic aid from the Whitby Fire and Emergency Services Fire Station 3 located at 1501 Brock Street South.

Travel time information was not available from Whitby Fire to test an automatic aid agreement with Whitby Fire for its Station 3. For the purpose of this analysis a four-minute travel time penalty was assigned for travel from Whitby’s Station 3 to the Ajax municipal boundary. Fire apparatus was modelled as entering the Ajax road network at the intersection of Bayly Street East and Lake Ridge Road South. The travel penalty was determined by comparing estimated travel times from the Whitby station to the border of Ajax at the intersection of Bayly Street East and Lake Ridge Road South using a combination of Google Maps travel distance and posted speed limit, and travel distance from the calibrated Ajax network model.

Since the penalty time was equal to a four minute travel time first response coverage was not assessed for this option and assumed to be the same as all option which included a relocated Station 2 (i.e. 71% first response coverage). For depth of response, this option resulted in 80% coverage for the AFES custom 12-in-10 performance measure. The depth of response coverage for this option is shown in Figure 5.26.

Summary of Modelling Results

A summary of the results for all scenarios is included in Table 5-6 for first response and depth of response coverage assessment.

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Existing Coverage

Urban Boundary

Station 1

Station 2

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8 Firefighters

12 Firefighters

16 Firefighters

Natural Area

Residential

Commerial

Employment

Rural Area

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Town of Ajax

Waterways

Rail

Proposed Roads

Freeway

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![ Fire Stations

Legend

4 Firefighters


# of Firefighters | % Covered------------------+---------- 8 | 97% 12 | 80% 16 | 34% >20 | 34%

STATIONS & STAFFING




WHITBY STATION #34 Firefighters

Future Option 4Relocate Station 2; Add Second Crew at Station 2;

Aid from Whitby Station #3 Depth of Response Coverage


8 Firefighters

12 Firefighters

16 Firefighters

> 20 Firefighters

20slc

Text Box

Figure 5-31:



Table 5-4: Response Coverage Assessment Results Summary

Minimum Staffing Assumed First Response % Coverage Depth Response % Coverage

# Firefighters per Station 4 Firefighters within x- min Travel Time # Firefighters within 7.5 min Travel Time Description of Station

Options (Model Conditions)

HQ Stn 1 Stn 2 TOTAL <= 4 <= 5 <= 6 6 - 23 4 8 12 16 20

Two Station Model (2007 Base Conditions)

n/a 8 8 16 47% 65% 75% 25% 0% 89% 0% 53% 0%

Three Station Model (Existing Conditions)

8 4 4 16 64% 81% 86% 14% 97% 82% 61% 39% 0%

Three Station Model (Future Conditions)

8 4 4 16 68% 86% 94% 6% 99% 85% 67% 40% 0%

Additional Crew at Station 2 (Future Conditions)

8 4 8 20 68% 86% 94% 6% 99% 98% 80% 41% 40%

Relocate Station 2 (Future Conditions)

8 4 4 16 71% 88% 95% 5% 99% 84% 67% 33% 0%

Relocate Station 2 and Add Second Crew at Station 2 (Future Conditions)

8 4 8 20 71% 88% 95% 5% 99% 97% 79% 34% 33%

Aid from Whitby Station #3 (Future Conditions)

8 4 8 20 71% 88% 95% 5% 99% 97% 80% 34% 34%



5.6 Summary of Conclusions and Recommendations The following summarizes the conclusions and recommendations that resulted from the Suppression Division Assessment.

5.6.1 Conclusions • Ajax is a rapidly growing community and the need for fire and emergency services is expected to

increase.

• Ajax is facing challenges related to an aging population, growth and intensification. New hazards, emergency medical demands, technological change, traffic, and other elements of growth are challenging the resources of the department.

• AFES operates from three fire stations staffed 24 hours a day, seven days a week, by on-duty emergency response crews.

• AFES workload has increased from approximately 500 annual calls to approximately 4200 annual calls from 1984 to 2009. Growth trends predict a 30% increase to 5,300 calls by 2020.

• AFES consistently achieves four firefighters responding to medical calls and the average personnel responding to fire calls has historically been between 8 and 10 firefighters. AFES deployment procedure sends three apparatus, each staffed with four firefighters, to all fire calls. This should result in a depth of response of 12 firefighters. It is possible that the tracking of manpower on-scene has not been accurate.

• Following the OFM’s new risk-based Operational Planning guideline will increase the workload for AFES management staff.

5.6.2 Recommendations • Implement new evaluation tool from OFM: “Operational Planning: An Official Guide to

Matching Resource Deployment and Risk” and incorporate results into future department planning initiatives.

• Identify how to continue to use, calibrate and repair current electronic devices and any future devices such as on-board apparatus computers and associated software. Consideration should be given to using specialized resources.

• Consider adding a crew and response unit to Station 2. This would improve the first response and depth of response coverage of the AFES.

• Consider relocating Station 2 to a suitable site near the intersection of Clements Road and Harwood Avenue, a distance of approximately one kilometre. This will improve response in the south east portion of the Town. Built in 1976, Station 2 is the Town’s oldest fire station.

• Consider expanding the current automatic aid agreement with Whitby Fire and Emergency Services (i.e. Station 3) to improve depth of response coverage in the southeast area of the Town.


Project No. 09-2614 6.0 Training Page - 84

6.0 TRAINING Education and training are key elements within a fire department. Programs and courses are tailored to meet occupational standards within the industry and delivered to relevant staff within a set schedule. Testing is done on an appropriate interval to ensure that skills are developed and knowledge disseminated. Completion or certification records are documented to maintain accurate training accounts for department staff. As new situations or field conditions arise, new training needs are identified and addressed and the cycle continues through planning, delivery and tracking.

6.1 Overview In Ajax, the Training Division operates from AFES Headquarters, located at 900 Salem Road North. The Division is headed by the Chief Training Officer, who is supported by the Training Officer. Training staff work Monday through Friday during normal business hours, in addition to after-hours or on-call responsibilities.

The Chief Training Officer is primarily responsible for the development and delivery of all training programs for the AFES and provides supervision for the Training Officer. The Chief Training Officer also evaluates current training programs and researches areas for improvement. The Chief Training Officer generates, administers and marks examinations for the Training Division. The Chief Training Officer attends emergency incidents to evaluate practical skills and staff performance. In addition to this, the Chief Training Officer is also responsible for records management including producing quarterly training schedules, performing reviews of the training records, carrying out sign-offs on completed training records and identifying and addressing outstanding training issues. The Chief Training Officer reports to the Deputy Fire Chief responsible for the Suppression and Training Sector of AFES.

The Training Officer reports to the Chief Training Officer. The Training Officer’s main responsibilities include facilitating practical and theoretical training session and assisting the Chief Training Officer with the development of training programs and material. It is also the Training Officer’s responsibility to input the training records into the CriSys database, for records management.

6.2 Training Curriculum Appendix A, Section 1.1.4 of The Corporation of the Town of Ajax By-Law Number 143-2006 “Fire Department Establishing and Regulating By-Law” states the following with regards to Training:

“The Ontario Firefighters Curriculum, International Fire Service Training Association “Essentials of Firefighting”, Ontario Fire Service Standards and other related industry training standards and reference materials may be used as reference guides for AFES training as approved by the Fire Chief. All training will comply with the Occupational Health and Safety Act and applicable provincial legislation.”

In May 2008, a new curriculum was released by the Office of the Fire Marshal, Ontario. This curriculum was implemented within the AFES on a three year training cycle. Approximately 45 topics are covered within the curriculum.



A 16-week training program, which covers all curriculum topics, is used for new recruit training. There is also a minimum requirement of 120 hours of emergency medical response training, which must be completed prior to new recruits attending emergency calls.

Company Officer training is completed at the Fire College in Gravenhurst. All other training is completed internally within the AFES. External trainers are brought into the AFES for training on “softer” skills, such as:

• Teamwork;

• Death & Dying;

• Health and Wellness Nutrition; and

• Diversity.

All training, including live fire training, is currently completed during operational hours. It can therefore be subject to interruptions as in-service crews are required to respond to calls. It limits the number of live fire training scenarios that can be run. As well, it makes it difficult to complete the training in the allotted time. These problems could be rectified if a fifth suppression crew were added. One crew could then be dedicated to responding to calls; another crew could assist with training initiatives while the other crews are receiving training. This would also enable the Training Division to conduct more realistic training scenarios at the live fire facility (i.e. scenarios that involve full response crew staffing).

Certain specialized services are outsourced by the AFES and as such, training is only provided at an awareness level for the following:

• Hazardous Materials (HazMat);

• Confined Space;

• Trench Rescue; and

• Rope & High Angle Rescue.

AFES should continue to monitor the number and type of specialized calls per year versus the funds spent on outsourcing these services. This will provide valuable information for planning specialized training, equipment and resources. If the benefit to the community outweighs the cost to provide training and equipment Ajax could consider options for increasing levels of training and resources internally. Until the call volume for specialized services warrant it, it is likely to be more expensive to upgrade “internally” than outsourcing specialty services to third party providers, or developing agreements with adjacent municipalities. Another consideration is that training to higher levels of specialized services would likely require additional Training Officer support.

Options for providing specialized services through a regional model could be investigated. This would require collaboration amongst the Durham Region fire chiefs. AFES could initiate discussions to gauge interest.



The Chief Training Officer receives training on apparatus and equipment from the factory or supplier. He then provides internal training to AFES staff. There are detailed training sign-offs in place for such training. This ensures quality and consistency with the training. Fleet standardization helps reduce the training demands.

The Training Division is considering options for implementing online training courses. This will likely be a combination of third-party, computer-based training courses and internally-developed online training programs. AFES plans to incorporate these systems with its records management system in order to efficiently and effectively track training progress of AFES personnel using the online training programs. There are a variety of online platforms available commercially to fill this role. These are currently being investigated by AFES management staff.

6.3 Administrative Duties The Training Division has an administrative assistant, whose time is split between two divisions: Training and Fire Prevention. Currently, the Chief Training Officer and the Training Officer are completing clerical duties and data entry that could be completed by an administrative assistant. Increasing administrative support to one full-time position for the division would improve the efficiency of training staff and allow the senior staff to focus their time on relevant training duties. Alternatively, opportunities to provide computer-based training may reduce administrative workload. Other tasks should be reviewed to determine whether they can be streamlined to reduce input from training and administrative staff.

6.3.1 Records Management The Training Division Operating Procedure outlines the requirements for the management of quality record keeping. The purpose of the records management system is to verify that the objectives and services of the Training Division, as prescribed by the Definition of Services Operating Procedure, have been completed in a correct and timely manner.

The following quality management records are produced and maintained by the AFES Training Division:

• Quarterly Training Schedules;

• OFC Curriculum Sign Off Documentation / Job Experience Checklists;

• Council’s Approved Annual Training Division Budget;

• Quarterly Review of CriSys Training Records (“untrained” reports/outstanding training reviewed by Chief Training Officer); and

• Annual Detailed Training Hours Reports.

Much of the development and logging within the training curriculum is paper-based. Eventually, the division would like to incorporate these processes into the CriSys Records Management system. This is an example of the type of tasks that administrative assistants would be able to provide support with, or that could be automatic through computer-based learning.



Company Officers input Platoon training record data into the Records Management Program. The Chief Training Officer completes the review and sign-off on division records. The “Untrained Report” is completed quarterly. These reports indicate outstanding training for AFES staff members. The current performance goal is to complete the training curriculum to 100% on a three-year cycle.

In 2008, the Training Division experienced technical issues with the training database within the CriSys system. These issues created additional work for the Chief Training Officer and the Training Officer and resulted in lost time. Errors within the training database are a concern as the Ministry of Labour requires up-to-date hard and digital copies of training records to be accessible. If an incident (e.g. injury/damage to equipment) were to occur, these reports would need to be in order and readily accessible. AFES should give consideration to improving the reliability of CriSys if this system continues to be the system of choice for the department.

6.4 Policies and Procedures The Training Division key functions and responsibilities are outlined in Operating Procedure Number FIR-OP-201, titled “Training Division – Definition of Services”.

The following outlines the roles and responsibilities of the Training Division:

• Develop and coordinate delivery of all AFES training programs;

• Assess performance of AFES personnel by setting, administering and marking examinations, attending emergency incidents, evaluating practical skill and by providing feedback;

• Monitor and evaluate ongoing training programs;

• Research and evaluate AFES policies, procedures, techniques and equipment;

• Conduct career development activities for AFES personnel;

• Maintain complete and accurate AFES training records and prepare comprehensive reports;

• Maintain current, accurate and appropriate AFES training manuals and reference materials;

• Actively participate in the firefighter recruitment process; and

• Maintain AFES equipment as assigned and assist with the research, design and acquisition of new apparatus and equipment.

The training curriculum requirements are outlined within the Core Services of the Establishing & Regulating By-law. The following reference documents/standards are listed:

• Ontario Firefighters Curriculum;

• International Fire Service Training Association “Essentials of Fire Fighting”;

• Ontario Fire Service Standards; and

• Other related industry training standards and reference materials as approved by the Fire Chief.

The Establishing and Regulating By-law notes that all training will comply with the Ontario Occupational Health and Safety Act and applicable provincial legislation.



AFES Training Division has a formal promotional process in place for applying and selecting promotional candidates.

6.5 Training Performance Measures It is prudent to develop specific performance data streams and targets for the Training Division. As new areas of skills emerge and Town growth leads to increasing staffing levels this will become a good means to track progress in delivering the curriculum.

The figure below sets out potential performance indicators that could be used for public accountability reporting as well as target setting within the Training Division. AFES may need to adjust its data collection practices to populate these performance indicators, and set measurement-derived performance targets. The key performance concepts are “coverage” for planned inspection/public education activities and “turnaround time” for reactive inspection activities.

With appropriate refinements in data collection processes, performance monitoring and subsequent reporting for Training activities can begin in 2011. Master Plan target setting should be achievable during 2012 – well within the Near Term planning horizon.

6.6 Training Facilities The Chief Training Officer and Training Officer each have an office, located within the new AFES Headquarters. Classroom facilities for internal training are located within each station.

In 2009, the live fire training facility became fully operational. This facility is a multi-storey structure with two propane-fuelled, live fire simulator systems. It is also equipped with an environmentally safe artificial smoke system. For any simulation, two training staff is required to operate and facilitate the live fire training. In order to conduct multi-floor evolutions, an additional training officer is required.

There is an opportunity for AFES to implement a fee-for-service program for live fire training with surrounding municipal fire departments to recover some of the costs associated with the live fire training facility.




6.7.1 Conclusions • All training records kept electronically. Data that is input by Company Officers is checked and

signed off by the Chief Training Officer.

• The quality management system requires the Training Division to keep specific records. However, limited training statistics are maintained in the records management system.

• Training priorities are often set in a reactionary fashion as a result of recent firefighter safety incidents, accidents or fatalities. The order of training consists of mandatory, regulator and “reactionary”.

• Training and courses for supervisors and/or officer development should be given more emphasis. Captains and platoon chiefs work shift work and many programs are geared toward “day” workers. This has been addressed by paying overtime and funding outside courses as required.

• Live fire training sessions are held during hours of operation and can be interrupted by emergency calls – an additional firefighter crew (fifth crew at Station 2) will help alleviate this (see Chapter 5 suppression recommendations). One crew would be dedicated to responding to calls; a second crew could assist with training initiatives while the other crews are receiving training.

• Historically in the AFES, one training officer worked to train twenty-five firefighters. Currently, two training staff train one hundred staff, including firefighters and management. Considering how broad the full spectrum of training has become it is likely that training resources are somewhat stretched. As Town growth leads to increased call volume and the need for additional firefighting staff this issue may become more pronounced. AFES should continue to monitor workload of Training Division staff.

• Training on new apparatus requires fairly large amounts of the Chief Training Officer’s time. It requires him to go to the factory for initial training and then train others in AFES with required sign-offs. Use of standardized fleet will be most efficient for Chief Training Officer’s time.

6.7.2 Recommendations • AFES should develop plans for cost-recovery/pay-per-use partnerships with the new live fire

training facility completed in November 2009.

• Increase administrative assistance to one full-time assistant instead of sharing with Fire Prevention and Public Safety Division or pursue other means to reduce administrative demands on the Training Officer.

• Increase training support staff to meet current training demands and also pursue “strategic planning” within the division. Develop a plan to maintain current training with anticipated future growth.

• Consider increasing training division staff by two persons by 2031 to meet a more effective ratio of training officers per staff. The workload of Training Division staff should dictate more precise timing for this action.

• Need to manage succession planning for future retirements/staff turnover.

• Track frequency and severity of specialized calls and cost of outsourcing these services (e.g. HAZMAT, trench rescue, etc.). Consider options for providing specialized services such as a regional model where area departments share training and deliver of services.


Project No. 09-2614 7.0 apparatus and equipment Page - 90

7.0 APPARATUS AND EQUIPMENT

7.1 Existing Fleet The AFES fleet was surveyed, during site visits held on February 5 and 6, 2010. The fleet consists of ten heavy vehicles and ten light vehicles. Overall the fleet was found to be modern and well-suited to the needs of the community. AFES has replaced its fleet in a timely manner, resulting in an average apparatus age of approximately eight years. A 15-year apparatus age is generally accepted in the industry as the life expectancy of a front-line vehicle, with a potential for an additional five years of service as a reserve vehicle. The existing heavy fleet is described in Table 7-1 and the existing light vehicle fleet is listed in Table 7-2.

Table 7-1: Heavy Fleet – Apparatus and Model Year

Vehicle Description Year Station

Assignment

Aerial One Spartan-Smeal 23m (75ft) Aerial Ladder; 7000 litre per minute Hale pump with automatic foam system, PTO-driven generator and a command light tower

2000 Station #2

Aerial Two Spartan-Smeal 32m (105ft) Aerial Ladder; 7000 litre per minute Hale pump, PTO-driven generator and command light tower

2006 HQ

Rescue Three

International 4900-SVI Special Operations truck with rehabilitation supplies and ice/water rescue equipment; large command light tower; mobile breathing air filling station; and PTO-driven generator

1999 Station #2

Pump Four

Spartan-SVI custom pumper-rescue; 7000 litre per minute Hale pump with Class A & B foam proportioning system, hydraulic generator, full heavy hydraulic rescue tool system and command light tower

2002 HQ

Pump Five

Spartan-SVI custom pumper-rescue; 7000 litre per minute Hale pump with Class A & B foam proportioning system, full heavy hydraulic rescue tools and command light tower

2006 Station #1

Pump Six

Spartan-SVI custom pumper-rescue; 7000 litre per minute Hale pump with Class A & B foam proportioning system, hydraulic generator, full heavy hydraulic rescue tools and command light tower

2002 Station #1

Pump Seven

Spartan-SVI pumper rescue; 7000 litre per minute Hale pump with Class A & B foam proportioning system, hydraulic generator, full heavy hydraulic rescue tools and command light tower

2011 Station #2

Tanker Eight PemFab Imperial pumper-tanker; 5000 litre per minute Hale fire pump; 9080 litre water tank; provides mobile water transport

1994 HQ

Pump Nine

Spartan- SVI pumper rescue; 7000 litre per minute Hale pump with Class A & B foam proportioning system, hydraulic generator, full heavy hydraulic rescue tools and command light tower

2005 HQ



Table 7-1: Heavy Fleet – Apparatus and Model Year

Vehicle Description Year Station

Assignment

Pump Ten

Spartan-SVI pumper rescue; 7000 litre per minute Hale pump with Class A & B foam proportioning system, hydraulic generator, full heavy hydraulic rescue tools and command light tower

2007 Station #2

Pump Seven was replaced in 2011. The previous ‘Pump Seven’ apparatus (1995 Freightliner) will not be used as a spare. AFES determined through a cost-benefit analysis that it was not feasible to keep this unit running due to the high repair costs over past years.

The department is in the process of replacing Tanker Eight (Request for Proposal process underway in early 2012), as it is 16 years old. This is the only tanker apparatus in the fleet and it has surpassed the 15 year apparatus service life expectancy. Replacing it follows good fleet management practices. It is anticipated to be replaced by early 2013.

Pump Seven and Tanker Eight were supplied by Almonte Fire Trucks. Safetek Emergency Vehicles supplied all other heavy apparatus in the fleet. Two main manufacturers have been used to build the apparatus, Smeal for aerials, and Supervac for pumpers. Spartan is the main manufacturer of cabs and chassis for the fleet. This has allowed the department to standardize their fleet. A standardized fleet allows firefighters to maintain the same understanding of the apparatus to which they are assigned even when working in different stations.

AFES currently has three front-line pumps and one front-line aerial. Not including Pump Seven, which has been removed from service, AFES has two spare pumps. This number will increase to three spare pumps with the replacement of Pump Seven. Aerial One is a spare aerial and Rescue Three can be used as a spare as required. Tanker Eight is a pumper-tanker apparatus, which could be used as a first response vehicle if necessary. The AFES reserve fleet appears to meet the needs of the fire service.

Overall, the light vehicle fleet was found to be in a good state of repair and appears adequate for the needs of the AFES. Replacement of light vehicles should be staggered and phased strategically within the capital budget, to avoid multiple replacement purchases within the same fiscal year.



Table 7-2: Support Light Vehicle Fleet

Vehicle Description Year Replacement Year

Car One Dodge Charger – AWD fitted with the Emergency use package and used by the Deputy Fire Chief

2007 2014

Car Two Dodge Charger – AWD fitted with the Emergency use package and used by the Deputy Fire Chief

2007 2104

Car Three Chevrolet Impala fitted with the Emergency use package and used by the Fire Chief

2006 2013

Car Four n/a – for future use n/a n/a

Car Five

Custom Command Vehicle: Tahoe 4x4 SUV chassis. Operated by on-duty Platoon Chief. Provides mobile command post functionality with incident command workstation, enhanced radio capabilities, computer based incident management system and mobile personnel accountability system.

2005 2012

Car Six

Dodge 4X4 Pickup Truck fitted with the Emergency use package and mainly used by Fire Prevention for public education and pulling the trailer. Also, used as a backup Command Vehicle (Car 5) when required

2011 2020

Car Seven Dodge Mini Van used by Fire Prevention 2010 2019

Car Eight

Chevrolet Full size Transport Van fitted with the Emergency use package and used mainly by Training staff. Also used as a backup Command Vehicle (Car 5) when required

2006 2015

Car Nine Dodge Mini Van used by Fire Prevention 2010 2019

Car Ten Honda Hybrid Sedan used by Fire Prevention 2007 2014

Car Eleven Honda Hybrid Sedan used by Fire Prevention 2008 2015

Car Twelve Honda Hybrid Sedan used by Fire Prevention 2008 2015

7.2 Staffing Apparatus and equipment for AFES are overseen by the Deputy Chief (Suppression and Training). This includes fire station maintenance, as well as vehicle and equipment maintenance and acquisitions.

Mechanical personnel are assigned to the Fleet Services Division within the Town’s Operations and Environmental Services Department. Fleet Services are responsible for providing asset management for the entire Town’s fleet, including acquisition, maintenance, regulation and disposition of vehicles and equipment. Fleet Services staff reports to the Town’s Fleet Supervisor.



Issues with space restrictions at the previous Town Operations facility have been resolved by the opening of the new Operations Centre next to AFES Headquarters on Salem Road. The new facility houses all Fleet Services staff, which means that the Town’s mechanics and Fleet Supervisor all work in the same location. As the Operations Centre is located next the AFES Headquarters, it is accessible to the Deputy Chief responsible for Suppression and Training to provide supervision or input, as required.

New processes related to fleet management have also been implemented during the transition to the new facility. The previous practice of having a sole mechanic dedicated to AFES fleet has been replaced. The AFES fleet is now maintained by any of the Town mechanics, as available. This has greatly reduced the outstanding work orders and daily requests for repairs. The current plan has all mechanics receiving training to ensure they are kept abreast of the needs of the fire service. Long term plans will see the mechanics move to Emergency Vehicle Technician (EVT) qualifications in addition to the qualifications required to work on all of the fleet. The revisions to the overall Fleet Services have resulted in vast service improvements for the repair and maintenance of the AFES fleet.

Good communication between the Fleet Supervisor and the AFES Deputy Chief (Suppression and Training) is essential, as both parties have responsibilities regarding the department’s apparatus and equipment. The Town of Ajax (specifically Operations) are in the midst of implementing “City Works” a software based tracking system. This system will allow for the inputting and tracking of fleet work orders and will also assist in developing preventative maintenance programs based on the manufacturers’ recommendations. This program will facilitate a more complete and concise tracking mechanism that will result in a more effective and efficient deployment of resources to minimize the downtime of the AFES fleet. The software program will allow for real time tracking of repairs and the development of comprehensive reports based upon the needs of the user. It is our recommendation that electronic reports be generated on a quarterly basis to illustrate efficiencies and demonstrate deficiencies for corrective intervention.

AFES has recently appointed an apparatus design selection committee to develop specifications of apparatus. This will benefit the fire and emergency service as it provides a forum for all involved parties to provide expertise and feedback during the planning and selection process. This new practice should improve the maintenance, fleet and procedures to meet the needs of all involved.

7.3 Maintenance The workload related to fire department fleet repairs and maintenance seems appropriately matched to fire mechanic’s available time. Routine maintenance is an important component of mechanical program for fire service apparatus and equipment. Regular maintenance ensure the vehicles and equipment are safe and reliable. Maintenance can also increase the service life of apparatus and equipment, and can therefore reduce repair and replacement costs. AFES is currently reviewing at the maintenance section of NFPA 1911 Standard for the Inspection, Maintenance, Testing, and Retirement of In-Service Automotive Fire Apparatus 2012 Edition for all Fire Apparatus, to evaluate and improve, where possible, current practices.

In order to protect apparatus from rust and corrosion and prevent early replacement (prior to the end of the scheduled service life of the apparatus), regular maintenance should include rust-proofing measures.



The industry best practice is for trucks to be sprayed annually with oil or rust protection, which is currently being completed by AFES.

7.4 Training

7.4.1 Suppression Staff Driver Training The standardized fleet within AFES is ideal for firefighter driver training. This requires less training effort on behalf of the trainers as well as the firefighters/drivers.

7.4.2 Emergency Vehicle Technician Certification Fire apparatus and equipment are sophisticated and specialized. It is important that fire apparatus and equipment be reliable and well maintained for use during emergency response. Non-profit organizations, such as the “Emergency Vehicle Certification Commission, Inc.” have been created to support the need for specialized training and education for persons who maintain and repair emergency response apparatus and equipment. In the same way that suppression staff receive specific training and certification related to the fire industry’s best practices, it is equally important for maintenance staff to receive targeted training and certification according to applicable industry best practices. Certification as an Emergency Vehicle Technician (EVT) is an effective method of fulfilling training and education needs.

It is recommended that at least two mechanics within the Town’s Fleet Services staff of mechanics be certified to work on fire apparatus. This provides for coverage during vacation or sick time and would allow for additional maintenance support during busy periods. Having two trained EVT mechanics would also provide for succession planning. This is an important issue for Ajax Fire and Emergency Service, as the mechanic presently assigned to the fire department fleet is approaching retirement.

7.5 Records Management The records management of repairs and maintenance work being requested and completed on AFES fleet vehicles was noted as an area for improvement during the fleet review. Improving record-keeping and subsequent reporting would be a means through which to improve communication between the Town’s Fleet Maintenance Department and AFES management and suppression staff. The “City Works” program, when implemented, should meet this need.

The Town's Fleet Supervisor should prepare and provide AFES management staff with quarterly reports of the repair and maintenance completed for AFES apparatus and equipment. The report should indicate if any of the vehicles are experiencing recurring problems or are attracting high repair costs as compared with previous years. Such reports should lead to planning through life cycle cost analysis. For example, there were five apparatus purchased between the years of 2005 and 2007 to address fleet needs. Strategic planning for the replacement of these apparatus will require consideration and comparison of the condition, repair history and service hours of these similarly aged vehicles.



7.6 Mechanical Facilities In existing conditions, there are space limitations at the Town Operations facility. Therefore the fire mechanic worked from AFES Headquarters, and at the workshops located in the fire stations. This arrangement isolates the fire mechanic from the rest of the Fleet Services staff.

7.6.1 Future Operations Centre The Town of Ajax recently completed construction of a new Operations and Environmental Services Centre. This facility is located adjacent to the Fire Station Headquarters on Salem Road. As with the AFES Headquarters facility, the Operations and Environmental Services Centre has incorporated an environmentally conscious philosophy into the design. The facility was officially opened on December 8, 2010, and is the first LEED designed operations centre in Durham Region.

With the opening of the new Town Operations Centre maintenance facility, many of the issues noted above, related to maintenance, communication and supervision, should be improved. All Town mechanics will be working in the same location and the fleet supervisor will have better ability to problem solve issues that arise within the fire fleet.

7.7 Future Fleet Considerations The AFES should continue replacing apparatus as they reach approximately 15 years of age, depending on service hours and history. The AFES fleet replacement schedule is mandated by Town by-law. Table 7-3 lists the recommended replacement year for the existing fleet.



Table 7-3: Remaining Service Years

Vehicle Model Year

Planned Replacement

Remaining Years (2012)

Aerial One 2000 2015 3

Aerial Two 2006 2021 9

Special Operations Vehicle (support)

1999 2016 4

Pump Four 2002 2017 5

Pump Five 2006 2021 9

Pump Six 2002 2017 5

Pump Seven 2011 2026 14

Tanker Eight 1994 2012 0

Pump Nine 2005 2020 8

Pump Ten 2007 2022 10

The AFES fleet has five apparatus of similar age, purchased between the years of 2005 and 2007. Strategic planning for the replacement of these vehicles will be important, to avoid incurring a large capital cost in a short time period. Repair and maintenance costs of apparatus approaching replacement age should be assessed annually. Any apparatus with recurring or increasing repairs should be considered for possible earlier replacement.

A larger, fully staffed rescue apparatus should be considered for purchase and deployment in the future, as the Town grows, depending on the deployment model in place. AFES has plans to order a new rescue apparatus in 2016.

7.8 Equipment

7.8.1 Personal Protective Equipment The personal protective equipment for AFES is generally suitable. The only notable issue is delamination (separation of the moisture barrier from the sub-fabric) with bunker gear. The suppliers are working with the fire service to solve these issues.

7.8.2 Existing Small Equipment Currently, the existing small equipment appears to meet the needs of the AFES. During the equipment review, it appeared that preventative maintenance of small equipment is, at times, put off due to repairs taking priority. Improving the preventative maintenance of small equipment may extend the service life of the equipment and reduce repair and replacement costs. Equipment maintenance is completed internally



on a monthly or weekly basis, as required. Hurst hydraulic rescue equipment (a.k.a ‘jaws of life’) is repaired / maintained by the dealer.

The maintenance of equipment is considered a responsibility of the Suppression Division, as noted above in Section 5.0.

7.8.3 Future Equipment Considerations Small equipment should continue to be budgeted for annually, in order to account for repair and replacement costs.

When purchasing a new vehicle, AFES should continue the practice of including all the relevant small equipment that is required by the crew. This presents a small increase to the capital budget expenditure, but reduces the operating budget expenditures. There may be a financial advantage to capitalizing the purchase of the small equipment that will be required for new vehicles. This financial strategy can be used for any equipment that has a useful life beyond one year that costs $500 or more.

There is a need to identify how the department will continue to use, calibrate and repair current electronic devices. With an increasing reliance on technology a plan is required to maintain devices such as apparatus computers and related software. This may need to include third-party, specialized resources.


7.9.1 Conclusions • AFES has developed a standardized fleet and overall fleet age is very good. An aggressive

replacement plan is in place to maintain a low fleet age.

• New Town Operations facility opened in December 2010. This has greatly improved communication and supervision of repair and maintenance of the apparatus program.

• Practice of having a sole fire mechanic dedicated to AFES was replaced with having fleet maintenance and repairs completed by all Town mechanics, as available.

• A long term training plan is in place to train all Town mechanics to EVT qualifications.

• New records management software (“City Works”) is being implemented by Operations within the Town to input and track work orders and develop / track maintenance programs.

• AFES is experiencing delaminating issues with bunker gear. The suppliers are working with the fire service to solve the problems relating to the delaminating.

• A new rescue vehicle is planned to be ordered in 2016 to replace the existing rescue.

• AFES has implemented an apparatus design committee to develop specifications of apparatus. Repair and maintenance records should be made available to the committee to communicate to the end users and for use in developing the specification of new apparatus.



7.9.2 Recommendations After reviewing the above, the following recommendations should be evaluated and adopted regarding Fleet:

• The present small equipment budget should continue at its present rate to allow for replacement of equipment that is older and out for repair.

• Consider including all the relevant small equipment required at time of purchase of new vehicles. This would present a small increase to the capital budget expenditure, but would reduce the operating budget expenditures.

• The present replacement schedule of apparatus and small vehicles should be continued. However, repair and maintenance costs should be assessed yearly and if a certain apparatus is having recurring or increased repairs, consideration should be given to earlier replacement.

• A plan should be developed to address the maintenance of technology within the suite of firefighting equipment.


Project No. 09-2614 8.0 Emergency Planning Page - 99

8.0 EMERGENCY PLANNING All municipalities are required to have an emergency management program. The Emergency Management and Civil Protection Act and its supporting Ontario Regulation 380/04 are the legislated documents that describe the requirements for municipal emergency planning. Emergency Management Ontario provides emergency management planning support to municipalities by providing advice, assistance, guidelines, training and other tools.

Under the Emergency Management and Civil Protection Act, the Solicitor General has authority to make regulations setting standards for the development, implementation and maintenance of emergency management programs required by communities. It is the responsibility of every municipality, minister of the Crown and designated agency, board, commission and other branches of government to ensure that their respective emergency management plans conform to the standards set within the Act. The Act also requires every municipality to adopt the emergency management program by instituting by-laws.

Emergency Management Ontario (EMO) has developed a core emergency program, with elements focused on supporting emergency preparedness and response activities. The program requires designating an Emergency Management Coordinator (EMC), having a written emergency response plan and forming a program committee. Part II of the Ontario Regulation 380/04 lays out the Municipal Standards for emergency management. There are six main standards, relating to:

• Emergency Management Program Coordinator;

• Emergency Management Program Committee;

• Municipal Emergency Control Group;

• Emergency Operations Centre;

• Emergency Information Officer; and

• Emergency Response Plan.

The emergency response plan is designed in a generic fashion, which allows it to respond to situations that are unexpected and require a coordinated response and recovery. The plan is based on a ‘Hazard Identification and Risk Assessment’ (HIRA), which is a required component under the Emergency Management and Civil Protection Act.

The plan establishes a primary Municipal Emergency Control Group and Emergency Support Group which consist of all of the significant stakeholders responsible for managing the community and adjacent areas. These groups would be assembled, if the emergency plan is activated, to approve the decisions required to control situations that arise during an emergency. The Operations Officer is designated as the Town’s Chief Administration Officer (CAO). The Emergency Management Program Coordinator is designated as the Town’s Fire Chief. The other members of the Municipal Control Group include the director or qualified representative of every municipal department or agency which is assigned emergency related functions under the municipal emergency plan.



The responsibilities of the Municipal Control Group are detailed within the Emergency Measures By-law:

“The Municipal Control Group shall:

(a) assist the Municipal Emergency Measures Co-ordinator in the development, maintenance, and co-ordination of municipal emergency measures plans;

(b) advise the Municipal Council on the development of municipal emergency measures plans;

(c) upon request, assist the Municipal Emergency Measures Co-ordinator in the presentation of municipal emergency measures plans to Council;

(d) following activation of the municipal or departmental emergency plan or a declaration of state of emergency, prescribe, as necessary, duties to be fulfilled by employees, agents, and volunteer fire fighters of the municipality; and

(e) perform such other duties as may be required by the Municipal Emergency Measures Organization or the Council.”

The Town of Ajax’s Emergency Plan is relatively up-to-date and is compliant with requirements set out in the Emergency Management and Civil Protection Act. It is a living document that is revised and updated on an on-going basis as emergency planning measures improve or change. Completing and maintaining the responsibilities outlined in the Act will ensure the Town is able to mitigate, respond to, and recover from an emergency in the most effective and efficient manner. The Emergency Measure By-law was last updated in November 2009.

The Town of Ajax is in close proximity to both the Darlington and Pickering Nuclear Generating Stations. It has a Nuclear Emergency Response Plan in place which was created in September 2003. It is based on the legislation and requirements of the Provincial Nuclear Emergency Plan and the Durham Region Nuclear Emergency Plan. Within this plan, Ajax Fire Dispatch is noted to receive the initial notification of a nuclear emergency at Pickering or Darlington Nuclear Generating Stations. AFES are involved in the nuclear emergency response plan through the Ajax Municipal Emergency Operations Centre, and associated roles/duties.

Another component of Ajax’s emergency planning is the development and implementation of a Pandemic Plan. The plan is provided as a guide for Town departments to facilitate the maintenance of essential services during pandemic emergency. The plan can also be used by local businesses to prepare their own pandemic response strategy. Within this plan, the Fire Chief and Deputy Fire Chief are the key contacts to the Health Department.

8.1 Community Risk Assessment In July 2002, the Regional Municipality of Durham Hazard Analysis and Risk Assessment Report was released. The report assessed the level of concern about various hazards within each municipality. Hazards were divided into three categories; natural hazards, human-based hazards, and technical hazards.



Item within these categories were then assigned a number from one to five to represent the scale of concern with one being extremely concerned and five being not concerned.

Natural hazards included any weather or environmental related events. Within this category, the Town of Ajax was most concerned about major weather events such as blizzards, tornadoes, torrential rains, high winds, and cold waves but only gave these items a ranking of three (i.e. concerned). Two environmental events of concern were also rated at a scale of three. These included forest fires and earthquakes with a Richter magnitude scale of 5 or more. There were no items in the natural and environmental categories that received rankings of one or two in scale.

The majority of items in the human-based hazards category were ranked at a three (concerned) or a four (somewhat concerned). Among the items listed as a three were: terrorism, arson, international strife, and vandalism. Human error was also listed as a concern as it relates to maintenance, operation, programmers, and computer users. There were no items in the human-based hazards category that received rankings of one or two in scale.

The Town of Ajax expressed the most concern over potential technical hazards, with a large portion of items ranked at level two (very concerned). These included major building fire, toxic spill, derailment, toxic gas release, explosion, gas/oil pipeline failure, water contamination, and radiological accident. As there are major transportation corridors through the Town (Highway 401, CN and CP rail lines) the concerns regarding toxic releases are understandable. Additionally, with the Darlington and Pickering nuclear generating stations nearby, the potential hazard of a radioactive release is possible, but is highly unlikely.

8.2 Staffing With the introduction of the Emergency Management and Civil Protection Act, the Fire Chief has been assigned the role of Emergency Management Program Coordinator, which requires on-going involvement in maintaining, testing and training of the Emergency Response Plan. The Emergency Management Program Coordinator is responsible for the overall implementation the emergency management program, and is required to report to the ministry’s emergency management program committee on his work. The Fire Chief is supported by a Platoon Chief for emergency planning assistance. The Platoon Chief plays a major role in the preparation and maintenance of the emergency planning initiatives.

Discussions with division staff highlight a growing need for a professional emergency planner position. It appears that there is enough ongoing work required within the area of emergency planning to warrant a dedicated full-time position. On a monthly basis, there are currently approximately 20 hours of work required for the planning components of Emergency Management and approximately 50 hours of work associated with training and awareness for personnel and community members. In addition, there are areas of Ajax Emergency Planning that could be improved or built upon, if additional staff resources were dedicated to Community Emergency Planning. For example, AFES could develop a separate Operations and Environmental Services Plan, associated with the new Operations Centre. This position could be considered outside of the fire and emergency services department, as well, as it serves the entire municipality.



8.3 Emergency Operations Facilities The primary Emergency Municipal Operations Centre (EMOC) is located at the AFES Headquarters building at 900 Salem Road North. It is a state-of-the-art facility with a customized emergency operations centre table that functions as a boardroom table for day-to-day use and has a centre portion that can be raised to form ten cubicles. When “active” the table can provide individual telephone and computer access for all members of the Control Group during emergency events. There are plans to upgrade the room to include a smart-board and a large wall-mounted monitor.

8.4 Policies and Procedures The Town of Ajax follows a legislated approach to community emergency planning, including designated responsibilities and procedures for emergency response. The Town has an Emergency Measure By-law, updated in August 2007, “A By-Law to Provide for a Prompt Response and Coordinated Response to an Emergency”. The By-law is contained within the Town’s overarching Emergency Response Plan.

The Town of Ajax Emergency Response Plan assigns roles and responsibilities of EMOC personnel. The Plan also includes activation procedures for municipal emergency response.

Portions of the Emergency Response Plan have become outdated since the preparation of the document in August 2007. The plan requires revision to account for changes and improvements to the Emergency Response Plan, such as the new Municipal Operating Centre. A review of the Emergency Response Plan should be scheduled regularly and updated on an on-going basis to ensure that it is accurate and up to date. This is another task that a dedicated “emergency professional” could undertake.

Several Emergency planning activities are conducted throughout the year. The Emergency Management Work Plan for 2009 provides an example of these activities. It is summarized as follows:

• Committee Meetings, held twice annually

• Essential maintenance of the plan, ongoing

• Notification Drills, conducted twice annually

• Training for the Control Group, held annually

• EMOC systems tests

• Table Top Exercise in EMOC

• Basic Emergency Management (BEM) Course

• Public Inquiry Plan Establishment

• Maintenance of pamphlets for community availability

• Liaise with Durham Emergency Management Office (DEMO), annual joint initiatives

• Regional and Sector Meetings

• Emergency Preparedness Week presentation / display

• Hospital Emergency Preparedness Program participation



• Pandemic Awareness Campaign participation

• Liaise with Ajax/Pickering Board of Trade

Completing the above tasks requires considerable resources from the AFES staff involved with Emergency Planning. This provides additional support for the addition of a Community Emergency Management professional.


8.5.1 Conclusions • AFES Fire Chief is assigned as the Emergency Management Program Coordinator for the Town.

• The Town of Ajax has an Emergency Response Plan in place, including a Nuclear Emergency Response Plan and Pandemic Plan.

• In July 2002 Durham Region completed a Hazard Analysis and Risk Assessment Report which identified the natural, human-based and technical hazards within the communities of the region, including the Town of Ajax.

• Town of Ajax Emergency Municipal Operations Centre is a state-of-the-art facility within the AFES Headquarters building.

8.5.2 Recommendations • AFES could add a position, and give consideration for it being an AFES staff position, for a

professional emergency planner to assist with the updating, maintenance and expansion of the community emergency planning program.

• Continue to review and update Municipal Emergency Response Plan on an on-going basis through regularly scheduled reviews. This should include the review and update of associated by-laws, policies and procedures.


Project No. 09-2614 9.0 Communication & Technology Page - 104

9.0 COMMUNICATION & TECHNOLOGY The Communications Division is based at the AFES Headquarters building. The Communications Division has several duties and responsibilities, including:

• Answering emergency calls;

• Dispatching AFES apparatus to emergencies;

• Maintaining status and location information for all AFES apparatus;

• Maintaining a record of AFES emergency responses;

• Ensuring the recording of all radio transmissions and telephone calls; and

• Acting as a resource for the AFES response crews.

9.1 Staffing At the outset of the study, AFES Communication Division was comprised of five full-time staff, the Communications Officer and four Alarm Operators, conducting call-taking and dispatching services for AFES and Brock Township. In June 2010, Ajax Municipal Council authorized the establishment of a centralized communication system to provide fire dispatch services to both AFES and Pickering Fire Services. The AFES Communications Division now staffs and operates this centre. The staffing changes took place on January 1, 2011.

The revised staffing includes twelve Alarm Room Operators and the Chief Communications Officer. The latter reports to and is under the supervision of the Deputy Chief of Prevention and Communications. The Chief Communications Officer works Monday to Friday from 0800 to 1630. Communications crews work in rotating shifts in order to provide 24-hour on-duty coverage. Three Alarm Room Operators are assigned for 65% of all shifts. Two Alarm Room Operators work the remaining 35% of the shifts. There is a minimum staffing of two Alarm Room Operators.

Twelve firefighters (the three with the least seniority per shift) are trained and designated as Qualified Alarm Operators. The three assigned Qualified Alarm Operators per shift are available to provide relief, breaks and lunch breaks for the on-duty Alarm Operators. Qualified Alarm Operators can also be the on-duty Alarm Operator when any of the full-time Alarm Operators are absent due to vacation, sick, bereavement or lieu days or are on training.

As the head of the Division, the Chief Communications Officer has many responsibilities. These include:

• Perform monthly reviews of response data (on the CriSys system) for quality assurance;

• Prepare monthly statistical reports (average dispatch and turnout times, call distribution by location and incident type, Brock Township calls, full-shifts by Qualified Alarm Operators, and number of multiple simultaneous responses);

• Facilitate training for new Alarm Operators/Qualified Alarm Operators;

• Complete performance reviews for Communications staff;



• Act as resource and provide support for Communications staff;

• Organize/assist with semi-annual battery trianalyzation process as well as Map Book updates;

• Ensure Computer Aided Dispatch (CAD) System mapping and GIS data is up to date and accurate;

• Assist with the operation and administration of the Radio System, CAD System, the PA system, audio logger and telephone system;

• Attend Regional Radio Committee Meetings;

• Place service requests/follow-up calls for Communications Centre equipment when required;

• Review and update Operating Procedures and Work Instructions relating to the Communications Division as required;

• Assist the Administrative Coordinator with AFES website updates;

• Maintain membership with the Program Advisory Committee for Durham College’s 9-1-1 Emergency and Call Centre Communications diploma program. (Related tasks includes attending semi-annual meetings, interviewing candidates for field placement and facilitating field placement programs);

• Participate in the recruitment and hiring of Alarm Operators;

• Attend development training and conferences related to role and responsibilities;

• Attend weekly Senior Officer meetings;

• Coordinate with Chief Training Officer for promotions/development opportunities for Communications Division staff;

• Conduct purchases for communications-related needs; and

• Review, update and review manuals and reference material in the Communications Centre as required.

Alarm Operator roles and tasks include the following:

• Answer emergency calls and dispatch AFES apparatus in a timely manner;

• Answer emergency calls for Brock Township and activate the Township of Brock Fire Department emergency response pagers;

• Maintain accurate location and status information for all AFES apparatus and record information relating to the emergency response within the CAD System;

• Control all AFES radio communications and ensure radio communications are maintained;

• Ensure radio transmissions and telephone calls handled by the Communications Centre are recorded on the audio logging system;

• Act as a resource to AFES emergency crews to maintain efficient and effective emergency response;

• Conduct regular signal checks and pager tests to verify radio and paging systems are operating properly;



• Conduct semi-annual battery trianalyzation;

• Place service requests for Communications Centre equipment when the Chief Communications Officer is not on duty;

• Receive calls and log into the CAD system reports of out of service fire alarms, fire apparatus in/ out of service, burning according to permits, hydrants in/out of service and road construction/ road closures;

• Answer requests for Operations and Environmental Services (OES) assistance after hours and page OES staff for urgent issues;

• Complete non-emergency duties such as shift duty roster, training Qualified Alarm Operators, creating and maintaining master vacation schedules/sick leave/overtime, etc.; and

• Maintain the “Current AFES Updates” database.

9.2 Emergency Communications and Dispatching The AFES Communications Division receives emergency calls and dispatches response apparatus and crews for the Town of Ajax, City of Pickering and Brock Township. Call data was discussed in Section 5.0, including historic annual call volumes, call types and dispatch times.

9.2.1 Radio & Information Technology The AFES uses the CriSys Xpert Fire Computer Aided Dispatch (CAD) System. CriSys is the records management system for the overall Fire Service, as well as the Communications Division specifically. For security, the CriSys System does not have an internet connection.

Each incident is recorded in the CriSys system with a unique incident number. Incident details, such as time of call, location of the incident, details of the incident, type of incident, call originator, call back number, responding units and status times, benchmarks with times and details, notification times and details, other emergency services and applicable service agencies are all recorded in the CAD system, updated continuously as the call progresses.

Motorola 800 MHz radio system is used by the AFES for dispatching/paging. Three Motorola consoles are set up in the Communications Centre to provide backup in case of equipment malfunction or for times of high call volumes. A mobile radio is also available to provide backup and can be removed from the Headquarters building in cases of evacuation/emergency.

Creating an interface link between the CAD system and the station alerting Motorola system (so that as soon as the CAD system indicates “dispatched” the internal alerts activate) would streamline the dispatching process.

At the study outset, opportunities to improve the Communication Division’s technology and equipment were identified. This included adding Automatic Vehicle Locating (AVL) technology linked with the CAD system to improve the dispatch and response procedures. AFES has added AVL technology to its fleet. In addition to this, having mobile CAD units in the responding apparatus would improve access to information and overall efficiency of the responding unit.



A public announcement (PA) system is used within the headquarters for non-emergency staff paging. This is also controlled from the Communications Centre.

All emergency response related radio and telephone communications within the Communications Centre are recorded on the Nice Call Focus 3 audio logging system. The Alarm Operator has access to the most recent two hours of recording on the audio logger via the computer at their workstation.

A resource station (called the carousel) contains reference books, such as map books for the Town, Brock Township, and mutual aid response areas. Also contained here are business information sheets, pre-plans, 9-1-1 Operations Manual, meetings binder, overtime binder, shift exchange binder, etc.

At the study outset, AFES maps were produced by hand and updated from information provided by the Suppression Division. Upgrades have since been implemented (2010) to use of Geographic Information Systems (GIS) mapping to improve the professional appearance of the map book and to improve the efficiency of updates. Suppression crews confirm streets and hydrant data on an annual basis. GIS resources within the Town of Ajax assist as required. The CAD system mapping is revised every three months.

Unlike Ajax and Pickering data, Brock Township mapping and station response data is not currently available within the CAD System. Adding this information to the CAD system would improve the quality of service provided to Brock Township.

9.3 Workspace Facilities The AFES Communications Centre is part of the recently opened Headquarters building. It is a secure unit within the AFES headquarters building. Access to the Communications Centre requires the use of a pass-key. Within the Communications Centre, there are three functional workstations. Each workstation is equipped with an ergonomic adjustable (to stand or sit) desk, fan, task light, radiant heat panel and white noise source. The chairs provided for the workstation are selected by the Communications Division staff, from a choice of three models rated for 24-hour use. Each workstation has five monitor screens and three mouse devices to operate the CriSys CAD system, the Motorola Radio system and the basic computer (access to the audio logger, internet, email and the Town’s network).

The Communications Centre has a separate temperature control, accessible to the Alarm Operator. The blinds on the Communication Centre windows can be set to reduce light or black-out as required. The Communications Centre is equipped with washroom facilities, lockers and a kitchenette.

The emergency plan for the Ajax Communications Centre, if the Ajax Communication Centre was within the evacuation / emergency-restricted area, is to operate from Oshawa Fire Services’ call centre facility.

9.4 Policies and Procedures In addition to following the AFES Rules and Regulations, the Communications Division follows policies and procedures known as Work Instructions and Operating Procedures. These are contained within the AFES Document Management System, mainly categorized as the 600 series.



The following Operating Procedures and Work Instructions apply directly to the Communications Division:

• Communications Division – Definition of Services Provided (No.: FIR-OP-601)

• Dispatch Procedures (No.: FIRE-WI-601)

• 800 MHz Radio System Procedures (No.: FIR-WI-602)

• Radio and Pager Tests (No.: FIR-WI-603)

• Contacting Veridian Connections (No.: FIR-WI-604)

• After-Hours Contact of Operations and Environmental Services and Fleet Services Personnel (No.: FIR-WI-605)

• By-law Services Contact (No.: FIR-WI-606)

• Audio Logger (FIR-WI-608)

• Automatic Aid (No.:FIR-WI-609)

• Communications Centre Computer Equipment (No.: FIR-WI-611)

• Portable Radio Battery Maintenance (No.: FIR-WI-612)

• Telephone System (No.: FIR-WI-613)

• Emergency Incident Notifications (No.: FIR-WI-614)

• Radio System Inter-agency Interoperability (No.: FIR-WI-615)

• Mobile 800 MHz Radio Repeater (No.: FIR-WI-616)

• Map Book and CriSys Map Book Updates (No.: FIR-WI-617)

An agreement, dated June 30th, 2010, was made between the Corporation of the Town of Ajax and the Corporation of the City of Pickering for the provision of Fire Dispatch Services. AFES also provides dispatch services for Brock Township (24 hours a day, seven days a week). In addition to this, there are a few other agreements in place that apply to AFES:

• Collective Agreement between the Ajax Professional Firefighters Association and the Town of Ajax;

• Automatic Aid Agreement with the City of Pickering;

• Automatic Aid Agreement with the Town of Whitby; and

• Mutual Aid agreement for Durham Region.

9.4.1 Records Management CriSys system contains majority of records for the Communications Division. Incident responses are recorded in CriSys with a unique Incident Number. Detailed information, such as time of call, incident location, incident details, incident type upon receipt of call, call originator and call back number,



responding units (with status times), benchmarks with times and details, and notification times and details are all recorded in the Computer Aided Dispatch (CAD) system as the incident progresses.

The “Message Log” is a component of the CriSys CAD system that tracks information not specific to the incident, with data and time stamps. Some examples of use of the message log include non-incident apparatus movements, equipment failures/problems, personnel reporting sick, fire alarms reported out of order, road construction/closures updates, pager checks, hydrants reported out of service, and requests for Town Maintenance and Operations Staff.

Training records for Communications Division staff are maintained within the CriSys System.

The Nice Call Focus 3 Audio Logger is an additional form of records management system for the Communications Division. It records all transmissions on the Ajax TACT channels, the Ajax Alert talk group and the paging talk group. The two primary and two backup telephone handsets are also recorded. The recordings are archived to DVDs, which are stored in administration storage and retained for 10 years.

AFES has experienced issues retrieving data from the CriSys System. AFES is in the process of investigating upgrades or revisions to the current records management platform.

Hard copy paper records are also maintained for items that are external to the CAD system, such as:

• Current AFES Updates;

• Duty Rosters;

• Vacation Masters;

• Portable Radio Battery Conditioning Records;

• Monthly Vehicle Data;

• Long Distance Phone Log;

• Telephone Listings; and

• Overtime Rotation (and record of calls made to request overtime.


9.5.1 Conclusions • The AFES Communications Division receives emergency calls and dispatches response apparatus

and crews for the Town of Ajax, City of Pickering and Brock Township. Ajax entered into the agreement with the City of Pickering to provide Fire Dispatch Services for Pickering Fire Services, as of June 2010.

• The facilities for the Communications Division are within the newly constructed state-of-the-art Headquarters building and meet the needs of the expanded staff and services.



• The radio and communications equipment and technology in-place provide a level of redundancy for AFES in case of equipment malfunctions.

• CriSys has reliability issues including unreliable reports/filters.

• Comprehensive policies and procedures are in place for the division.

• Training records for Communications Division staff are maintained within the CriSys System.

9.5.2 Recommendations • Improvements to, or replacement of, the CAD records management systems should be pursued.

This is currently budgeted for 2013.

• Consider creating an interface link between the CAD system and the station alerting Motorola system to streamline the dispatching process.

• Improve technology with AVL linked to CAD system and CAD mobile units in responding vehicles.

• Add Brock Township mapping and station response data to CAD system.


Project No. 09-2614 10.0 Study Consultation Page - 111

10.0 STUDY CONSULTATION At the initiation of the Ajax Master Fire Plan study, it was determined that Deputy Fire Chief Mark Diotte (current Fire Chief) would act as the Internal Project Manager on behalf of the AEFS, and would be the main liaison for the Dillon study team. It was also determined that the Project Steering Committee would be comprised of AFES management staff, including the following members:

• Mark Diotte, Fire Chief (Deputy Fire Chief – Administration and Support Services, until June 30, 2010);

• R.J. (Randy) Wilson, Fire Chief (Retired June 30, 2010);

• Michael Gamba, Deputy Fire Chief (Appointed July 5, 2010);

• Dave Lang, Deputy Fire Chief;

• Ted Morrison, Chief Training Officer;

• Keith Doucette, Chief Fire Prevention Officer; and

• Sharon Noble, Chief Communications Officer.

10.1 Project Meetings and Presentations Throughout the Master Fire Plan study process, the Dillon Team met with the Steering Committee.

Meeting 1 – Project Initiation Meeting, held December 16, 2009

Meeting 2 – Present Preliminary Study Findings, held May 12, 2010

Meeting 3 – Discuss Options for Strategic Implementation Plan, held October 7, 2010

Meeting 4 – Present Draft Report / Project Conclusions & Recommendations, held February 13, 2012

10.2 Public and Stakeholder Consultation Public and stakeholder consultation is an important part of an effective Master Fire Plan. The consultation approach was developed in an effort to gain effective and meaningful feedback from members of the public and stakeholder groups.

10.2.1 Interviews with Steering Committee and Key Stakeholders Information interviews were held with key stakeholders and steering committee members on Wednesday, December 16, 2009. The information and feedback collected during these interviews provided the basis for the divisional reviews of the AFES.

10.2.2 Workshop with Key Stakeholders A workshop with key stakeholders was held on May 12, 2010. The purpose of the workshop session was to gather input to develop departmental goals and objectives, as the first step in establishing performance


Project No. 09-2614 10.0 Study Consultation Page - 112

targets and service standards. A copy of the presentation conducted in the session is included in

Appendix B.

10.2.3 Public and Stakeholder Forum A Public and Stakeholder Forum was held on November 24, 2010 to inform the community stakeholder groups and businesses/key employers that the Master Fire Plan study was underway and to collect feedback regarding how the public and stakeholders view AFES. Copies of the presentation and display boards from the forum are included in Appendix B.

10.2.4 Community Information Open House On January 25, 2011 the Dillon team held a Community Information Open house to highlight the study purpose and scope and to highlight the main findings and report on the progress of the study to date. This event provided an opportunity to inform the community of the process the Master Fire Plan study followed to produce the draft recommendations. A copy of the presentation made to the public and the display boards at the open house are included in Appendix B.

10.2.5 Summary of Public and Stakeholder Feedback Over the course of the study, a number of comments were gathered from stakeholders and members of the public. A summary of these comments is included in Appendix B.


Project No.09-2614 12.0 Recommendations Page - 113

11.0 CONCLUSTIONS AND RECOMMENDATIONS By initiating a Master Fire Plan Study the Town of Ajax seeks to strategically guide its fire and emergency services (AFES) through the next five to ten years of growth. The Master Fire Plan reviewed all aspects of AFES and set key objectives for AFES to develop and evolve. The review was undertaken to ensure that performance standards and guidelines reflect industry best practices and are in compliance with the Ontario Fire Protection and Prevention Act (1997). Conclusions and recommendations are provided under the same headings and in the same sequence followed in the report.

11.1 Administration The following summarizes the conclusions and recommendations that resulted from the Administration Division assessment.

11.1.1 Conclusions • AFES appointed a Deputy Chief as the new Fire Chief in early 2010. A new Deputy Fire Chief

was subsequently hired to fill the vacant position.

• The senior management staff members of the AFES work well together as a team to accomplish and oversee the core services of the department. Responsibilities are well distributed among the Fire Chief and two Deputy Chiefs.

• The workspace provided for the Administration Division at AFES Headquarters is sufficient for current staffing levels.

• AFES adheres to the International Organization for Standardization (ISO) quality management system (ISO 9001-2000 standards). As a result, AFES by-laws, policies and procedures and rules and regulations are kept up to date and the system in place ensures this continues to be the case.

11.1.2 Recommendations • A need for additional administrative support has been identified so that the Training and Fire

Prevention & Public Safety Divisions are each assigned one full-time administration assistant. In the future this could be deferred through better use of records management systems within the department, however, as AFES transitions to new records management practices, the need for administrative support may increase. As the department grows, the need for additional administrative supports should continue to be monitored and assessed.

• It is recommended that a strategy be developed to address long-term software/records management needs for the department. This should be done in conjunction with the Town’s IT department with input from representatives of all AFES Divisions. It would be useful to consult with other fire departments that have faced similar challenges.



11.2 Fire Prevention and Public Safety The following summarizes the conclusions and recommendations that resulted from the assessment of the Fire Prevention and Public Safety Division.

11.2.1 Conclusions • AFES provides fire prevention and public safety education which exceed the minimum

requirements for a community fire safety program as per the FPPA.

• The Establishing and Regulating By-law identifies the core services provided by the Fire Prevention and Public Safety Division.

• There is a good working relationship between the AFES and the Building Approvals Section of the Planning and Development Services Department of the Town. AFES is actively involved in the building permit process.

• Fire prevention staff inspects high risk occupancies every two years (schools, high rises, low rise, community occupancy, etc.) and very high risk occupancies annually (hospitals, nursing homes, etc.).

• Basement apartments are given special consideration as a target risk in Ajax by AFES fire prevention staff.

• A fourth fire prevention inspector position was added to the AFES in January 2000. Staff levels up to 2010 had remained constant and absorbed a decade of municipal growth.

• An additional Fire Prevention Inspector was added to the Fire Prevention and Public Safety Division in late 2010. One of the existing inspectors was promoted to a new supervisory position, Fire Prevention Officer.

• There has emerged a new requirement on Fire Prevention and Public Safety Division staff’s time, as attendance is now required for appearances in court for fire code violation charges.

• Fire Code inspections reduced by 200 – 500 per year from 2004-2006 totals to 2007-2008 totals.

11.2.2 Recommendations • Improve data management by linking AMANDA System (for building plans review) to CriSys

(subject to development of a records management/ dispatch strategy as identified in the Administration section of this report).

• Streamline inspection report writing with access to a laptop on site (consider using AMANDA) Currently, inspection reports are hand written notes, taken on site and input digitally back at the station, printed as a final report and then brought back to the inspection site for review and sign-off with owner. A more efficient process should be developed.

• Implement a system that tracks inspection targets for performance measurement purposes. Current RMS does not track targets for inspections. Chief Fire Prevention Officer creates a performance target list for inspections every year. Tracking within RMS would improve eliminate this task, improve efficiency and allow for periodic status reports to be created.



• Continue to work towards certifying all Fire Prevention Inspectors as Public Educators to the Ontario Fire Service Standard and help increase the priorities of public safety education. (Currently only one Certified Public Educator amongst the six fire prevention staff.)

• Implement a schedule to target vulnerable groups with public education programs in addition to the range of programs that are available by request.

• Consider mandating fire prevention inspection targets by Council/by-law. Fire Protection and Prevention Act (FPPA) establishes minimum targets met by AFES.

• Recommend adding up to two more fire prevention and public safety staff over the coming 10 years to accommodate predicted growth within the Town.

• Fire Prevention and Public Safety Division shares an administrative assistant with Training Division. If no progress is made toward improving the departmental records management system, increase administrative assistance to one full-time position dedicated to Fire Prevention and Public Safety Division.

• Recommend using performance indicators, and setting measurement-derived performance targets for reactive and routine inspections as well as for plans review and examination.

11.3 Fire Suppression The following summarizes the conclusions and recommendations that resulted from the Suppression Division Assessment.

11.3.1 Conclusions • Ajax is a rapidly growing community and the need for fire and emergency services is expected to

increase.

• Ajax is facing challenges related to an aging population, growth and intensification. New hazards, emergency medical demands, technological change, traffic, and other elements of growth are challenging the resources of the department.

• AFES operates from three fire stations staffed 24 hours a day, seven days a week, by on-duty emergency response crews.

• AFES workload has increased from approximately 500 annual calls to approximately 4200 annual calls from 1984 to 2009. Growth trends predict a 30% increase to 5,300 calls by 2020.

• AFES consistently achieves four firefighters responding to medical calls and the average personnel responding to fire calls has historically been between 8 and 10 firefighters. AFES deployment procedure sends three apparatus, each staffed with four firefighters, to all fire calls. This should result in a depth of response of 12 firefighters. It is possible that the tracking of manpower on-scene has not been accurate.

• Following the OFM’s new risk-based Operational Planning guideline will increase the workload for AFES management staff.



11.3.2 Recommendations • Implement new evaluation tool from OFM: “Operational Planning: An Official Guide to

Matching Resource Deployment and Risk” and incorporate results into future department planning initiatives.

• Identify how to continue to use, calibrate and repair current electronic devices and any future devices such as on-board apparatus computers and associated software. Consideration should be given to using specialized resources.

• Consider adding a crew and response unit to Station 2. This would improve the first response and depth of response coverage of the AFES.

• Consider relocating Station 2 to a suitable site near the intersection of Clements Road and Harwood Avenue, a distance of approximately one kilometre. This will improve response in the south east portion of the Town. Built in 1976, Station 2 is the Town’s oldest fire station.

• Consider expanding the current automatic aid agreement with Whitby Fire and Emergency Services (i.e. Station 3) to improve depth of response coverage in the southeast area of the Town.

11.4 Training The following summarizes the conclusions and recommendations that resulted from the Training Division assessment.

11.4.1 Conclusions • All training records kept electronically. Data that is input by Company Officers is checked and

signed off by the Chief Training Officer.

• The quality management system requires the Training Division to keep specific records. However, limited training statistics are maintained in the records management system.

• Training priorities are often set in a reactionary fashion as a result of recent firefighter safety incidents, accidents or fatalities. The order of training consists of mandatory, regulator and “reactionary”.

• Training and courses for supervisors and/or officer development should be given more emphasis. Captains and platoon chiefs work shift work and many programs are geared toward “day” workers. This has been addressed by paying overtime and funding outside courses as required.

• Live fire training sessions are held during hours of operation and can be interrupted by emergency calls – an additional firefighter crew (fifth crew at Station 2) will help alleviate this (see Chapter 5 suppression recommendations). One crew would be dedicated to responding to calls; a second crew could assist with training initiatives while the other crews are receiving training.

• Historically in the AFES, one training officer worked to train twenty-five firefighters. Currently, two training staff train one hundred staff, including firefighters and management. Considering how broad the full spectrum of training has become it is likely that training resources are somewhat stretched. As Town growth leads to increased call volume and the need for additional firefighting staff this issue may become more pronounced. AFES should continue to monitor workload of Training Division staff.



• Training on new apparatus requires fairly large amounts of the Chief Training Officer’s time. It requires him to go to the factory for initial training and then train others in AFES with required sign-offs. Use of standardized fleet will be most efficient for Chief Training Officer’s time.

11.4.2 Recommendations • AFES should develop plans for cost-recovery/pay-per-use partnerships with the new live fire

training facility completed in November 2009.

• Increase administrative assistance to one full-time assistant instead of sharing with Fire Prevention and Public Safety Division or pursue other means to reduce administrative demands on the Training Officer.

• Increase training support staff to meet current training demands and also pursue “strategic planning” within the division. Develop a plan to maintain current training with anticipated future growth.

• Consider increasing training division staff by two persons by 2031 to meet a more effective ratio of training officers per staff. The workload of Training Division staff should dictate more precise timing for this action.

• Need to manage succession planning for future retirements/staff turnover.

• Track frequency and severity of specialized calls and cost of outsourcing these services (e.g. HAZMAT, trench rescue, etc.). Consider options for providing specialized services such as a regional model where area departments share training and deliver of services.

11.5 Apparatus & Equipment The following summarizes the conclusions and recommendations that resulted from the assessing the Division of Apparatus & Equipment.

11.5.1 Conclusions • AFES has developed a standardized fleet and overall fleet age is very good. An aggressive

replacement plan is in place to maintain a low fleet age.

• New Town Operations facility opened in December 2010. This has greatly improved communication and supervision of repair and maintenance of the apparatus program.

• Practice of having a sole fire mechanic dedicated to AFES was replaced with having fleet maintenance and repairs completed by all Town mechanics, as available.

• A long term training plan is in place to train all Town mechanics to EVT qualifications.

• New records management software (“City Works”) is being implemented by Operations within the Town to input and track work orders and develop / track maintenance programs.

• AFES is experiencing delaminating issues with bunker gear. The suppliers are working with the fire service to solve the problems relating to the delaminating.

• A new rescue vehicle is planned to be ordered in 2016 to replace the existing rescue.



• AFES has implemented an apparatus design committee to develop specifications of apparatus. Repair and maintenance records should be made available to the committee to communicate to the end users and for use in developing the specification of new apparatus.

11.5.2 Recommendations After reviewing the above, the following recommendations should be evaluated and adopted regarding Fleet:

• The present small equipment budget should continue at its present rate to allow for replacement of equipment that is older and out for repair.

• Consider including all the relevant small equipment required at time of purchase of new vehicles. This would present a small increase to the capital budget expenditure, but would reduce the operating budget expenditures.

• The present replacement schedule of apparatus and small vehicles should be continued. However, repair and maintenance costs should be assessed yearly and if a certain apparatus is having recurring or increased repairs, consideration should be given to earlier replacement.

• A plan should be developed to address the maintenance of technology within the suite of firefighting equipment.

11.6 Emergency Planning The following summarizes the conclusions and recommendations that resulted from the assessing the emergency planning within AFES.

11.6.1 Conclusions • AFES Fire Chief is assigned as the Emergency Management Program Coordinator for the Town.

• The Town of Ajax has an Emergency Response Plan in place, including a Nuclear Emergency Response Plan and Pandemic Plan.

• In July 2002 Durham Region completed a Hazard Analysis and Risk Assessment Report which identified the natural, human-based and technical hazards within the communities of the region, including the Town of Ajax.

• Town of Ajax Emergency Municipal Operations Centre is a state-of-the-art facility within the AFES Headquarters building.

11.6.2 Recommendations • AFES could add a position, and give consideration for it being an AFES staff position, for a

professional emergency planner to assist with the updating, maintenance and expansion of the community emergency planning program.

• Continue to review and update Municipal Emergency Response Plan on an on-going basis through regularly scheduled reviews. This should include the review and update of associated by-laws, policies and procedures.



11.7 Communications & Technology The following summarizes the conclusions and recommendations that resulted from the Communications Division assessment.

11.7.1 Conclusions • The AFES Communications Division receives emergency calls and dispatches response apparatus

and crews for the Town of Ajax, City of Pickering and Brock Township. Ajax entered into the agreement with the City of Pickering to provide Fire Dispatch Services for Pickering Fire Services, as of June 2010.

• The facilities for the Communications Division are within the newly constructed state-of-the-art Headquarters building and meet the needs of the expanded staff and services.

• The radio and communications equipment and technology in-place provide a level of redundancy for AFES in case of equipment malfunctions.

• CriSys has reliability issues including unreliable reports/filters.

• Comprehensive policies and procedures are in place for the division.

• Training records for Communications Division staff are maintained within the CriSys System.

11.7.2 Recommendations • Improvements to, or replacement of, the CAD records management systems should be pursued.

This is currently budgeted for 2013.

• Consider creating an interface link between the CAD system and the station alerting Motorola system to streamline the dispatching process.


Project No.09-2614 13.0 Financial Implications Page - 120

12.0 FINANCIAL IMPLICATIONS The recommendations made within this report have financial implications. The following table outlines the operating and capital cost estimates for each recommendation, and provides guidance in terms of timelines.

12.1 Implementation

Table 12-1: Financial Implementation Plan

Plan Year

Description Additional Operating

Costs

Capital Costs

Add administrative assistant position (Training and Fire Prevention and Public Safety Division Divisions each have one administrative assistant)

$50,000

Purchase a Pump Apparatus to replace Pump 7 $750,000

2012

Purchase a Tanker to replace Tanker 8 $750,000

Hire 20 full-time firefighters for Station 2 (with associated equipment) to increase on duty staffing to 8 firefighters in Station 2

$1,500,000 $100,000

One public education officer should be added in 2014 $70,000

Automatic Aid Agreement (fee for service for specialized service)

unknown – as per fee for

service agreement

2013 - 2015

Purchase Aerial to replace Aerial 1 $1,300,000

One training officer should be added to the training division

$100,000

Purchase Heavy Rescue Apparatus $1,100,000

One public education officer should be added $70,000

Purchase Pump to replace Pump 6 & Pump 4 $1,600,000

2016 - 2021

Purchase Pump to replace Pump 9 $800,000

Total: $1,790,000 $6,400,000

A full analysis and replacement of breathing apparatus is scheduled for 2014. As well, a bunker gear replacement study is conducted every five years, with the next one planned for 2013.

APPENDIX A Establishing and Regulating By-Law

“Core Services”

THE CORPORATION OF THE TOWN OF AJAX

BY-LAW NUMBER 143-2006

FIRE DEPARTMENT ESTABLISHING AND REGULATING BY-LAW

WHEREAS the Fire Protection and Prevention Act, (FPPA) 1997, S.O., c 4, as amended,

requires every municipality to establish a program in the municipality which must include public

education with respect to fire safety and certain components of fire prevention and to provide such

other Fire Protection Services as it determines may be necessary in accordance with its needs and

circumstances; and

WHEREAS the FPPA permits a municipality, in discharging these responsibilities, to

establish a Fire Department; and

WHEREAS the FPPA permits a Council of a municipality to establish, maintain and operate

a Fire Department for all or any part of the municipality; and

WHEREAS the FPPA requires a Fire Department to provide fire suppression services and

permits the Fire Department to provide other Fire Protection Services in the municipality.

NOW THEREFORE the Council of the Corporation of the Town of Ajax enacts as follows:

1. DEFINITIONS

In this by-law, unless the context otherwise requires;

1.1 "Approved" means approved by the Council;

1.2 “CAO” means the Chief Administrative Officer appointed by Council to act as Chief

Administrative Officer for the Corporation;

1.3 “Confined Space” means any space that has limited or restricted means for entry or

exit (e.g. tanks, vessels, silos, storage bins, hoppers, vaults, trenches, excavations and

pits) and that is not designed for continuous human occupancy;

1.4 "Corporation" means The Corporation of the Town of Ajax;

1.5 "Council" means the Council of the Corporation;

1.6 "Deputy Fire Chief" means the person appointed by the Council to act on behalf of

the Fire Chief in the case of an absence or a vacancy in the office of the Fire Chief;

1.7 “Division” means a Division of the Fire Department as provided for in this By-law;

1.8 "Fire Chief" means the person appointed by Council to act as Fire Chief for the

Corporation and is ultimately responsible to Council as defined in the FPPA;

1.9 "Fire Department" means the Town of Ajax Fire & Emergency Services;

1.10 "FPPA" means the Fire Protection and Prevention Act, 1997, S.O., c 4, as may be

amended from time to time, or any successor legislation, and any regulation made

thereunder;

1.11 "Fire Protection Services" includes fire suppression, fire prevention, fire safety

education, communications, training of persons involved in the provision of Fire

Protection Services, rescue and emergency services and the delivery of all those

services;

1.12 “High Angle” means an environment in which the load is predominately supported

by a rope rescue system;

1.13 “HUSAR” means Heavy Urban Search And Rescue; and

1.14 "Member" means any person employed in or appointed to the Fire Department and

assigned to undertake Fire Protection Services.

2. ESTABLISHMENT

2.1 The Fire Department is continued under this By-law to provide Fire Protection

Services for the Corporation and shall be known as the Ajax Fire & Emergency

Services.

3. COMPOSITION

3.1 The Fire Department shall consist of the Fire Chief, Deputy Fire Chiefs, senior

divisional officers, platoon chiefs, captains, other officers, administrative support

staff and any other person as may be authorized or considered necessary from time

to time by Council or by the CAO for the Fire Department to perform Fire Protection

Services.

4. EMPLOYMENT

4.1 The Fire Chief may recommend to the CAO the employment in or the appointment

to the Fire Department, as the case may be, of any person, as an officer or member

or as administrative support staff, who meet the qualifications and, if applicable,

completes successfully criteria (including without limitation training courses and

physical, skills and other examinations) and otherwise satisfies any hiring policies,

practices or procedures established or approved by Council for such employment or

appointment.

5. TERMS AND CONDITIONS OF EMPLOYMENT

5.1 Subject to the FPPA, the remuneration and other terms and conditions of

employment or appointment of the members and administrative support staff that

comprise the Fire Department shall be determined by Council or by the CAO acting

in accordance with polices and programs established or approved by Council.

6. ORGANIZATION

6.1 The Fire Department shall be organized into Divisions such as;

6.1.1 Fire Prevention & Public Safety;

6.1.2 Fire Suppression;

6.1.3 Training;

6.1.4 Communications; and

6.1.5 Administrative Services.

6.2 The Fire Chief, with prior approval of the CAO, may re-organize or eliminate

Divisions or establish other Divisions or may do all or any of these things or any

combination of them as may be required to ensure the proper administration and

efficient operation of the Fire Department and the effective management of Fire

Protection Services for the Corporation.

6.3 The Fire Chief may assign or re-assign such members to a Division to assist him in

the administration and operation of that Division.

7. CORE SERVICES

7.1 For the purposes of this By-law core services provided by the Fire Department will

be as per Appendix "A" forming part of this By-law.

7.2 Nothing in this By-law will restrict the Fire Department to providing only core

services or limit the provisions of Fire Protection Services.

8. RESPONSIBILITIES AND AUTHORITY OF FIRE CHIEF

8.1 The Fire Chief shall be the head of the Fire Department and is ultimately responsible

to Council, through the CAO, for proper administration and operation of the Fire

Department including the delivery of Fire Protection Services.

8.2 The Fire Chief shall be authorized to make such general orders, policies, procedures,

rules, and regulations and to take such other measures as the Fire Chief may consider

necessary for the proper administration and efficient operation of the Fire Department

and the effective management of the Fire Protection Services for the Corporation and

for the prevention, control and extinguishment of fires, the protection of life and

property and the management of emergencies and, without restricting the generality

of the foregoing;

8.2.1 For the care and protection of all property belonging to the Fire Department;

8.2.2 For arranging for the provision of necessary and proper facilities, apparatus,

equipment, materials, services and supplies for the Fire Department;

8.2.3 For determining and establishing the qualifications and criteria for

employment or appointment and the duties of all members and administrative

support staff of the Fire Department;

8.2.4 For the conduct and the discipline of members and administrative support

staff of the Fire Department;

8.2.5 For preparing and, upon approval by the Council, implementing and

maintaining an emergency fire service plan and program for the Corporation;

8.2.6 For coordinating any emergency fire service plan and program adopted or to

be adopted by the Council with and assisting in the preparation,

implementation and maintenance of any emergency plans, organizations,

services or measures established or to be established by the Corporation,

alone or with others, and, if so requested or required, any emergency plan

established or to be established by the Province of Ontario or the Government

of Canada and for coordinating with and assisting any other public official in

an emergency declared by the Mayor of the Corporation, the Premier of

Ontario or the Governor in Council;

8.2.7 For reporting to the appropriate crown attorney or other prosecutor or law

enforcement officer or other officer the facts upon the evidence in any case

in which there is reason to believe that a fire has been the result of criminal

intent or negligence or in which there is reason to believe an offence has been

committed under the FPPA;

8.2.8 For keeping an accurate record, in convenient form for reference, of all fires,

rescues and emergencies responded to by the Fire Department;

8.2.9 For keeping such other records as may be required by the Council and the

FPPA;

8.2.10 For preparing and presenting the annual report of the Fire Department to

Council; and

8.2.11 For preparing and presenting the annual estimates of the Fire Department to

the Budget Committee of the Corporation and the Council and for exercising

control over the budget approved by the Council for the Fire Department,

provided that such general orders, policies, procedures, rules, regulations, and

other measures do not conflict with the provisions of this By-law or any other

By-law of the Corporation, including without limitation those requiring the

prior approval of or prior notice to the Council or the satisfaction of certain

conditions, general or otherwise, specified by the Council before such

measures can be implemented, or with the provisions of the FPPA or with the

provisions of any collective agreement or other written agreement that may

be applicable.

8.3 The Fire Chief shall be responsible for the administration and enforcement of this

By-law and all general orders, policies, procedures, rules, and regulations made under

this By-law and for the enforcement of any other By-laws of the Corporation

respecting Fire Protection Services, and shall review periodically such By-laws, and

may for this purpose, establish an advisory committee consisting of such officers and

other persons, including members of the general public as the Fire Chief may

determine from time to time to assist him in the discharge of this duty and, in the case

of such By-laws, including this By-law, recommend to the Council such amendments

as the Fire Chief considers appropriate and, in the case of general orders, policies,

procedures, rules, and regulations made under this by-law, revise or terminate any of

them if the Fire Chief considers it appropriate.

8.4 The Fire Chief shall have all powers, rights and duties assigned to a Fire Chief under

the FPPA including without limitation the authority to enforce compliance with the

Fire Code.

8.5 The Fire Chief may liaise with any union representing firefighters or administrative

support staff of the Fire Department or any of them.

8.6 The Fire Chief may liaise with the Office of the Fire Marshal of Ontario and any

other office or organization as required by Council or as considered necessary or

advisable by the Fire Chief for the proper administration and efficient operation of

the Fire Department and the effective management of the Fire Protection Services for

the Corporation.

8.7 The Fire Chief may utilize such members and administrative support staff of the Fire

Department as the Fire Chief may determine, from time to time, to assist in the

performance of his duties.

9. DEPUTY FIRE CHIEF

9.1 The Deputy Fire Chief shall be the second ranking officer of the Fire Department and

shall be subject to and shall obey all orders of the Fire Chief and shall perform such

duties as are assigned to him or her by the Fire Chief and shall act on behalf of the

Fire Chief in case of absence or a vacancy in the office of Fire Chief.

10. SUPERVISION

10.1 The Members and administrative support staff of the Fire Department while on duty

shall be under the direction and control of the Fire Chief or the next ranking officer

present in any place.

11. GENERAL DUTIES AND RESPONSIBILITIES

11.1 Every member and administrative support staff person shall conduct themselves in

accordance with general orders, policies, procedures, rules and regulations made by

the Fire Chief and shall give their whole and undivided attention while on duty to the

efficient operation of the Fire Department and shall perform the duties assigned to

them to the best of their ability in accordance with the FPPA and any collective

agreement or other written agreement that may be applicable.

12. PROPERTY

12.1 No person shall supply any apparatus, equipment or other property of the Fire

Department for any personal or private use.

12.2 No person shall wilfully damage or render ineffective or inoperative any apparatus,

equipment or other property belonging to or used by the Fire Department.

13. FIRE SUPPRESSION

13.1 The Fire Department may suppress any fire or other hazardous condition by

extinguishing it or by other reasonable action and, for this purpose, may enter private

property, if necessary, to do so.

13.2 The Fire Department may pull down or demolish any building or structure when

considered necessary to prevent the spread of fire.

13.3 The Fire Department may request other persons present at a fire to assist in;

13.3.1 Extinguishing fires;

13.3.2 Pulling down or demolishing buildings or structures to prevent the spread of

fire;

13.3.3 Crowd and traffic control; or

13.3.4 Suppression of fires or other hazardous conditions in other reasonable ways.

14. REFUSAL TO LEAVE

14.1 No person present at a fire shall refuse to leave the immediate vicinity when required

to do so by the Fire Department.

15. CONDUCT AT FIRES

15.1 During a fire and for the time after it has been extinguished that is required to remove

the apparatus and equipment of the Fire Department and render the location and

vicinity safe from fire, no person, either on foot or with a vehicle of any kind, shall

enter or remain upon or within;

15.1.1 The portion of any street or lane upon which the site of the fire abuts or upon

any street or lane for a distance of fifteen (15) metres on each side of the

property damaged by fire; or

15.1.2 Any additional street or lane or part of a street or lane or any additional limits

in the vicinity of the fire as may be prescribed by the Fire Chief or the next

ranking officer present at the fire.

15.2 The provisions of section 15.1 shall not apply to a resident of any street or lane or

within any prescribed additional limit or to any person so authorized to enter or

remain by an officer of the Fire Department or by a police officer.

16. ADDITIONAL EXPENSES

16.1 If as a result of Fire and Emergency Services (I) response to an emergency including

a motor vehicle incident, or (ii) carrying out any of its duties or functions the Fire

Chief or Deputy Fire Chief determines that it is necessary to incur additional

expenses, retain a private contractor, rent special equipment not normally carried on

a fire apparatus or use more materials than are carried on a fire apparatus (the

“Additional Service”) in order to suppress or extinguish a fire, preserve property,

prevent a fire from spreading, control and eliminate an emergency, carry out or

prevent damage to equipment owned by the Corporation or otherwise carry out the

duties and functions of Fire and Emergency Services, the owner of the property

requiring or causing the need for the Additional Service shall be charged the costs to

provide the Additional Service including all applicable taxes. Property shall mean

personal and real property.

17. EMERGENCY RESPONSES OUTSIDE THE LIMITS OF THE MUNICIPALITY

17.1 The Fire Department shall not respond to a call with respect to a fire or emergency

outside the territorial limits of the Corporation except with respect to a fire or

emergency;

17.1.1 That, in the opinion of the Fire Chief or designate of the Fire Department,

threatens property in the territorial limits of the Corporation or property

situated outside the territorial limits of the Corporation that is owned or

occupied by the Corporation;

17.1.2 In a municipality with which an approved automatic aid or mutual aid

agreement has been entered into to provide Fire Protection Services;

17.1.3 On property with which an approved agreement has been entered into with

any person or corporation to provide Fire Protection Services;

17.1.4 At the discretion of the Fire Chief, to a municipality authorized to participate

in any regional mutual aid plan established by a fire co-ordinator appointed

by the Fire Marshal or any other similar reciprocal plan or program; and

17.1.5 On property beyond the territorial limits of the Corporation where the Fire

Chief or designate determines immediate action is necessary to preserve life

or property and the appropriate fire department is notified to respond and

assume command or establish alternative measures, acceptable to the Fire

Chief or designate.

18. INTERFERENCE

18.1 No person shall impede or interfere with or hinder the Fire Department in the

performance of its duties.

19. FIRE ALARM

18.1 No person shall prevent, obstruct or interfere in any manner whatsoever with the

communication of a fire alarm to the Fire Department or with the Fire Department

responding to a fire alarm that has been activated.

20. OFFENCES

20.1 Every person who contravenes any provisions of this By-law is guilty of an offence

and on conviction is liable to the penalty established by the Provincial Offences Act,

R.S.O. 1990, c. P.33, as may be amended or replaced from time to time, inclusive of

costs.

21. CONFLICT

21.1 Where this By-law may conflict with any other By-law of the Corporation, this

By-law shall supersede and prevail over that other By-law to the extent of the

conflict.

22. SEVERABILITY

22.1 If any section or part of this By-law is found to be illegal or beyond the power of the

Corporation, such section or part or item shall be deemed to be severable and all

other sections or parts of this By-law shall be deemed to be separate and independent

therefrom and to be enacted as such.

23. This By-law comes into effect the day it is passed by Council.

24. REPEAL

By-Law Number 25-2005 is hereby repealed.

READ a first and second time this

Twenty Third day of October, 2006

READ a third time and passed this

Twenty Third day of October, 2006

____________________________________

Mayor

____________________________________

Clerk

APPENDIX "A" TO BY-LAW 143-2006

CORE SERVICES

1. FIRE SUPPRESSION AND EMERGENCY RESPONSE

1.1 Fire suppression services shall be delivered in both an offensive and defensive mode

and shall include search and rescue operations, forcible entry, ventilation, protecting

exposures, salvage and overhaul as appropriate.

1.2 Emergency pre-hospital care responses and medical acts such as defibrillation,

standard first aid, CPR, and the Emergency Medical Responder Program shall be

maintained to Base Hospital protocols as agreed.

1.3 Special technical and/or rescue services shall include performing extrication using

hand tools, air bags and heavy hydraulic tools as required and water/ice rescue services

up to and including the land-based entry level, in accordance with available resources.

Confined space rescue, trench rescue, high angle rescue, HUSAR, hazardous materials

response and other highly specialized technical and/or rescue services shall not be

provided by the Ajax Fire and Emergency Services (AFES) beyond the basic

awareness level.

1.4 The Ontario Firefighters Curriculum, International Fire Service Training Association

“Essentials of Fire Fighting”, Ontario Fire Service Standards and other related industry

training standards and reference materials may be used as reference guides for AFES

training as approved by the Fire Chief. All training will comply with the Occupational

Health and Safety Act and applicable provincial legislation.

2. FIRE PREVENTION

2.1 Inspections arising from complaint, request, retrofit, or self initiated and fire

investigations shall be provided in accordance with the FPPA and policies of the fire

prevention division.

2.2 New construction inspections and plan reviews of buildings under construction in

matters respective of fire protection systems within buildings shall be conducted in

accordance with the applicable By-law and operating procedures.

2.3 The Ontario Fire Service Standard for Fire Prevention Officers and the Ministry of

Municipal Affairs Standards shall be used as a reference guide for fire prevention

training.

3. FIRE SAFETY EDUCATION

3.1 Distribution of fire and life safety information and public education programs shall be

administered in accordance with the FPPA and policies of the departments Fire

Prevention & Public Safety Division.

3.2 A residential home fire safety awareness program shall be ongoing.

3.3 Smoke alarms for residential occupancies shall be provided to those in need.

3.4 Fire and life safety communiques shall be distributed to the media on a regular basis.

3.5 The department shall maintain at least one public fire and life safety educator certified

to the Ontario Fire Service Standard.

4. EMERGENCY DISPATCHING AND COMMUNICATIONS

4.1 The Ontario Fire Service Communications Standard shall be used as a reference guide

for emergency dispatching and communications and shall provide the following

minimum services;

4.1.1 Provide emergency call taking and dispatching of emergency vehicles.

4.1.2 Provide dispatching services to Brock Township in accordance with the current

By-law.

4.1.3 Provide after hour’s emergency, and non-emergency call taking for Operations

and Environmental Services, By-law Services, and other agencies as required.

APPENDIX B Public Consultation Materials &

Public Comment Summary

STRATEGIC PLANNING & PERFORMANCE MEASUREMENT COMPONENT

MAY 2010

Ajax Fire Master Plan

Process to Develop Strategic Plan Component

1. Preparation of performance measurement & target setting toolkit for facilitated Management Team/Staff working sessions

Emergency Response (Suppression, Rescue, Medical)

Prevention & Public Education

Training

2. Execution of facilitated Management Team/Staff working sessions

Emergency Response


Training

Process to Develop Strategic Plan Component

Performance Measurement Framework

Service Delivery Channel

Core Performance Outcome

Key Performance Indicators

Emergency Response

(Suppression, Rescue, Medical)

Optimal Response Time (911 to On-scene)

Adequate manpower deployed &arriving On-scene

TBD


Optimal coverage of target buildings or target populations

based on risk assessment (triaged)

Timely response to reactive inspection requests

TBD

Performance Measurement Framework

Service Delivery Channel


Key Performance Indicators

Ontario Building Code Act Plans Examination &

Inspections

Execute Plans Examination ‘due diligence” within prescribed legislative/City timeframes

Execute Inspections “due diligence” within prescribed legislative/City timeframes

TBD

Training Timely provision of core/expanding curriculum to growing staff complement (i.e. coverage to preserve value of

human capital)

TBD

Potential Indicators: Emergency Response


Potential Key Performance Indicators

Optimal Response Time (Dispatch receipt of call

to first unit on scene)

1.Mean response time (speed)2.Actual percentile ranking meeting response time of X minutes (incremental reliability)3.% of calls meeting 90th percentile response time of X minutes (long term reliability)

Response Time Performance (Speed)

CallsDistribution

Response Time

AverageResponse Time (Dispatch receipt to On-scene)

Response Time Performance (Reliability: Incremental)

CallsDistribution

Response Time

Actual PercentileRanking X:00 Response Time (Dispatch receipt to On-scene )

Response Time Performance (Reliability: Long Term)

CallsDistribution

Response Time

X:00 90th P Response Time (Dispatch receipt to On-scene)

Response Time Performance (Integrated Reliability + Speed)

CallsDistribution

Response Time

90th Percentile Response Time

Actual PercentileRanking Response Time

Mean Response Time

Potential Target Configuration

Three pronged response time target

1. Response Time Speed

Achieve & maintain average response time ceiling of X:00 minutes (Dispatch receipt to On-scene)

2. Incremental Response Time Reliability

Stabilize actual X minute Percentile ranking for suppression calls at Y%Stabilize actual X minute Percentile ranking for rescue/medical calls at Y%Achieve Y% actual X min Percentile by year 5 of master planAchieve Z% actual X min Percentile by year 10 of master plan


Three pronged response time target cont’d

3. Long Term Response Time ReliabilityAchieve X:00 90th Percentile ranking for suppression calls by year 10 of Master PlanAchieve X:00 90th Percentile ranking for rescue/medical calls by year 10 of Master Plan

Potential Indicators: Prevention & Public Education



Adequate Manpower Deployed & Arriving

On-scene

1.Average # deployed Firefighters on-scene within X minutes for suppression calls2.Average # deployed Firefighters on-scene within Y minutes for rescue/medical calls3.% suppression calls meeting “10 men in 10 minutes” urban manpower deployment standard4.City-wide average # deployed daily Firefighter hours per 1,ooo population (day shift, evening shift)


X firefighters on scene for suppression calls within Y minutes

X firefighters on scene for rescue/medical calls within Y minutes

X % suppression calls achieving 10 men on scene within 10:00 minutes of dispatch notification

Daily average of X firefighter hours per 1,000 population deployed for day shift

Daily average of X firefighter hours per 1,000 population deployed for evening shift

Potential Indicators: Inspection & Public Education



Optimal coverage of target buildings or target populations

based on risk assessment (triaged)

1.% of targeted “assembly occupancy” higher risk buildings inspected within the designated 2 year timeframe cycle 2.% primary school students scheduled & receiving annual exposure to “Safe at Home” “Learn Not to Burn” or other targeted public education programming3.# Inspection service hours delivered per 100 “assembly occupancy” buildings4.# Public Education service hours delivered per 1,000 primary school students


Achieve stable coverage rate of X % of targeted “assembly occupancy” and higher risk buildings inspected within planned 2 year cycleAchieve stable coverage rate of X % of primary school students exposed to planned public education programming within planned annual cycleAchieve stable ratio of X delivered inspection hours per 100 targeted “assembly occupancy” & other higher risk target inspection sitesAchieve stable ratio of X delivered public education service hours per 1,000 primary school students (target population)

Potential Indicators: Emergency Response



Timely response to reactive inspection

requests

1.% of reactive inspection requests featuring on-site staff response with X business days 2.Average # business days required to deliver on-site staff response (turnaround time)


Achieve on-site inspection response within Y business days for at least X % of request calls

Achieve average on-site inspection response turnaround time of X business days or less

Potential Indicators: Training



Timely provision of core/expanding

curriculum to growing staff complement (i.e. coverage to preserve

value of human capital)

1.% core training modules delivered “on time”within annual planning cycle2.% frontline firefighters featuring up-to-date readiness re. required training modules (quarterly report/survey)


Achieve X% or better “on time” delivery of all core curriculum training components within the annual or bi-annual planning/delivery cycle

By Quarter, maintain X% of frontline firefighters featuring up-to-date readiness re. all required (core) training curriculum modules

Potential Indicators: OBCA Plans Examination & Inspections



Execute Plans Examination ‘due diligence” within

prescribed legislative/City timeframes

Execute Inspections “due diligence” within prescribed legislative/City timeframes

1.% plans examination circulations receiving due diligence processing within City established turnaround time standard for Fire review

2.% OBCA fire code inspections executed within the OBCA mandated turnaround time standard (within 2 business days from readiness notification)


Achieve X% of files complying with City turnaround time standard for Fire comments during plans examination process

Achieve X% turnaround time compliance rate with OBCA fire inspections versus “2 business day standard from notification” contained in the Act

Measurement & Target Setting Readiness

Service Channel Data CaptureAssessment

Measurement Enhancement

Required?

Ontario Building Code Act Plans Examination &

Inspections

Training

Measurement & Target Setting Readiness

Service Channel Data CaptureAssessment

Measurement Enhancement

Required?

Emergency Response

(Suppression, Rescue, Medical)


Ajax Fire andEmergency Services

Master Fire Plan

Stakeholder Consultation SessionStakeholder Consultation Session

November 24, 2010November 24, 2010

Bruce Griffin

Presentation Outline• What is a Fire Master Plan?

• Study Background

• AFES Background

• Preliminary Divisional Reviews:– Administration

– Fire Prevention & Public Safety

– Training

– Suppression

– Apparatus & Equipment

– Communications

– Emergency Planning

• Stakeholder & Public Input

• Next Steps

What is a Master Fire Plan?

• Comprehensive evaluation of a municipal fire service

• Assesses of the current services in relation to legislated standards and best practices

– Suppression services

– Non-suppression services

• Develops multi-year strategic plan to deliver service based on the “needs and circumstances” of the community

• Involves a financial assessment of capital and operating costs, including growth-related costs

Study Purpose

Strategically guide the Ajax Fire and Strategically guide the Ajax Fire and Emergency Services (AFES) through Emergency Services (AFES) through the next 5 the next 5 --10 years of growth.10 years of growth.

AFES GoalsAFES Goals::

•• Maintain safe community though provision Maintain safe community though provision of advanced fire suppression and rescue of advanced fire suppression and rescue training;training;

•• Increase public safety initiatives through Increase public safety initiatives through advanced education and service delivery; advanced education and service delivery; andand

•• Enhance the TownEnhance the Town’’s ability to response to s ability to response to largelarge--scale municipal emergencies.scale municipal emergencies.

Study Background

• Review of operations and sets key objectives regarding:

– Administration,

– Training



– Fire Suppression


– Communications

• Considerations include:– Future Development

– Changing Demographics

– Stakeholder / Public Input

– Financial Input

Community Profile

• Low Density Residential

• Employment Areas

• Downtown Central Area

• Rural areas north & east

• 1,308 Businesses

• Manufacturing = 28% of employment

• 2 recreation centres

• 1 local hospital

• 5 high schools & several elementary schools

• 5 golf courses

• Over 100 restaurants

Community Risks & Challenges

Community specific risk factors / challengesCommunity specific risk factors / challenges:

– Population Growth

– Development Areas & Intensification

– Urban, Rural and Industrial Areas

– Highway 401 Barrier

– Waterfront / Marine Firefighting

– Growing and Aging Population



Existing Fire Stations:

• Headquarters (HQ) Station at 900 Salem Road North

• Station 1 at 40 Westney Road North

• Station 2 at 435 Monarch Avenue

Administration Division

Preliminary Findings:

Recent Management Staffing Changes;

• Workspace appropriate for current staffing levels;

• Formal Quality Management System (ISO 9001-2000) used;

• Good process in place to review, update and maintain by-laws, policies & procedures and rules & regulations;

• Administrative Assistants to attend CRYSIS refresher course

Fire Prevention & Public Safety DivisionLegislated Requirements

• Fire Protection and Prevention Act:

– smoke alarm program with home escape planning

– distribution of fire safety education material to residents/occupants

– inspections upon complaint / request to assist with Code compliance (including Code enforcement)

– simplified risk assessment

… and other fire protection services as need and circumstance requires

AFES’ current programs and initiatives meet community needs

Fire Prevention:

• New inspector hired in 2010 (Current total of 5 inspectors)

• Fire code inspections of assembly, institutional & residential occupancies

• Inspections by schedule, request and complaint

• Building permit plans review & inspections

• Fire investigations

• Code enforcement / charges for violations has increased work load (including court appearances)

Fire Prevention & Public Safety Division


Ongoing throughout yearNews releases

Upon requestPresentations to special interest groups

Annually (Family Safety Day)Fire Prevention Week Activities

Upon requestStation tours

BiannuallyOFM high-rise supervisory staff training

OngoingResidential Smoke Alarm Program

OngoingResidential Home Fire Safety Awareness

Upon request and approved eventsHazard House Simulator

Upon request and approved eventsFire Safety House

Ongoing and upon requestFire Safety programs for seniors

Upon requestThe Arson Prevention Program for Children

Semi-annuallyLearn Not To Burn

Delivery FrequencyEducational Program

Fire Prevention & Public Safety DivisionPublic Safety:

• Strong working relationship between AFES and Building Approvals Section

• Following an inspection schedule for high risk occupancies (every 2 years) and very high risk (annually) occupancies

• Division aims to balance prevention and education efforts

• Need to increase staff with population growth


Training Division• Provide training according to the ‘Core Services’

within the “Fire Department Establishing & Regulating By-law” and according to the “Training Division - Definition of Services Provided”Operating Procedure

• Training Reference Materials:

– Ontario Firefighters Curriculum

– International Fire Service Training Association

– Ontario Fire Service Standards

– Office of the Fire Marshal Ontario Firefighter Certification Program

– National Fire Protection Association Standards Occupational Health and Safety Act (Section 21)

– Applicable Provincial Legislation

Training Division

Preliminary Challenges:

• Current Training staff resources stretched

• Administrative support

• Training records & statistics tracking

• Maximize potential of live fire training facility

• Training support staff for live fire training

• Succession planning for retirements / turnover

Suppression Division

Emergency Response Time • The total time to react to an emergency call

– Includes dispatch, turn-out and travel time

• Assess existing service vs. performance measures & best practices:

– First response (getting there quickly)

– Depth of response (resources to do the job)

Suppression DivisionPerformance Measures:• No current mandatory standard or legislative requirement in Ontario

• Industry Guidelines include:

– Office of the Fire Marshal “10-in-10” guideline

– National Fire Protection Association 1710 standard

Staff of twelve in seven and a half


Staff of ten in seven to eight minutes of travel time, 90% of

the time

Staff of 15 in eight minutes of travel time, 90% of the

time

Depth of Service

First responding vehicle with a staff of four in four minutes of travel time, 90% of the

time


four



First Response

Ajax 12-in-10OFM 10-in-10NFPA 1710Performance Measure

Industry Response Standards and Guidelines

Suppression Division:Firefighting Activities

Suppression Division:First Response (Minimum 4 Firefighters)

Suppression Division:Depth of Response (Minimum 8 Firefighters)

Suppression Division:Depth of Response (10 Firefighters)

AFES Historic Call Volume


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AFES Statistics

Call Volume By Year

3942 4259 4122 4210

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AFES Statistics

Call Volume By Type

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Fire Medical Other

Call Type

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2007

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AFES Statistics


• AFES has Standardized Fleet

• Apparatus replacement plan working well (relatively young fleet)

• Small Vehicle Fleet replacement plan in place

• Maintenance move to new Town Operations Facility Fall 2010 – will improve space limitations

• Existing Reserve Fleet well aligned

Communications & Technology

• New communications facility in HQ building

• Use of “Qualified Alarm Operators” (for staff breaks, etc.)

• CRYSIS system currently in place

• Amanda program in use by some Divisions (e.g. Fire Prevention)

• Technology improvements being considered (e.g. linking Automatic Vehicle Location (AVL) technology to Computer Aided Dispatch (CAD) System)

• OPTICOM currently in place

• Agreement signed to take on Communications for Pickering Fire Services as of January 2011

slc1

Community Emergency Planning

• Town of Ajax has Emergency Response Plan in place (including Nuclear Emergency Response and Pandemic Plan)

• Fire Chief is assigned role of Emergency Management Program Coordinator

• Assistance with Emergency Planning from Platoon Chief (now retired)

slc1 Do we want to discuss this? Public knowledge / contentious issue?Suzanne Charbonneau, 11/11/2010

Next Steps

• Assess Stakeholder Input

• Finalize study assessments

– stations, vehicles and equipment, deployment options, non-suppression services, financial assessment

• Public Consultation

– Solicit input during Community Information Open House

• Presentation of draft Master Fire Plan report to Steering Committee

• Final Master Fire Plan Report and Presentation to Council (February 2011)

• Project Completion April 2011

Stakeholder and Public Input

• Are you satisfied with the level of service provided?

• Are there specific concerns related to Fire & Emergency Services?

• Are there ways that service delivery could be improved?

Thank You

We appreciate your participation.

Please provide us with your feedback using the comment sheet provided.

Ajax Fire and Emergency Services Ajax Fire and Emergency Services Master Fire Plan Open HouseMaster Fire Plan Open House

WELCOMEAjax Fire and Emergency Services (AFES) welcomes you to this Open House.

The Town of Ajax has undertaken a Master Fire Plan Study to review the operations of the Ajax Fire and Emergency Services and set key objectives for the department to develop and evolve. The Master Fire Plan study includes: • Administration Division Assessment

• Fire Prevention & Public Safety Division Assessment• Training Division Assessment• Suppression Division Assessment• Apparatus & Equipment Assessment• Communications Division Assessment• Emergency Planning Assessment• Strategic Plan Development• Project Meetings and Presentations• Public and Stakeholder Consultation

We would like to hear what you think about this Master Fire Plan study and invite you to ask us questions and provide us with your comments.

Please fill in a comment sheet provided and place in the box on the table or fax/email your comments on or before February 18, 2011.


BACKGROUND INFORMATION


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Existing Fire Stations• Headquarters (HQ) Station at 900 Salem Road North• Station 1 at 40 Westney Road North• Station 2 at 435 Monarch Avenue

Ajax has experienced steady population growth over the past 30 years.

The population of Ajax is forecast to continue to grow over the next 10 years.


Staff of twelve in seven and a half minutes of travel time, 90% of the

time

Staff of ten in seven to eight

minutes of travel time, 90% of the

time


time

Depth of Service

First responding vehicle with a staff

of four in four minutes of travel time, 90% of the

time

First responding

vehicle with a staff of four

First responding vehicle with a staff

of four in four minutes of travel time, 90% of the

time

First Response

Proposed Ajax 12-in-10OFM 10-in-10NFPA 1710

Performance Measure


Performance Measures:No current mandatory standard or legislative requirement in Ontario

Industry Guidelines include:• Office of the Fire Marshal Ontario (OFM) “10-in-10”guideline• National Fire Protection Association (NFPA) 1710 standard

First Response -Four firefighters arrive on-scenesimultaneously

Depth of Response - 10 firefighters arrive on-scene

within 10 minutes from time of call

Emergency Response Time

• The total time to react to an emergency call • Includes dispatch, turn-out and travel time

Assess existing service vs. performance measures & best practices:• First response (getting there quickly)• Depth of response (resources to do the job)

SUPPRESSION DIVISION OFM “10-in-10”


AFES RESPONSE STATISTICSCall Volume By Year

3942 4259 4122 4210

0

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1000

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2000

2500

3000

3500

4000

4500

2006 2007 2008 2009

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Call Volume By Type

0

500

1000

1500

2000

2500

Fire Medical Other

Call Type

Nu

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alls

2006

2007

2008

2009

ADMINISTRATION DIVISIONADMINISTRATION DIVISION

• Recent Management Staffing Changes;• Workspace appropriate for current staffing levels;• Formal Quality Management System used;• Good process in place to review, update and maintain by-laws, policies & procedures and rules & regulations;• Administrative Assistants to attend CRYSIS (Records Management Software) refresher course

TRAINING DIVISIONTRAINING DIVISION

• Current Training staff resources stretched• Administrative support• Training records & statistics tracking• Maximize potential of live fire training facility• Training support staff for live fire training• Succession planning for retirements / turnover

NON-SUPPRESSION SERVICES


NON-SUPPRESSION SERVICES

FIRE PREVENTIONFIRE PREVENTION & & PUBLIC SAFETYPUBLIC SAFETY

• Fire code inspections of assembly, institutional & residential occupancies • Inspections by schedule, request and complaint• Building permit plans review & inspections• Fire investigations• Code enforcement / charges for violations has increased work load• Strong working relationship between AFES and Building Approvals Section of the Town• Following an inspection schedule for high risk occupancies (every 2 years) and very high risk (annually) occupancies• Division aims to balance prevention and education efforts •• New inspector hired in 2010 • Need to continue increasing staff as population grows









Upon request and approved events

Hazard House Simulator

Upon request and approved events

Fire Safety House






COMMUNITY EMERGENCY PLANNINGCOMMUNITY EMERGENCY PLANNING




COMMUNICATIONS DIVISIONCOMMUNICATIONS DIVISION

• New communications facility in HQ building• Use of “Qualified Alarm Operators” (for staff breaks, etc.)• CRYSIS system currently in place• Amanda program in use by some Divisions Technology improvements being considered (e.g. linking Automatic Vehicle Location (AVL) technology to Computer Aided Dispatch (CAD) System)• OPTICOM currently in place

APPARATUS & EQUIPMENTAPPARATUS & EQUIPMENT

• AFES has Standardized Fleet• Apparatus replacement plan working well (relatively young fleet)• Small Vehicle Fleet replacement plan in place • Maintenance moving to new Town Operations Facility Fall 2010 – will improve current space limitations• Existing Reserve Fleet well aligned


PUBLIC INPUT:PUBLIC INPUT:• Are you satisfied with the level of service provided?• Are there specific concerns related to Fire and

Emergency Services?• Are there ways that service delivery could be improved?

THANK YOU FOR YOUR PARTIPCATION AND ATTENDANCETHANK YOU FOR YOUR PARTIPCATION AND ATTENDANCE

Please provide your feedback by completing a comment form and place in the box on the table or fax/email your comments on or before February 18, 2011.

NEXT STEPS:NEXT STEPS:

• Assess Public and Stakeholder Input• Finalize study assessments • Presentation of draft Master Fire Plan report to Steering Committee• Final Master Fire Plan Report and Presentation to Council (February 2011) • Project Completion April 2011

Ajax Fire andEmergency Services

Master Fire Plan

Community Open HouseCommunity Open House

Tuesday, January 25, 2011Tuesday, January 25, 2011

Bruce Griffin

Presentation Outline• What is a Fire Master Plan?

• Study Background

• AFES Background

• Preliminary Divisional Reviews:– Administration


– Training

– Suppression


– Communications


• Stakeholder & Public Input

• Next Steps

What is a Master Fire Plan?

• Comprehensive evaluation of a municipal fire service

• Assesses of the current services in relation to legislated standards and best practices

– Suppression services

– Non-suppression services

• Develops multi-year strategic plan to deliver service based on the “needs and circumstances” of the community

• Involves a financial assessment of capital and operating costs, including growth-related costs

Study Purpose

Strategically guide the Ajax Fire and Strategically guide the Ajax Fire and Emergency Services (AFES) through Emergency Services (AFES) through the next 5 the next 5 --10 years of growth.10 years of growth.

AFES GoalsAFES Goals::

•• Maintain safe community though provision Maintain safe community though provision of advanced fire suppression and rescue of advanced fire suppression and rescue training;training;

•• Increase public safety initiatives through Increase public safety initiatives through advanced education and service delivery; advanced education and service delivery; andand

•• Enhance the TownEnhance the Town’’s ability to response to s ability to response to largelarge--scale municipal emergencies.scale municipal emergencies.

Study Background

• Review of operations and sets key objectives regarding:

– Administration,

– Training


– Community Emergency Planning

– Fire Suppression


– Communications

• Considerations include:– Future Development

– Changing Demographics

– Public / Stakeholder Input

– Financial Input

Community Profile

• Low Density Residential

• Employment Areas

• Downtown Central Area

• Rural areas north & east

• 1,308 Businesses

• Manufacturing = 28% of employment

• 2 recreation centres

• 1 local hospital

• 5 high schools & several elementary schools

• 5 golf courses

• Over 100 restaurants

Community Risks & Challenges

Community specific risk factors / challengesCommunity specific risk factors / challenges:

– Population Growth

– Development Areas & Intensification

– Urban, Rural and Industrial Areas

– Highway 401 Barrier

– Waterfront / Marine Firefighting

– Growing and Aging Population



Existing Fire Stations:

• Headquarters (HQ) Station at 900 Salem Road North

• Station 1 at 40 Westney Road North

• Station 2 at 435 Monarch Avenue

Administration Division

Preliminary Findings:

• Recent Management Staffing Changes;

• Workspace appropriate for current staffing levels;

• Formal Quality Management System (ISO 9001-2000) used;

• Good process in place to review, update and maintain by-laws, policies & procedures and rules & regulations;

• Administrative Assistants to attend CRYSIS refresher course

Fire Prevention & Public Safety DivisionLegislated Requirements

• Fire Protection and Prevention Act:

– smoke alarm program with home escape planning

– distribution of fire safety education material to residents/occupants

– inspections upon complaint / request to assist with Code compliance (including Code enforcement)

– simplified risk assessment

… and other fire protection services as need and circumstance requires

AFES’ current programs and initiatives meet community needs

Fire Prevention:

• New inspector hired in 2010 (Current total of 5 inspectors)

• Fire code inspections of assembly, institutional & residential occupancies

• Inspections by schedule, request and complaint

• Building permit plans review & inspections

• Fire investigations

• Code enforcement / charges for violations has increased work load (including court appearances)










Upon request and approved eventsHazard House Simulator

Upon request and approved eventsFire Safety House





Fire Prevention & Public Safety DivisionPublic Safety:

• Strong working relationship between AFES and Building Approvals Section

• Following an inspection schedule for high risk occupancies (every 2 years) and very high risk (annually) occupancies

• Division aims to balance prevention and education efforts

• Need to increase staff with population growth


Training Division• Provide training according to the ‘Core Services’

within the “Fire Department Establishing & Regulating By-law” and according to the “Training Division - Definition of Services Provided”Operating Procedure

• Training Reference Materials:

– Ontario Firefighters Curriculum

– International Fire Service Training Association

– Ontario Fire Service Standards

– Office of the Fire Marshal Ontario Firefighter Certification Program

– National Fire Protection Association Standards Occupational Health and Safety Act (Section 21)

– Applicable Provincial Legislation

Training Division

Preliminary Challenges:

• Current Training staff resources stretched

• Administrative support

• Training records & statistics tracking

• Maximize potential of live fire training facility

• Training support staff for live fire training

• Succession planning for retirements / turnover

Suppression Division

Emergency Response Time • The total time to react to an emergency call

– Includes dispatch, turn-out and travel time

• Assess existing service vs. performance measures & best practices:

– First response (getting there quickly)

– Depth of response (resources to do the job)

Suppression DivisionPerformance Measures:• No current mandatory standard or legislative requirement in Ontario

• Industry Guidelines include:

– Office of the Fire Marshal “10-in-10” guideline

– National Fire Protection Association 1710 standard

Staff of twelve in seven and a half


Staff of ten in seven to eight minutes of travel time, 90% of

the time


time

Depth of Service

First responding vehicle with a staff of four in four minutes of travel time, 90% of the

time


four



First Response

Ajax 12-in-10OFM 10-in-10NFPA 1710Performance Measure


Suppression Division:Firefighting Activities

Suppression Division:First Response (Minimum 4 Firefighters)

Suppression Division:Depth of Response (Minimum 8 Firefighters)

Suppression Division:Depth of Response (10 Firefighters)

AFES Historic Call Volume


0

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1980 1985 1990 1995 2000 2005 2010 2015

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tal



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1981

1983

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1987

1989

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1993

1995

1997

1999

2001

2003

2005

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2009

Year

Po

pu

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(C

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ata)

AFES Statistics

Call Volume By Year

3942 4259 4122 4210

0

500

1000

1500

2000

2500

3000

3500

4000

4500

2006 2007 2008 2009

Year

Nu

mb

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f C

alls

AFES Statistics

Call Volume By Type

0

500

1000

1500

2000

2500

Fire Medical Other

Call Type

Nu

mb

er o

f C

alls

2006

2007

2008

2009

AFES Statistics


• AFES has Standardized Fleet

• Apparatus replacement plan working well (relatively young fleet)

• Small Vehicle Fleet replacement plan in place

• Maintenance move to new Town Operations Facility Fall 2010 – will improve space limitations

• Existing Reserve Fleet well aligned

Communications & Technology

• New communications facility in HQ building

• Use of “Qualified Alarm Operators” (for staff breaks, etc.)

• CRYSIS system currently in place

• Amanda program in use by some Divisions (e.g. Fire Prevention)

• Technology improvements being considered (e.g. linking Automatic Vehicle Location (AVL) technology to Computer Aided Dispatch (CAD) System)

• OPTICOM currently in place

• Agreement signed to take on Communications for Pickering Fire Services as of January 2011

Community Emergency Planning




Next Steps

• Assess Public and Stakeholder Input

• Finalize study assessments

– stations, vehicles and equipment, deployment options, non-suppression services, financial assessment

• Presentation of draft Master Fire Plan report to Steering Committee

• Final Master Fire Plan Report and Presentation to Council (February 2011)

• Project Completion April 2011

Public and Stakeholder Input

• Are you satisfied with the level of service provided?

• Are there specific concerns related to Fire & Emergency Services?

• Are there ways that service delivery could be improved?

Thank You

We appreciate your participation.

Please provide us with your feedback using the comment sheet provided.

Summary of Stakeholder and Public Feedback

Comment Response With the growing population and the diverse cultures is there any thought to sensitivity training within the fire department?

AFES has done some diversity training as part of a broader corporate program and it’s an excellent point to refer to these and other efforts in the study report. Department’s dispatching also has a language translation service for callers whose primary language is not English to expedite information gathering during an emergency

Are there any thoughts to investigating specialized services that Ajax does not currently provide? Will there be a need in the future to provide these services? (High angle, trench rescue etc.) The study report should explicitly say whether or not these services will be required and what the expectations for the future will be.

This has been reviewed as part of the study scope. Future needs are difficult to predict for specialized services. Partnerships should be encouraged with municipalities in the region who offer specialized training or third party providers (e.g. Hazardous materials).

There was a comment that the Master Fire Plan document should explicitly outline the need for continuing to encourage automatic aid agreements. It should be clearly documented to further these agreements.

This will be well documented in the report.

Continue efforts regarding education programs for students; creating partnerships and joint projects with other groups to educate students. Would like to see greater collaboration between the Region's Children's Safety Village and Ajax Fire and Emergency Services.

This was not part of the study scope but there have been some discussions with the Region and the fire department is working on this.

Comment sheet indicated that resident was very satisfied with the level of service provided by AFES.

No response required.

Inquiry as to whether or not Emergency Management in Durham Region has developed a database of ‘vulnerable populations’ in the community, as well as a plan for the transportation of these persons in the event of a large emergency. This database should be developed and be accessible by police and fire services.

Durham Emergency Management Office (DEMO) has a focus for nuclear and non-nuclear emergency plans. Fire does not have evacuation responsibilities under these plans. AFES is not aware of the development of any database at the present time.

Comments received from a resident who is also a professional firefighter for the City of Toronto. Requested that Town attain

Comments were considered within the scope of the Master Fire Plan.

and staff two apparatus in each of the three fire stations to meet the needs of the growing population in Ajax. Requested that a second aerial truck be staffed, or as an interim measure, the current aerial be relocated to Station 2, to be more centrally located. Supports the role AFES plays in medical calls and motor vehicle accidents, and wants this practice to continue. Resident had a personal experience in another community in Durham Region where fire was not dispatched to his medical call, and feels it was a negative experience as a result. Requested that AFES consider providing water rescue services, including a Rescue vehicle and training for staff. OPP currently provide some water rescue. Also, would like to see cost of services charged back to the individuals requiring rescue, if their situation is a result of negligence.

Comments were considered within the scope of the Master Fire Plan.

the corporation of the town of ajax general …

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