05 31 2022 Council Agenda The Township of Oro-Medonte
Special Council Meeting Agenda
ft
o Electronic Meeting
0;Township of Tuesday, May 31, 2022
1:30 p.m. - Open Session
Proud Hcritn,qe,Excrrf kk Funfre Closed Session Immediately following Open
Session
Effective Monday, March 28, 2022, all Township facilities are open to the Public for
Customer Service (all meetings to remain virtual) with safety measures in place
including social distancing and discretionary masks/face coverings.
Residents and business owners are encouraged to continue to utilize online and
telephone services for Township related business; and staff continue to be available
to provide assistance by telephone or email.
Input on agenda items are welcome and encouraged.
The Township of Oro-Medonte has amended its Procedural By-law to allow for
electronic participation at Council meetings during a declared emergency.
Protocols have been established to advise how to participate in the public portions of
these meetings. Please visit the following links for additional information:
• Request for Open Forum or IDS Committee Participation Form
• Protocols for Public Participation Council and IDS Committee
All electronic Council meetings will be streamed live, where possible, on the Township
YouTube Channel. Council Agendas will continue to be published on the Civic Web
Meeting Agendas in advance of the meeting date in accordance with the Township's
Procedural By-law.
The Township of Oro-Medonte is committed to providing and maintaining a working
environment that is based on respect for the dignity and rights of everyone within the
organization and for those individuals visiting our organization.
The Township of Oro-Medonte supports and fosters an environment that is safe,
welcoming and respectful for all residents, visitors, members of Council and staff.
Page
1. Call to Order - Moment of Reflection:
Page 1 of 162
Council Meeting Agenda - May 31 , 2022
The Township of Oro-Medonte acknowledges that we are situated on the
traditional land of the Anishnaabek (A- nish- in- aa- beh) people, and
ancestral territory of the Huron-Wendat. The Anishnaabek include the Odawa
[Oh-DAH-wah], Ojibwe [O-jib-we] and Pottawatomi [boh-tah-WAH-toh-mee]
nations, collectively known as the Three Fires Confederacy. It continues
today as the home for diverse Indigenous Peoples including the historic
Metis Community in Penetanguishene.
The Anishnaabek people continue to have an enduring relationship with this
land, specifically the Chippewas of Rama First Nation, the Chippewa Tri-
Council and the Williams Treaties First Nations. The Huron-Wendat Nation
also continues to pay respect and protect their ancestors and heritage on this
land. We honour the Indigenous history and culture that has thrived for
millennia in this territory and the Treaties that bind us together as partners in
the spirit of a shared sustainable and prosperous future. We are all Treaty
People. Our commitment begins with acknowledging the Truth so that we
can move forward together towards Reconciliation.
2. Adoption of Agenda:
a) Motion to Adopt the Agenda.
3. Disclosure of Pecuniary Interest:
4. Open Forum:
The Open Forum provides an opportunity for the public to provide verbal
comments to Council, in Open Session, on matters scheduled on the current
agenda. Refer to Procedural By-Law No. 2017-165 for additional
information.
5. Reports of Municipal Officers for Action:
4 a) Tamara Obee, Director of Human Resources, POL-HS-2-01-01 re: Health
and Safety Policy Statement.
5 - 8 b) Tamara Obee, Director of Human Resources, POL-HS-2.13 re: Right to
Disconnect from Work Policy.
9 - 161 c) FES2022-2, Hugh Murray, Director, Fire & Emergency Services/Fire Chief re:
New East Oro Fire Hall Construction.
6. Closed Session Items:
a) Motion to go In Closed Session.
b) Motion to Rise and Report.
c) Robin Dunn, CAO re: Solicitor-client privilege (West 1/2 Lot 11, Concession
8).
Page 2 of 162
Council Meeting Agenda - May 31 , 2022
7. Confirmation By-Law:
162 a) 2022-056: Being a by-law to confirm the proceedings of the Special Council
Meeting held on Tuesday, May 31, 2022.
8. Adjournment:
a) Motion to Adjourn.
Page 3 of 162
5.a) Tamara Obee, Director of Human Resources, POL-HS-2-01-01 re: Health...
PO L-H S-2-01-01
Prmid Heritage,Exciting Future
The Corporation of the Township of Oro-Medonte
Health and Safety Policy Statement
The Township of Oro-Medonte is committed to the objective of protecting our employees from
workplace injury or illness and Municipal property and facilities from loss, and to providing a healthy
and safe environment that is free of any form of harassment or violence.
At the Township of Oro-Medonte,we value a supportive and respectful environment,which includes a
healthy and safe work environment that is based on respect for the dignity and rights of everyone in
the organization. We are dedicated to the objective of reducing risk of injury and illness and will
comply with all legislative requirements as they apply to design, operation and maintenance of
facilities and equipment.
The Township of Oro-Medonte, as an employer, through Council, accepts the responsibility for
providing employees with safe and healthy workplaces. Every effort will be made to promote and
provide work environments and attitudes that reduce or eliminate foreseeable hazards,which may
result in personal injuries, illnesses,fire security, losses, and damage to environment and property.
The Chief Administrative Officer and the entire Senior Management Team acknowledge their duties
under the Ontario Occupational Health &Safety Act and its regulations, and accept their respective
responsibility for providing their employees with safe and healthy workplaces.
Supervisors are responsible for providing employees with equipment and materials that protect them
from workplace hazards, as well as providing instructions, training, and/or supervision required to
carry out the work safely. Supervisors will be held accountable for ensuring the employees comply
with the Ontario Occupational Health &Safety Act and its regulations, and also for implementing the
policies, procedures and practices of the workplace.
Every employee must protect their own health and safety and the health and safety of others by
working in compliance with the law and with safe work practices and procedures established by the
Township of Oro-Medonte. Each employee must accept responsibility for bringing to the attention of
supervisors any known workplace hazards, including conditions and practices not in agreement with
this policy.
The Township of Oro-Medonte expects all employees will make a personal commitment to health and
safety as a way of life. It is in the best interest of all to consider health and safety in all our activities,
both on and off the job.
Signed the 315t day of May, 2022.
Mayor Chief Administrative Officer
Director, Operations&Community Services Director, Corporate Services
Chief Financial Officer/Treasurer Director, Human Resources
Director, Fire & Emergency Services Deputy CAO/Director, Development
Services
Director, Environmental Services
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5.b) Tamara Obee, Director of Human Resources, POL-HS-2.13 re: Right to ...
sue.-
T�zvnship of Policy
Proud Heritage, Exciting Future
Department/Section Policy #
Human Resources POL-HR-2.13
Subject Enacted by Council:
Right to Disconnect from Work Policy
Motion #
1. Purpose:
The health and wellbeing of Township of Oro-Medonte employees is of the utmost
importance and the Township encourages and supports employees to prioritize their own
wellbeing. Disconnecting from work is vital for a person Is wellbeing as well as sustaining an
appropriate work-life balance.
The Township recognizes that every employee has the right to, and should, disconnect from
work outside of their normal hours of work unless there is an emergency or agreement to do
so in such incidents as designated and compensated for being on-call, standby or call-in, or
as included in an employee's employment offer/agreement, job description, bona fide
occupational requirement and/or the Collective Agreement.
The Township of Oro-Medonte (Township) has an obligation under Provincial legislation (Bill
27) as an employer that employs 25 or more employees to provide a written policy
addressing the matter of the right to disconnect from work.
2. Scope: N,
This policy applies to all employees of the Township, including full-time, part-time, contract,
casual, and students, although it is primarily intended for employees who can remain
connected to the workplace outside their normal hours of work because of their use and/or
access to their personal and/or Township-issued technology, including through remote work
arrangements.
Volunteer Firefighters due to the inherent nature of their position are exempt from this policy.
3. Definitions:
Disconnecting From Work
Not engaging in work-related communications, including emails, telephone calls, video calls
or the sending or reviewing of other messages, so as to be free from the performance of
work outside the employer's normal hours of work.
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Page 5 of 162
5.b) Tamara Obee, Director of Human Resources, POL-HS-2.13 re: Right to ...
Normal Hours of Work
Include core hours of work for a Department/Division based on operational requirements and
the eccentricities of your position, which may include evenings and weekends as defined in
employment contracts, offers and/or the Collective Agreement.
Scheduled on-call, standby hours and call-ins, as defined in the Collective Agreement and
includes alternative hours of work as agreed to by an employee and their Director\Manager
are considered to be included within normal work.
Emergency
A situation or impending situation that requires timely or immediate attention and/or action.
Unforeseen Circumstance(s)
An unforeseeable incident or occurrence that unless addressed can reasonably lead to an
adverse impact on the Township's services, programs and /or impacts the health and safety
of employees or the community including assisting or fill in at short notice for a colleague.
Bona Fide Occupational Requirement
A standard, rule, or factor that is essential to performing the duties of a particular position
including but not limited to responding to weather events, winter operations, water alarms and
outages.
Work
Executing employment duties and/or responsibilities including but not limited to engaging in
work-related communications, including telephone calls, text messages, emails, and video
calls.
4. Policy:
An employee's ability to disconnect from work depends on the Township's operational needs,
the duties and obligations of the employee's position subject to policy, collective agreement
and employment agreements.
Employees have the right to disconnect from work outside of their normal hours of work. This
applies to employees working core hours or alternative hours. Should an employee have
concerns surrounding their working time or an inability to disconnect from work, it is important
to bring this to the attention of their Manager/Supervisor to resolve any concerns.
Managers/Supervisors will first contact employees who are on-call and/or on standby for
emergencies, weather events, unforeseen circumstances and/or operational requirements,
wherever possible, as outlined in the collective agreement.
Employees may need to be contacted outside of their hours of work if an emergency, weather
event, an unforeseeable circumstance, and/or when operational requirements arise. This
contact will be made through communication methods established between the
Manager/Supervisor and the employee.
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5.b) Tamara Obee, Director of Human Resources, POL-HS-2.13 re: Right to ...
Where a Manager/Supervisor communicates outside an employee's normal hours of work
and no immediate response is required, reasonable response times shall be respected which
may include their next scheduled hours of work where applicable. All employees should be
mindful when sending work-related emails, texts, and telephone calls recognizing an
employee's normal hours of work.
There may be situations where employees voluntarily wish to communicate with another
employee for work-related purposes outside of their normal hours of work. In these
situations, the employees would not be in contravention of this policy.
Employees should use communication methods such as out-of-office alerts, voice messages
and calendar settings to indicate their hours of work. Employees are encouraged to use other
technologies, such as `delayed send' emails, where their hours of work may not coincide with
a colleague's hours of work.
Employees who are excessively contacted, while exercising their right to disconnect from
work, are encouraged to discuss the matter with their Manager/Supervisor or Department
Director/Human Resources.
This policy does not afford employees a "right to disconnect" from the obligations of their
position or their requirements under the collective agreement beyond what is established
within this policy.
5. Responsibilities:
To build a culture where employees feel supported to disconnect from work outside of their
normal hours of work, it is important to recognize that everyone has obligations, and a joint
approach is required as outlined below:
Directors/Managers/Supervisors
• Respecting an employee's right to disconnect from work by not routinely emailing or
calling outside the normal hours of work, except in the event of an emergency,
weather event, an unforeseen circumstance and/or when operational requirements
require contact through communication methods established with the employee
directly or in accordance with the collective agreement.
• Following on-call, standby and call in processes, where applicable, for emergencies,
weather events, unforeseen circumstances and/or operational requirements.
• Where on-call, standby and call in employees are not available, establishing
appropriate communication methods with employees for emergencies weather events,
unforeseen circumstances and/or operational requirements.
• Not penalizing an employee for acting in compliance with this policy.
• Role modelling appropriate disconnect behaviours after their own normal hours of
work finish for the workday.
• Scheduling and using allotted annual vacation entitlements.
• Activating out of office notifications when away for an extended period that indicates
the start and end date of the leave period and who to contact if appropriate.
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5.b) Tamara Obee, Director of Human Resources, POL-HS-2.13 re: Right to ...
Employees
• Reading and acknowledge the policy.
• Performing the required daily and weekly hours of work as specified for their position
which includes any on-call, standby and call in requirements of their role in accordance
with the provisions of on-call, standby or call-in or as included in an employee's
employment offer/agreement, job description, bona fide occupational requirement
and/or the Collective Agreement.
• Scheduling and using allotted annual vacation entitlements.
• Discussing with their Manager/Supervisor if being contacted repeatedly while
exercising their right to disconnect from work.
• Activating out of office notifications when away for an extended period that indicates
the start and end date of the leave period and who to contact.
Human Resources
• Provide a copy of the written policy to each employee within 30 days of preparing or
amending this policy.
• Provide a copy of the written policy to every new employee within thirty calendar days
of the employee commencing employment.
• Retain a copy of this and any revised version of this Policy for three years after it
ceases to be in effect.
• Ensure that Managers/Supervisors and employees are aware of, and comply with,
related legislation in all jurisdictions such as the Employment Standards Act, 2000
and applicable collective agreements.
• Create and maintain a procedure outlining and managing expectations within the
context of this policy.
• Support problem solving where challenges are experienced in disconnecting from
work.
6. Compliance ,
In accordance with the Township policies, collective agreements and applicable legislation
and policies, Managers/Supervisors, Directors and the Human Resources Department will
collaboratively work with employees to resolve issues related to disconnecting from work to
ensure all employees experience an appropriate work-life balance.
It shall be the responsibility of all employees of the Township of Oro-Medonte to
ensure that they are aware of this policy by completing POL-HR-1.01-Form 1.
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5.c) FES2022-2, Hugh Murray, Director, Fire & Emergency Services/Fire Ch...
lownship of
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Report
Proud Heritage, Exciting Future
Report No. To: Prepared By:
FES 2022 - 02 Council Hugh Murray
Meeting Date: Subject: Motion #
May 31, 2022
New East Oro Fire Hall
Roll #: Construction R.M.S. File #:
Recommendation(s): Requires Action For Information Only
It is recommended:
1. That Report No. FES2022-02 be received and adopted.
2. That the Mayor and Clerk be authorized to sign the Contract with Domm
Construction Ltd. for the construction of the New East Oro Fire Hall.
3. And that the successful and unsuccessful Proponents be notified of Council's
decision, under the Director, Fire & Emergency Services' signature.
Background:
In February of 2014, the Council of the day received the Township of Oro-Medonte
Master Fire Plan. This document was authored by an independent Consultant in
consultation with Council, Fire & Emergency Services Staff, and the community. The
final approved Master Fire Plan is the guiding document for the Township's Fire &
Emergency Services Department for the long term development and capital
infrastructure needs. A number of recommendations were made in the document and
staff have worked on fulfilling these recommendations through direction of Council and
within the allocated annual Capital and Operational Budgets.
In late 2018, Fire & Emergency began a review of the existing Master Fire Plan (2014).
In February of 2021 , staff brought forward the 2020 Master Fire Plan Review which
updated the approved 2014 report. The 2020 Master Fire Plan review provided Council
with an updated plan which was endorsed as the updated guiding document for the
Department. The report highlighted the implementation and accomplishments of a
number of recommendations that had been identified in the 2014 document.
The 2020 Master Fire Plan Review took into consideration a number of factors including
the recent and future planned residential growth, increase and changes in demands for
Fire & Emergency Services Department May 31, 2022
Report No. FES 2022 -02 Page 1 of 5
Page 9 of 162
5.c) FES2022-2, Hugh Murray, Director, Fire & Emergency Services/Fire Ch...
services, and a focus on improved health and safety and human resources practices for
the Volunteer Firefighters. The development of the Master Fire Plan Review was a
significant undertaking by Staff in data collection, research and review of current
practices and standards.
Based on the data collection and the recommendations made by the consultants, it was
recommended in the 202 Master Fire review that a new more modern facility be built
combining Stations 2 & 4 in a more central location (East Oro) that would serve the
community for years to come. This is consistent with the implementation of the Master
Plan recommendations and successful construction of the new Station #1 facility.
Further the 2014 and 2020 Plans also identified building a training facility to serve the
needs of the department which was to be part of an expansion at Station 3
Headquarters due to the growth in the area.
Staff had also updated Council of the potential closing of the Ontario Fire College which
would have a negative impact on our training knowing that mandatory firefighter
certification was anticipated.
Since those discussions, the Ontario Fire College has closed and mandatory NFPA
Firefighter Certification comes into effect July 1 , 2022. While fire departments have four
years to complete certification this is a significant undertaking for our department.
There are a number of Regional Training Centre's across the Province, however the
ability and costs to send firefighters to Regional Training Centre's is prohibitive and
does not provide the flexibility needed for a volunteer service.
When and if courses become available it would require our members to take vacation
time to attend such courses and there would be additional costs to the Township for
travel, food and accommodations, on top of firefighter wages. Courses have traditionally
cost $65.00 at the Ontario Fire College; while courses at Regional Training Centres can
range from $325 - $ 1,200 depending on the course.
The Township having its our own training centre will allow us to offer many of those
courses in house on evenings and weekends providing the flexibility needed for our
volunteers. Staff will work with the Ontario Fire College to enter into learning contracts
in order to provide the NFPA training required. Staff will also work with other
departments to help offset those cost by having them participate where it makes sense.
The training grounds would also be utilized during regular training nights with training
props housed at the facility to provide realistic training scenarios. Staff will investigate
working with other departments that may see a benefit in using the facilities which could
offset some costs.
This new training facility has been planned to serve our community for the next 30
years. In planning for this, the proposed facility has space for growth in the future. The
facility will house the fire apparatus, have meeting rooms and office space, a large
training room, sleeping quarters, a fitness area for firefighters and facilities for cleaning
and maintenance of fire gear.
Fire & Emergency Services Department May 31, 2022
Report No. FES 2022 -02 Page 2 of 5
Page 10 of 162
5.c) FES2022-2, Hugh Murray, Director, Fire & Emergency Services/Fire Ch...
One feature that we have incorporated is a small fire department museum where not
only items from the two merging stations can be displayed, but items from all of the
department which includes items from both the former Oro and Medonte Fire
Departments can be displayed. Many pieces of old equipment photos and even a hand
drawn pumper which was restored and donated to Hawkestone Station can be
displayed.
This would help preserve the history of the two departments and the amalgamated
department which is already 28 years old.
After acceptance of the 2020 Master Fire Plan Review, Council had directed staff to
proceed with acquiring land for a new station in the East Oro area as recommended. A
property was identified and negotiations occurred with the property owner for the
purchase of 4.5 acres. The agreement for the purchase was approved by Council and
the land acquisition was finalized in the fall of 2021.
In the approved 2021 / 2022 budget, the need for the new station, an expansion at Fire
HQ and a training ground had been identified and funds were allocated in the capital
budget. During the budget discussions, direction was provided to staff to consider
whether the training ground could be a part of the proposed new station in East Oro and
the HQ expansion was placed on hold for the time being while this was looked into.
Staff took into consideration those discussions and planned for the training facility to be
a part of the new East Oro facility.
Since the land acquisition in the fall, staff have been working with Cambium Engineering
and Jones Consulting in the development of a site plan for the new East Oro facility.
Staff had also engaged Dawley Engineering for the conceptual design of the fire hall in
preparation for the RFP.
On April 8, 2022 an RFP was issued for the new East Oro facility which included the
required training grounds. The RFP was listed on the Township website and posted on
Biddingo requesting proposals for the design build of a new fire hall and training facility.
The request for proposal was extend by a week and closed May 6, 2022 with two (2)
proposals being received prior to the closing.
Analysis:
The results from 2022 FES RFP -01 were as follows:
Domm Construction Ltd. 1 $4,481 ,000.00
Bradanick Construction Services Inc. $ 5,756,700.00
Both proposals do not include taxes or any contingencies.
Fire & Emergency Services Department May 31, 2022
Report No. FES 2022 -02 Page 3 of 5
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5.c) FES2022-2, Hugh Murray, Director, Fire & Emergency Services/Fire Ch...
Staff and the project consultant from Jones Consulting have reviewed both proposals.
The proposals each have significant site works required, Township staff and our
consultant from Jones Consulting are reviewing ways to further reduce or modify some
of the site works to bring down the overall cost of the project.
The staff recommendation to Council is to award the East Oro Fire Hall project to Domm
Construction Ltd. as the lowest bidder to a maximum upset limit of $ 4,200,000.00 which
includes a 10% contingency. Further that staff be authorized to enter into negotiations
with Domm Construction Ltd. to further refine the proposal and enter into a contract for
the construction of the East Oro Fire Hall project in whole or in part.
Financial / Legal Implications / Risk Management:
The capital budget approved in 2021 for the construction of the new fire station was
$2,200,000.00
The capital budget approved in 2021 for the expansion and training centre at Fire HQ
was $1,200,000.00
These numbers were also included in the 2022 budget re-calibration approved by
Council on March 23, 2022.
The 2021 approved budget removed capital costs in the amount of $ 1,000,000.00 for
the replacement of two fire apparatus on the basis of Council's support for the new fire
hall construction project. Additionally the 2020 Fire Master Plan identified that repairs
and upgrades to the two existing fire halls would be have been required should the new
fire hall construction not proceed. Given the escalation of costs for projects and
materials these values would be significantly higher today.
Funding of the capitals cost for the new East Oro facility and training ground was
through a combination of transfer from Facility Reserves, Development Charges, and
Proceeds from Sale of Lands.
With the significant increase in costs related to many factors there is a budget shortfall
for the project that will require the re-appropriation of the capital funding approved for
Fire HQ and additional funds to be allocated from reserves in order to fund the project.
This shortfall is estimated to be in the $ 1 ,000,000.000 range, but is subject to the
further negotiations. The Fire HQ addition will be brought forward for further
consideration in the 2023-2024 budget process.
In discussions with the Acting Treasurer, an additional $ 150,000 can be allocated
towards the project from the Facility Reserve. The balance of the shortfall will be
apportioned from the positive 2021 Budget Variance that has been allocated to the
Budget Contingency Reserve. The approved 2021-2022 budget reflects $ 600,000
Fire & Emergency Services Department May 31, 2022
Report No. FES 2022 -02 Page 4 of 5
Page 12 of 162
5.c) FES2022-2, Hugh Murray, Director, Fire & Emergency Services/Fire Ch...
towards the project through proceeds for the sale of lands; this is a future
reimbursement to the reserves and depending on the timing could reflect a higher value.
Staff and the Township's engineering consultant will continue to review the project
design and negotiate with Domm Construction Ltd. to further refine the project scope
and further reduce overall costs where possible.
Policies/Legislation:
None
Corporate Strategic Goals:
Prepare for Our Future
Foster Safe and Inclusive Community Living & Business Growth
Modernize Township Services
Consultations:
Robin Dunn, CAO
Andria Leigh Deputy CAO/Director Development Services
Derek Hnatiuk, Acting Treasurer
David Saunders, Manger Development Engineering
Jamie MacNeil Deputy Fire Chief Operations
Jones Consulting
Cambium Consulting & Engineering
Fire Protection Survey Services
Attachments:
Report No. FES 2021 — 01 Master Fire Plan Review
Conclusion:
It is recommended that Staff Report FES 2022-02 be received and adopted allowing for
the East Oro Fire Hall Construction Project to proceed. That RFP FES 2022-01 be
awarded to Domm Construction Ltd. for a maximum amount of $ 4,200,000.00 and
further that staff be authorized to negotiate a contract as outlined in this report. That the
Mayor and Clerk be authorized to execute the necessary contract and that staff report
back to Council through the Corporate Project Status Reports.
Respectfully submitted:
Hugh Murray, Director Fire & Emergency Services Fire Chief
Approvals: Date
Robin Dunn, CAO May 27, 2022
Fire & Emergency Services Department May 31, 2022
Report No. FES 2022 -02 Page 5 of 5
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50 of EES120242,1 HdgglfMuopyQDiietdprFFriy6&8EE%ggeoSCySger�dee�FFriyEM...
Township 0
Report
epo t
Proud )Heritage, Exciting Future
Report No. To: Prepared by:
FES 2021-01 Council Hugh Murray, Director,
Fire & Emergency
Services/Fire Chief
Meeting Date: Subject: Motion #
February 10, 2021 Master Fire Plan Review (2020)
Roll #: R.M.S. File #:
Recommendation(s): Requires Action For Information Only
It is recommended:
1. That Report No. FES2021-01 be received.
2. That the recommendations contained within the Master Fire Plan Review (2020) be
supported in principal.
3. And That the Director, Fire & Emergency Services/Fire Chief bring forward the
recommendations as implementation is needed.
Background:
In 2014, Brad Bigrigg, a consultant in the field of Fire & Emergency Services, with
assistance from Fire & Emergency Staff, wrote the Master Fire Plan (2014).
Since the endorsement of the 2014 Plan by Council, FES has implemented most of the
recommendations. Some of the highlights include:
■ Replacing Station 1 with a new, modern, safe facility in 2019/2020-1
■ A training room was built for Station 5;
■ Various By-Laws were updated;
■ Job descriptions were updated;
■ Increased training for Firefighters and Staff appointed to Emergency Management
functions;
■ Improvements to the Fleet Management Program;
■ Agreements with other agencies were continued.
Fire & Emergency Services February 10, 2021
Report No. FES 2021 -01 Page 1 of 4
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Analysis:
In late 2018, Fire & Emergency began a review of the existing Master Fire Plan (2014).
The Review takes into consideration the recent and future planned residential growth,
increase and changes in demands for services, and a focus on improved health and safety
and human resources practices for the Volunteer Firefighters. The development of the
Master Fire Plan Review has been a significant undertaking by Staff in data collection,
research and review of current practices and standards.
To ensure that the Master Fire Plan Review (2020) is consistent with industry standards
and will support OMFES' various accreditations, Staff engaged the services of Michael
McKenna, Fire Protection Survey Services to assist in the with drafting of the
recommendations based on the data collected. Fire Protection Survey Services has
worked with OMFES on multiple projects over the years and had provided consultation on
some of the recommendations considered by previous Councils, and now contained in the
Master Fire Plan Review.
The recommendations fall in the categories of:
■ Administration
■ Communications
■ Fleet Maintenance
■ Fire Prevention and Public Education
■ Training
■ Fire Response Areas
■ Facilities
■ Fleet procurement and Replacement
■ Emergency Response Issues
■ Information Technology
Recommendations under the discretion of the Director, Fire & Emergency Services/Fire
Chief will continue to be implemented through objectives assigned to Staff. Any
recommendations contained in the Master Fire Plan Review (2020) requiring Council
consideration will be brought forward with a detailed Project and Financial Plan.
Financial / Legal Implications / Risk Management:
Recommendations will be implemented in the Operations and Capital Budgets in the years
they are planned to be implemented.
Policies/Legislation:
Fire Protection and Prevention Act, 1997
By-Law No. 2020-082 Establish and Regulate a Fire Department
Fire & Emergency Services February 10, 2021
Report No. FES 2021 -01 Page 2 of 4
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Corporate Strategic Goals:
Continuous Improvement & Fiscal Responsibility
Enhanced Communications & Customer Service
Inclusive, Healthy Community
Consultations:
Michael McKenna, Fire Protection Survey Services
Donny Adamson, Deputy Fire Chief
Melanie Brown, Fire Prevention Officer
Marie Brissette, Coordinator, Special Projects
Robin Dunn, CAO
Andria Leigh, Director, Development Services
Tamara Obee, Manger Human Resources, Health & Safety
Attachments:
Master Fire Plan Review PowerPoint Overview
Master Fire Plan Review
Appendix A— Master Fire Plan (2014)
Appendix B — Fire Prevention Materials
Appendix C — 20 Year Fleet Replacement Projection
Appendix D — Letter from Michael McKenna, Fire Protection Survey Services
Appendix E — Confidential Human Resources and Health and Safety
Fire & Emergency Services February 10, 2021
Report No. FES 2021 -01 Page 3 of 4
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Conclusion:
The recommendations contained within the Master Fire Plan Review (2020) be supported
in principal by Council. Upon planned implementation of the recommendations, the
Director, Fire & Emergency Services/Fire Chief will bring forward a detailed project and
financial plan for Council's consideration.
Respectfully submitted:
Hugh Murray,
Director Fire & Emergency Services /Fire Chief
Approvals: Date:
Robin Dunn, CAO February 4, 2021
Fire & Emergency Services February 10, 2021
Report No. FES 2021 -01 Page 4 of 4
Page 62 of 262
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• Fire Protection and Prevention Act, 1997
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Bylaw
• Mutual Aid Agreements
• Automatic Aid Agreements
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• 7 pumpers
• 2 rescue trucks
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• Firefighter's inability to attend courses
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• Cost of training will be significantly higher**
• NFPA Standards for firefighters that are expected to be reintroduced in
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• Fire station access — apparatus access (on board tablets)
• Firefighter ResponderApp. (IAMRESPONDING)
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• New legislation
• OH&SA - Section 21 guidelines
• SOP/SOG - review and development
• PHSHA audit
• OH&SA /MOL - Cancer prevention requirements
• Firefighter/Officer Training — how and where
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• Rotation of apparatus to better utilize equipment
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Master Fire Plan Review ( 2020
Township of Oro-Medonte
Fire & Emergency Services
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Table of Contents
1. Executive Summary ......................................................................................................
1 .1 Introduction .............................................................................................................
1 .2 Community Risk Assessment .................................................................................
2. Legislation and By-Laws ...............................................................................................
2.1 Fire Prevention and Protection Act .........................................................................
2.2 Office of the Fire Marshal........................................................................................
2.3 Occupational Health and Safety Act .......................................................................
2.4 Municipal By-Laws ................................................................................................
3. Master Fire Plan (2014).................................................................................................
3.1 Overview.................................................................................................................
3.2 Recommendations Implemented ............................................................................
3.3 Recommendations Outstanding..............................................................................
4. Master Fire Plan Review (2020) Strategies and Principles ...........................................
5. Department Administration............................................................................................
5.1 Organization Chart ................................................................................................
5.2 Staff .......................................................................................................................
5.3 Service Delivery ......................................................................................................
5.4 Volunteer Firefighters..............................................................................................
5.5 Master Fire Plan (2014) Performance Measures ....................................................
6. Department Services.....................................................................................................
6.1 Departmental Policies, Standard Operating Procedures and Standing Operating
Guidelines...............................................................................................................
6.2 Departmental Communication.................................................................................
6.3 Internal Department Communication.......................................................................
6.4 Records Management.............................................................................................
6.5 Fire Prevention & Public Education ........................................................................
6.5.1 Implementation of Public Education and Prevention......................................
6.5.2 Fire Safety Standards and Enforcement .......................................................
6.5.3 Distribution of Public Education Information ..................................................
6.5.4 Additional Paraphernalia................................................................................
6.5.5 Performance Measure ...................................................................................
6.6 Department Services — Emergency Response .......................................................
6.7 Equipment & Stations..............................................................................................
6.7.1 Station 1 ........................................................................................................
6.7.2 Station 2 ........................................................................................................
6.7.3 Station 3 ........................................................................................................
6.7.4 Station 4 ........................................................................................................
6.7.5 Station 5 ........................................................................................................
6.7.6 Station 6 ........................................................................................................
6.8 Considerations for Capital Infrastructures...............................................................
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7. Response Numbers and Areas for All Stations .............................................................
7.1 Calls for Service......................................................................................................
7.2 Industry Standard....................................................................................................
8. Emergency Management ..............................................................................................
9. Mutual Aid, Automatic Aid and Tiered Medical Agreements .........................................
10. Dispatch and Communication Services.......................................................................
11. Human Resources and Health & Safety......................................................................
12. Summary of 2020 Master Fire Plan Recommendations..............................................
Appendix A — Master Fire Plan (2014)
Appendix B — Fire Prevention Materials
Appendix C — 20 Year Fleet Replacement Projection
Appendix D — Letter from Michael McKenna, Fire Protection Survey Services
Appendix E — Confidential Human Resources and Health and Safety
3 Page 38 of 262
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1. Executive Summary
As Oro-Medonte Fire & Emergency Services (OMFES) continues to provide services in
compliance with the Fire Protection and Prevention Act and the Occupational Health &
Safety Act, the Department will face new challenges over the coming years.
The Master Fire Plan Review (2020) is designed to provide a refresh of the current
Master Fire Plan (2014) ("MFP") —Appendix A. This MFPR updates the current
demands for services and need for responsive infrastructure in light of population
growth and anticipated legislative changes. With this information, OMFES will be in a
position to provide a strategic approach in preparing and recommending the appropriate
allocations in resources to Council to continue to provide exceptional services in the
areas of Fire Prevention and Education, Fire Suppression, Financial Management and
Human Resources.
In order to draft updated recommendations, the Director, Fire & Emergency
Services/Fire Chief, Deputy Fire Chief, Fire Prevention Officer and Coordinator, Special
Projects conducted an updated inventory of facilities, fleet, equipment and resources in
order to assess the changing demographic needs and population growth.
The Director, Fire & Emergency Services/Fire Chief will be tasked with monitoring the
implementation of the Master Fire Plan and conducting subsequent Reviews, and
documenting the necessary adjustments and alternatives in service delivery based on
the recommendations approved by Council.
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1.1 Introduction
The Master Fire Plan is designed to guide the management and long-term planning for
Oro-Medonte Fire & Emergency Department ("OMFES"). Some of OMFES'
responsibilities include:
■ Fire Suppression;
■ Fire Prevention and Public Education;
■ Investigations;
■ Inspections;
■ Medical Response;
■ Ice / Water Rescue; and
■ Hazardous Material Response.
The list in its entirety is outlined in the Establishing and Regulating By-Law.
These responsibilities are managed by:
■ The Director, Fire & Emergency Services/Fire Chief, Deputy Fire Chief, Assistant
Deputy Fire Chief, Division Chief of Training, and Fire Prevention Officer;
■ 6 Fire Stations, with Fire Headquarters as part of Station 3;
■ Approximately 130 Volunteer Firefighters; and
■ Approximately $7.2 million dollars in fleet and equipment.
Those resources are used to serve a community of 21,036* permanent residents
(*Statistics Canada 2016 census). The Township of Oro-Medonte also hosts 7 schools
with an 8t" in development, large scale event grounds, agricultural operations, home
based and industrial businesses, over the 585 square kilometers span. In addition, the
Township of Oro-Medonte has four major corridors of Highways (11, 12, 93 and 400),
designated heavy truck routes, airport traffic at the Lake Simcoe Regional Airport which
accommodates overflow from the Pearson National Airport, and a portion of the
mainline for the Canadian Pacific Railway which transports hazardous materials.
Oro-Medonte is a growing community and Provincial projections indicate that the
Township is expected to grow to 27,000 residents (a further 34% or nearly 7,000
residents) by 2031. The Township is highly promoted as a tourist and recreational
destination.
OMFES responds to numerous emergencies including fire, rescue and emergency
medical calls, recognizing a consistent trend over the last five years. OMFES call
response over the last five years averaging a total of 540 annually for all 6 stations.
The development of the Master Fire Plan Review (2020) ("MFPR") sets forth the
strategies identified by the Oro-Medonte Fire & Emergency Services after assessing the
growing needs of the Township, and developing the long term fire protection model for
the community. In accordance with the model provided by the Office of the Fire
Marshal, Ontario (OFM), the MFPR is guided by the FPPA addressing the Three Lines
of Defence:
Line one: Public fire safety education
Line two: Fire safety standards and enforcement
Line three: Emergency response.
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1.2 Community Risk Assessment
The Oro-Medonte Fire & Emergency Services Department has completed a Community
Risk Assessment in order to identify the risks, assess the levels of risk, and their
probability in order to make recommendations to Council on the appropriate level of
services and programs to provide.
According to the Office of the Fire Marshal Ontario's Community Risk Assessment
Guideline, "risk" is defined as:
"a measure of the probability and consequence of an adverse effect to health, property,
organization, environment, or community as a result of an event, activity or operation.
By identifying all fire and life safety risks in their community and prioritizing them based
on the probability of them occurring and the impact they would have if they occurred,
fire Departments are able to determine which risks to address and how best to address
them. Risk assessments allow fire Departments to ensure their levels of service,
programs and activities for public fire safety education, Fire Code inspections and
enforcement, and emergency response directly address the identified risks and are
most effective at preventing and mitigating them."
When creating a Community Risk Assessment, the following factors are evaluated:
■ Geographic Profile: physical features of the community, including the nature and
placement of features such as highways, waterways, railways, canyons, bridges,
landforms, and wildland-urban interfaces;
■ Building Stock Profile: types, numbers, uses, and ages of the various buildings
within the community;
■ Critical Infrastructure Profile: facilities or services that contribute to the
interconnected networks, services, and systems that meet vital human needs, sustain
the economy, and protect public safety and security (i.e. electricity distribution, water
distribution, telecommunications, hospitals, and airports);
■ Demographic Profile: composition of the community's population considering such
factors as population size and dispersion, age, gender, cultural background, level of
education, socio-economic make-up, and transient population;
■ Hazard Profile: natural hazards, hazards caused by humans, technological hazards,
and biohazards. This may include but not be limited to hazardous materials spills,
floods, freezing rain/ice storms, forest fires, hurricanes, tornadoes, transportation
emergencies (i.e. air, rail or road), snow storms, windstorms, extreme temperature,
cyber-attacks, human health emergencies, and energy supply (i.e. pipelines, storage
and terminal facilities, electricity, natural gas and oil facilities, etc.);
■ Public Safety Response Profile: agencies and organizations in the community (i.e.
police, EMS, rescue);
■ Community Services Profile: community agencies, organizations or associations
that can provide services that support the fire Department;
■ Economic Profile: economic sectors affecting the community that are critical to its
financial sustainability; and
■ Past Loss and Event History Profile: the community's past emergency response
experience, including the number and types of emergency responses, injuries,
deaths, and dollar losses and a comparison of the community's fire loss statistics with
provincial fire loss statistics.
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Highlights from the Simplified Risk Assessments dated July 2019 & 2020, include:
Demographic Profile
Ages of # %
Population 2011 2016 2011 2016
0-14 3,285 3,200 16.36% 15.21%
15-64 15,015 13,850 67.86% 65.840X
65+ 3,160 3,980 15.73% 18.92%
Total 20,075 21 ,036
*Vulnerable groups (0-14 and 65+) amount to 34.13% of the population
*People with disabilities are of all ages
*Population growth is at 4.79% versus the national average of 5.9%
Identified Applicable Occupancies
Type #
Facilities for persons with dependency of assistance 4
and/or mobility
Day care/nursery school facilities
Residential communities for citizens 65+ in an 2
independent lifestyle
Persons 0-14 that reside in private dwellings 2,580
Persons 65+ that reside in private households 2,420
Occupied private dwellings 7,990
Single detached homes 7,725
Apartment buildings 5 or more stores 5
Other attached dwellings 255
Semi-detached houses 20
Row houses 20
Apartment/duplex 70
Apartment buildings fewer than 5 stores 125
Single attached house (other) 20
Moveable dwellings 10
*average household size 2.6
Other Applicable Occupancies
Type #
Seasonal campgrounds 5
Seasonal entertainment park 1
Ski resorts 3
Hotels 2
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Demographic Profile Considerations for Service Delivery:
■ Languages spoken by Township residents include: English (92.5%), French (1.29%),
German (1.7%), Italian (.6%), Dutch (.6%), Polish (0.4%), Ukrainian (.3%);
■ Population density is at 34.2 persons per square kilometer;
■ Increase in private dwellings from 2011 to 2015 was 3.9%.
Demographic Profile Concerns for Service Delivery:
■ Access to locations by way of roads that are not aligned, not allowing Concessions
and Lines to be traveled through to the next Concession or Line;
■ Highway overpasses generally at odd numbered lines;
■ Railway tracks with passing trains can cause delays;
■ Weather elements pose additional concerns on hills and valleys;
■ Water resources such as hydrants, cisterns, ponds and lakes are inconsistent;
■ Businesses are not obligated to register with the Township, leaving their locations
unknown;
■ Seasonal occupancies fluctuate;
■ Campgrounds with fire pits near propane sources; Information regarding site
numbers unavailable;
■ Limited access to marinas with fuel load and fuel storage;
■ High traffic on major highways due to seasonal, commuters and event attendees;
■ Open air burning.
Building Stock Profile
Occupancy Classification # of Occupants
Group A Assembly 44
Group B Detention Occupancies 0
Care and Treatment / Care 4
Group C Total Private Dwellings 9,013
Private Dwellings occupied by usual residents 7,989
Single-Detached House 7,725
Multi-Unit Residential 90
Hotel / Motel 125
Mobile Homes and Trailers 392
Other 2
Groups D Business and Personal Service / Mercantile 633
& E
Group F Industrial 252
Other Occupancies not classified in OBC such as farm 1,050
buildings
Total: 1 11,605
Building Stock Profile Concerns:
■ Of the largest businesses in the County of Simcoe, three are in the Township
(Horseshoe Valley Resort, Wolf Steel / Napoleon Appliance, Carriage Hills Resort —
`currently on the real-estate market, not occupied and operating with minimal
staffing');
■ Other businesses that could pose a high risk (Airport, non-registered businesses)
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Possible Fire Cause for Structure Fires
Incident Type 2016 2017 2018 2019
Arson 0 0 1 0
Design / Construction / 1 3 1 2
Maintenance Deficiencies
Misuse of Ignition Source / 1 4 2 4
Material First Ignited
Mechanical / Electrical Failure 7 4 5 3
Other— Unintentional 4 3 5 18
Undetermined 9 9 10 6
Total: 1 22 1 23 1 24 1 33
Incident Type 2016 2017 2018 2019
Cooking Equipment 2 1 3 4
Electrical Distribution 7 9 8 3
Equipment
Heating Equipment, 2 4 3 2
Chimney, etc
Lighting Equipment 0 0 0 1
Open Flame Tools, Smoker's 1 3 2 4
Articles
Other Electrical Mechanical 0 1 0 0
Total: 12 18 16 14
Fire Related Deaths and Injuries
Occupancy 2016 2017 2018 2019
Classification Death Injury Death I Injury Death Injury Death Injury
Group Assembly 0 0 0 0 0 0 0 0
A
Group Detention 0 0 0 0 0 0 0 0
B
Group Residential 1 0 0 2 0 2 2 6
C
Groups Business 0 0 0 0 0 0 0 0
D & E and
Personal
Services /
Mercantile
Group Industrial 0 0 0 0 0 0 0 0
F
Mobile Homes and 0 0 0 0 0 0 0 0
Trailers
Other 2 0 0 0 2 1 0 3
Total Deaths and 3 0 0 2 2 3 2 9
Injuries
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2. Legislation and By-Laws
2.1 Fire Prevention and Protection Act, 1997 S.O. 1997
The Fire Prevention and Protection Act (FPPA) defines "fire protection services" as
including:
1.
(a) fire suppression, fire prevention and fire safety education,
(b) mitigation and prevention of the risk created by the presence of unsafe levels of
carbon monoxide and safety education related to the presence of those levels,
(c) rescue and emergency services,
(d) communication in respect of anything described in clauses (a) to (c),
(e) training of persons involved in providing anything described in clauses (a) to (d),
and
(f) the delivery of any service described in clauses (a) to (e).
The Act identifies Municipal responsibilities as:
2. (1) Every municipality shall,
(a) establish a program in the municipality which must include public education with
respect to fire safety and certain components of fire prevention; and
(b) provide such other fire protection services as it determines may be necessary in
accordance with its needs and circumstances.
Methods of providing services
(2) In discharging its responsibilities under subsection (1), a municipality shall,
(a) appoint a community fire safety officer or a community fire safety team; or
(b) establish a fire Department.
Services to be provided
(3) In determining the form and content of the program that it must offer under clause 2.
(1) (a) and the other fire protection services that if may offer under clause 2. (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 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 section (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
(3) A Fire Chief is the person who is ultimately responsible to Council of a municipality
that appointed him or her for the delivery of fire protection services.
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Fire Marshal
Powers of Fire Marshal
(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;
(e) to co-operate with any body or person interested in developing and promoting the
principles and practices of fire protection services.
2.2 Office of the Fire Marshal, Ontario
The Office of the Fire Marshal (OFM) assists municipalities with the interpretation and
enforcement of the FPPA, and provides resources for the development of training
programs and evaluation systems.
The OFM also reviews whether municipalities are meeting the minimum requirements of
their Community Fire Safety Program, which includes:
■ A smoke alarm program with home escape planning;
■ The distribution of fire safety education material to residents;
■ Inspection upon complaint or request including enforcement; and
■ A simplified risk assessment.
2.3 Occupational Health and Safety Act, R.S.O. 1990
The Occupational Health and Safety Act (OHSA) requires every employer to "take every
precaution reasonable in the circumstances for the protection of the worker."
The OHSA identifies the "Ontario Fire Services Section 21 Advisory Committee" as the
liaison to the Ministry of Labour. Roles and responsibilities of the Committee include
guidance notes to address Firefighter specific safety issues.
Where 20 or more workers are regularly employed at a workplace, the Act also requires
a Joint Health and Safety Committee (JHSC).
2.4 Municipal By-Laws
The Fire Prevention and Protection Act (FPPA) permits Council to establish, maintain
and operate a Fire Department, as well as determine the level of service the
Department will provide. As such, the Council for the Township of Oro-Medonte enacted
a By-Law which was revised in 2020, being By-Law No. 2020-082.
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In order to maintain the expected service level, OMFES has entered into various types
of Agreements with the County of Simcoe, the City of Barrie, the City of Orillia and the
Township of Springwater for supportive services:
■ By-Law No. 2019-069: Being a By-Law to execute the Wildland Firefighting
Agreement between The Corporation of the Township of Oro-Medonte and The
Corporation of the County of Simcoe;
■ By-Law No. 2018-018: A By-law to Authorize An Automatic Aid Agreement with the
City of Orillia;
■ By-Law No. 2018-017: A By-law to Authorize A Fire Protection Agreement with the
Township of Springwater;
■ By-Law No. 2017-139: A By-law to Authorize the Execution of a Memorandum of
Understanding (MOU) between The Township of Oro-Medonte, The County of
Simcoe, Participating Communities, and The City of Barrie.
■ By-Law No. 2016-164: Being a By-Law to Authorize the Execution of an
Emergency Social Services Agreement;
■ By-Law No. 2016-163: Being a By-Law to Authorize the Execution of a
Regional Mutual Assistance Agreement.
OMFES also operates under the authority of other By-Laws in order to provide services,
enforcement and collection of fees:
■ By-Law No. 2019-046: Being a By-Law to regulate the setting of open air fires,
including the establishing the times during which open fires may occur (Open Air
Burning By-Law);
■ By-Law No. 2015-201 : Being a By-law to Authorize the Execution of an Agreement
for Fire Dispatch Services between the Township of Oro-Medonte and the City of
Orillia;
■ By-Law No. 2012-217: A By-law to Adopt an Emergency Plan;
■ By-law No. 2020-083: A By-law to Adopt an Emergency Management Program and
to meet other Requirements under the Emergency Management and Civil Protection
Act;
■ By-Law No. 2018-044: Fees and Charges.
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3. Master Fire Plan (2014) (currently in effect)
3.1 Overview
In 2014, the Township of Oro-Medonte retained Master Fire Plan Consultant Brad
Bigrigg to assist the Director, Fire & Emergency Services/Fire Chief in the completion of
a Consultative Review of Municipal Fire Protection / Master Fire Plan 2014. This Plan
continues to be in effect today and as noted above, this 2020 document is an update to
this previous Plan.
The fundamental principles of the Master Fire Plan (2014) are:
■ A primary focus on public education and preventative measures as the most effective
means to protect the community;
■ Implementing measures to support the crucial role of the volunteers by reducing the
impact of calls for service;
■ Monitor trends in service demands in order to maintain an effective service delivery
model and efficient allocation of resources.
The MFP resulted in various recommendations, and continues to influence OMFES'
yearly Departmental objectives and budget.
3.2 Recommendations Implemented
Administration
■ OMFES Staff were trained in order to provide support in the absence of the
Administrative Assistant;
■ By-Law No. 2013-082 Establishing a Fire Department was updated in 2020;
■ Job descriptions for the Fire Chief, Deputy Fire Chief and Fire Prevention Officer
were updated;
■ The position of Assistant Deputy Chief was created.
Communications
■ OMFES remained with Orillia Central Fire Communications Centre.
Fleet Maintenance
■ The current fleet maintenance program for external repairs should continue as is
unless the Township is able to provide the same service in-house on a 24/7 basis.
Appendix C — 20 Year Fleet Overview.
Fire Prevention and Public Education
■ The Department continues the annual inspection program for potential high risk
properties and continues the annual review of approved Fire Safety Plans.
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Training
■ Members of the Department are trained to the NFPA 472 Hazardous Materials and
Terrorism Awareness Level and the EMO (Emergency Management Ontario) IMS
100 Level;
■ Continued efforts to ensure that all officers and instructors, as well as potential
officers and instructors, are trained to the NFPA Officer Level 1;
■ The Municipality ensures that all officers and instructors are trained to the EMO Basic
Emergency Management Level;
■ Creation and development of a Division Chief of Training position within the
Department (under review).
Fire Response Areas
■ The Fire Chief has reviewed the existing fire response areas to ensure that residents
are receiving the most appropriate level of service.
Facilities
■ The existing Shanty Bay Station (Station 1) was replaced with a larger, more modern
and efficient facility;
■ A training room was added to the Warminster Station (Station 5) to allow for effective
training;
■ Lands have been acquired adjacent to Headquarters/Horseshoe Valley Station
(HQ/Station 3) to add an addition to the Fire Station and training grounds.
Fleet Procurement and Replacement
■ The planned replacement of triple combination Pumpers prior to the end of their 20
year Iifespan has been continued;
■ The Fire Chief has continued the planned replacement of the aerial truck to ensure
the Department does not lose the aerial capability;
■ Equip administrative and support vehicles with 4 wheel drive;
■ Maintenance of one Pumper beyond its life cycle as reserve apparatus to be used in
the event that the front line fire apparatus is out of service due to damage or
maintenance.
Emergency Response Issues
■ Each Fire Station response area is served utilizing alternate methods for service
delivery, taking into consideration new technologies and legislated requirements;
■ Continued participation in a Tiered Response Agreement with Simcoe County
Paramedic Services on an annual basis to ensure the terms of the Agreement are
met and the community continues to benefit.
>.3 Recommendations Outstanding
Information Technology
■ Additional support of technology to remove the duplication when entering the same
data into the Fire Watch system and Baker system (close to completion);
■ Maximize technology at the stations to allow fire officers to directly enter fire reports
and casualty reports from the fire stations (ongoing);
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■ Incorporate all municipal driver training records, CVOR documents, recognize
authority and signing authority records into single database (FirePRO) within
OMFES, along with training by IT to fire officers.
Fire Prevention and Public Education
■ The Department implements a public education program and an inspection program
to ensure fire safety for transient residents at resort facilities;
■ Staff conducting plans examinations completed relevant training related to fire and
life safety components of the Ontario Building Code through the Ministry of Municipal
Affairs and Housing.
Training
■ New Firefighters to successfully complete the NFPA Firefighter Level I and II within
12 months of being employed by the Department;
■ The Deputy Fire Chief to implement training for officers/supervisors to ensure their
continued competence and to implement a succession planning program.
Facilities
■ With completion/operation of new Station 1 (Shanty Bay), decision regarding future of
original Station 1 is now required;
■ Build addition and develop training grounds at Headquarters/Horseshoe Valley
Station (HQ/Station 3);
■ Potential new consolidated facility
■ Finalize capital budget plan to ensure that all Stations are equipped with back-up
generators and exhaust extractors (ongoing).
Fleet Procurement and Replacement
■ Procure a Medium Duty Rescue Unit for Station 3 (repurposed existing vehicle as
support).
Emergency Response Issues
■ Complete the interconnection of 3 road sections (Windfield(s) Drive; Line 1 South to
Ridge Road; and Robinson Street to Line 12 South) to ensure accuracy and timing of
response.
■ As recommended in the Master Fire Plan (2014), Council should review the necessity
for fire stations responding to less than 50 emergency calls annually in order to
ensure the apparatus, equipment and support for the Volunteer Firefighters meet the
needs of the community.
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Oro-Medonte Fire & Emergency Services
Fire Response Areas By Station
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4. Master Fire Plan Review (2020) Revised Strategies and Principles
The following outlines the updated/revised strategic direction and objective for the
Township's Fire and Emergency Services Department.
Mission:
Oro-Medonte Fire & Emergency Services will provide a team of highly trained, caring
professionals who lead a collaborative effort to provide the community with an efficient
emergency and safety system dedicated to protecting and strengthening our community
through education, prevention, and rapid intervention at emergencies.
Vision:
Oro-Medonte Fire & Emergency Services will provide the citizens of the municipality
with safe, professional, effective and efficient, fire protection services.
Values:
Oro-Medonte Fire & Emergency Services is committed to leadership in the delivery of
public fire protection through the values of:
■ Service to the community-,
■ Firefighter involvement-,
■ Accountability, integrity and safety.
Principles:
■ Safety of the public and Firefighters-,
■ Intelligence based service delivery-,
■ Effective fire prevention and public education programs that are consistent with the
requirements of the Fire Protection & Prevention Act and the needs of the
community-,
■ Effective, efficient, safe and professional delivery of public fire protection services
based on local needs and circumstances, in accordance with the requirements of the
Occupational Health & Safety Act-,
■ Emergency response within a target of 12 minutes or less of an emergency incident
being reported-,
■ Firefighter training in accordance with the Ontario Fire Service Standards,
Emergency Management Standards, industry standards and best practices-,
■ High quality maintenance program to ensure the safety and efficiency of all fire
services equipment.
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5. Department Administration
Oro-Medonte Fire & Emergency Services Department is comprised of full-time staff
complement, and a paid Volunteer Firefighter complement.
5.1 Organization Chart (2020)
ORO-MEDONTE FIRE & EMERGENCY ",.„
DEPARTMENT ORGANIZATION CHART ,K
Pr-d I(rnr Rq Esririgq Iiuum e t
Fire Chief \\7J
Deputy Fire
Fire&Emergency Chief Division Chief Fire Prevention
Services Assistant Training Officer
Assistant
Deputy Chief
l
Stdloin 1 Station 2 Station 3 Station 4 Station 5 Station 6
DistdetChw District Chief District Chief District Chief District Chief District Chief
Training Officer Training Officer Training Officer Training Officer Training Officer Training Officer
Captain Captain Captain Captain Captain Captain
Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant
Firefighters Firefighters Firefighters Firefighters Firefighters Firefighters
*Note: The Organization Chart is to be updated in 2021
5.2 Staf1
OMFES includes 6 fulltime Staff who operate from Headquarters/Station 3 at 3375 Line
4 North.
Director, Fire & Emergency Services/Fire Chief("Chief")
The Chief performs functions as required to fulfill the legislative requirements of the
position under the Ontario Fire Code, Fire Protection and Prevention Act, the
Emergency Management Act, and other related Acts.
The Chief provides recommendations to the Council of the Township of Oro-Medonte
on levels of service, budgets, collective agreements and safety issues for the Fire
Department.
The Chief shall be appointed the Emergency Management Program Coordinator,
leading the Emergency Management Committee and shall provide leadership to the Fire
& Emergency Services Department.
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Deputy Fire Chief ("Deputy")
The Deputy provides leadership and direction to all Officers performing a variety of
supervisory, technical & administrative work in the supervision and administration of
emergency management, fire suppression, emergency medical service, hazardous
materials, fire prevention and training activities within all district stations.
.Assistant Deputy Fire Chief("Assistant Deputy")
The Assistant Deputy coordinates and directs the day to day management of Volunteer
Firefighters and fire stations; responsible for the maintenance of facilities and
apparatus, emergency responses and training activities for the operations division in a
supervisory capacity
Division Chief of Training ("Training Chief") *2021 currently in the recruiting process
The Division Chief of Training is responsible for developing, coordinating and facilitating
the training activities for all Volunteer Firefighters.
Fire Prevention Officer ("FPO")
The FPO shall administer the Corporation's Fire Protection & Prevention initiatives
along with enforcing the Municipal By-Laws, Provincial Acts and Codes through Fire
Prevention. The individual will be responsible for the coordination and management of
the Public Education program, along with acting as Assistant to the Fire Marshal.
Administrative Assistant
The Administrative Assistant provides data entry, administrative and customer service
support for the Department and the staff.
5.3 Service Delivery
Each of the 6 Fire Stations serves a defined fire district and assists neighbouring fire
districts and fire Departments where necessary.
Each Station typically has 2-4 pieces of apparatus, and an 18-24 Volunteer Firefighter
roster depending on service level requirements.
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).4 Volunteer Firefighters
Role of a Firefighter
A Firefighter is recruited and trained to provide responsive, effective and efficient
emergency services which include fire suppression, auto extrication, water and ice
rescue, remote rescue, medical assists and hazmat responses.
Firefighter Rosters
The roster for each Station is determined by the recommendations from the Fire Chief
to the COA with the approval from Council. These recommendations are based on the
calls for the area and ability for other support Stations to respond if needed. The
general rule is that each Firefighter is required to respond to a minimum of 30% of the
calls. Therefore, if a Station has a minimum of 10 Firefighters, the response should be
a minimum of 3 Firefighters per call (10 Firefighters x 30% calls = 3/call). In previous
years, most Stations have been able to fill their roster requirements. However, as
residents commute for employment and volunteering in the community is declining,
minimum requirements continue to fail to be met. In addition, many Firefighters on the
roster may only be available for the minimum requirement of calls or afternoon / evening
calls, which presents other challenges in achieving minimum legislative requirements.
Rosters:
Station / VFF 2014 2015 2016 2017 2018 2019 2020
Requirement
Station 1 / 20 25 22 22 21 21 17 20
Station 2 / 24 28 24 25 26 27 24 19
Station 3 / 20 18 18 19 23 20 19 16
Station 4 / 18 16 13 12 16 17 14 13
Station 5 / 20 20 18 21 22 22 18 18
Station 6 / 24 19 20 19 17 20 18 17
Note: Roster Requirement was not met
Factors that impact the number of volunteers available for potential recruitment are:
■ daytime availability as most work during the day;
■ family / personal commitments;
■ affordability of living in the community;
■ upcoming retirements;
■ physical ability;
■ mental ability;
■ training.
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).5 Master Fire Plan (2014) Performance Measures
■ High degree of customer service and customer satisfaction;
■ Continue to recruit Volunteer Firefighters when there is a demonstrated need to do so
based on emergency incident demand, Volunteer Firefighter availability and
emergency incident response times;
■ Provide training and development opportunities to all Staff;
■ Continue to develop leaders for the future and develop a succession plan for the
team;
■ Review and update Development Charges as a funding mechanism for appropriate
capital improvements;
■ Review and update the Fees and Charges By-Law in order to ensure that appropriate
costs are recovered whenever possible (completed in 2018 and to be reviewed in
2021).
Emergency Preparedness Week.
In celebration OMFES conduct an open house with information and serve breakfast.
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6. Department Service
Fire & Emergency Service recognizes that safety has both a life and economic value.
Schedule "B" of By-Law No. 2020-082, being a By-Law to Establish and Regulate a Fire
Department, outlines the Department's services as:
a) Fire prevention, public fire safety education in schools, public functions and
organizations.
b) Fire extinguishing which includes, structural firefighting, fire control and property
conservation.
c) Fire Investigations, to determine the origin and causes of fires.
d) Fire Inspections on industrial, commercial and residential properties.
e) Pre-fire planning and fire safety plan assistance.
f) Protection of persons and property from injury or destruction by fire.
g) Salvage operations.
h) Ice/water rescue.
i) Hazardous materials response and containment.
j) Motor vehicle collisions and extrication, including vehicle firefighting.
k) Emergency precautionary standby.
1) Emergency response and control of wild-land urban Interface fires.
m) Emergency fire alarm response.
n) Response to any request that the Fire & Emergency Services deems an emergency,
including but not limited to Carbon Monoxide alarms, and Gas Detection.
o) Basic medical assist with defibrillation.
p) Joint service agreements.
q) Lost persons, animals in peril, search and rescue, recovery.
r) Heavy equipment and farm rescue type calls.
s) Service type calls as deemed necessary by the Fire Chief or designate, including but
not limited to, burning complaints, odour investigations, public inquiries regarding
Fire Safety or prevention.
t) Emergency Management control and response to public evacuation and relocation.
u) Airport Emergency Standby, Response and Rescue.
v) Confined space rescue — awareness only.
w) High angle rescue — awareness only.
x) Trench rescue — awareness only.
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6.1 Departmental Policies, Standard Operating Procedures and Standing
Operating Guidelines
The OMFES Staff and Volunteer Firefighters are bound and adhere to all applicable
Township Policies. Regular training on applicable Township Policies needs to be
incorporated in the yearly training plans.
In addition, in order to ensure streamlined communication and the efficient provision of
Department Services, OMFES also implements multiple Standing Operating Procedures
(SOP) that identify the appropriate steps to be taken by each individual in order to
accomplish a task.
Township Policies and SOPs are intended to:
■ Enhance safety;
■ Increase individual and team effectiveness;
■ Improve training efficiency;
■ Improve orientation for entry-level Staff and Volunteer Firefighters;
■ Improve risk management practices;
■ Prevent and/or avoid potential litigation; and
■ Create objective post-incident evaluations and recommendations.
Recognizing that not all actions undertaken by Staff or Volunteer Firefighters can be
anticipated in an SOP, OMFES also utilizes Standing Operating Guidelines (SOG) to
permit some flexibility in decision making during regular or unforeseen situations, by the
appropriate individuals. The last update occurred in 2019 and should be reviewed
regularly for any changes to be made by the Fire Chief or Deputy Fire Chief.
6.2 Departmental Communication
Paging and Responding to a Call
In 2017 and 2018, a significant investment was made into the pager system in order to
address the various technology gaps at the time.
However as more emphasis continues to be placed on technology and the reliance on
cell phone applications, the Township implemented a cell phone application rather than
firefighters continuing to carry a pager. OMFES Department currently uses the I Am
Responding app. This application on a cell phone enables Firefighters to receive a
page and, advise if they are responding to the call, and also allows them to mark
themselves available or unavailable thereby allowing the Duty Officer at a quick glance
to know where resources may be lacking for a response.
OMFES must continue to review all available technology as the current use of the
antiquated analogue pagers, complemented with the I Am Responding app, is
anticipated to be phased out and discontinued in the next few years.
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Radios and Radio Transmissions
The radios used are digital and messages transmit from tower to tower. Currently, the
OMFES equipment provided by Point to Point Communications is installed on towers
owned by Rogers Communications and Point to Point Communications. As it is
anticipated that Rogers could withdraw this rental service of their towers upon expiration
of contracts (2025), other alternatives are being researched in order to ensure no
disruption in communication services.
FirePro 2
In order to streamline the data entry and administrative duties, the Department is
implementing a new application, FirePro 2 that will replace the outdated system (Fire
Watch) reducing manual input and provide current applications. In addition, OMFES has
purchased and installed tablets in most of the apparatus fleet that is equipped with the
FirePro 2 app. This will enable the Firefighters to input the data in real time rather than
after an incident, and for the records to be immediately available to applicable Staff.
Firefighters will be trained on the process to complete reports using the new technology
and application rather than hand written report that is required to be transcribed, thereby
creating efficiencies for all Staff and the Volunteer Firefighters.
6.3 Internal Department Communication
IdentiFlRE
IdentiFlRE is a weekly communication bulletin sent by email to all Firefighters with
poignant updates from the Fire Chief, Deputy Chief, Training Officer and Fire Prevention
Officer. It provides information to all Firefighters about the current activities from all
Stations rather than just their own.
Meetings with the District Chiefs, Health and Safety Team, Fire Prevention Team
Regularly scheduled meetings are held with the District Chiefs, Health and Safety Team
and Fire Prevention Team in order to address any concerns that could affect any
Station(s). Upcoming training, Station needs, health and safety and apparatus and
equipment changes are also discussed.
Breakfast with the Chief
In 2019, Firefighters from different Stations were invited to a morning breakfast and in
person briefing on a variety of projects in OMFES. It allowed for questions to be asked,
project plans to be reviewed, and socializing of Firefighters between different Stations
and with OMFES Staff. It is anticipated to restart this program once health regulations
are lifted.
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6.4 Records Management
The Records Management system for OMFES is highly duplicated and stored in
multiple areas as the Township's current records retention/management system is
designed as a paper based system not digital. In order to relieve the transferring of
hand written information into system by the Administrative Assistant, Staff is
incorporating the software system FirePro 2, discussed above.
The integration of Fire Pro 2 will allow for the completion of forms and reports required
at training, emergency incidents and fire inspections to be completed directly into the
system for immediate access by not only the OMFES Staff, but with appropriate security
settings, the District Chiefs, Training Officers and other eligible individuals.
Once the Township's new ERP system is in place, FirePro 2 would be integrated to
further reduce duplication and increase efficiency in service delivery.
Consideration should also be given to moving training records, including certificates and
completion reports, as well as permanent files related to infrastructure and development
to electronic records in order to minimize search and data entry time, as well as in order
to address the limited storage space at Headquarters. This would be coordinated
through the updating and transition of the Township's record management system or a
digital system.
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6.S Fire Prevention & Public Education
The Office of the Fire Marshal provides Public Safety Guidelines (PFSG) as a resource
for interpreting the Fire Prevention and Protection Act (FPPA) requirements in regards
to Fire Prevention and & Public Education.
Excerpt from the PFSG:
"Municipalities are compelled to establish a program in the municipality which must
include public education with respect to fire safety and certain components of fire
prevention. The Act also states that municipalities are responsible for arranging such
other fire protection services as they determine may be necessary according to their
own needs and circumstances. The relationship between the Province and
municipalities is based on the principle that municipalities are responsible for
arranging fire protection services according to their own needs and circumstances."
Recognizing that the ultimate goal of a Fire Department is to prevent an emergency,
within the Province of Ontario, the delivery of fire protection services is guided by the
FPPA. The Office of the Fire Marshal, Ontario promotes the `Comprehensive Fire Safety
Effectiveness Model' including strategic optimization of the three lines of defence, which
include:
Public Education and Prevention
Educating residents of the community on means for them to fulfill their responsibilities
for their own fire safety is a proven method of reducing the incidents of fire. Only by
educating residents can fires be prevented and can those affected by fires respond
properly to save lives, reduce injury and reduce the impact of fire.
Fire Safety Standards and Enforcement
Ensuring that buildings have the required fire protection systems, safety features,
including fire safety plans and that these systems are maintained, so that the severity of
fires may be minimized.
Emergency Response
Providing well trained and equipped Firefighters directed by capable officers to stop the
spread of fires once they occur and to assist in protecting the lives and safety of
residents. This is the failsafe for those times when fires occur despite prevention
efforts.
Further details on emergency response are provided below in Section 6.6
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6.5.1 Implementation of Public Education and Prevention Programs
Since 2005 the Township has employed a full time Fire Prevention Officer who's role
includes the coordination and management of the Township's Public Education
Program.
In the Township's 2019 Citizen Satisfaction Report, it was identified that communication
in the area of Fire Prevention Programs had been scarce in the past. As a result, in
2019 and 2020 Fire Prevention information on Smoke Alarm Programs was increased
and shared through a variety of mediums (i.e. social media, website, delivered printed
material door to door).
The FPO in consultation with the Fire Chief and other OMFES Staff has implemented a
number of other Fire Prevention and Public Education measures as detailed further
below.
Oro-Medonte Fire & Emergency Services requires all responding crews to perform an
informal inspection in all residential occupancies upon entry when responding to
incidents. An OMFES Smoke and Carbon Monoxide Alarm Report is required to be
completed upon conducting these informal inspections. Appropriate documentation is
completed for records and permissions.
All 6 Stations have an alarm supply available on the Pumper and Rescue Trucks, along
with Cars 1-4 and Support 3. Alarm supplies consist of Smoke Alarms, Carbon
Monoxide Alarms, Combination Alarms, and Batteries along with full instruction
explaining the maintenance requirements by providing the manufacturer's instructions
as required. Appropriate documentation is completed for records and permissions.
OMFES implemented an Alarmed for Life Program in 2014 and has made a great deal
of improvements in 2019. Based on information and data, Volunteer Firefighters attend
a targeted community conducting a door to door inspection program annually.
Generally 200-300 homes are visited however during the 2020 pandemic, over 5,000
homes received an informative doorknocker as an alternative to the inspection program.
Occupancies found not protected are provided with a level of detection by means of
installed smoke and/or CO alarms, along with maintenance instructions and educational
material. Records of Alarm for Life are completed at every occupancy on the Alarm for
Life Form, and entered into our data collection system.
Home Escape plans are provided to all elementary school aged children from junior
kindergarten to grade 3. In addition, OMFES Staff attend the annual local Fall Fair to
promote home escape planning, and hand out information packages with the
Department's Plan To Get Out Alive program. Incidents where occupancies have failed
to have an Home Escape Plan, are provided all materials that have been handed-out
through all public functions.
All 6 Stations participate annually with an information open house and pancake
breakfast in an effort to further public education in the community. Emergency
Preparedness information encouraging residents to have a 72 hour kit, distributing
handouts, activities and questionnaires for a preparedness self-assessment are
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provided during the open house. Daily social media posts and signs with Emergency
Preparedness Week messages are displayed throughout the Township to communicate
the Open House date and locations.
Staff and Volunteer Firefighters are also in attendance at various locations within the
community to provide Fire Prevention information. Themed educational material is
handed out and includes activities, games, and draws to heighten the audiences'
attention to fire and life safety. Daily social media posts are generated, as well as signs
and messages displayed throughout Township.
Oro-Medonte has seven Elementary Schools, with an eighth school in the development
stage, students are provided with lesson plans that are focused on home escape
planning, smoke and carbon monoxide alarm installation and maintenance requirement,
safe fire and life safety practices, emergency preparedness, Firefighter recognition,
"stop drop and roll" and "getting low and go" practices. Age appropriate material is
handed out.
A —SERVE Up
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FIRE PREVENTION WEEK
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Signage across the Township makes Fire Prevention messages visible.
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4
Door knockers are distributed to many residents with Fire Prevention messages.
Additional examples of the Department's Public Education Resource materials are
attached in Appendix B.
6.5.2 Fire Safety Standards and Enforcement
Inspections
Inspections by the FPO are conducted for all classes of buildings and occupancies,
through:
■ Requests or complaints;
■ Real estate purposes;
■ Municipal and Provincial licensing requirements;
■ Building occupancy and target inspections;
■ Open Air Burning;
■ Commercial fireworks displays and post response follow up inspections.
It is the responsibility of the owner(s) to meet the requirements and request an
inspection.
In regards to residential properties, owners are required to complete an Application for
Fire Inspection and submit payment as per the Township's Fees and Charges By-Law.
The Fire Prevention Officer will complete the inspection and report outlining compliance
or deficiencies that require attention. Non-completion of repairs or deficiencies noted in
Fire Inspection Reports are followed up with Orders followed by possible charges.
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The Fire Prevention Officer conducting a routine inspection.
Fire Investigations
Fire investigations are a legislated requirement under the FPPA. The FPO is must
attend emergencies, interview witnesses, photograph scenes and gather evidence for
the purpose of determining the origin and possible cause of fires.
Fire Safety Plans
The FPO is responsible for reviewing Fire Safety Plans, which include site plan
drawings for commercial, industrial, retail and multi-unit residential properties. These
reviews occur at both the site plan and construction stages, as required by the Ontario
Fire Code.
Since the review involves technical matters, it is recommended that the FPO be Building
Code Identification Number certified, and work in conjunction with the Chief Building
Official, or designate.
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6.5.3 Distribution of Public Education Information
As outlined in Section 6.5.1, the Township through the FPO has established and
implemented a Fire Prevention and Public Education Program. Materials discussed
above and further outlined in Appendix B are distributed through a variety of means.
Various Community and Social Club Barbeques
Interaction with the Fire Prevention Team members and Firefighters within the Stations
provides educational material promoting Fire and Life Safety, in addition to the
distribution at community social events.
After-school Youth Groups and Clubs
Girl Guides, Cubs, Scouts and Beavers request station tours and a Fire Safety
Presentation that they incorporate in some of there survival skill and apply to badges
they are working towards.
Truck Information Package
Available handout material for responding Firefighters to resource public educational
material to situational incidents and apply a teachable moment.
A�
Annual Fall Fair
Display Booth with Public Educational Material is distributed. Firefighters also walk
amongst the grounds and discuss fire safety with all the participants.
OMFES receive requests for station tours and perform annual visits with the Fire
Prevention Team. Age appropriate material is distributed concentrating on identifying
hazards, knowing what smoke alarms do and what to do when you hear the beep, how
to call 911, and home escape planning.
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6.5.4 Additional Paraphernalia
In addition to the Public Education Program and Fire Prevention materials that are
distributed, listed below are some additional means used to educate elementary aged
children.
Fire Safety House (Trailer)
This is a mobile replica of a home, filled with hazardous conditions or situations that the
students must identify and correct to make the home fire safe.
Sparky the Firedog
The use of the Sparky costume to attract the attention of the crowd is added to schools
and public education events.
Learn Not To Burn
This program contains the information necessary for the teacher of the primary grades
(K to grade 3) to teach fire safety to their students in 14 basic fire safety behaviours.
Each lesson includes background fire safety information, discussion points, and
reproducible activity sheets that can be integrated into classroom subjects such as
language arts, math, art, health/safety and science. Also included are evaluation forms
to test students' fire safety knowledge both before and after the new program has been
implemented.
The program uses original songs, games, and activities to teach eight basic fire and
burn prevention behaviours to children ages 3-5. The lessons in the program are short
and simple and encourage active participation. The program includes a 60-page
teacher's guide featuring detailed lesson plans, fire safety background information,
letters to parents and reproducible colouring sheets. Each lesson is reinforced with a
lively, easy-to-learn fire safety songs available online.
6.5.5 Performance Measure (from Master Fire Plan (2014)
■ 10 inspections conducted per week;
■ Public education programs delivered per week;
■ Processing of Burn and Fireworks Permits within 1 business day of the request;
■ Plans review completed within 10 business days of submission of complete plans.
■ Continue community partnerships in order to ensure that all residents have an
opportunity to receive fire prevention, injury prevention and emergency preparedness
information on a regular basis.
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6.6 Department Services — Emergency Response
In addition to the first two lines of defence described in 1.1 Introduction, the Office of the
Fire Marshal, Ontario defines a third line of defence as:
III. Emergency Response
Providing well trained and equipped Firefighters directed by capable officers to stop the
spread of fires once they occur and to assist in protecting the lives and safety of
residents. This is the failsafe for those times when fires occur despite prevention
efforts.
The emergency response services provided by OMFES Department include:
■ Fire extinguishing which includes, structural firefighting, fire control and property
conservation.
■ Protection of persons and property from injury or destruction by fire.
■ Salvage operations.
■ Ice/water rescue.
■ Hazardous materials response and containment.
■ Motor vehicle collisions and extrication, including vehicle firefighting.
■ Emergency precautionary standby.
■ Emergency response and control of wild-land urban Interface fires.
■ Emergency fire alarm response.
■ Response to carbon monoxide alarms, and gas detection.
■ Basic medical assist with defibrillation.
■ Joint service agreements.
■ Lost persons, animals in peril, search and rescue, recovery.
■ Heavy equipment and farm rescue type calls.
■ Service type calls as deemed necessary by the Fire Chief or designate, including but
not limited to, burning complaints, odour investigations, and public inquiries regarding
Fire Safety or prevention.
■ Emergency Management control and response to public evacuation and relocation.
■ Airport Emergency Standby, Response and Rescue.
■ Confined space rescue — awareness only.
■ High angle rescue — awareness only.
■ Trench rescue — awareness only.
As the Township continues to grow, the demand on OMFES services will continue to
increase. In the last five years, there has been a significant increase in traffic on the
Highway 11 corridor, adding a significant demand for service by Stations 1 and 2.
New housing development within the Horseshoe Valley and Warminster settlement
areas has also impacted the demand of service being provided by Stations 3 and 5
respectively.
Detailed below is a summary of the emergency calls received from 2016-2019 by type
of call per Station.
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Statistical Overview of Calls
Emergency Call Count
January/2016-December/2016 Fire Calls by Station and Type
1160
140
120
100
so
so
40
20
0
Burning OD False False Fire Medical/ Other Overpres Pre-Fire Property public
(controlled) calls Calls Resuscitato Response Rupture. Condition Fires I Hazard Rescue
r Cal Mundion Explosion
❑Station 0 0 0 0 0 0 0 0 0 0 0
■Station 1 11 7 12 20 10 0 12 11 15 34
❑Station 2 7 4 7 22 17 0 1 9 18 42
❑Station 3 8 9 19 42 8 0 4 12 12 17
■Station 4 0 3 3 9 2 0 3 8 6 10
❑Station 5 9 5 6 11 0 0 2 12 6 15
■Station 6 2 0 5 13 9 0 0 8 4 18
❑Totals 37 28 52 117 46 0 22 60 61 136
Emergency Call Count
January/2017- December/2017 Fire Calls by Station and Type
160
140
120
100
so
60
40
20
0
Medical/
Burning CO False False Fire Other Overpres R Propertye-Fire Public
(controlled) calls Calls Resuscitato Response Rupture. Condition Fires I Hazard Rescue
r Cal Munition Explosion
■Station 0 0 0 0 0 0 0 0 0 0 0
■Station 1 11 3 15 31 5 0 4 6 6 32
❑Station 2 14 4 21 19 14 0 2 16 10 55
❑Station 3 2 16 19 37 3 0 4 5 7 22
■Station 4 3 3 6 11 5 0 1 1 3 10
®Station 5 2 2 5 17 5 0 1 2 6 17
■Station 6 2 6 3 13 5 0 0 5 5 13
0 Totals 1 34 34 69 128 1 37 0 1 12 1 35 1 37 149
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Emergency Call Count
January/2018- December/2018 Fire Calls by Station and Type
140
120
100
so
so
40
20
0
Medical i Overpres Property
Burning CO False False Pre Other Pre-Pre Public
(controlled) calls Calls Resuscitato Response Rupture. Condition Fires/ Hazard Rescue
r Cal Mention Explosion
■Station 0 0 0 0 0 0 0 0 0 0 0
■Station 1 6 8 14 22 9 0 6 11 15 24
❑Station 2 16 5 13 30 6 0 5 11 15 27
❑Station 3 2 8 36 31 1 0 3 7 13 16
■Station 4 1 8 7 19 2 0 1 5 9 9
■Station 5 5 5 4 14 2 0 5 6 9 16
■Station 6 6 4 5 9 5 0 1 5 4 15
❑Totals 36 38 79 125 25 0 21 1 45 65 107
Emergency Call Count
January/2019 - December/2019 Fire Calls by Station and Type
160
140
120
100
so
so
ao
20
0
- A
Burning CO False False Fire Medical I Other Overpres Pre-Fire Property public
(controlled) calls Calls Resuscitato Response Rupture. Condition Fires I Hazard Rescue
r Cal Munition Explosion
■Station 0 0 0 0 0 0 0 0 0 0 0
■Station 1 6 6 19 25 8 0 1 6 9 33
❑Station 2 10 3 14 22 4 0 7 4 11 47
❑Station 3 2 11 19 35 5 0 4 6 14 25
■Station 4 1 5 12 18 2 0 2 3 1 10
■Station 5 9 9 7 12 1 0 1 7 9 11
■Station 6 5 2 4 17 1 0 3 7 6 18
❑Totals 33 36 75 129 21 0 18 33 50 144
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Emergency Call Count
January/2020 - December/2020 Fire Calls by Station and Type
140
120
100
80
60
40
20
0
Medical r Overpres Property
6,.n-uig CO Fa se False Fire rtner Re-Fire Public
(controlled) calls Calls Resuscdato Response I;kjpture. Condition Fires/ Hazard Rescue
r Call Munition Explosion
■Station 0 0 0 0 0 0 0 C 0 0 0
■Station 1 14 5 21 34 15 0 4 7 19 35
❑Station 2 25 7 13 16 10 0 1 17 12 29
❑Station 3 18 6 22 25 10 0 7 6 7 20
■Station 4 4 5 4 9 3 0 1 1 4 14
Station 5 13 4 6 11 2 0 2 7 5 10
■Station 6 11 3 2 16 9 0 1 7 6 15
0 Totals 85 30 68 111 1 50 0 16 45 53 123
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6.7 Equipment & Stations
In order to provide an up to date assessment and inventory, all Fire Stations and their
assigned equipment were evaluated. The following sections of the report provides detail
each Facility, Apparatus, Fleet and Equipment per each individual Station.
Below is an overview of estimated costs for Apparatus (Pumper, Tanker, aerial, UTV),
Replacement Schedules, and Maintenance:
Apparatus Estimated Replacement Maintenance and
Replacement Schedule Testing Requirements
Cost
Pumper $530,000.00 - 20 years ■ Annual Pumper Testing
$600,000.00 ■ Annual Ground Ladder Testing
■ General Maintenance as per
manufacturer
■ Annual Commercial Vehicle
Certification
Tanker $350,000.00 20 years ■ General Maintenance as per
manufacturer
■ Annual Commercial Vehicle
Certification
Ladder $1,500,000.00 20 years ■ Annual Aerial Ladder Testing
■ Annual ground Ladder Testing
■ General Maintenance as per
manufacturer
■ Annual Commercial Vehicle
Certification
Support $400,000.00 10-15 years ■ General Maintenance as per
manufacturer
■ Annual Commercial Vehicle
Certification
UTV $15,000.00 10-15 years ■ General Maintenance as per
manufacturer
UTV $4,000.00 15 years ■ Annual Commercial Vehicle
Trailer Certification
■ General Maintenance as per
manufacturer
Cars 1, 2, $60,000.00 7 years ■ Annual Commercial Vehicle
3, 4 (each) Certification
■ General Maintenance as per
manufacturer
Auto $50,000.00 10 years ■ Auto Extrication Equipment
Extrication ■ General Maintenance as per
manufacturer
*Estimated costs are based on 2019 estimates received
**Estimates do not include equipment or modifications to the vehicles required
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6.7.1 Station 1,
The previous Station 1 was located at 1950 Ridge Road West:
I:
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-'yet iY=
I,
r0 PARKING IVO_RARI[ING
I
The new Station 1 opened in the spring of 2020, and is located at 300 Line 3 South with
8669 square foot area:
ORO-MEDONTE
FIRE 4 EMERGENCY SERVICES
STATION 1
� R m
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Response Area and Call Volume
Station 1 has consistently been one of the highest call volume Stations for the last 5
years. In addition, Station 1 acts as a support response Station to Stations 2 and 3. As
well, Station 1 provides paid stand-by services upon request to clients of the Airport.
Types of Calls 2014 2015 2016 2017 2018 2019 2020
Burning controlled 5 6 11 11 6 6 14
CO False Calls 9 7 7 3 8 6 5
False Fire Calls 25 17 12 15 14 19 21
Medical / Resuscitator 20 19 20 31 22 25 34
Call
Other Response 12 11 10 5 9 8 15
Pre-Fire Condition 5 7 12 4 6 1 4
Property Fires / 5 12 11 6 11 6 7
Explosion
Public Hazard 9 14 15 6 15 9 19
Rescue 24 30 34 32 24 33 35
Total 114 123 132 113 115 113 154
The residential growth in the Shanty Bay and Lakeshore area, as well as the increase in
the traffic on the Highway 11 corridor, means this Station should continue to see an
increase in demands for service.
In addition, events at Burl's Creek, increased traffic due to the expansion of the airport,
and development of the lands across from the airport, could have an impact on the
demand for service provided by this Station.
Given the call volume and as outlined in more detail in Section 5.4, Station 1 is required
to maintain a roster of 20 Firefighters. Over the past 7 years, the roster has mostly
met its requirement.
2014 2015 2016 2017 2018 2019 2020
Roster 25 22 22 21 21 17 20
New Facility
The new Station 1 includes:
■ 3 drive through truck bays;
■ a bunker room;
■ a laundry room;
■ washrooms with showers (for Firefighters);
■ storage rooms,
■ a health and wellness room;
■ administrative offices;
■ a kitchen;
■ large training room to accommodate training;
■ technology room;
■ an accessible washroom and washroom with showers (for Staff).
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Overview of additional expenses to be brought forward in the Capital Budget, as well as
the purchase and equipment replacement over 2020-2039
2020 2021 2022 2023 2024
Fire Hall
(balance)
2025 2026 2027 2028 2029
2030 2031 2032 2033 2034
2035 2036 2037 2038 2039
Apparatus (Pumper, Tanker)
Station 1 is equipped with the following apparatus:
Pumper 1 - 2016 Spartan by Dependable
Equipped with the following: }
■ 6 person cab '
■ 5000 litre per minute Pumper
3600 litre on board water Tanker = '
■ Genesis eForce Battery operated Spreader 's 'I
for Auto Extrication -
■ Genesis eForce Battery Cutter operated for _ - -
■ Auto Extrication
■ Flir K2 Thermal Imaging Camera
■ Various firefighting and rescue equipment
Tanker 1 — 2007 International by Metalfab
Equipped with the following:
■ 2 person cab
■ 1900 litre per minute Pumper
■ 6800 liter on board Tanker
■ Various firefighting equipment
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Overview of planned fleet replacement over the 2020-2039 time span to the existing
fleet:
2020 2021 2022 2023 2024
2025 2026 2027 2028 2029
Tanker 1
2030 2031 2032 2033 2034
2035 2036 2037 2038 2039
Pumper 1
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6.7.2 Station 2
Station 2 is located in the village of Hawkestone at 375 Line 11 South. The structure
was built in 1971 with an addition on the building in 1987, for a total of 3793 square feet.
- a
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W. 77=0
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Station 2 has consistently been the highest call volume Station over the last 5 years. In
addition, Station 2 acts as a support response Station to Stations 1, 3 and 4. Station 2
is also first to respond to water and ice rescue calls.
Types of Calls 2014 2015 2016 2017 2018 2019 2020
Burning controlled 8 15 7 14 16 10 25
CO False Calls 3 5 4 4 5 3 7
False Fire Calls 11 10 7 21 13 14 13
Medical / Resuscitator 23 28 22 19 30 22 16
Call
Other Response 6 8 17 14 6 4 10
Pre-Fire Condition 6 4 1 2 5 7 1
Property Fires / Explosion 10 6 9 16 11 4 17
Public Hazard 16 24 18 10 15 11 12
Rescue 36 35 42 55 27 47 29
Total 119 135 127 155 128 122 130
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The increase of traffic on Highways 11 and 12, as well as events at Burl's Creek,
increased traffic due to the expansion of the airport, as well as the development across
from the airport, could each have an impact on the demand for service provided by this
Station.
Given the call volume, Station 2 needs to maintain a roster of 24 Firefighters. Over the
past 7 years, the roster has mostly met its requirements however they have
requirement.
2014 2015 2016 2017 2018 2019 2020
Roster 28 24 25 26 27 24 19
Station 2 includes:
■ 4 truck bays;
■ washrooms with showers (for Firefighters);
■ storage rooms;
■ one office for the District Chief;
■ kitchenette;
■ small training room.
Overview of planned repairs / maintenance and equipment replacement over 2020-2039
to the existing facility:
2020 2021 2022 2023 2024
Roof Diesel Exhaust Building addition
Water System HVAC Parking lot
Gear Room / Racks
2025 2026 2027 2028 2029
2030 2031 2032 2033 2034
2035 1 2036 1 2037 1 2038 1 2039
Apparatus (Pumper, Tanker, marine unit)
Station 2 is equipped with the following apparatus:
Pumper 2 - 2004 Spartan built by Central Fire Apparatus
Equipped with the following: �
■ 6 person cab
■ 5000 litre per minute Pumper —=
■ 3400 litre on board water Tanker -
■ Flir K2 Thermal Imaging Camera -
■ Various firefighting and rescue equipmentAM
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Tanker 2 - 2017 Freightliner built by Midwest
Equipped with the following: \
■ 2 person cab -
■ 4500 litre per minute Pumper 3
■ 11300 litre on board water Tanker N
■ Various firefighting equipment ' A c
Rescue 2 — 2016 Freightliner built by Dependable Truck
Equipped with:
■ 6 person cab
■ Hurst Hydraulic Spreader for Auto Extrication
■ Hurst Hydraulic Cutter for Auto Extrication
■ Hurst Hydraulic Ram for Auto Extrication
■ Hurst Gas powered Hydraulic Pumper for
Auto Extrication
■ MSA Thermal Imaging Camera P
■ Various firefighting and rescue equipment
Marine 2 - 2009 Husky Airboat and Trailer
Equipped with:
■ Thermal Imaging '
■ Radar
■ Various water / ice rescue equipment
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Overview of planned fleet replacement over the 2020-2039 time span to the existing
fleet:
2020 2021 2022 2023 2024
Extrication Pumper 2
Equipment
2025 2026 2027 2028 2029
2030 2031 2032 2033 2034
Airboat
2035 2036 2037 2038 2039
Rescue 2 Tanker 2
w.
Massive ice rescue operation (2012).
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6.7.3 Station 3 / Headquarters
Station 3 / Headquarters is located at 3375 Line 4 North and was built in 1996. The
OMFES administrative side of the facility is 2,880 square feet and the Station side is
4,800 square feet for a total of 7,680 square feet.
Q -
Response Area and Call Volume
Station 3 has consistently been one the highest call volume of all Stations over the last 5
years. In addition, Station 3 acts as a support response Station to Stations 1, 4, and 6.
As well, Staff and daytime Firefighters respond to daytime calls out of Station 3.
Types of Calls 2014 2015 2016 2017 2018 2019 2020
Burning (controlled) 4 4 8 2 2 2 18
CO False Calls 10 9 9 16 8 11 6
False Fire Calls 18 12 19 19 36 19 22
Medical / Resuscitator 37 29 42 37 31 35 25
Call
Other Response 4 4 8 3 1 5 10
Pre-Fire Condition 6 3 4 4 3 4 7
Property Fires / 4 11 12 5 7 6 6
Explosion
Public Hazard 14 17 12 7 13 14 7
Rescue 20 14 17 22 16 25 20
Total 117 103 131 115 117 121 121
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The residential and commercial growth and development of the Craighurst and
Horseshoe Valley corridor is the main factor affecting Station 3. As call volumes and
types have increased over the last few years, it's expected that this trend will continue.
Given the call volume, Station 3 needs to maintain a roster of 20 Firefighters. Over the
past 7 years, it has been challenging to recruit and retain Firefighters in this area and
the Station has not always met this requirement.
2014 2015 2016 2017 2018 2019 2020
Roster 18 18 19 23 20 19 16
Facility
Station 3 / Headquarters was built in 1996 and is 7680 square feet, which includes:
■ 3 truck bays, one of which is drive through;
■ laundry machines;
■ small storage rooms;
■ administrative offices;
■ kitchen;
■ small training room;
■ washrooms with showers (shared with Staff).
The kitchen / training room also currently acts as the Emergency Operations Center
(EOC) in the event the Emergency Control Group is activated.
With the expected residential and commercial developments in the Craighurst and
Horseshoe Valley settlement areas, Station 3 / Headquarters will require an expansion,
not only in order to meet the anticipated increase in services, but to also support the
services provided by OMFES. These include:
■ Development of training grounds in order to practice, test and exceed physical fitness
requirements for Firefighters;
■ An addition to the facility in order to separate the Emergency Operations Center.
Overview of planned repairs / maintenance and equipment replacement over 2020-2039
to the existing facility:
2020 2021 2022 2023 2024
HQ Expansion Parking Lot Training
Resurface Centre
Roof Replacement
2025 2026 2027 2028 2029
2030 2031 2032 2033 2034
2035 2036 2037 2038 2039
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Apparatus (Pumper, Tanker, aerial, UTV)
Station 3 is equipped with the following apparatus:
Pumper 3 - 2018 Spartan Metro Star (Dependable)
Equipped with the following:
■ Hale 5000 litre a minute Pumper
■ 4500 Litre on water board Tanker
■ Hurst High Pressure Hydraulic Pumper for
Auto Extrication
■ Hurst High Pressure Hydraulic Spreaders for
Auto Extrication "�r i` . •
■ Hurst High Pressure Hydraulic Cutters for
Auto Extrication
■ Hurst High Pressure Hydraulic Ram for -
Auto Extrication
■ Hurst High Pressure Hydraulic Hoses for tools
■ Various firefighting and rescue equipment
Tanker 3 - 2007 International 4400 (Metalfab)
Equipped with the following:
■ Hale 1900 litre a minute Pumper
■ 6800 litre on board water Tanker
■ 450 litre a minute portable Pumper --
■ Various firefighting equipment -_
Ladder 3 - 2008 Spartan Gladiator (Crimson)
Equipped with the following:
■ 31 meter mounted aerial ladder
■ Various firefighting Equipment -- �
L
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Support 3 - 2005 Ford F550 (HUB)
Equipped with the following:
■ Compressed Air Foam System
■ 1130 Litre on board water Tanker
■ Various firefighting equipment —
UTV 3 - 2015 Polaris Ranger
A 1
Equipped with following --
■ Grass Fire equipment
• Rescue Hitch for stokes basket / backboard
■ Trax for access
UTV Trailer - 2018 Advantage 16ft Trailer
Equipped with the following:
■ Fold Down Ramps
Fleet (support vehicles, pick-up trucks, vans)
Station 3 is equipped with the following fleet:
Car 1 - 2019 Ford F150 (Fire Chief's Vehicle)
Equipped with the following
■ Various Incident Command equipment
Car 2 - 2017 Ford F150 (Deputy Fire Chiefs Vehicle)
Equipped with the following
■ Various Incident Command equipment
Car 3 - 2013 Ford F150 (Assistant Deputy Chiefs Vehicle)
Equipped with the following
■ Various Incident Command equipment
Car 4 - 2016 Ford F150 (Fire Prevention Officer's Vehicle)
Equipped with the following
■ Various Fire Prevention equipment, training and event materials
■ Smoke and CO alarms
■ Investigation and inspection equipment
Thermal Imaging Cameras
■ On all Pumper and Rescue Trucks
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Overview of planned fleet replacement over the 2020-2040 time span to the existing
fleet:
2020 2021 2022 2023 2024
Car 3 Unit 3 Car 4 Car 2
2025 2026 2027 2028 2029
Support 3 Carl Tanker 3 Ladder 3
Rehab
Thermal
Imaging
Cameras
2030 2031 2032 2033 2034
UTV 3 UTV Trailer
2035 2036 2037 2038 2039
Pumper 3
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6.7.4 Station 4
Station 4 is a 1,813 square foot facility built in 1971 . It is located in the village of Rugby
at 1904 Old Barrie Road East.
pfED NT
IIII■ IIIIII, IIIIIII� IIIIIIII
Response Area and Call Volume
Station 4 has received the lowest number of calls every year for the last 5 years. In
addition, Station 4 acts as a support response Station to Stations 2, 3 and 5.
Types of Calls 2014 2015 2016 2017 2018 2019 2020
Burning controlled 2 3 3 3 1 1 4
CO False Calls 3 5 3 3 8 5 5
False Fire Calls 2 4 9 6 7 12 4
Medical / Resuscitator 15 9 2 11 19 18 9
Call
Other Response 2 1 3 5 2 2 3
Over Pressure Rupture 1 0 0 0 0 0 0
Pre-Fire Condition 1 3 3 1 1 2 1
Property Fires / 8 3 8 1 5 3 1
Explosion
Public Hazard 4 2 6 3 9 1 4
Rescue 9 7 10 10 9 10 14
Total 46 37 44 43 61 54 45
Given the call volume, Station 4 should maintain a roster of 18 Firefighters. Over the
past 7 years, the roster has not met its requirements.
2014 2015 2016 2017 2018 2019 2020
Roster 16 13 12 16 17 14 13
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Facility
Station 4 includes:
■ 2 truck bays;
■ 1 washroom (for Firefighters),
■ storage area;
■ one office for the District Chief;
■ small training room.
Massive upgrades needed in the next few years include:
■ Washrooms with showers,
■ Diesel Exhaust Removal system,
■ Pave Parking lot;
■ Expand building for proper bunker gear storage.
2020 2021 2022 2023 2024
Diesel Exhaust Building
Water System HVAC addition
Water system / Showers/
Septic Washrooms
Gear Room /
Racks
2025 2026 2027 2028 2029
2030 2031 2032 2033 2034
2035 2036 2037 2038 2039
Apparatus (Pumper, Tanker)
Station 4 is equipped with the following apparatus:
Pumper 4 - 1996 International 4900 built by General Equipment
Equipped with:
■ 2 person cab
■ 4800 Litre per minute Pumper
■ Flir K2 Thermal Imaging Camera
■ Various firefighting and rescue equipment
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Tanker 4 - 2005 International 4300 built by Oro Design
Equipped with:
■ 2 person cab
■ 7200 litre water Tanker
■ 1400 litre a minute Pumper BBV FIRE UPpq' -
■ Various firefighting equipment ,•, —
Overview of planned fleet replacement over the 2020-2039 time span to the existing
fleet:
2020 2021 2022 2023 2024
Pumper 4
2025 2026 2027 2028 2029
Tanker 4
2030 2031 2032 2033 2034
2035 2036 2037 2038 2039
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6.7.5 Station 5
The original 1 ,927 square foot Station 5 was built in 1992, with a 384 square foot
addition added in 1995, and a addition added in 2019, that the station Firefighters
donated time and equipment to help build. The facility is located in the village of
Warminster at 1911 Warminster Sideroad.
i
_ I
Response Area and Call Volume
Station 5 has had consistent call volume over the last 5 years. In addition, Station 5
acts as a support response Station to Stations 3, 4 and 6.
Types of Calls 2014 2015 2016 2017 2018 2019 2020
Burning controlled 2 6 9 2 5 9 13
CO False Calls 10 5 5 2 5 9 4
False Fire Calls 7 6 6 5 4 7 6
Medical / Resuscitator Call 13 10 11 17 14 12 11
Other Response 2 5 0' 5 2 1 2
Over Pressure Rupture 1 0 0 0 0 0 0
Pre-Fire Condition 1 1 2 1 5 1 2
Property Fires / Explosion 1 5 12 2 6 7 7
Public Hazard 6 10 6 6 9 9 5
Rescue 9 13 15 17 16 11 10
Total 52 61 66 57 66 66 60
The increase of traffic on the Highway 12, as well as the large residential developments
in the last 3 years, means this Station could be seeing an increase in demands for
service in the short to medium term.
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Given the call volume, Station 5 should maintain a roster of 20 Firefighters. Over the
past 7 years, it has been challenging to recruit and retain Firefighters in this area.
2014 2015 2016 2017 2018 2019 2020
Roster 20 18 21 22 22 18 18
Facility
Station 5 includes:
■ 3 truck bays;
■ 1 washroom with shower (for Firefighters);
■ storage room;
■ one office for the District Chief;
■ new training room.
Overview of planned repairs / maintenance and equipment replacement over 2020-2039
to the existing facility:
2020 2021 2022 2023 2024
Diesel exhaust Fencing Parking lot
extraction resurfacing
Extrication
Equipment
2025 2026 2027 2028 2029
2030 2031 2032 2033 2034
2035 2036 2037 2038 2039
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Apparatus (Pumper, Tanker, support)
Station 5 is equipped with the following apparatus:
Pumper 5 - 2016 HME 1871 built by dependable
Equipped with the following:
■ 6 Person Cab
■ 5000 Litre per minute Pumper _-
■ 4500 Litre water Tanker _
■ Flir K2 Thermal Imaging Camera = -
■ 6000 watt hydraulic generator
■ TNT Hydraulic Combination Auto Extrication tool
■ Various firefighting and rescue equipment
a
Tanker 5 - 2017 Freightliner by Battleshield
Equipped with the following:
■ 2 person cab
Hale 1900 litre a minute Pumper ,U,
■ 7200 litre on board water Tanker
a,.
■ 450 litre a minute portable Pumper
■ Various firefighting equipment €
ReHab 5 - 1987 GMC
■ 2 person cab
■ Various rehab supplies for firefighters
■ Spare scene lighting
■ Various Command supplies
Overview of planned fleet replacement over the 2020-2039 time span to the existing
fleet:
2020 2021 2022 2023 2024
Rehab unit
1986 GMC
2025 2026 2027 2028 2029
2030 2031 2032 2033 2034
2035 2036 2037 2038 2039
Pumper 5 Tanker 5
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6.7.6 Station 6
Station 6 was built in 2005. The 4,069 square facility is located in the village of
Moonstone at 5668 Line 7 North.
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Response Area and Call Volume
Station 6 has had a lower call volume than the other Stations over the last 5 years.
Station 6 acts as a support response Station to Stations 3 and 5.
Types of Calls 2014 2015 2016 2017 2018 2019 2020
Burning controlled 2 1 2 2 6 5 11
CO False Calls 1 5 0 6 4 2 3
False Fire Calls 5 11 5 3 5 4 2
Medical / Resuscitator Call 13 12 13 13 9 17 16
Other Response 10 14 9 5 5 1 9
Over Pressure Rupture 0 0 0 0 0 0 0
Pre-Fire Condition 3 3 0 0 1 3 1
Property Fires / Explosion 9 4 8 5 5 7 7
Public Hazard 6 10 4 5 4 6 6
Rescue 24 24 18 13 15 18 15
Total 73 84 59 52 54 63 70
The smaller residential development in the last 5 years has not yet shown an increase
in demands for service.
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Given the call volume and having a Rescue truck, Station 6 should maintain a roster of
24 Firefighters. Over the past 7 years, it has been challenging to recruit and retain
Firefighters in this area.
2014 2015 2016 2017 2018 2019 2020
Roster 19 20 19 17 20 18 17
Facility
Station 6 includes:
■ 3 truck bays;
■ washrooms with shower (for Firefighters);
■ storage room;
■ one office for the District Chief;
■ kitchenette;
■ training room.
Overview of planned repairs / maintenance and equipment replacement over 2020-2039
to the existing facility:
2020 2021 2022 2023 2024
Diesel exhaust
extraction
Parking lot -
Asphalt
2025 2026 2027 2028 2029
2030 2031 2032 2033 2034
2035 2036 2037 2038 2039
Apparatus (Pumper, Tanker, support)
Station 6 is equipped with the following apparatus:
Pumper 6 - 2006 International 4400 built by E-One
Equipped with the following:
5 person cab
■ 4800 Litre a minute Pumper
■ 4500 Litre water Tanker
■ Flir K2 Thermal Imaging Camera
■ Various firefighting and rescue equipment •. -
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Tanker 6 - 2002 GMC C8500 built by Almonte Fire Trucks
Equipped with the following:
■ 2 person cab
■ 7200 Litre water Tanker
■ Various firefighting equipment
Rescue 6 - 2009 International DuraStar built by Oro Design
Equipped with:
■ 5 person cab \
■ TNT Hydraulic Spreaders for Auto Extrication ! � ,
■ TNT Hydraulic Cutters for Auto Extrication
■ TNT Hydraulic Ram x2 for Auto Extrication
■ TNT Gas power unit for Auto Extrication
■ TNT Electric power unit for Auto Extrication
■ MSA Thermal Imaging Camera �.
ers
■ Various Rescue and Firefighting equipment
Overview of planned fleet replacement over the 2020-2039 time span to the existing
fleet:
2020 2021 2022 2023 2024
Tanker 6
2025 2026 2027 2028 2029
Pumper 6 Rescue 6
2030 2031 2032 2033 2034
2035 2036 2037 2038 2039
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6.8 Considerations for Capital Infrastructures
Through the completion of the Master Fire Plan Review (2020) OMFES Staff and the
Consultant have identified a number of recommendations to be considered in the future
operations of the Department related to service delivery and efficiencies that are
discussed in more detail below in Section 12.
One of the recommendations relates to consideration of the relocation of Stations 2 and
4 and identifies a number of Options regarding the future state for Stations 2 and 4. The
options identified are based on a review by OMFES Staff and the Consultant of the
existing Master Plan and its recommendations, in addition to call and staffing statistics.
Specifics regarding this analysis and the recommendation for a go forward are
discussed further below.
Call Data:
The data leading up to bringing forward the recommendation from 2014 shows that the
trends for Station 2 and Station 4 remain relatively unchanged. Station 4 continues to
have the lowest call volume of all 6 Stations, with the calls being majority medical or
alarm calls. Also, daytime for response availability continues to be a challenge for
Station 4.
Note: Definitions for Types of Calls (as per Office of the Fire Marshal)
Types of Calls
Burning (controlled) Open air burning / unauthorized controlled burning;
authorized controlled burning complaint.
CO False Calls CO false alarm — perceived emergency (no CO present);
CO false alarm — equipment malfunction (no CO present).
False Fire Calls Alarm equipment (malfunction, accidental); human
perceived emergency (malicious, accidental, etc.)
Medical / Resuscitator Call Heart attack (strokes, respiratory problems, fainted, etc.);
alcohol / drug related; fractures, cuts, abrasions, burns;
vital signs absent.
Other Response Mutual aid; assistance to Police or other Fire Department.
Pre-Fire Condition Overheat (chimney, appliances, vehicles smoking); pot on
stove.
Property Fires / Explosion Fire (structure, vehicle, grass, brush, rubbish); combustion
explosion no fire).
Public Hazard Gas leak or spill (natural gas, propane, gasoline, fuel, toxic
chemical, radioactive material, etc.); power lines down.
Rescue Vehicle accident and/or extrication; building collapse /
persons trapped in elevator / home / residential /
commercial / industrial accident; ice / water rescue.
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Station 2 Calls:
Types of Calls 2014 2015 2016 2017 2018 2019 2020
Burning (controlled) 8 15 7 14 16 10 25
CO False Calls 3 5 4 4 5 3 7
False Fire Calls 11 10 7 21 13 14 13
Medical / Resuscitator Call 23 28 22 19 30 22 16
Other Response 6 8 17 14 6 4 10
Pre-Fire Condition 6 4 1 2 5 7 1
Property Fires / Explosion 10 6 9 16 11 4 17
Public Hazard 16 24 18 10 15 11 12
Rescue 36 35 42 55 27 47 29
Total 119 135 127 155 128 122 130
*Note: Other than in 2016, Station 2 has had the highest call volume of all Stations.
Station 1 (Shanty Bay) and Station 3 (Horseshoe Valley) currently have similar call
volumes to Station 2.
Station 4 Calls:
Types of Calls 2014 2015 2016 2017 2018 2019 2020
Burning (controlled) 2 3 3 3 1 1 4
CO False Calls 3 5 3 3 8 5 5
False Fire Calls 2 4 9 6 7 12 4
Medical / Resuscitator Call 15 9 2 11 19 18 9
Other Response 2 1 3 5 2 2 3
Over Pressure Rupture 1 0 0 0 0 0 0
Pre-Fire Condition 1 3 3 1 1 2 1
Property Fires / Explosion 8 3 8 1 5 3 1
Public Hazard 4 2 6 3 9 1 4
Rescue 9 7 10 10 9 10 14
Total 46 37 44 43 61 54 45
Capital Infrastructure Requirements:
Both Station 2 and Station 4 will require a significant investment of capital funds for both
building and equipment over the next few years. Even with the upgrades, neither
Station will be able to accommodate population growth, the proper apron parking for
potentially larger apparatus or proper onsite training space. The investments are to
simply comply with continuous building maintenance and make minor improvements in
regards to Health and Safety requirements, but further infrastructure investments will be
continuously needed past this capital budget outlook.
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Station 2 (Hawkestone)
Diesel Exhaust Extraction $50,000.00
HVAC System $25,000.00
Roof Repairs (leaking roof) $25,000.00 (repairs only)
Water system upgrades $5,000.00
Lot Paving / More spaces required /
Sinking, pot holes $35,000.00
Addition to building / Training area /truck bays $150,000.00
Gear room (proper racks) $25,000.00
Total Investment for 2020-2022 $315,000.00
Station 4 (Rugby)
HVAC System upgrades $25,000.00
Diesel Exhaust Extraction $30,000.00
Showers and washrooms $50,000.00
Addition to building $100,000.00
Water system Upgrade $5,000.00
Possible septic system Upgrade $25,000.00
Gear room (proper racks) $25,000.00
Total Investment for 2020-2022 $235,000.00
Not estimated in the above is the requirement for a new internet connection for Station
4. It is anticipated that the Station's internet issues will require moving to a cell phone
network in order to be sufficient enough for use, as the other service (Xplornet) will no
longer be available.
Should Council consider to replace the existing buildings at the current square footage,
it is estimated that Station 2 would cost approximately $1,100,000.00 and Station 4
would cost approximately $500,000.00 to rebuild in the existing footprint.
Apparatus Replacement Requirements:
Forecasting for long term apparatus replacement based on the two Stations remaining
as is requires the following apparatus replacement:
2021 Pumper replacement at Station 4 $500,000.00
2025 Tanker replacement at Station 4 $350,000.00
2024 Pumper replacement Station 2 $600,000.00
Total Investment for 2020-2022 $1,450,000.00
*Note: These estimates are in Canadian funds and do not take into account the possible
increases in tariffs.
In 2014, Master Fire Plan (2014) Consultant Brad Bigrigg provided to Council and
OMFES Staff recommended options regarding Station 1, direction was provided in
2019/2020 to move forward with these recommendations.
During the 2015 Budget Deliberations, OMFES Staff made a recommendation for the
purchase of a combination Pumper/Tanker for Station 4 in accordance with the 2014
Master Plan. During the budget process, Council received community input expressing
concerns with the proposed purchase. However, in order to meet the Station
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requirements and balance the needs of all Stations, new apparatus (Tank 2) was
purchased and placed at Station 2, and apparatus was moved from a busier Station 1 to
Station 4 to continue to provide service delivery given that the data confirms Station 4
receives the fewest number of calls per year.
In 2016, while continuing to build the long term capital plans and projections for OMFES
service delivery in accordance with the 2014 Master Plan. Staff requested that a Fire
Station Reconciliation Study be completed by Fire Protection Survey Services
Consultant; for planning and budgeting purposes, which identified that the second
consideration after the building of a new Station 1 should be the combination of Stations
2 and 4 in the area of 15/16 Sideroad and Line 11. By having built the new Station 1
outside of the Shanty Bay village allows the possibility of the response boundaries to be
adjusted to support the next phase of restructuring the stations.
Based on the data analysis provided above, there are three options outlined below for
consideration.
Option #1: (Recommended Option)
Option #1: Closing of two Stations and the building of a new Station to combine
Station 2 (Hawkestone) and Station 4 (Rugby).
Note: It is important to note that for the purposes of this Report, the proposed
combination Station will be referred to as `Station 7'; and that all quotes regarding
apparatus, facility upgrades and repairs, and land sales are approximate and will be
more clearly determined once Council directs Staff to proceed on one of the
recommended options.
After considering the 2014 Fire Master Plan, the 2016 Fire Station Reconciliation Study,
discussions in the 2015 and 2016 Budget Deliberations, and building the new Station 1
outside the village of Shanty Bay allowing the response boundaries to be more
responsive, FES Staff and its consultant Michael McKenna, Fire Protection Survey
Services, are recommending the closing of Stations 2 and 4 and building a combination
station `Station 7' in the area of Line 11 North and 15/16 Sideroad.
As noted above in the description of the required resources for the two existing Stations,
a significant amount of capital funds will be required to update Stations 2 & 4. As well,
funding to replace aging apparatus' for the two Stations is being included in the
corresponding yearly budgets as the vehicles are to be retired from service.
Although call volumes remain the same types and numbers, with the expansion of the
airport and surrounding grounds, the potential impact of the permanent zoning of Burl's
Creek Event Grounds, as well as the potential for slow but steady increase in residential
development in the Hawkestone and Rugby areas, call volume can be expected to
increase.
Both Stations were built in 1971, with Station 2 being 3,793 square feet and Station 4
being 1,813 square feet. Neither station have room to accommodate appropriate
interior training requirements, there is no room for appropriate gear storage or laundry
facilities, and Station 4 doesn't have showers or a separate female and male washroom.
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The existing buildings were built with a 30-40 year vision however the needs, size of
apparatus and health and safety requirements have greatly changed in the 50 years
since the stations were built and the current buildings cannot sustain the 50 year vision
for the Department.
The proposed Station 7 is being given the same consideration as was for the new
Station 1 in Shanty Bay in 2019. The proposed new Station would provide adequate
areas for gear storage and cleaning, training (both Station and cross-training of
Stations), physical fitness and mental health benefits for the Firefighters, accommodate
long term growth of the Department, as well as preparing for the future potential for full-
time Firefighters (should legislation or demands in services change). Renovating or
developing Station 2 or Station 4 is not feasible to achieve those identified long term
needs.
Therefore Staff is recommending that the investments required be refocused into
Station 7.
The combined Station would allow for a reduction in fleet requirements, as well as the
repurposing of Tanker 4 to Station 6, as Tanker 6 is scheduled for replacement in 2022.
This would allow the deferment of purchasing a new Tanker (approximate cost of
$350,000.00) by 3 years, while still meeting requirements. The Department would
purchase a 44 Crew Cab rapid response vehicle (approximate cost of $65,000.00),
which could also be used to tow the Air Boat and other equipment.
Other considerations being budgeted annually for two Stations which would be reduced
to one Station are facility costs (i.e. electrical, water, cleaning, yard and etc. costs).
Currently, the existing facilities and their operating systems are not operating
economically or environmentally efficiently. The costs of operating the facilities are
often unpredictable and growing at an average of $28,000.00 per year for both Stations.
Staffing is another consideration as potential retirements may leave both Stations'
rosters at lower numbers than required. Currently, Station 2 requires a roster of 24, and
Station 4 requires a roster of 18 for a total of 42, a total of 24 roster would be sufficient
to meet the needs to maintain and retain of the fire response area.
With proper geographical placement in the area of 15/16 Sideroad and Line 11 North,
Station 7 could accommodate the response areas for the current Station 2 and 4, with
minimal changes in response times. Currently, the Firefighters must travel through the
villages of Hawkestone and Rugby to respond to the Station, and then travel out of the
villages to their call destination. A Station being built with ease of access to a main
Highway and out of the village would add to the emerging trend of building new Fire
Halls outside of settlement areas to minimize risk to the public during response times.
Now that that new Station 1 is occupied and operational, in 2021, OMFES Staff will
adjust the response boundaries to better reflect the appropriate coverage area for each
Station. It is in the Chief's authority to adjust the response boundaries to accommodate
the combination of the two stations.
As land would be required to be purchased, Staff did request a Letter of Opinion
regarding land value estimates for Station 2 and Station 4 from Paul Miller, Real Estate
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Agent for Royal LePage Realty. Each property is valued at approximately $300,000.00
for each property, therefore any funds received for the sale of the properties would be
reinvested into Station 7.
Once a decision is made by Council, the Planning Department will advise FES if any
zoning changes or subdivision of the lots could occur in order to achieve a higher asking
price for the lands.
Option #2: Change of Apparatus for Station 4, Status Quo for Station 2.
The fleet replacement schedule would remain in effect for Station 2, however Station 4's
fleet replacement plan would require the following changes:
Data from 2010 to current indicates that the more suited apparatus to service the
current Station 4 area would be to replace both Pumper 4 and Tanker 4 with a
combination Pumper/Tanker (approximate cost of $450,000.00), and add a 44 Crew
Cab rapid response vehicle (approximate cost of $65,000.00).
With Tanker 6 (Station 6) needing to be replaced in 2022, Tanker 4 could be sent to
Station 6 which would allow the delay of purchasing a new Tanker until Tanker 4 is set
to be replaced in 2025. In addition, the pick-up can be used for a variety of different
events instead of a Tanker.
Option #2 would mean that all infrastructure upgrades and costs would be need to be
implemented as the appropriate budgets are approved.
Option #3: Status Quo for Stations 2 & 4.
FES also notes that continuing the existing operation and fleet replacement schedule for
Stations 2 and 4 is also an option. Should Council choose Option #3, fleet and
infrastructure costs will be presented during the next few budget cycles.
Important consideration needs to be given to Station 4's roster numbers as they
continue to dwindle. Recruitment is difficult, as is with many stations, and it anticipated
that the Station won't meet the minimum Firefighter requirement, and the remaining
Firefighters would need to be incorporated into Station 2's roster within the next 1-2
years.
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Issues Management
During the 2014 discussions, issues were raised by the sitting Council as well as
constituents. As well, FES has noted other concerns and have proposed solutions to
ensure the continuity of the services outlined in the By-Law to Establish a Fire
Department. These included:
Boundary Adjustments
As mentioned above, with the new Station 1 being operational, boundary adjustments to
Station 1's response area will be changed to better reflect the Station's ability to
respond more appropriately. In doing so, the Chief has all the authority and
responsibility to make any necessary response boundary adjustment to the other
stations in order to eliminate gaps and overlap in service.
Response Times
The construction of the new Station 1 further north from the original location, allowed
the response area to move further north, which then supports the modification of
response areas for the other Stations. While response times vary due to Volunteer
Firefighter availability, adjustments can be made to station boundaries to improve those
responses.
Moving Stations out of Villages/Hamlets
The trend within the County is to move Fire Halls away from the downtown core and on
a main road on the outskirts of the area it services. This is to avoid multiple Firefighters
rushing through the village/hamlet to reach the Station and then the fire apparatus'
travelling through the village to reach its destination.
By building with ease of access to Highway 11, it would allow FES the ability to utilize
main routes, possibly better maintained roads with passing lanes to access the are in
need. This is essential during high commute and bus route schedules. It also avoids
excessive noise at all hours alerting and sometimes panicking residents of a potential
situation.
Fire Response Areas
To be continuously reviewed by the Fire Chief.
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7. Response Numbers and Areas for All Stations
7.1 Calls for Service
Calls for service have held steady from 2014 to 2018.
2014 2015 2016 2017 2018 2019 2020
521 543 559 535 541 539 580
Although Fire & Emergency Services responds to calls related to medical, fire,
prevention, and rescue incidents, the types of calls receiving the highest call volume are
as follows:
Types of Calls 2014 2015 2016 2017 2018 2019 2020
Fire 21 27 26 28 24 18 27
Alarm Equipment 50 39 34 49 62 55 54
CO Calls 43 48 38 44 41 36 30
Power Lines Down 19 19 18 12 41 14 19
Vehicle Accident 111 110 122 136 90 120 102
Oxygen Administered 40 21 20 19 21 6 1
Accident or Illness Related 19 26 40 33 39 40 44
Medical and Resuscitator 33 27 26 32 29 29 47
Call
Note: Highest Call Volume
Trends that can affect an increase: aging population; growth in population; increase in
traffic; increase in events, tourism.
Trends that can affect a decrease: fire prevention programs and education; newer
building materials; CO alarms and smoke alarms.
Number of calls per year for each Stations for the last 5 years:
2014 2015 2016 2017 2018 2019 2020
Station 1 114 123 132 113 115 113 154
Station 2 119 135 127 155 128 122 130
Station 3 117 103 131 115 117 121 121
Station 4 46 37 44 43 61 54 45
Station 5 52 61 66 57 66 66 60
Station 6 73 84 59 52 54 63 70
Note: Highest Call Volume
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7.2 Industry Standards
The Office of the Fire Marshal identifies best practices for minimal response
expectations. These guidelines are the industry standard but are not however legislated
or mandatory. The current systems used by OMFES don't allow for statistics to be
collected. As part of integrating Fire Pro 2 and the Township's new ERP system,
statistics should become available for Staff to identify proper performance measures.
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8. Emergency Management
The Emergency Management and Civil Protection Act (EMCPA) requires that all
municipalities are to have an emergency management program. Ontario Regulation
380/04 establishes the minimum standards for emergency management programs
required by municipalities and provincial ministries and supports the requirement in the
Act for mandatory emergency management programs. The Township of Oro-Medonte
has been and continues to be in compliance with this requirement.
The various requirements of the Emergency Program are laid out in the EMCPA,
including:
■ Adopt an emergency plan;
■ Provide training programs and exercises for employees of the municipality and other
persons with respect to the provision of necessary services and the procedures to be
followed in emergency response and recovery activities;
■ Provide public education on risks to public safety and on public preparedness for
emergencies; and
■ Designate an employee of the municipality or a member of the council as its
emergency management program coordinator;
■ Establish an emergency management program committee;
■ Establish an emergency control group;
■ Establish an emergency operations centre to be used by the municipal emergency
control group in an emergency; and
■ Designate an employee of the municipality as its emergency information officer; and
■ Any other elements required by the standards for emergency management set under
the Act or by Emergency Management Ontario.
The most current Emergency Plan is posted on the Township's website.
_ I �
i EDC
- CO
Emergency Operations Centre Set Up for training.
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9. Mutual Aid, Automatic Aid and Tiered Medical Agreements
Mutual Aid & Automatic Agreements are pre-determined plans for Departments to
receive and provide shared services, regardless of boundaries. Authority for these are
provided by the FPPA, and the drafting of the plans are guided by the OFM.
Within these Agreements, each municipality agrees to provide help 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 response system, activate the automatic
aid program, activate the hazardous materials support response and active the
specialized rescue support response.
Mutual Aid Agreements
Mutual Aid allows for a Municipality to call in assistance or resources from another
Municipality. Scenarios where Mutual Aid Agreements could be called upon would be:
■ Where the OMFES is on scene and experiences a shortage of manpower, equipment
or other resources;
■ Where an emergency within the OMFES boundaries would receive a quicker
response by an adjacent Municipality until OMFES can be on scene or both
Departments to respond simultaneously.
Currently OMFES participates in:
■ Simcoe County Mutual Fire Aid Agreement;
■ Simcoe County Hazmat;
■ Simcoe County Emergency Response Agreement.
Automatic Aid Agreements
Automatic Aid allows for a Municipality to respond quicker to an emergency that is not
within their jurisdiction but on or near a boundary with another Municipality, on a day to
day operational basis, reciprocal between two Municipalities. These Agreements can
be reciprocal or on a fee basis, Oro-Medonte Agreements are reciprocal.
Currently OMFES participates in:
■ Automatic Aid Agreement for fires in the North/West part of the Township with the
Township of Springwater;
■ City of Orillia.
Tiered Medical Agreement with the County of Simcoe Paramedics
OMFES operates in a Tier B response which would include calls for:
■ Non — responsive / Not awake
■ Choking — Not breathing
■ Profuse bleeding
■ Cardiac Chest Pain (Paramedic > 15 min ETA)
Currently OMFES participates in:
■ County of Simcoe Paramedic Services.
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10. Dispatch and Communication Services
Dispatch Services — City of Orillia
Oro-Medonte Fire & Emergency Services currently has an agreement with the City of
Orillia for Dispatching Services. Orillia also provides 911 services for Oro-Medonte as
the Central Emergency Reporting Bureau (CERB)
Emergency dispatching technology is evolving to include reporting by text in addition to
phone calls.
However, as the NextGen technology begins to be implemented, costs will increase. A
determination of whether City of Orillia Dispatching Services can offer the services
affordably will be required and is identified in the Recommendations section of this
Report.
Point to Point Communications
Currently, Motorola equipment is provided and serviced by Point to Point
Communications is installed on various towers owned by Rogers and Point to Point
Communications across the Township. This equipment allows for stronger
communication signals. The eventual possibility is that the owner of the towers may not
renew contracts with the Township for installation of equipment on the towers.
In order to anticipate the discontinuation of the contracts, OMFES and Point to Point
Communications has investigated the following opportunities:
■ Installing towers on the various Stations and any Township facilities;
■ Ongoing investigation with Environmental Services for potential tower locations.
Costs to be determined by land, height required and equipment. Options for future
tower considerations has been identified in the Recommendations section of this
Report.
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11. Human Resources and Health and Safety - Discussed as Confidential
Appendix E
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12. Summary of Master Fire Plan Review (2020) Recommendations
In addition to the outstanding Master Fire Plan (2014) recommendations noted in
Section 3.3 above, based on the data and service analysis detailed above, the Master
Fire Plan Review (2020) recommendations are summarized below:
Administration
■ Implement Standard Operation Procedures (SOP's) for Firefighters over the age of
Sixty and under Sixty Five;
■ Update Remuneration;
■ Update Job Descriptions;
■ Implement Job Performance Reviews;
■ Regular training on applicable Township Policies needs to be incorporated in the
yearly training plans.
Information Technology
■ Full implementation of Fire Pro 2;
■ Once the Township's new ERP system is in place, Fire Pro 2 should be integrated to
reduce more potential duplication;
■ Consideration should also be given to moving training records, including certificates
and completion reports, as well as permanent files related to infrastructure and
development to electronic records in order to minimize search and data entry time, as
well as in order to address the limited storage space at Headquarters;
■ Incorporate all Firefighter driver training records, recognized authority and signing
authority records into single database within OMFES, along with training by IT to fire
officers.
Communications
■ Review current Dispatch Services and other options with the incoming NextGen
technology (estimated to be coming in 2023);
■ Review all available technology as the use of the analogue pagers is anticipated to
be discontinued in the next few years;
■ Review options for towers throughout the Municipality.
Fire Prevention and Public Education
■ Increase in commercial education and inspections to be proactive rather than
reactive (complaint) based;
■ Creation of a business registry to identify possible hazards associated with the
business and building classification.
■ Train Fire Prevention Staff to conduct plan examinations for life safety components of
the applicable Codes;
■ Develop the position of Fire Inspector (2022).
Training
■ Development of Division Chief of Training (posted in January 2021);
■ Review training options through Regional Schools and on-line training formats;
■ Develop training grounds for physical training development;
■ Train Firefighters on job descriptions, performance plans and evaluations;
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■ With the proposed addition to Station 3 / Headquarters (proposed in the 2021
Budget), move mandatory / specialized training in-house, utilizing qualified trainers.
Fire Response Areas
■ To be continuously reviewed by the Fire Chief.
Facilities
■ Relocation of Station 2 and Station 4 to a new, central, modern, efficient facility;
■ Decision on future use of the original Station 1 (Shanty Bay);
■ Build addition on Station 3 (Horseshoe Valley) in 2021 and training grounds in 2022;
■ Continue equipping all Stations with back-up generators and exhaust extractors.
Fleet Procurement and Replacement
■ Continuation of the 20 year cycle;
■ Addition of one Pumper in reserve.
Emergency Response Issues
■ Review option to supplement day time response with available daytime Firefighters
(as part of integrating Fire Pro 2 and the Township's new ERP system, statistics
should become available for Staff to identify proper performance measures).
The Master Fire Plan is designed to guide the management and long-term planning for
Oro-Medonte Fire & Emergency Services Department. The recommendations outlined
above require direction from Council in order for OMFES Staff to continue to provide
efficient service delivery while continuing to meet the growing needs of the community
and manage the required services and response resulting from continued growth.
74 Page 1013-of_262-
Township of
Report
Proud Heritage, Exciting Future
Report No. To: Prepared By:
FD 2014-03 Council Hugh Murray
Meeting Date: Subject: Motion #
February 26, 2014
Master Fire Plan
Roll #: R.M.S. File #:
Recommendation(s): Requires Action For Information Only
It is recommended that:
1. Report No. FD 2014-03 and the Master Fire Plan document be received and referred
to the March 5, 2014 meeting for endorsement.
Background:
Early in 2013 a consultant with over 35 years of experience in emergency services was
hired to prepare a Master Fire Plan for the Fire & Emergency Services Department.
The Master Fire Plan is a living document which maps the strategic direction of the
Township of Oro-Medonte Fire & Emergency Services for the next five to ten years.
Development of the Master Fire Plan included but was not limited to a review of the
following areas:
• Administration
• Information Technology
• Communications
• Fleet Maintenance
• Fire Prevention and Public Education
• Training
• Fire Response Areas
• Facilities
• Fleet procurement and Replacement
• Emergency Response Issues
Fire& Emergency Services February 26,2014
Report No. FD 2014-03 Page 1 of 4
PIRgge109 of 263
kid
ffi
Staff ha5veew�brke�w�i��o�urM o tant per nng t e infofmati n aand Aa'or1 uire tc�
help develop the Master Fire Plan, additional information from surrounding areas as well
as legislation have helped to form this document.
Analysis:
The development of the Master Fire Plan is significant work in data collection, research
and review of current practices and standards. As part of the development of the plan
detailed maps showing locations of emergency calls by type and by response area for a
3 year period (2010-2012) were prepared. The maps showed constant patterns where
the calls occurred and the types of calls by area.
The maps provided a graphic picture to help support a number of the recommendations
that have been made.
Council had been provided two overviews of the Draft plan in 2013 and Oro-Medonte
Firefighters were presented an overview of the Draft Master Fire Plan with the
consultant, and afforded the opportunity to discuss components of the plan. At this all
volunteer meeting, senior staff and our consultant walked department members through
the Draft Master Fire Plan.
At these meetings, the detailed mapping of emergency calls were displayed and
reviewed with the firefighters. Council had also been provided the same material to
review during their presentation.
Firefighters were provided comment sheets so that they could provide input and to be
returned within a specific timeframe. No additional comment sheets were received after
that meeting.
A public open house was held at the Township office in which a number of firefighters
and members of the public attended, and were provided an overview and comment
sheets.
Staff were advised that Station 4 Firefighters had concerns regarding components of the
Draft Master Fire Plan overview; accordingly a separate Station 4 Firefighter meeting
was provided.
Comment sheets from this meeting were received by the consultant, reviewed and
considered in the final version of the Master Fire Plan, attached to this report.
Financial / Legal Implications / Risk Management:
Financial implications/ recommendations in the Master Fire Plan document have been
incorporated into the 2014-2018 5 year Capital Forecast as well as the 3 year operating
budget forecast.
Fire & Emergency Services February 26, 2014
Report No. FD 2014-03 Page 2 of 4
PlRgge1 @8 of 283
Council has approved the 2014 Capital and Operating budgets which include some of
the recommendations outlined in the Master Fire Plan Document.
Implementing recommendations that require financing are forecasted over the next five
years and will be decision points for a future Council.
Policies/Legislation:
Fire Protection and Prevention Act, 1997
By-Law 2013-221 Establish and Regulate a Fire Department
Corporate Strategic Goals:
Financial Stewardship
Quality of Life
Safe and Healthy Community
Service Excellence
Sustainability
External Relations
Consultations:
Mr. Bigrigg — Consultant
CAO
Director of Finance
Fire & Emergency Services staff
Council
Members of Public
Attachments:
Master Fire Plan
Fire& Emergency Services February 26,2014
Report No. FD 2014-03 Page 3 of 4
PIRgge160 of 263
Conclusion:
The Master Fire Plan document has been prepared after months of development. It has
been reviewed in Draft form with Council, firefighters, staff and the public. Feedback
has been received and reviewed by our consultant and used to prepare this final report.
This Plan will serve a guiding document for the department and will be reviewed
annually to help make decisions for the strategic direction of the department both
financially and operationally.
Respectfully submitted:
C%
Hugh Murray
Fire Chief
SMT Approval / Comments: C.A.O. Approval / Comments:
Fire& Emergency Services February 26,2014
Report No. FD 2014-03 Page 4 of 4
PIRgge168 of 263
TOWNSHIP OF ORO-MEDONTE
CONSULTATIVE REVIEW OF
MUNICIPAL FIRE PROTECTION
iME
MERG E
Township of Oro-Medonte Master Fire Plan 2014 February 2014 1
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Contents
CONTENTS.................................................................................................................................................................2
MASTERFIRE PLAN................................................................................................................................................3
TOWNSHIP OF ORO-MEDONTE OVERVIEW...................................................................................................4
EXECUTIVESUMMARY.........................................................................................................................................6
EXECUTIVESUMMARY.........................................................................................................................................6
SUMMARY OF RECOMMENDATIONS................................................................................................................8
PLANNINGASSUMPTION....................................................................................................................................11
STRATEGIES AND PRINCIPLES.........................................................................................................................11
SERVICE DELIVERY: GOALS.............................................................................................................................12
SERVICEDELIVERY.............................................................................................................................................20
DETAIL OF THE RECOMMENDATIONS..........................................................................................................21
APPENDIX1 .............................................................................................................................................................27
APPENDIX2.............................................................................................................................................................28
APPENDIX 3 BY-LAW 2013-331 ESTABLISHING®ULATING BY-LAW...........................................29
Township of Oro-Medonte Master Fire Plan 2014 February 2014 2
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Master Fire Plan
The Master Fire Plan is a living document which maps the strategic direction of the Township
of Oro-Medonte Fire& Emergency Services for the next five to ten years. Issues related to the
delivery of public fire protection and not addressed in this report have been accepted by
municipal administration and management as meeting the needs and circumstance of Oro-
Medonte based on the current growth strategy, existing programs and resources and the fire
department staffing model.
A Review Committee will review the Master Fire Planannually and recommend to the Fire
Chief,any amendment deemed necessary to enable administrative staff to create, implement
and manage programs to ensure the safety and security of our community.
Committee volunteers will be solicited annually by the Fire Chief among the Fire& Emergency
Services staff.The Committee will select a Chairperson from among their members. The
Committee Staff advisors to the Master Fire Plan Review Committee will include the Deputy
Fire Chief, the Fire Prevention, Fire& Life Safety Educator and a Training Officer. The Fire
Chief may appoint additional staff members deemed appropriate to serve as advisors to the
Master Fire Plan Review Committee.
The Fire Chief will monitor progress in the implementation of the Plan on an ongoing basis,
and will report to the Committee upon request from the Chairperson and at least once
annually.
A number of municipal staff have contributed to the development and success of this report.
Without their assistance the foregoing would not be possible. A number of Council briefings,
meetings with firefighters and meetings with the public took place during 2013. Written
submissions from fire service members were reviewed and considered during the
development of the final report. The author is grateful to all for their enthusiasm, passion,
concern for the community a dedication to firefighter safety.
I acknowledge the assistance and advice received during the preparation of this Master Fire
Plan; I assume full responsibilities for the findings and conclusions in this report.
Brad Bigrigg
Master Fire Plan Consultant
Township of Oro-Medonte Master Fire Plan 2014 February 2014 3
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Township of Oro-Medonte Overview
With a 2011 population of 20,078, the Township of Oro-Medonte is a diverse geographic area
that covers over 585 square kilometres. The township is located near the heart of Simcoe
County and boasts strong agricultural, industrial and recreational opportunities.
Residents, businesses and their employees, and visitors all impact the Township's traffic and
population at any time, and have been taken into account during the preparation of this review.
As a slow growth community above the Greater Toronto Area, Oro-Medonte's roads are
heavily-used byways travelled by commuters and those seeking recreation and past times
outside of the GTA. Key flight paths and holding patterns for air traffic at Lester B. Pearson
International Airport over-fly Oro-Medonte daily. There is also regular air traffic in and out of
Lake Simcoe regional Airport on a daily basis. The main line of the Canadian Pacific Railway
passes through the community. Hazardous materials are routinely shipped and transported
through Oro-Medonte daily. Oro-Medonte is also a popular tourist destination. Combined with
imminent residential growth, these factors are indicative of the increasing fire, rescue and
emergency medical risks faced by the community
In response to this potential increased demand for service and in order to ensure the timely
delivery of emergency services, the Township of Oro-Medonte is divided into six emergency
response areas. In the event of a major emergency—or simultaneous emergency incidents—
mutual aid may be provided by fire departments from neighbouring communities.
Oro-Medonte FES - 2011
584 Emergency Responses
■Station 1- 130
■Station 2- 151
Station 3- 113
■Station 4-45
■Station 5-76
■Station 6-69
Township of Oro-Medonte Master Fire Plan 2014 February 2014 4
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Oro-Medonte Fire & Emergency Services
Fire Response Areas By Station
#5 oans ne
#5 Warminster
'1
/ f
.f
04 gby
#3 or eshoe tl
#2 Hawkestone
Station
W#1 Shanty Bay
JU#2 Hawkestone
EL#3 Horseshoe Valley
-#4 Rugby
#5 Warminster #1 Shanty Bay
-#6 Moonstone
5pringwater#4
Hall Location
Township of Oro-Medonte Master Fire Plan 2014 February 2014 5
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Executive Summary
The Township of Oro-Medonte provides effective, efficient, safe and professional public fire
protection to its residents. The municipality provides services in compliance with the minimum
requirements of the Fire Protection and Prevention Act and the Occupational Health&Safety
Act Residents of the municipality can be assured that they are receiving value for their tax
dollars. There have been no public complaints concerning the delivery of emergency services
for the past five years.
Fire&Emergency Services operates following a consistent training program supported by
Operational Guidelines. The Incident Management System is used to conduct emergency
operations. The low firefighter injury rate in the municipality is in large part due to the
firefighter training program, use of the incident management system, quality protective
program and ongoing training for Company Officers.
The rural residents of Oro-Medonte receive a reduction in fire insurance premiums following
the successful Tanker Shuttle Accreditation. Oro-Medonte has a consistently low civilian fire
injury and death rate, in large part due to a consistent and ongoing fire prevention inspection
program and an active public fire safety education program.
While the municipality is in compliance with the legislated mandates, Council must ensure that
response times and daytime staffing are continuously monitored in order to ensure that the
existing service level remains stable or is improved. In December of 2013 Council approved an
updated establishing and Regulating By-Law to ensure that the nature and quality of services
delivered by the department are consistent with the expectations of Council.
The Master Fire Planis a living document built on a service of rich history and proud tradition
of providing quality fire and emergency services to our residences. The Plan is a consolidation
of previously prepared risk management plans, business plans,fleet replacement plans and
fire prevention and public education models taking into account changes within the
municipality, proposed growth and emerging trends within the fire service. It will be reviewed
annually in order to ensure that the Plan continues to meet the needs and circumstances of
the community.
The next phase of the Plan, as presented here, is designed to build on the fundamental
principles of the earlier Plans:
■ Focus on public education and prevention measures as the primary and most effective
means to protect our community.
■ Implement measures to support the important role volunteer staff play, by reducing the
impact of the increasing demands for service.
■ Closely monitoring trends and service demands as the basis to maintain an effective
service delivery model with efficient allocation of resources.
The current service delivery model has been evaluated and this Plan proposes potential
changes to ensure the Department of Fire& Emergency Services is positioned with adequate
resources to provide a safe,quality service to our community in an efficient and cost-effective
manner. The path chosen was selected with the firm belief that it best meets the needs of the
community based on the resources available and anticipated planning and growth models.
Township of Oro-Medonte Master Fire Plan 2014 February 2014 6
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A key component of the Master Fire Plan is public education and prevention measures. While
responding to incidents that threaten our community members is a critical role for the fire
service, no amount of money or expenditure of resources can eliminate all injuries,fatalities,
loss of property or damage to our environment. In fact, a safe community is created and
maintained by its citizens. Through public education,application of safety codes and
enforcement of regulations, the Township of Oro-Medonte Department of Fire &Emergency
Services will implement programs and enforcement processes that provide our citizens with
the tools to make our community safe from fire and other life threatening incidents.
Oro-Medonte is a large volunteer fire department supported by career staff filling out the roles
of Fire Chief, Deputy Fire Chief, Fire Prevention, Fire &Life Safety Educator and
Administrative Assistant. The Master Fire Plan recognizes the tremendous value of the
commitment made and the service provided by our volunteer fire fighters. These individuals
are recognized as the backbone of the service, allowing the community to benefit from
professional service delivered in a cost-effective manner. The level and quality of emergency
services provided to our residents would not be possible without the engagement and support
of our Volunteer firefighters. Measures to control the demands placed upon these individuals
and the resulting impact on their families (and their employers), is a key consideration of the
Plan.
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SUMMARY OF RECOMMENDATIONS
Administration:
Fire&Emergency Services must continue to have administrative support available 5 days a
week. There is a need to cross-train municipal administrative staff with fire administrative staff
to ensure continuity of operations in the event of absence or a major emergency incident.
The current Fire Department Establishing and Regulating By-Law must be viewed in order to
ensure that the nature and quality of services delivered by the department are consistent with
the expectations of Council.
The job descriptions for the Fire Chief, Deputy Fire Chief and Fire Prevention, Fire&Life
Safety Educator should be updated to reflect current functions and requirements of these
ranks.
Information Technology:
Fire& Emergency Services requires additional support from Information Technology(I.T.)staff
in order to eliminate wasteful duplication of function when entering the same data into the Fire
Watch system and the Baker system.
Arrangements should be made through I.T. staff to maximize the technology available in the
fire stations. This will allow fire officers to directly enter fire reports and casualty reports from
the fire stations.
The municipality would be well served by incorporating all municipal driver training records,
CVOR documents, recognized authority and signing authority records into a single database
within Fire &Emergency Services.
There will be a need for I.T. staff to provide training to fire officers if these changes are
incorporated.
Communications:
The provision of fire service communications for Oro-Medonte should remain with Orillia
Central Fire Communications Centre unless they are no longer able to provide the service.
Fleet Maintenance:
The current fleet maintenance program should continue until or unless the Township is able to
provide the same service in-house on a 24/7 basis.
Township of Oro-Medonte Master Fire Plan 2014 February 2014 8
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Fire Prevention and Public Education:
It is critical that the department continues the annual inspection program for potentially high
risk properties and continues the annual review of approved Fire Safety Plans to ensure that
they remain relevant and effective.
Should the proposed development of rental condominiums carry forward, Fire Prevention staff
will be required to implement a public education program and an inspection program that
adequately ensures the fire safety of the transient residents at resort facilities.
All staff conducting plans examinations should complete the relevant training and
examinations related to fire and life safety components of the Ontario Building Code through
the Ministry of Municipal Affairs and Housing (MMAH).
Training:
All new Oro-Medonte firefighters must successfully complete the Component 1 exam of the
Ontario Firefighter Curriculum (or the NFPA Equivalent)within 12 months of being employed
by the department.
All members of the department should be trained to the OFM Hazardous Materials and
Terrorism Awareness Level and the EMO IMS 100 Level. These are both self-study courses
available over the internet.
The department must continue its existing efforts to ensure that all officers, potential officers
and instructors are trained to the OFM IMS Level 1.
The municipality should ensure that all officers and instructors are trained to the EMO Basic
Emergency Management Level.
The Deputy Fire Chief should implement training for officers/supervisors to ensure their
continued competence and implement a succession planning program.
Immediate consideration must be given to the creation and development of a Chief Training
Coordinator position within the department.
Fire Response Areas:
The Fire Chief should review the existing fire response areas to ensure that residents are
receiving the most appropriate level of service.
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Facilities:
The Shanty Bay Fire Station must be replaced at the earliest opportunity with a larger and
more modern and efficient facility. The existing fire station may be renovated for community
uses, including recreation, providing that space remains to house one triple combination
pumper which will operate as a satellite from the new fire station.
The Warminster Fire Station requires an addition to the training room in the near future to
allow for effective and meaningful training to take place in the station.
Plans should be undertaken in the near term for the municipality to acquire lands immediately
adjacent to Station#3 for the purpose of expanding the station when necessary, adding a
training ground and allowing construction of a Joint Public Safety Facility when there is a
demonstrated need to do so.
A capital budget plan should be implemented in order to ensure that all stations are equipped
with back-up generators and exhaust extractors as soon as possible.
Fleet Procurement and Replacement:
The planned replacement of triple combination pumpers prior to the end of their 20 year
lifespan should be continued.
The Fire Chief should continue the planned replacement of the aerial truck over the next 5
years in order to ensure that the department does not lose the aerial capability.
There is a need to procure and Medium Duty Rescue Unit for Station#3 over the next 1-3
years.
Administrative and support vehicles operated by the department should be equipped with 4
wheel drive.
The fire department should consider maintaining one pumper and one tanker beyond their life
cycle as reserve apparatus to be used in the event that front line fire apparatus is out of
service due to damage or maintenance.
Emergency Response Issues:
Each fire district may be served utilizing alternate methods for service delivery. The 2014-2018
Capital Forecast will require decisions by a future Council taking into consideration new
technologies and legislated requirements..
Efforts should be undertaken in the immediate future to ensure that a crew of 4 VFF are
immediately available during the business day to ensure a prompt and effective firefighting
capability throughout the municipality.
Fire&Emergency Services continues to participate in a Tiered Response Agreement with
Simcoe County Paramedic Services. The Fire Chief must continue to annually review the
agreement with Paramedic Services on an annual basis to ensure that the terms of the
agreement are being met and that the community continues to benefit from the agreement.
Township of Oro-Medonte Master Fire Plan 2014 February 2014 10
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Three roadways have been identified that if were connected would improve response times
They are Windfield Dr., Line 1 S.to Ridge Rd. and Robinson St. to Line 12 S.
A detailed explanation of each recommendation may be found starting on Page 21 of this
report.
Planning Assumption
The Master Fire Plan has been prepared based on direction from the C.A.O. and Fire Chief
with the assumption that the municipality will continue to follow the approved growth strategy
with the bulk of growth occurring in Craighurst, Horseshoe Valley and Warminster. A full re-
assessment of the Master Fire Plan will be necessary should the Township of Oro-Medonte
growth strategy change significantly before 2018 or if more than 125 homes are built in an
area where they were not envisioned on March 1, 2013.
Strategies and Principles
Mission To provide a team of highly trained, caring professionals who lead a collaborative effort to provide
the community with an efficient emergency and safety system dedicated to protecting and
strengthening our community through education, prevention, and rapid intervention at
emergencies.
Vision Oro-Medonte Fire&Emergency Services will provide the citizens of the municipality with effective,
efficient, safe and professional fire protection services.
Values In conjunction with the core values set by the Township of Oro-Medonte, Oro-Medonte Fire&
Emergency Services is committed to leadership in the delivery of public fire protection through
the values of:
✓ service to the community
✓ fire fighter involvement
✓ accountability, integrity and safety
Principles ■ Safety of the public and fire fighters
■ Intelligence based service delivery
■ Effective fire prevention and public education programs that are consistent with the
requirements of the Fire Protection&Prevention Actand the needs of the community.
■ Effective, efficient, safe and professional delivery of public fire protection services based on
local needs and circumstances, in accordance with the requirements of the Occupational
Health&Safety Act
■ Emergency response within 12 minutes of an emergency incident being reported
■ Firefighter training in accordance with the Ontario Fire Service Standards, Emergency
Management Standards, industry standards and best practices
■ High quality maintenance program to ensure the safety and efficiency of all fire service
equipment
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Service Delivery: Goals
Programs The services provided by Oro-Medonte Fire& Emergency Services include, but are not limited to:
■ public fire safety education and injury prevention programs
■ plans review service for new construction, retrofit and renovation
■ inspection and enforcement programs to ensure compliance with the provisions of the Ontario
Fire Code and the fire protection components of the Ontario Building Code and municipal bylaws
■ fire suppression services
■ emergency patient care in support of Emergency Medical Services
■ emergency rescue services including, but not limited to: auto extrication, in/on water/ice rescue,
high angle rescue, and confined space rescue (Awareness Level)
■ hazardous materials services(Awareness Level)
■ Community Emergency Management Program
■ other such services as directed and approved by Council
Performance Performance will be monitored and subsequently adjusted on an ongoing basis to achieve:
Measures
■ 10 inspections conducted per week
■ public education programs delivered per week
■ in-service(depart station)time of 6 minutes
■ response time of less than 12 minutes
■ processing of Burn and Fireworks Permits within 1 business day of the request
■ Plans reviews completed within 10 business days of submission of complete plans
■ a high degree of customer service and customer satisfaction
In order to achieve these goals, there is a necessity for the Oro-Medonte Department of Fire& Emergency
Services to:
■ Continue to recruit volunteer firefighters when there is a demonstrated need to do so based on
emergency incident demand, volunteer firefighter availability and emergency incident response times
■ implement a program that addresses station location, design and functional requirements
■ routinely replace and rotate apparatus and equipment prior to the end of useful life
■ provide training and development opportunities to all staff
■ continue to develop leaders for the future and develop a succession plan for the team
■ continue community partnerships in order to ensure that all residents have an opportunity to
receive fire prevention, injury prevention and emergency preparedness information on a regular
basis
■ review and update Development Charges as a funding mechanism for appropriate capital
improvements
■ review and update the Fees By-Law in order to ensure that appropriate costs are recovered
whenever possible
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Industrial Ontario Fire Services are governed by the Fire Protection and Prevention Act(F.P.P.A.). The Public Fire
Standards and Best Safety Guidelines(PFSG)issued by the Office of the Fire Marshal pursuant to the F.P.P.A. identify the
Practices minimum response expectations, in terms of best practices,for municipal fire departments. While these
Guidelines are well founded, they are not legislated and are not mandatory. PFSG 04-08-10, Operational
Planning:An Official Guide to Matching Resource Deployment and Risk is a tool that the municipality may
use in the future to more fully evaluate fire service capabilities.
In the case of a residential fire in a hydrant protected area,fire services are generally expected to have 10
firefighters on scene,with two pieces of fire apparatus within 10 minutes of receipt of the alarm in order to
be effective at controlling a fire. It is difficult to control the spread of fire and save lives or property
following 10 minutes of free burning fire, particularly in newer construction. As expected, larger fires and
rural fires,where there is no reliable water supply, require additional firefighters and additional apparatus.
The longer the response time, the greater the risk of property loss, injury or death.
Experience continues to show that improved building codes, building maintenance and public education
programs have contributed to significant reductions in residential fires. Many municipal fire departments
have benefitted from increased use of Mutual Aid or Automatic Aid Agreements to supplement their
response to structure fires, particularly during the business day when many VFF are unavailable due to
their employment or personal obligations.
While there are no other PFSGs governing emergency incident staffing and response times, the industrial
standard and best practice in Ontario is to have 8 firefighters on scene of any type of entrapment within 10
minutes of receipt of an alarm and to have 3 firefighters on scene of a medical emergency within 8 minutes
of receipt of an alarm.
Volunteer Fire The Township of Oro-Medonte was formed following municipal restructuring in 1994. Two fire departments
Service consisting of a total of seven fire stations were consolidated into one fire department consisting of six
stations as a result of the restructuring, process. No additional fire stations have been placed into service
since restructuring. Each fire station serves a defined fire district and assists neighbouring fire districts and
fire departments as necessary.
Volunteer fire departments in a rural setting typically consist of two or three pieces of apparatus and 15-20
volunteer firefighters per station. Volunteer fire stations function best when responding to less than 350
emergency incidents per year. Experience within the volunteer fire service has shown that the number of
volunteer firefighters responding to emergency incidents typically decreases and emergency response
times increase when call volume in a fire station exceeds 350 responses per year.
Municipal Councils should review the necessity of fire stations responding to less than 50 emergency
incidents annually. There is a need to ensure that the apparatus, equipment and VFF are necessary,
meeting the needs of the community and add value for the residents. There is also a need to consider
other emergency service delivery options such as automatic aid or fire protection agreements.
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Oro-Medonte Comparative Data
2011 Data Adjala Essa Oro- Ramara Severn Spring Tay Tiny
Jos Medonte water
Population* 10603 18505 20078 9275 11251 18223 9736 11232
Households* 3574 6408 7476 3748 6903 6258 3942 4619
Fire Stations** 2 2 6 2 3 4 4 5
VFF** 84 54 120 53 70 90 75 92
Responses" 285 360 584 475 225
Average Response 8:26 7.49 14.1 4:35 7:47
Time**
Average VFF on First 2 4 2 2 2
Out Apparatus
Operating Cost per $0.53 $0.30 $0.37 $0.51 $0.40 $0.51 $0.60 $0.39
$1000/Assessment
Total Cost per $0.61 $0.37 $0.43 $0.62 $0.50 $0.59 $0.72 $0.49
$1000/Assessment
No. Fire Related 0 0.054 0 0 0 0 0 0
Injuries/1000
Persons
No. Fire Related 0.094 0.043 0 0 0 0 0 0
Injuries/1000
Persons/5 years
No. Fire Related 0 0.054 0 0 0.089 0 0 0
Fatalities/1000
Persons
No. Fire Related 0.094 0.022 0 0 0 0 0 0
Fatalities/1000
Persons/5 years
No.Structure 1.278 2.654 0 0.161 1.449 1.265 1.716 2.509
Fires/1000
households
Data collected from 2011 Stats Canada Census
`"Data collected from area fire chiefs
Remaining data collected from 2011 MPMP Simcoe County Township Reports.(Clearview did not report)
Data from Severn,Springwater and Tiny was incomplete
Over the next 10-25 years the community risk is expected to increase as a result of approved growth in
Oro-Medonte. Light industrial and commercial development is expected to continue, transportation patterns
may stay the same but volume will increase, some increased air traffic is expected at LSRA and additional
housing is planned for Craighurst, Horseshoe Valley and Warminster. This continuous growth is the
primary rationale for the development of a Master Fire Plan.
The objective of the Master Fire Plan is to ensure that the municipality is able to maintain an efficient
complement of volunteer and full-time staff to provide an effective level of emergency incident service to
our community. Current call volume, volunteer firefighter availability and emergency incident response
times and the projected increases associated with community growth and rising community expectations
demonstrate a pressing need to implement a service delivery model that incorporates business day
coverage in the community by 2014. The costs associated with these improvements are discussed further
in this report.
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Impact of Growth on Service
Year Population Residences Emergency Avg.
Incidents Response
Time
1996 16,698 5930
2001 18,315 6605 331
2006 20,031 7320 550
2011 20,078 7476 584 14.1
2014 21,000 7626 624
2016 22,000 7826 664
2018 23,000 8026 704
2020 24,000 1 8226 744
Emergency Service One objective of the Master Fire Pianis to ensure that the municipality is able to maintain an
Delivery Options efficient complement of firefighting staff to provide an effective level of emergency incident service
to our community. Current call volume, volunteer firefighter availability and emergency incident
response times and the projected increases associated with community growth and rising
community expectations demonstrate an expected need to implement a service delivery model
that incorporates volunteer firefighters being immediately available in a fire station during the
business day by 2014.
Based on a review of municipal fire protection data and consultation with the Fire Chief and a Fire
Coordinator it appears that the delivery of emergency services in the municipality, during the
business day, may be the most urgent matter arising from the review. It is apparent that Oro-
Medonte, like most municipalities served by VFF, has a challenge ensuring adequate daytime
staffing and an adequate emergency response capability. The municipality has a number of
options available with respect to emergency services delivery
Emergency Service delivery options include;
1. status quo or no change in the current delivery model
2. gradual migration to business day coverage with volunteer firefighters
3. gradual migration to business day coverage with career staff
4. enter into automatic aid agreements
5. more frequent use of mutual aid
1. Status Quo
While most cost effective, the status quo will result in no change to the current fire and
emergency services delivery model. Most of the community can expect fewer responding
firefighters and extended response times during the business day. This will have a corresponding
impact on customer satisfaction and confidence in the municipality. The status quo may also
result in increases in fire insurance premiums paid by ratepayers and higher risk to the
municipality in the event of a large loss or fatal fire.
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2. Migration to Business Day Coverage with Volunteer Firefighters
The migration to business day coverage with one platoon of volunteer firefighters will ensure an
adequate and balanced emergency response capability throughout the municipality. This change
would maintain or improve customer satisfaction and may have a positive impact on the fire
insurance grading system used by the insurance industry. Business day coverage with one crew
of VFF has an annual cost of approximately of$225,000. (Crew of 4, 9 hours a day, 250 days per
year).
3. Gradual Migration to Business Day Coverage with Career Staff
The gradual migration to career staff supported by volunteer firefighters would bring about
continuity in the delivery of fire protection throughout Oro-Medonte. This change may improve
customer satisfaction. It may also minimize some of the risk faced by the municipality.
One platoon of career firefighters would have a total annual cost of approximately of$450 K($
2013) plus the costs associated with a trade union including benefits, vacation, training and sick
time coverage.
The implementation of this option is not realistic based on needs, circumstances and the ability to
pay. The cost of implementing this option is unreasonable and beyond the ability of the
municipality at this time.
4. Enter into Automatic Aid Agreements
Most neighbouring departments are far enough away that their travel time would take away the
advantage of automatic aid. Many of the neighbouring departments also rely on VFF and are
suffering from the same coverage issues as Oro-Medonte. Council is reminded that there is a
cost allocated against the requesting municipality for each automatic aid call.
5. More frequent use of Mutual Aid Agreements
Mutual aid is intended to be used for extraordinary situations requiring additional resources.
Municipalities participating in the Mutual Aid System are expected to have sufficient resources
available to meet their day to day needs. This option is not recommended.
Preferred Option
Migration to business day coverage with volunteer fire fighters is the preferred option. It provides
a balanced approach to the improvement and reliability of service delivery. The migration to
business day coverage with volunteer firefighters in one station based on needs and
circumstances will provide for additional business day coverage throughout the municipality.
This service delivery improvement will maintain or improve customer service and satisfaction,
ensure adequate emergency incident staffing and help to manage the municipal risk in the event
of a large loss or fatal fire. The Fire Chief would need a lead time of approximately one year to
implement this option. The lead time is required to develop operational guidelines, develop
dispatch policies and ensure a standard level of training for participating VFF and Company
officers.
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Accountability Service Delivery(Public Education, Prevention, Inspection & Investigation, and Emergency Response)
programs are monitored and assessed to:
■ ensure the effectiveness of the program
■ establish trends and statistical data forming the analysis for
o risk vs. needs
o risk vs. cost effectiveness
■ commit suitable resources to the delivery of the service
■ enhance the safety, training,skill and knowledge levels of staff assigned to program delivery
Public Education This program focuses on proactive public education and implementation of safety programs as the most
Program effective means to achieve community protection (i.e. reduce personal injury, deaths and property loss).
The Public Education Program is required in order to meet the minimum requirements of the Fire
Protection and Prevention Act.
Principles ■ Implement the `Risk Watch' program or similar safety education program in day care centres, nursery
schools and elementary schools in Oro-Medonte
■ Maintain a Smoke Alarm Program for residents and ensure that missing or faulty smoke alarms are
replaced promptly by property owners or occupants
■ Develop and maintain a public education program and an inspection program that adequately ensures
the fire safety of the transient residents at resort facilities.
■ Deliver appropriate provincial safety programs (i.e. "Older And Wise', "Seniors Fire Safe', "Home
Safe Home')to specific target groups
■ Develop effective media relations and provide timely media releases to maintain a high profile for fire
safety education
■ Identify resources needed to meet education objectives
■ Monitor and assess fire and emergency response trends in order to develop and deliver appropriate
education programs
■ Assess public fire safety awareness on an ongoing basis
Fire Prevention, Employ proactive prevention, inspection and investigation services as the second-most effective vehicle
Inspection& for community protection.
Investigation
Program Principles Prevention&Inspection:
■ Work with the community to ensure compliance with Ontario Fire Code and other applicable codes,
regulations,standards and municipal by-laws
■ Monitor emergency response trends to assess effectiveness of service delivery and adjust Prevention
and Inspection programs to meet community needs
■ Monitor information and statistics for trends to assess effectiveness and adjust response and
prevention programs to meet community needs
■ Act as an information source and advisor to the community and Council
■ Maintain an effective, cooperative relationship with the community, clients, colleagues, peers and
other safety agencies
■ Work with the community to encourage the installation and use of modern technology in early
detection and warning systems(i.e. smoke alarms, carbon monoxide alarms, gas/fire detection and
alarm systems)
■ Work with the community to encourage the installation and use of automatic suppression systems
including residential sprinkler systems.
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Investigation:
■ Effectively determine the origin and cause of fires
■ Develop an effective, cooperative relationship with investigating agencies
■ Update staff with the most current skills and knowledge required for effective investigation
■ Conduct enforcement as appropriate, assist the Provincial Prosecutor and attend court
Emergency Incident Reactive strategies and the utilization of modern emergency response equipment, technology and
Response Program communications to control the loss and impact of injuries are critical elements to the services provided.
This is the last line of defence in public fire protection and is only activated following the failure of public
education and fire prevention and inspection programs.
Principles ■ Reduce personal injuries, deaths, property loss and environmental damage due to fire or other
emergency through emergency response
■ Prevent death, relieve pain and reduce injuries through emergency medical response
■ Utilize rescue techniques to reduce personal injuries and deaths'
■ Reduce personal injuries,deaths, property loss and environmental damage by utilizing basic
hazardous materials response skills and services at the awareness level.
In particular, these principles will employ:
■ trained VFF available to respond to emergencies
■ timely and effective response
■ effective, cooperative relationships with support agencies
■ staff who have the training, skills and knowledge necessary for effective service delivery
■ use of modern equipment and technologies
■ monitoring of trends in service needs and identify models to effectively deliver each service
Refers to the following situations:auto collision,farm implement and heavy industrial/commercial extrication,fire or structure collapse search
and extrication,confined space extrication,ice/water,high level rescue
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Service Delivery Emergency response is based on deployment of the closest available Oro-Medonte Fire &Emergency
Services resource. Emergency incident types are electronically categorized in the Computer Aided
Dispatch system, and appropriate resources are assigned and dispatched by the Orillia Fire
Communications Centre. The officer-in-charge may at any time upgrade the incident to a higher response
level, initiate a second station response, or request Mutual Aid if circumstances are warranted.
Mutual Aid'
Mutual Aid is a reciprocal program to provide/receive assistance at no cost to the requesting municipality
in the case of a major fire emergency in a member municipality. Oro-Medonte Fire& Emergency Services
is an active participant in the Mutual Aid Plan that includes the municipalities in Simcoe County. A request
for mutual aid is made at the discretion of the Incident Commander.
Response Time Management
The time required to respond to an emergency incident is a critical benchmark for emergency services and
includes:
■ monitoring each component forming part of the total response time
■ assessing factors that impact the components of response time
■ assessing and implementing measures that may reduce response time
During the preparation of this Master Fire Plan it became clear that there are critical response time and
staffing risks throughout the municipality during the business day. Emergency service delivery in Oro-
Medonte is predominately dependant on volunteer staff—the time it takes staff to reach the station
constitutes an important element of the response time equation. Fire crews become less effective when
staffed with less than 4 firefighters.
Volunteer Fire Service Maintenance:
The services provided by volunteer staff are a critical component of service delivery. It is recognized that
the maintenance of a healthy viable volunteer fire service requires vigilant monitoring and prompt
implementation of measures deemed necessary to support the volunteer staffing component. The
volunteer service delivery model is supported by:
■ monitoring trends that negatively impact the ability of volunteer staff to provide effective service
■ assessing trends and developing measures to enhance the volunteer ranks
■ maintaining volunteer staff in key roles within the organization
■ meeting with the volunteer firefighters on a regular basis, at least twice a year
The number of qualified residents willing to act as Volunteer Firefighters continues to decrease. Those
that are continuing to volunteer are able to commit very limited amounts of time to the required training and
emergency responses.
The community is at the point at which some fire stations are routinely unable to deploy a single initial fire
attack/rescue team in the first 12 minutes during the business day. This results in occasional requests for
assistance from neighbouring fire stations. This further reduces overall daytime coverage in the
municipality and adds to already extended response times.
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Service Delivery
Performance Performance will be monitored and subsequently adjusted on an ongoing basis to achieve:
Benchmarks
■ 5 inspections conducted per week
■ 1 public education programs delivered per week
■ in-service(depart station)time of 6 minutes
■ response time of less than 12 minutes
■ issuance of Burn and Fireworks Permits within 1 business day of the request
■ plans reviews completed within 10 days of submission of complete plans
■ new/renovated building commissioning process to be completed in accordance with of the department
and applicable legislation
To achieve these goals,there is a necessity for the Oro-Medonte Fire &Emergency Services to:
■ ensure that trained fire prevention and administrative staff are immediately available to meet with the
public
■ ensure that there are an adequate number of volunteer firefighters immediately available to respond to
emergency incidents, particularly during the business day
■ implement a program that addresses station location and design
■ routinely rotate and replace apparatus and equipment prior to the end of their service life
■ provide training and development opportunities to all staff
Oro-Medonte Fire and Emergency Services responds to residential/structure fires with a minimum of 2
pumpers and 2 tankers in approximately 12-14 minutes on average. The goal of the department should
be to arrive in a rural or suburban community with a water distribution system within 10 minutes of receipt
of the alarm,with 10 firefighters with a minimum of two pieces of fire apparatus.
As the community grows,factors which negatively impact the ability of volunteer staff to meet this
benchmark include:
■ increased demands for services
■ increases on time demands of volunteer firefighters
■ increases in traffic flow during commute times
■ volunteer staff availability impacted by full-time employment demands as well as family commitments
Collectively, these factors indicate an improvement in functional staffing for emergency response during
the business day.
The Master Plan identifies the need to recruit current VFF on a rotating basis to be available for
emergency response during the business day and compensating them accordingly.
Commencing in 2014,fire administration staff have identified an additional account in the Operating
Budget to include a"phase in" of the costs associated with placing a crew of 4 VFF on standby, as
assigned by the Deputy Fire Chief, during the business day to ensure an adequate emergency response
capability that meets the needs of the community.
This strategy is centred on supporting the role of volunteer staff while maintaining and enhancing the
service provided to our community as identified in Master Plan.
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The strategy will be presented to Council for consideration as part of the annual budget deliberations, to
assess and identify:
■ areas where statistics indicate volunteer ranks need support to ensure adequate and appropriate
emergency response capabilities are maintained
■ roles to be filled by volunteer firefighters to enhance fire prevention, public education and pre-
emergency planning programs when they are not responding to emergencies
■ anticipated impact that this strategy may have on volunteer staff
As noted earlier, Public Fire Safety Guidelines are developed and distributed to municipalities and fire
departments by the Office of the Fire Marshal. The purpose of a guideline is to provide fire chiefs and
municipal officials with guidance concerning the development of fire service programs and the delivery
of public fire protection in Ontario.
Public Fire Safety Guidelines are the industrial standard and best practice for the operation of a fire
department and the delivery of public fire protection in Ontario. Council must understand that the Public
Fire Safety Guidelines are not legislated and are not mandatory. In the event of a major fire loss, serious
fire injury or loss of life due to fire, the Guidelines may be the standard to which the municipality and its'
Fire Department are compared or measured against during an investigation, a review of municipal fire
protection or a criminal or civil proceeding. Compliance with Public Fire Safety Guidelines demonstrates
due diligence and sound risk management practices on the part of the municipality.
DETAIL OF THE RECOMMENDATIONS
Administration Administrative support to the Fire Chief is critical to ensure the delivery of effective and efficient public fire
protection. Fire& Emergency Services must continue to have administrative support available 5 days a
week. Public and telephone enquiries combined with fire reporting make this position critical. There is a
need to cross-train municipal administrative staff with fire administrative staff to ensure continuity of
operations in the event of absence or a major emergency incident.
The current Fire Department Establishing and Regulating By-Law must be reviewed in order to ensure that
the nature and quality of services delivered by the department are consistent with the expectations of
Council. The current By-Law is dated and there may be some concern that it does not adequately address
the appropriate levels and types of service provided by the department.
The job descriptions for the Fire Chief, Deputy Fire Chief and Fire Prevention, Fire& Life Safety Educator
Officer should be reviewed and updated to reflect current functions and requirements of these ranks.
These jobs have evolved over a period of time. It is prudent for the municipality to conduct the reviews
given the changes of roles and responsibilities particularly with respect to the delivery of training,the
impact of new or changing legislation and the role of the community emergency management coordinator
and alternate.
The municipality would be well served by incorporating all municipal driver training records, CVOR
documents, recognized authority and signing authority records into a single database within Fire &
Emergency Services. Fire &Emergency service has the largest number of driver's and already delivers a
driver training program. It is time to merge all of these documents in a central depository.
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Information Fire&Emergency Services requires additional support from Information Technology(I.T.)staff in order to
Technology eliminate wasteful duplication of function when entering the same data into the Fire Watch system and the
Baker system. In several instances administrative staff are currently required to enter the same data into
two separate databases. Support from Information Technology should be able to overcome the current
duplication and free up administrative time for business critical functions.
Arrangements should be made through I.T. staff to maximize the technology available in the fire stations.
High speed internet access has been installed in all fire stations. Since computers have already been
installed in the stations, the installation of the fire reporting software would allow fire officers to enter fire
reports and casualty reports directly from the fire stations. This would also eliminate duplication and free
up some much needed time for the administrative assistant.
There will be a need for I.T. staff to provide training to fire officers if these changes are incorporated.
Communications Fire Services rely on modern and complex communications systems and services which may be
prohibitively expensive to operate as a stand-alone function within each fire service. The provision of fire
service communications for Oro-Medonte should remain with Orillia Central Fire Communications Centre
unless they are no longer able to provide the service.
Fleet Maintenance Fire&Emergency Services operates a fleet of approximately 20 heavy fire apparatus and 3
administrative and support vehicles. The fleet maintenance program operated by the department ensures
that apparatus receive the required routine and scheduled maintenance service as well as emergency
repairs. Most importantly the program also ensures that the firefighters are equipped with safe and reliable
fire apparatus that meet the needs of the community. The current fleet maintenance program should
continue until or unless the Township is able to provide the same service in-house on a 24/7 basis.
Fire&Emergency Services is currently meeting the legislative requirements of S. 2(1)(a)of the Fire
Protection and Prevention Act(F.P.P.A.)and associated Public Fire Safety Guidelines.
Fire Prevention and The municipality must ensure that Fire& Emergency Services continues to conduct inspections upon
Public Education request or complaint, delivers public education programs with some emphasis on school aged children and
the elderly, and continues their effective smoke alarm program. It is critical that the department also
continues the annual inspection program for potentially high risk properties and continues the annual
review of approved Fire Safety Plans to ensure that they remain relevant and effective.
Fire prevention staff are aware of the potential growth at resort facilities. Should the proposed
development of rental condominiums carry forward, Fire Prevention staff will be required to implement a
public education program and an inspection program that adequately ensures the fire safety of the
transient residents at the resorts.
All staff conducting plans examinations related to the fire and life safety components of the Ontario
Building Code should complete the relevant training and examinations conducted by the Ministry of
Municipal Affairs and Housing (MMAH). This training is critical to demonstrate professional competency
while conducting plans examinations
Given the size of the department, the ongoing recruitment and rotation of firefighters out of the department
and the response volume, immediate consideration must be given to the creation and development of a
Chief Training Coordinator position within the department. This may be completed on a part-time or
contract basis for 21-28 hours per week.
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Training The recent transition in staffing within Fire & Emergency Services has allowed some of the focus and
effectiveness of training programs and recent gains to be weakened or lost over the past 18 months.
There are also some training gaps between firefighters in the same stations. These gaps must be
addressed in order to mitigate risk and continue to improve performance and firefighter safety.
The training instructors require ongoing direction and support in order to ensure that individual station
training programs are being delivered in a consistent manner that supports all new Oro-Medonte
firefighters being able to successfully complete the Component 1 exam of the Ontario Firefighter
Curriculum within 12 months of being employed by the department.
All new Oro-Medonte firefighters must successfully complete the Component 1 exam of the Ontario
Firefighter Curriculum (or the NFPA Equivalent)within 12 months of being employed by the department.
The OFM has recently adopted the NFPA Standards switching from the Ontario Fire curriculum. The
department has begun to review firefighter training records and programs to insure they align with the
NFPA Standards. This will take place over the next several months.
All members of the department should be trained to the OFM Hazardous Materials and Terrorism
Awareness Level and the EMO IMS 100 Level. These are both self-study courses available over the
internet and are an extension of internal training that has been delivered by the department.
The department must continue its existing efforts to ensure that all officers, potential officers and
instructors are trained to the OFM IMS Level 1 or NFPA equivalent. This is the minimum level of training
required for a Company Officer(Supervisor)to demonstrate the professional competence required to
manage a simple or growing emergency incident.
The municipality should ensure that all officers and instructors are trained to the EMO Basic Emergency
Management(BEM) Level. Fire&Emergency services responds to all types of emergency incidents over
the course of the year. The BEM training will allow these fire offers to better understand and execute their
roles during an all-hazards event which may not be a typical fire emergency.
The Deputy Fire Chief should implement training for current and potential officers/supervisors to ensure
their continued competence and implement a succession planning program. As members of the
department continue to pass through the organization, it is critical that new supervisors are identified,
trained and prepared to take on new roles before a vacancy occurs.
From an organizational standpoint, many fire departments continue to play"catch-up" as people leave the
department. There is a general expectation within government that succession plans are in place. The
early identification and training of potential supervisors and leaders will go a long way towards meeting
that expectation. This would also demonstrate to staff that the needs of the department and the
municipality are cared for and properly planned for.
Fire Response The response capabilities of volunteer fire services vary from area to area. Due to their very nature some
Areas areas have larger call volumes, greater risks in terms of lives and property and/or longer response times
than other areas. The Fire Chief must review the existing fire response areas to ensure that residents are
receiving the most appropriate level of service. This may also include the need to assign two stations to
some emergency incidents as the need arises.
Should the number of VFF's decline in a station, it may also be appropriate to align staffing with a
neighbouring station for administrative and reporting purposes.(example Sub Stn.1)
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Volunteer Firefighter availability during the business day is becoming a real challenge for most
municipalities in Ontario. Oro-Medonte faces this challenge as well. Efforts must be undertaken in the
immediate future to ensure that a crew of VFF is immediately available during the business day to ensure
a prompt and effective firefighting capability throughout the municipality. Potential options have been
discussed earlier in this report.
Facilities The Shanty Bay Fire Station must be replaced at the earliest opportunity with a larger and more modern
and efficient facility. The new fire station should ideally be located on a site on Line 3 South or Line 5
South, north of Ridge Rd.The existing fire station may be renovated for community uses, including
recreation, providing that space remains to house one triple combination pumper which will operate as a
satellite from the new fire station.
This will ensure that the Fire Underwriter's Survey(FUS)fire protection grading for the Shanty Bay area
remains the same or improves and may improve the fire protection grading for additional properties in the
fire district. It will also provide a quicker travel time to the Highway 11 corridor and the LSRA.This
relocation will have no effect on the current Water Tanker Shuttle Accreditation awarded to the
municipality.
The Warminster Fire Station requires an addition to the training room to allow for effective and meaningful
training to take place in the station. The current training room was designed for a different time and
purpose. It no longer affords sufficient room for effective training.
Plans should be undertaken for the municipality to acquire lands immediately adjacent to Station#3 for
the purpose of expanding the station when necessary, adding a training ground and allowing construction
of a Joint Public Safety Facility when there is a demonstrated need.
A capital budget plan should be implemented in order to ensure that all stations are equipped with back-up
generators and exhaust extractors as soon as possible. Both of these items are critical to ensure
emergency operations or improve worker safety
Fleet Procurement Triple combination Pumpers are the backbone to the delivery of public fire protection in Ontario. They are
and Replacement vital if a municipality wishes to maintain or improve its' FUS Grading. The planned replacement of triple
combination pumpers prior to the end of their 20 year Iifespan must be continued.
The Fire Chief should continue the planned replacement of the aerial truck over the next 5 years in order
to ensure that the department does not lose the aerial capability. This piece of apparatus will become
critical in view of planned growth in and around the Horseshoe Valley Resort. The municipality receives
no FUS credit for the pump on the current aerial due to its age.
There is a need to procure a Medium Duty Rescue Unit for Station#3 over the next 1-3 years. The
volume of collisions in the Station 3 coverage area, combined with planned growth in the coverage area
indicates the need for a medium duty rescue unit to be placed in Station#3 in the near future. The move
of an existing rescue unit was considered and evaluated and determined not to be feasible due to collision
volume rates (serviced by the fire department)in other areas of the municipality.
Administrative and support vehicles operated by the department should be equipped with 4 wheel drive.
Given the changing climate and topography of the municipality, senior officers must be able to respond to
major emergencies, under all conditions to carry out their duties.The use of 4 wheel drive response
vehicles by fire chiefs and senior officers having command responsibilities is commonplace in Ontario.
This will also provide a small fleet of vehicles that can be rotated to fire stations when needed
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As tankers come up for replacement, consideration should be given to the purchase of Tanker-Pumpers
with a ULC rated pump and ancillary equipment. This will ensure that the municipality has multi-role
apparatus which can be moved from station to station as needs warrant.
With the exception of Stations#1 and Station#4, the overall emergency response capabilities of the
department are meeting the needs and circumstances of the community. The issue of relocating Station#
1 has already been addressed in this summary.
Emergency Three roadways have been identified that if were connected would improve response times. They are
Response Issues Windfield Dr., Line 1 S. to Ridge Rd. and Robinson St. to Line 12 S. Following careful consideration, it is
believed that construction projects to connect these roadways would have a positive impact on overall
response times and operational effectiveness.
Emerging Technologies- DSPA-5 Rapid Intervention Tool
In the past year, Oro-Medonte Fire &Emergency Services has secured 3 DSPA-5 Rapid
Intervention Tools. 3 more are scheduled for purchase in 2014. One of these tools will be assigned to
Stations#1, 4 and 5.
Releasing a cloud of potassium compounds, DSPA suppresses flames and disperses a fire within
seconds. This proven fire intervention tool can be used in a wide variety of fire scenarios to knock down
flames and lower the temperature drastically, allowing Fire Fighters the ability to enter,fight the fire
effectively and limit the danger to themselves and reduce property damage.
The DSPA can be used in any enclosed area where fire can cause major damage. Different types of first
responders have all used DSPA and saved thousands of dollars in property and equipment. Tested and
found to be effective on Class A, B, C, and K fires in contained spaces, a single DSPA can completely
suppress a fire in a 2,100 cubic foot room and will slow the spread of fire in larger spaces. DSPA can also
assist with Class D fires as a suppression agent.
DSPA5 offers:
1 Increased Safety: allows for safer entry, reduces overhaul and promotes safer firefighting tactics
2 Property Savings: an effective aid in the preservation of homeowner's property and valuables
3 Community Savings: less wear and tear on equipment and preserves community footprint
4 Insurance Savings: by using less water, this will reflect increased savings with reduced loss, live-out
expenses and occupant displacement
5 Reduced Environmental Impact:fewer hydro carbons released into atmosphere, substantial reduction in
toxic water introduced into the earth
DSPA used as an intervention tool:
• breaks down and interrupts flames
•works volumetrically
• prevents backdrafts or flashovers
• re-ignition does not occur immediately
• reduces the fire seat temperature
• non-toxic, is harmless to humans and animals
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•does not damage property
• is environmentally friendly
• is maintenance-free for five years
• is light-weight and very compact
Fire Station#4(Rugby)
During the firefighter consultation process there were several comments made related to expanding the
Station#4 fire district. This would enlarge the coverage area and essentially require the need for
additional pieces of heavy fire apparatus. This idea was considered and found to be duplicative use of
scarce resources .An initial proposed change in the Draft Master Fire Plan to the southerly boundary has
been reviewed and will not be implemented.
The area serviced by Fire Station#4 (Rugby) provides services in compliance with the minimum
requirements of the Fire Protection and Prevention Act and the Occupational Health&Safety Act. The
station typically responds to about+/-45 emergency incidents annually. Approximately 50%of all
emergencies serviced from the Rugby fire station are non-fire related and many of them are medical.
Station 4 - 2011
45 Emergency Incidents
■Burning Complaint- 1
■CO Alarm-4
■False Fire-5
■Medical-12
■Other-2
■Pre-Fire Conditions-3
Property Fires-6
Public Hazard-3
Rescues-9
Township of Oro-Medonte DRAFT Master Fire Plan 2014 February 2014 26
P®gge1311 of 28B
APPENDIX 1
REVISED EMERGENCY RESPONSE AREA MAP
Oro-Medonte Fire & Emergency Services
Fire Response Areas By Station
#8 sans ne
f #5 Warminster
�r
#4 gby
�#3 a eshoe flay
i
j #2 Hawkestone
r
Station
_#1 Shanty Bay
0#22 Hawkestone
0#3 Horseshoe Valley
#4 Rugby
-#J Warminster #1 shanty Bay
f-#S Moonstone
Springwater 94
Hall Location
Township of Oro-Medonte DRAFT Master Fire Plan 2014 February 2014 27
PIRggel98 of 263
APPENDIX 2
TOWNSHIP OF ORO-MEDONTE CAPITAL FORECAST 2014-2018 EMERGENCY SERVICES
Category: A-H&S;
B-Legislative;
C-Lifecycle renewal
SP-Savings Potential;
E-Environmental Project 2014 Proposed 201S Proposed 2016 Proposed 2017 Proposed 2018 Proposed
A C Shanty Bay Firehall 650,000
C Dry Hydrant Installation 10,000
C Replacement of Pumper 1 325,000
C Auto Extrication Equipment 50,000
C Replacement of Rescue#2 295,000
A Backup Generator-Station 2 10,000
A Diesel Exhaust Extraction-station 3 36,000
C Replacement of Tanker 4,Pumper 4 250,000
C Replacement of Car 2 32,000
C Air Fill Station(SCBA) 10,000
A Backup Generator-Station 6 12,000
A Diesel Exhaust Extraction-station 2 24,000
C Replacement of Car 1 32,000
A Backup Generator-station 5 15,000
A Diesel Exhaust Extraction-station 6 36,000
A Diesel Exhaust extraction-station 5 24,000
A E Training room expansion-station 5 60,000
C replacement of ATV 14,300
C Replacement of Tower 3 775,000
A Backup geenrator-Station 4 7,000
A Diesel Exhaust Extraction-station 4 12,000
C Replacement of Pumper 3 360,000
A Diesel exhaust Extraction-station 1 12,000
1,376,000 328,000 167,000 808,300 372,000
FUNDING SOURCE
Vehicle Replacement Reserve 620,000 282,000 32,000 789,300 360,000
Development Charges 250,000
Facility Replacement Reserve 250,000
Budget Stabilization Reserve 206,000 46,000 135,000 19,000 12,000
Equipment Replacement Reserve 50,000
1,376,000 328,000 167,000 808,300 372,000
Township of Oro-Medonte DRAFT Master Fire Plan 2014 February 2014 28
PIRggel90 of 263
APPENDIX 3
THE CORPORATION OF THE TOWNSHIP OF ORO-MEDONTE
BY-LAW NO.2013-221
BEING A BY-LAW TO ESTABLISH AND REGULATE A FIRE DEPARTMENT
AND TO REPEAL BY-LAW NO.2009-165
WHEREAS Part II,Section 5(0.1)of the Fire Protection&Prevention Act,1997,S.O.
1997,c4,as amended,permits the Council of a municipality to establish,maintain and
operate a fire department for all or any part of a municipality;
AND WHEREAS Council of the Township of Oro-Medonte did,on the 251^day of
November 2009,enact By-Law No.2009-165,Being a By-Law to Establish and
Regulate a Fire Department;
NOW THEREFORE the Council of the Township of Oro-Medonte hereby enacts as
follows;
1. DEFINITIONS;
In this By-Law,unless the context othernvlse requires:
a) "Approved"means approved by Council;
b) "Chief Administrative Officer(CAO)"means the person appointed by Council to
act as the Chief Administrative Officer for the Corporation
c) "Corporation"means The Corporation of the Township of Oro-Medonte;
d) "Council"means the Council of The Corporation of the Township of Oro-
Medonte;
e) "DepartmeriFmeans the Oro-Medonte Fire and Emergency Services
Department;
f) "Deputy Fire Chief"means a person appointed by the Corporation to act on
behalf of the Fire Chief in the case of an absence or a vacancy in the office of the
Fire Chief;
g) "Fire Chier means a person appointed by the Corporation to act as Fire Chief
under the Fire Protection&Prevention Act;
h) "Firefighter"means a person who provides Fire Protection services;
i) "Fire Prevention Officer"means a person appointed to carry out the functions of
Fire Inspections,Investigations and oversee Public Education;
j) "Fire&Emergency Services Department'means the group of firefighters
authorized to provide fire protection services by the Township of Oro-Medonte;
k) "Fire Protection"means a range of services that provide protection to persons
and property,as outlined in Schedule°B"attached hereto and forming part of this
By-law;
I) "Fire Prevention"means a range of services that provide prevention education,
inspections and investigations to persons or property,as outlined in Schedule"B"
attached hereto and forming part of this By-law;
m) "Limited Services means a variation of services significantly differentiating from
the norm as a result of extenuating circumstances,such as environmental
factors,obstructions,remote and/or island property,unmaintained private
roadways,lands and drives;
I�
Township of Oro-Medonte DRAFT Master Fire Plan 2014 February 2014 29
PIRgge180 of 263
n) "Member"means any person employed in,or appointed to,the Oro•Medonte Fire
and Emergency Services Department assigned to undertake fire protection
services,and includes officers,full lime,part time and volunteer firefighters;
o) "Volunteer Firefighter"means a firefighter who provides fire protection services
either voluntarily or for a nominal consideration,honorarium,training or activity
allowance.
2. FIRE AND EMERGENCY SERVICES DEPARTMENT
ESTABLISHED/CONTINUED:
a) A Department for the Township of Oro-Medonte to be known as the Ora-Medonte
Fire and Emergency Services Department is hereby continued and the head of
the department shall be known as the Fire Chief.
3. ORGANIZATION OF DEPARTMENT:
a) The Department shall be organized as per Schedule"A"Organizational Chart,
attached hereto and forming part of this by-law;
b) In addition to the Fire Chief,Deputy Fire Chief and Fire Prevention officer,the
department personnel shall consist of such number of officers,such as District
Chiefs,Captains,Training Officers,Lieutenants and Firefighters as from time to
time may be deemed necessary by Council;
c) Firefighters of the Township of Ora-Medonte Fire and Emergency Services
Department for the purposes of"WSIB"Workplace Safety Insurance Board shall
be defined as Volunteer Firefighters;
d) Each division of the Department is the responsibility of the Fire Chief and is
under the direction of the Fire Chief or a member designated by the Fire Chief.
Designated members shall report t the Fire Chief on divisions and activities under
their supervision and shall carry out all orders of the Fire Chief.
e) The remuneration for all Volunteer Firefighters shall be determined by Council.
4. LEVELS OF SERVICES:
a) The Department shall provide such services as outlined in Schedule"B"attached
hereto and forming part of this By-law;
b) Due to the Department's reliance upon Volunteer Firefighters,the topographic
and geographic configuration of the Township,the level and amount of
equipment at the Department's disposal,and other budgetary constraints,the
services outlined in Schedule"B",although approved,may be provided as
"Limited Services°°as defined in Section 1 of this by-law;
c) The Corporation accepts no criminal or civil liability for the delay or inability to
supply the services outlined in Schedule"B"of this by-law due to the provision of
its services as"Limited Services"or due to the existence of unsafe conditions
encountered an route,impeded access to property,and/or environmental
facto rs/const raints.
5. SERVICE OUTSIDE MUNICIPAL BOUNDARIES OR LIMITS:
The Department shall only respond to a call with respect to a fire or other emergency
outside the approved response areas of the municipality at the discretion of the Fire
Chief or by agreement and/or participation in the Simcoe County Mutual Aid Plan
and Program.
Township of Oro-Medonte DRAFT Master Fire Plan 2014 February 2014 30
PIRggel88 of 263
6. DUTIES AND RESPONSIBILITIES:
6A The Fire Chief/Director of Fire and Emergency Services shall be responsible for the
proper administration and operation of the Department,as outlined in hislherjob
description;and
a) Shall take all proper measures for the prevention,control and extinguishment of
fires and the protection of life and damage to property;
b) Shall be empowered to authorize:
i) Entering all lands and premises within the municipality where a fire is
occurring or has occurred;
li) Pulling down or demolishing any building or structure to prevent the spread of
fire;
W) All necessary actions which may include boarding up or barricading of
buildings or property to guard against fire or other danger,risk or accident,
when unable to contact the property owner.
c) Shall enforce all municipal By-laws respecting Fire Prevention;
d) Shall adhere to the provisions of the Fire Protection and Prevention Act,1997,as
amended,and ensure compliance with all applicable By-laws,legislation,
statues,codes and regulations.
6.2The Fire ChieflDirector of Fire And Emergency Services recommends the
appointment of any qualified person as a member of the fire department,subject to
the approved hiring policies of The Township Of Oro-Medonte;
a) Persons appointed as members of the fire department to provide fire protection
services shall be on probation for a period of 12 months,during which period
they shall take such special training and examination as may be required by the
Department;
b) If a probationary member appointed to provide fire protection services fails any
such examinations or physical testing,the Fire Chief may recommend that he or
she be dismissed.
6.3Where the Fire Chief designates a member to act in the place of an officer in the Fire
and Emergency Services,such member,when so acting,has all of the powers and
shall perform all duties of the officer replaced.
7. DISCIPLINE:
Disciplinary measures exercised within the Fire and'Emergency Services
Department shall conform to the discipline policies of the Corporation and the Fire
Protection and Prevention Act,1997,as amended.
6. FEES:
a) The Fire and Emergency Services Department shall be authorized to implement
fees for services as prescribed by the Township of Oro-Medonte Fees and
Charges By-Law.
b) And shall be authorized to recover expenses incurred by such necessary actions
for The Corporation in the appropriate manner.
Township of Oro-Medonte DRAFT Master Fire Plan 2014 February 2014 31
PIRgge189 of 263
9. REPEALS:
That By-Law Nos.2009-165 is hereby repealed in its entirety.
10.FORCE AND EFFECT.,
That this By-Law shall come into force and effect upon final reading.
BY-LAW READ A FIRST,SECOND AND THIRD TIME,AND PASSED THIS 11-DAY
OF DECEMBER,2013.
THE CORPORATION OF THE TOWNSHIP OF ORO-MEDONTE
Mayor,H.S. tes
C rk, o sIrwin
Township of Oro-Medonte DRAFT Master Fire Plan 2014 February 2014 32
PIRgge188 of 263
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ORO-MEDONTE FIRE&EMERGENCY
DEPARTMENT ORGANIZATION CHART
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Schedule"B"
to By-law No.2013-221 for
The Corporation of the Township of Oro-Medonte
SERVICES PROVIDED BY THE ORO-MEDONTE FIRE AND EMERGENCY
SERVICES DEPARTMENT:
The Oro-Medonte Fire And Emergency Services Department will provide the following
services:
a) Fire prevention,public fire safety education in schools,public functions and
organizations.
b) Fire extinguishing which includes,structural firefighting,fire control and property
conservation,
c) Fire investigations,to determine the origin and causes of fires.
d) Fire Inspections on industrial,commercial and residential properties.
e) Pre-fire planning and fire safety plan assistance.
f) Protection of persons and property from injury or destruction by fire.
g) Salvage operations.
h) Ice/water rescue.
1) Hazardous materials response and containment.
j) Motor vehicle collisions and extrication,including vehicle firefighting.
k) Emergency precautionary standby.
1) Emergency response and control of wild-land urban Interface fires.
m)Emergency fire alarm response.
n) Response to any request that the Fire and Emergency Services deems an
emergency,including but not limited to Carbon Monoxide alarms,and Gas
Detection.
o) Basic medical assist with defibrillation.
p) Joint service agreements.
q) Lost persons,animals in peril,search and rescue,recovery.
r) Heavy equipment and farm rescue type tails.
s) Service type calls as deemed necessary by the Fire Chief or designate,including but
not limited to,burning complaints,odour investigations,public inquiries regarding
Fire Safety or prevention.
t) Emergency Management control and response to public evacuation and relocation.
u) Airport Emergency Standby,Response and Rescue.
v) Confined space rescue—awareness only.
w) High angle rescue awareness only.
x) Trench rescue—awareness only.
Township of Oro-Medonte DRAFT Master Fire Plan 2014 February 2014 34
PIRggel8Z of 283
®RO-MEDON
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aster Fire la Werview
71
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Februar y 26, 2014
as
To��nut�r�of
Overview
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Oro-Medonte FES - 2011
584 Emergency Responses
■Station 1-130
■Station 2-151
■Station 3-113
■Station 4-45 9E
■Station 5-76
■Station 6-69
cm �;
42
0
PS
6D
Overview
❖ The Township of Oro-Medonte provides
effective, efficient, safe and professional public
fire protection to its residents.
❖ The municipality provides services in
compliance with the minimum requirements of
the Fire Protection and Prevention Act and the
-- - Occupational Health & Safety Act. Residents of
rM
QD
the municipality can be assured that they are
receiving value for their tax dollars '
Overview
❖ While the municipality is in compliance with the m
0
legislated mandates, council must ensure that
response times and daytime staffing are
continuously monitored in order to ensure that
the existing service level remains stable or is
improved.
❖ Council must also review the current Fire
Department Establishing and Regulating By-Law
to ensure that the nature and quality of
services delivered by the department are
consistent with the expectations of council
Overview
❖ The Master Fire Plan is a living document built M
tD
to
on a service of rich history and proud tradition
of providing quality fire and emergency services
to our residences.
1 .r **** The Plan is a consolidation of previously
Y
prepared risk management plans, business
plans, fleet replacement plans and fire 71
prevention and public education models taking
QD Q into account changes within the municipality,
proposed growth and emerging trends within
the fire service
Overview
❖ . It will be reviewed annually in order to ensure
that the Plan continues to meet the needs and
circumstances of the community.
:rya _ 'ffi
71
QD
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PS
6D
PLAN INCLUDES RECOMMENDATIONS
For the following areas
❖ Administration M
0
❖ Information Technology
❖ Communications
❖ Fleet Maintenance
❖ Fire Prevention and Public Education
❖ Training
❖ Facilities71
- **** Fleet Procurement and Replacement
QD
❖ Fire Response Areas
o
❖ Emergency Response Issues
PLAN INCLUDES RECOMMENDATIONS
For the following areas
Emergency Service Delivery Options M
0
**** Shanty Bay Fire Station A
❖ Ensure VFF'sare immediately available during
the business day
❖ Continue to participate in a Tiered Response
Agreement with County Paramedics
71
Emergency Service Delivery Options
` ❖ Roadways
cov
�,
Planning Assumption
The Master Fire Plan has been prepared with M
the assumption that the municipality will
continue to follow the approved growth
strategy with the bulk of growth occurring in
Craighurst, Horseshoe Valley and Warminster.
A full re-assessment of the Master Fire Plan will
71
be necessary should the Township of Oro-
-- - Medonte growth strategy change significantly
� g gY g g Y
before 2018 or if more than 125 homes are
CD
-�" built in an area where they were not envisioned
® = on March 1, 2013.
Emergency Service Delivery Options
❖ Volunteer Firefighter availability during the M
business day is becoming a real challenge for
most municipalities in Ontario. Oro-Medonte
faces this challenge as well
:rya _ 'ffi
❖ Efforts must be undertaken in the immediate
future to ensure that a crew of VFF is
71
immediately available during the business day
-- - to ensure a prompt and effective firefighting
o p p g g
QD
capability throughout the municipality.
Potential options have been discussed earlier in
this report.
Items that have been started
❖ Establishing and Regulating By-Law has been M
0
updated
❖ Land acquisition for future growth at Horseshoe
Valley
❖ Capital Budget forecasts prepared
❖ 3 Yr. operating forecast
71
❖ Phase in of daytime VFF's
` ❖ Shanty y Ba Stn. 1
QD
CM
CD
�" ❖ Introduction of New Firefighting Technology
m
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Thank You.
71
c
4
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A Message from OEM
Oro-Medonte Fire & Resources:
Emergency Services .
For the first time ever the annual FIRE
OMFES Emergency Preparedness Emergency Preparedness Guide
week open house Breakfast has https://www.getprepared.gc.ca/cnt/rsres fMF�ENCY SE��CES
been postponed.This annual event in /pblctns/yprprdnssgd/yprprdnssgd-
celebration of Emergency eng.pdf
Preparedness week was created to
give local volunteer firefights the Emergency Management Ontario
opportunity to educate their Telephone:(416)314-3723/24 hr:
1-877-314-3723
community members around www.ontario.ca/emo
Emergency Preparedness.Over the
last few months a global emergency
has drastically impacted our lives and Action Plan `
https://beprepared.emergencymanagem? ✓{
communities.It should serve as a G entontario.ca/myplanRlanguage=en- +-
reminder that emergencies can CA&ga=2.159884094.2046643780.1587 3
happen at anytime,whether it's a 403585-70783519.1576002862
health pandemic,tragic incident or an
environmental event and this is why
it's important to spend some time to Oro-Medonte Emergency Management EMERGENCIES C A N
plan ahead.Oro-Medonte Fire and www.oro-medonte.ca/Pages/ HAPPEN ANY TIME,
Emergency Services would like to
emergency_management.aspx ARE YOU
ask all residents to be informed of
the potential emergency risks,make Simcoe County Emergency emergency plan for you and your Management READY 9
family and put together an www.simcoe.ca/dpt/em
emergency kit.
i I
Stay Informed n= Make a Plan Build a Kit
Every Canadian household needs an To be best prepared in emergency
Alert Ready is Canada's emergency emergency plan,you can use the link situations you will need some basic
alerting system.Alert Ready delivers below to make your emergency plan. supplies,as you might have to get by
critical and potentially life-saving alerts Your plan should include a floor plan without power or clean water.Your kit
to Canadians through television,radio of your home that shows all possible should allow you to self-nl..
and LTE-connected and compatible exits both main exit routes and ast 72 he Provided below
wireless devices.The Alert Ready alternate exit routes.Also.identify an is a list of what should be included in a
system was developed with many evacuation route from your basic emergency kit.Remember to
partners,including federal,provincial neighbourhood in case you need to LP.Dlace Derishable items such as
and territorial emergency management leave in a hurry.You should also food/water and batteries once a
officials,Environment and Climate identify safe places where your family year.Keep your kit in a backpack,
Change Canada,Pelmorex,the should meet if you cannot go home, duffle bag or suitcase with wheels,in
broadcasting industry and wireless you need to evacuate and or if you an easy-to-reach,accessible place and
service providers.Together,these aren't together when an emergency make sure everyone in the household
partners work to ensure Canadians occurs.Your plan should include: knows where it is.
receive alerts immediately and know emergency contact information.the Basic Kit Necessities:
when to take action to stay safe. number for your insurance company.
your family health information and Water-at least two litres of water
instructions for your home(gas.power
and water shut off locations).Once you Per person per day.
o Include some personal small
have created your plan remember to bottles
keep it in an easy-to-find.place(with Food for 72hours,Energy bars
your emergency kit).
and dried/canned food-pet food
• Manual can-opener
• Battery-powered radio
Emergency Action Plan Extra batteries
• First aid kit
72 • Extra keys to your car and house
BOURS https://beprepared. Cash in smaller bills and change
emergencymanagem A copy of your emergency plan
entontario.ca/mypl and contact information
IS YOUR FAMILY on/Privac as X
PREPARED? y P • Medications/Prescription
• •• • 0
50 of EES120242,1 Hd�ggf�i�LluopyQDiietdprFFriy6&8EE%Eggeo,;Oer�iee�FriyEDD
Day One May 020
May 3-9, 2020
Emergency Preparedness Week (May 3-9. 2020)
encourages Canadians to take concrete actions to be
better prepared to protect themselves and their
families during emergencies. This special week is a EmergenCy
national effort of provincial and territorial emergency
management organizations, and Public Safety Preparedness
Canada. Week
eek
May 3-9,2020 Canada
Day Two May 4, 2020
This year. the COVID-19 global pandemic has had an
unprecedented impact on Canadians. While governments at
all levels are working hard to keep Canada safe; now. more COVID- 1
,
than ever, we understand that we all have a role to play in
emergency preparedness. You can help to protect yourself,
and others. against COVID-19 by staying informed. We Emergency Preparedness
encourage all Canadians visit www.Canada.ca/coronavirus IkI
for the latest information on the response to COVID-19 and
more tips on how to continue to help prevent the spread.
As we continue the fight against COVID-19. we know that we remain at risk of other
disasters and natural hazards, including flooding, storms and wildfires. Use the link
provided for resources to help you and your family better prepare for possible disasters.
https://www.emergencymanageLnentontario.ca/english/beprepared/beprepared.html
Day Three May 5, 2020
Emergency Preparedness Week is an opportunity -�
to encourage Canadians to take concrete actions
to be better prepared to protect themselves and ACTION
their families during emergencies. This year
marks the 25t" annual Emergency Preparedness By taking a few simple steps, PL&N
Week. Are you and your family prepared? Make you can be better prepared
your Action Plan Today!
httr)s://beprepared.emerciencvmanaciementontario.ca/mvplan/?Ianguacie=en-
CA& qa=2.83515414.1431779127.1588368395-70783519.1576002862
Page 286 of 262
In Can a d0VESS120any2li1�zart�'pth�araffe le2dailjrrThe�y `range rorti'PiomDTirese!'I�Q]E@ �fl ...
and floods to ice storms, wildfires and power outages. Knowing the hazards and
understanding how you and your community are at risk will help you be prepared.
Statistics show that only 1 in 6 people will take all of the preparedness actions:
1. Know the risks.
2. Make an emergency plan.
3. Get an emergency kit.
Being prepared means thinking about the possibilities. Knowledge and planning do not
cost anything but our own fears may prevent us from considering hazards and their
impact.
https://www.emergencvmanagementontario.ca/multimedia/videos/EnglishVideo/English
AVI.avi
0
Day 5 May 7, 2020
Are you Ready?
By considering any type of emergency
scenario and framing it in front of the Emergencies can happen anybme.
question "Are You Ready?" you can Are You ' , 1
focus attention on what is needed to do
to deal with those specific scenarios, for
example:
There is a risk of flooding. 'Are You Ready?"
Forest fires are causing evacuations. "Are You Ready?"
Page 282 of 262
Woof EES120242,1 HdggliMuogyQDiietdprFFrii6&8EE%ggeoSCySger�dee�FFriyEDD...
• Hydro is out for an extended period of time. "Are you Ready?"
• There is a severe thunderstorm warning. 'Are You Ready?"
• A tornado warning has been issued. 'Are You Ready?"
Focusing attention on the actual risks to you and your family should lead to increased
awareness and understanding that there could be real consequences if not adequately
prepared.
Day 6 May 8, 2020
Stay Connected: Sign up to receive Emergency Alerts from The Office of the Fire
Marshal and Emergency Management.
https://www.emergencVmanagementontario.ca/engIish/stayconnected/staVconnected.ht
ml
s'^N ALERT READY
Questions111.
Top
Your phone .,didin t receive an alert,how do I know my device
has the power is compatible to receive alerts?
e What should I expect when there is a test alert?
to save a life. . an,opt out of receiving alerts?
*Why is my wreless device receiving multiple
messages for the same emergency alen?
*if I received a text message about the upcoming
test does that mean I will receive a test alert or an
actual alert?
Day 7 May 9, 2020
Power Outages
You could be facing many challenges if you have lost power in your home. Learn what
to do in a power outage.
https://www.getprepared.qc.ca/cnt/hzd/pwrtqs-en.aspx
Page 288 of 262
50 of EES120242,1 HdgglfMuopyQDiietdprFFriy6&8EE%ggeoSCySger�dee�FFriyEM...
Appendix C - 20 Year Fleet Replacement Projection
Apparatus Replacement Year
Pump 1 2036
Pump 2 2027
Pump 3 2038
Pump 4 2016
Pump 5 2037
Pump 6 2024
Tank1 2027
Tank 2037
Tank 2027
Tank 2025
Tank 2037
Tank 2022
Rescue 2 2036
Rescue 6 2030
Ladder3 2028
Support 3 2025
Rehab unit 2021
Support 5 2028
Fire Vehicle 7 year Replacement Projection
Vehicle Replacement Year
Carl 2026
Car 2 2023
Car 3 2021
Car 4 2023
Years with Multiple Apparatus Replacement
Replacement Year Apparatus
2025 Tank 4, Support 3
2027 Tank 1, Tank 3, Pump 2
2037 Tank 2, Tank 5, Pump 5
Page 284 of 262
50 of EES120242,1 HdgolfMu AyQDiietdgrFFrifc3&BEEmEggeo�ySger�deeg7FifEM
Fire Protection Survey Services"
P.O.Box 57,Fenelon Falls,Ontario,Canada,KOM 1N0
Telephone: (705)887-4771 Cell:(905)649-0466
E-mail: firepssl0(&xplornet.ca Website:www.fpss.ca
28 January 2020
Township of Oro-Medonte
Fire and Emergency Services
148 Line 7 South
Oro-Medonte, ON LOL 2X0
COMMENTS ON FIRE DEPARTMENT MASTERPLAN REVIEW
As our organization has worked with the fire department in the completion of many
projects, including the submission of a previous planning report(2016), and ongoing
work regarding your Tanker Shuttle Program, I was requested to comment on the planned
re-location of Station 42, and Station 4 to a new, central, modern, efficient facility
Firstly, I feel the following areas of the Masterplan require some comments:
- The present remuneration package for the part-time (volunteer) firefighters should be
reviewed, in view of present economic conditions.
- The township should review/create a program for firefighters 60 years of age and older.
This could include stress/fitness testing, restriction to certain fireground functions such as
exterior operations or apparatus operator, or setting a maximum retirement age.
Next, I would like to comment on the situation concerning Stations 42 -Hawkestone
and Station 94 -Rugby.
Consider the costs of required major improvements on both 92 and#4 stations, namely:
- Estimated costs of more than $300,000 and $210,000 respectively. Even with these
improvements, Station 92 will not have sufficient space for proper parking, aprons, etc. in
its present location. In both cases, the township will still have older structures that will
need constant upkeep.
- In addition, Station #4 will require replacement of both the pumper and tanker in the
future ($550,000 and$350,000), and a new pumper will be required at Station #2
($600,000) as well.
- Rugby station has a very low call volume, and a very low turnout of firefighters,
especially in the daytime hours. Presently, there are actually only ten personnel available
at this station,which, at the best of times, is inadequate to staff a pumper company, and a
tanker unit. Most of its principle responses are to medical calls, with some to traffic
accidents.
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Therefore,we propose the following scenarios for consideration:
1. In this scenario, a new station to be built in the area of Line 11 and the 15/16
Sideroad combining both Station# 2 & Station #4. This would give a better
response pattern, as presently much of Station# 2 area is covered by the lake.
This location would provide a larger lot for the fire station, apron and drill
areas, and parking. A quick response could still be made to the Hawkestone
community, and the road network would allow responses east and west of
Hawkestone without having to travel through the community. A good
response could be made to the Forest Home Industrial Park, and coverage
could still be given to the Rugby area. In this scenario, the township would
save the cost of maintaining/altering two 50-year old fire stations, and the cost
of replacing a pumper and a tanker($550,000 and $350,000), as well as
annual maintenance and supply costs.
2. This scenario assumes that the costly improvements are made at the two older
fire stations at Station# 2 Hawkestone and Station #4 Rugby. In view of its
low call volume and very limited personnel in this area,we would recommend
that rather than replace both the pumper and tanker at Station #4 ($550,000
and $350,000), they would be replaced by a single pumper-tanker unit
($600,000). In addition, a four-door pick-up type rapid response unit would
have to be provided for medical responses and personnel transport($65,000).
Note that a modern tandem pumper—tanker would require that the apparatus
bays be extensively modified.
3. This scenario preserves the status quo. The two 50-year old fire stations would
require the expensive upgrades, and the continued maintenance expected of
these older structures, and the present fleet would have to be replaced and
maintained. Please note Station#4 would also have to have additional
expenditure to allow modern fire apparatus to be accommodated.
Consideration would also have to be given to providing much needed
additional personnel at Station #4 to ensure at least a minimum response of
personnel to operate both the pumper and tanker in an area that has no
adequate population base.
In my expert opinion, I strongly recommend Scenario#1 (the combining of Stations 42
and 94) as the best solution for the township.
These comments/recommendations are in keeping with modern fire service requirements,
as well as meeting applicable insurance grading guidelines.
Michael McKenna, F.P.T.
Fire Protection Survey Services
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Ta) 2022-056: Being a by-law to confirm the proceedings of the Special ...
The Corporation of the Township of Oro-Medonte
By-Law No. 2022-056
Being a By-Law to Confirm the Proceedings of the Special Council Meeting held
on Tuesday, May 31, 2022
Whereas Section 5 of the Municipal Act, 2001, S.O. 2001, C. 25, as amended provides
that the powers of the Municipal Council shall be exercised by By-Law, unless the
municipality is specifically authorized to do otherwise;
And Whereas The Council of The Corporation of the Township of Oro-Medonte deems
it expedient that the proceedings at this Council Meeting be confirmed and adopted by
By-Law;
Now Therefore the Council of The Corporation of the Township of Oro-Medonte hereby
enacts as follows:
1. That the actions of the Council at its Special Council Meeting held on Tuesday, May
31, 2022, and in respect to each Motion, Resolution and other actions passed and
taken by the Council at its said Meeting is, except where prior approval of the
Ontario Land Tribunal is required, hereby adopted, ratified and confirmed.
2. That the Mayor and the proper Officials of the Township are hereby authorized and
directed to do all things necessary to give effect to the said action or to obtain
approvals where required and to execute all documents as may be necessary on
behalf of the Council of the Corporation of the Township of Oro-Medonte.
3. That the Mayor/Chair and Clerk/Designate are hereby authorized and directed to
execute and affix the corporate seal to all necessary documents.
4. And That this by-law shall come into force and take effect on the final passing
thereof.
By-Law Read a First, Second and Third time, and Passed this 315t day of May,
2022.
The Corporation of the Township of Oro-Medonte
Mayor, H.S. Hughes
Clerk, Yvonne Aubichon
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