Service Business Plan

Service Business Plan Service Name Emergency Response Service Type Public Service Owner Name Ross Monteith Year 2018 Service Owner Title Service Description Deputy Fire Chief A public service responsible for Fire and Rescue Emergency Response. Current State Customers & Their Expectations This service is delivered to: Public (residents and visitors) Property Owners, Business owners and their employees Council, supporting priorities and action plans outlined in the City of Burlington Strategic Plan Bordering municipalities, by providing support emergency services as required through established Mutual and Automatic Aid Agreements. Existing Service Delivery Their expectations include: Compassionate, knowledgeable and well-trained staff. Timely emergency response and resolution Modern, properly functioning equipment to perform tasks. Emergency response to the City of Burlington s residents, property owners, business owners and visitors. Provide emergency response assistance to bordering communities through agreements with their fire departments. Emergency response includes, but is not limited to, fire, emergency medical service, rescue services, hazardous material response and other agency/public assistance, as approved in Establishing and Regulating By-Law 90-2012. Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? This service is provided through a blended model of both career and volunteer staff. Department survey(s), community satisfaction survey, Community Report, social media (Facebook, Twitter, YouTube),annual open house, 311 one call service, 911 emergency call service, email (firedepartment@burlington.ca) Yes The Fire Protection and Prevention Act (FPPA), 1997, S.O. 1997 Yes City of Burlington By-Law 90-2012

Sub-Services Training Maintenance Recent Continuous Improvement Initiatives Develops and delivers training programs for fire department staff. Administers testing for industry and internal compliance processes. Investigates and integrates new equipment and emerging industry practices. Provides preventative maintenance program for fire department fleet, facilities and supporting equipment. Conduct emergency repairs on fire trucks and support vehicles. Coordinate specifications for vehicle and equipment purchases. In 2017, The Community Risk Assessment (CRA) - Standards of Cover (SOC) has been completed for the City of Burlington. All-hazards are categorized based on the defined risk and a differential response system has been established based on the associated risk (example; a hospital versus a singe detached dwelling). This system results in the deployment of various fire resources to a call for assistance based on the identified risk level of an emergency. A new mobile CAD solution was rolled out on all emergency apparatus. These devices through GPS and cellular connectivity will provide routing and PDF mapping for emergency response personnel. Communicators and Incident Commanders will be able to easily identify and locate responding apparatus in real time. Access to hazardous materials identification guides and other reference materials will also be readily available to responding crews. This will speed response time and effectiveness. Combined with the previous implementation of smartphones Officers are now able to reference required information and contact responsible parties or technical advisors directly from an occurrence. Generators are now in place at all fire stations. This will allow uninterrupted service during electrical power outages. The delivery of a new Support/Command Unit will improve our ability to deal with large incidents of all kinds. This vehicle which will be staffed by the station 1 Volunteers will bring a tool that has not previously been available to our Incident Commanders.

Emerging Opportunities and Anticipated Risks Emerging Opportunities With the roll out of the new mobile CAD system there are further opportunities to enhance the product features. Crews have been and will continue to perform pre-plan visits of high risk properties. This information will become available through the mobile CAD enabling the incident commander and Captains to access critical information in a timely manner. On July 4 2016 Council directed the Fire Chief to investigate partnerships for the delivery of fire protection services. This has led to an agreement with Mississauga Fire and Emergency Services to provide technical trench rescue services to the city of Burlington. Other opportunities to partner with neighbouring Fire Departments will be explored. Changes to the Ontario Fire Code (Bill 77, Hawkins Gignac Act) support mandatory residential carbon monoxide alarms in all Ontario residences. Fire Protection Services, along with Public Education will continue developing programs to ensure local compliance. Detection of carbon monoxide within homes will increase community safety. Occupants will receive early detection of CO and call for service, reducing the likelihood of injury or death. Anticipated Risks With the intensification of the Aldershot area there should be an opportunity to replace and/or relocate station #3 (1044 Waterdown road) to a new building which is better situated to serve the district. As the City of Burlington runs out of green space to develop, population growth will increasingly be housed in medium- to high-density residential and mixeduse buildings. The critical tasks needed to deal with a fire in a high-rise, highdensity residential building are greater than a typical residential unit/home fire. This means more resources are required in a timely manner to complete the critical tasks associated with responding to an emergency. The City has experienced severe weather such as wind/rain and ice storms. Fire Protection Services, in consultation with the Emergency Management Coordinator, conducts on-going reviews of training, equipment, operational guidelines and firefighter deployment to ensure the City is able to respond effectively to these and other types of incidents.

Service Objectives With the introduction of the new incident Support/Command Unit, future capabilities and utilization for other service areas will be assessed and new protocols will be developed for effective use of this new unit. A 2nd set of Bunker Gear for all paid staff will be implemented over the next 4 years in a phased approach. Not only will this speak to the health and safety of personnel in fire protection services, it will be an effort to reduce future presumptive compensation claims. The ready access to this alternate set of bunker gear will reduce the time required for staff to return to service after an incident which will in turn improve customer service. Using existing CAD systems initiate a process to record vertical response times for all buildings greater that six stories in height within the city of Burlington building envelope. Target Completion Jun 2018 Dec 2019 Aug 2018

MEASURING SUCCESS How much did we do? Performance Measurement 2013 2014 2015 2016 2017 2018 2019 2020 # of fire emergency responses (code 1 & 2*) 6820 7128 7324 7398 7500 7670 7840 8010 # of fire response incidents (01 OFMEM code) 5877 6200 6382 6518 6567 6740 6912 7085 # of fire response incidents (01 OFMEM code) 96 134 112 137 121 115 110 105 * Code 2 incident response = lights and sirens How well did we do it? Performance Measurement Story behind the data Achieved Turn-Out and Travel Time for Firefighters to Arrive On-Scene The National Fire Protection Association (NFPA) establishes standards, recommended performance measures, research, training and education within the fire protection industry promoting industry best practices for emergency response. The following are two performance measures for fire emergency responses: - Turnout Time: is the time interval that begins when the emregency response facilities (ERF) and emergency response unit (ERU) notification process begins by either an audible alarm or visual annunciation or both and ends at the begtinning point of travel time; target is one (1) minute and twenty (20) seconds, 90% of the time. - Travel Time: is the time interval that begins when a unit is enroute to the emergency incident and ends when the unit arrives at the scene; target is four (4) minutes, 90% of the time. NFPA Performance Time Targets: Fire Protection Services measures employees' performance to NFPA time targets for turnout time. Fire Protection Services has little control over travel time, which can be impacted be a variety of obstacles, such as traffic, road and weather conditions. 00:06:29 00:05:46 00:05:02 00:04:19 00:03:36 00:02:53 00:02:10 00:01:26 00:00:43 00:00:00 Achieved Turn-out & Travel time for Firefighters to Arrive On-Scene 0:05:38 0:05:24 0:05:12 0:05:20 0:05:57 0:04:00 0:04:00 0:04:00 0:02:09 0:01:57 0:01:55 0:01:48 0:01:48 0:01:20 0:01:20 0:01:20 2013 2014 2015 2016 2017 2018 2019 2020 Achieved Turn-out Time. Target = 00:01:20 (one minute and twenty seconds) Achieved Travel Time. Target = 00:04:00 (four minutes)

Is anyone better off? Performance Measurement Story behind the data # of property fires per 1,000 population. Through Fire safety education and Fire Prevention initiatives the number of property fires may be reduced Where do we want to go? By targeting specific "at risk" areas and demographic groups the public awareness of fire safety and prevention strategies can be raised which will assist in reducing the number of property fires 0.90 0.80 0.70 0.60 0.50 0.40 0.30 0.20 0.10 0.00 Number of Annual Property Fires per Thousand Population 0.77 0.78 0.69 0.64 0.65 0.62 0.59 0.55 2013 2014 2015 2016 2017 2018 2019 2020

2018 OPERATING BUDGET SERVICE RESOURCE SUMMARY EMERGENCY RESPONSE Service Description Service Owner Name A public service responsible for fire and rescue emergency response Ross Monteith 2016 2017 2018 Proposed Year End Projections Base $ Change vs. 2017 % Change vs. 2017 Business Cases Human Resources $ 24,750,639 $ 25,333,122 $ 25,337,480 $ 26,444,391 $ 1,111,269 4.4% - Total % Change vs. 2017 $ $ 26,444,391 4.4% Operating/Minor Capital Equip. $ 798,509 $ 652,302 $ 635,594 $ 663,511 $ 11,209 1.7% $ - $ 663,511 1.7% Purchased Services $ 412,958 $ 400,804 $ 409,654 $ 400,582 $ (222) -0.1% $ - $ 400,582-0.1% Corp. Expenditures/Provisions $ (0) $ - $ - $ 15,000 $ 15,000 0.0% $ - $ 15,000 0.0% Internal Charges & Settlements $ 1,777 $ 800 $ 800 $ 800 $ - 0.0% $ - $ 800 0.0% TOTAL EXPENDITURES $ 25,963,884 $ 26,387,028 $ 26,383,528 $ 27,524,284 $ 1,137,256 4.3% $ - $ 27,524,284 4.3% Controllable Revenues $ (131,397) $ (125,124) $ (129,224) $ (188,138) $ (63,014) 50.4% $ - $ (188,138) 50.4% General Revenues & Recoveries $ (59,242) $ (76,900) $ (76,900) $ (76,900) $ - 0.0% $ - $ (76,900) 0.0% TOTAL REVENUES $ (190,639) $ (202,024) $ (206,124) $ (265,038) $ (63,014) 31.2% $ - $ (265,038) 31.2% NET OPERATING BUDGET $ 25,773,245 $ 26,185,004 $ 26,177,404 $ 27,259,246 $ 1,074,242 4.1% $ - $ 27,259,246 4.1%