Business Plan: Fire & Rescue Services How does this service contribute to the results identified in the City of London Strategic Plan?

A Caring Community

Fire & Rescue Services responds to various types of calls for service including, but not limited to, structure fires, car fires, motor vehicle collisions, cardiac related events, carbon monoxide calls, and open-air burning complaints for the purpose of preventing loss of life and injury of citizens and visitors to the city, as well as reducing the loss of property due to fires and natural disasters. It is important to note many of the fire fighters also serve on the Department’s specialty teams thereby permitting the LFD to respond to hazardous materials calls, water and ice rescue calls and technical rescue calls, as well as act as backup communication operators, within the existing Fire Fighting Division resources.

Name the main activities done to provide this service:

3,170 1,801

Is The City Mandated To Provide This Service? Yes No

Can The Level Of Service Be Changed? Yes Yes

281 882 11

Yes No No

Yes Yes Yes

193 132 9 18 374 826

Yes Yes Yes Yes No Yes

Yes Yes Yes Yes Yes No

How Much Did We Do? (optional)

Name The Activities Done To Provide This Service 1. Fire Related Emergency Calls 2. EMS (Cardiac Related Calls) 3. Motor Vehicle Collision Calls a. Extractions Related Calls b. MVC w/Personal Injuries c. Elevator Calls 4. Specialized Services a. Hazmat (All Levels) b. Natural Gas c. Technical Rescue d. Water/Ice Rescue 5. Open Air Burning 6. Carbon Monoxide

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Name The Activities Done To Provide This Service 7. Assistance Call (All Types) Total

How Much Did We Do? (optional) 652 8,338

Is The City Mandated To Provide This Service? No

Can The Level Of Service Be Changed? Yes

What is the current state of this service? Fire Fighting Division Based on Council’s 2013 budgetary direction, which included the suspension of firefighter recruitments to fill vacancies arising from attrition, the Fire Fighting Division’s previous approved complement of 360 frontline firefighters fell by 29 to 331. During the 2014 operating budget process, Council amended its direction enabling the Department to recommence firefighter recruitments on the caveat that the financial impacts of such recruitments remained within the 2% increase to the 2014 operating budget. As a result, the Department forthwith commenced a hiring process seeking 10 new firefighters; however, due to issues surrounding the number of candidates that remained in the hiring pool created following a previous recruitment, only 7 new staff commenced employment in April 2014. It should be noted that the recruit training was 11 weeks long, so the new staff did not join the on platoon complement until late June. The Department initiated a second recruitment for 12 additional recruits with a projected start date of October 2014 because of a number of unanticipated retirements indicated that the Division would be short 32 staff by the end of the year. At this time, it is anticipated the Department will be operating with 340 firefighters commencing January 2015 or 20 less than the previous normative complement. Through the use of overtime, service levels in 2013 and 2014 continued to remain at 2012 levels. Concerning activity, in 2013 the Department responded to 8,338 calls for service (32 more calls than 2013) including, but not limited to, structure fires, car fires, motor vehicle collisions, cardiac related events, carbon monoxide calls, and open-air burning complaints. From a positive perspective, an analysis of all calls for service from 2009 – 2013 indicate that fire related alarms based on a 5 year average are generally lower showing a decrease of 3.61% per year with a lesser year over year decrease of 1.43%. Overall, emergency calls of all types show a decrease with a 5-year average of 2.14% annually; however, there was a slight year over year increase of 1.5%. The primary drivers for the increases in overall emergency calls were EMS (cardiac) calls with 0.54% more calls, as well as a 4.60% increase in Auto-extrication responses, more specifically to Motor Vehicle Collisions (MVC) with personal injuries. After successive decreases in the number of emergency calls per 1,000 residents since 2008, the ratio seems to be stabilizing at 17.35/1,000. While the year over year increase in EMS calls was not significant from 2012 to 2013, an aging population suggests

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that the number of EMS calls will continue to increase into the future. Supporting this prediction, in 2004 the Department responded to 3.56 cardiac related emergency calls/1,000 residents in 2004, whereas that ratio has increased steadily to 4.82 cardiac related emergency calls/1,000 residents in 2014, which represents a 35% increase through this period. The increase in the number of MVC responses is unexplainable, although it is important to note that in the last 5 years the number of such responses has ranged for a low to 779 to a high of 897, so the number of calls for service in 2013 certainly falls within the historical range. In sum, it is estimated that London’s population increased by approximately 3.24% in the last 5 years; however, emergency calls for service on an average basis dropped 2.14% on a call/1,000 resident basis. Non-emergency type calls decreased in 2013 by 3.30% following a number of years of continual increases. The Department experienced a notable 41.19% decrease in Open Air Burn complaints over 2012, including a slight decrease in Carbon Monoxide responses of 1.67%; however, a 48.52% surge in non-emergent calls for service resulted in an overall increase in non-emergent calls as herein noted. Commencing in 2008, the LFD developed an overarching vehicle and facility deployment plan with a view to providing an efficient, effective and consistent level of service to the citizens of London residing within the urban area. In April 2014, the relocated Station 7 came on line, which will improve firefighter turnout times and vehicle response times, result in increased firefighter safety, as well as enable the Department to redeploy the aerial platform into the northeast thereby balancing aerial truck coverage across the City. The next key component of the station redeployment plan involves the relocation of Station 11 from its current location at Colonel Talbot Road and Highway 402 to the east part of Lambeth, which will not only improve service to the existing residents of Lambeth but also address anticipated service coverage needs resulting from the South West Area Plan. At the time of this writing, Reality Services was negotiating with a prospective property owner to acquire a desired property. Apparatus Division The Apparatus Division repairs and maintains the Department’s fleet, self-contained breathing apparatus, air bottles and compressors, as well rescue equipment and ancillary equipment. The diesel powered fleet includes 19 frontline vehicles, 4 specialized vehicles, 5 reserve vehicles and 1 training vehicle. In addition to the diesel powered fleet, the Division maintains and repairs a combination of 34 pickup trucks, passenger cars and vans, as well as 8 trailers and 3 rescue boats. Concerning the status of the frontline fleet, the Department took delivery of a Tanker in 2013, as well as a new Quint in July 2014, and, as a result of the same, the frontline fleet is 2007 or newer with an average age of each fire apparatus group as follows: Engines, Pumper Rescues and Quints – 4.6 years, Aerials – 6.3 years, Tankers – 1.5 years, with the Rescue being 10 years old. That being said, the Department has 2 Engines in the fleet for which parts are becoming increasing difficult to acquire, as the

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manufacturer is bankrupt and the Receiver is selling off the assets. Moreover, both vehicles are showing advanced deterioration and, as a result, the Department does not anticipate it will be able to keep the vehicles in service for 20 years, as required. Both vehicles are currently 15 years old. With respect to the pickup truck, van and passenger car fleet, the vehicles are in good condition, with the Department assessing the condition of the vehicles prior to replacement. Currently, the strategy is working well. As reported in previous years, Fire Administration continues to seek opportunities for efficiencies and improvements. In late 2013, the first component of the business intelligence software was installed and came on line. The tool has proven valuable for tracking “real time” Communication Operator dispatch times, firefighter turnout times, as well as fire apparatus travel times. With the tool’s implementation, improvements have been seen, albeit additional work must yet be done through the identification issues and implementing potential solutions. Training Division The Training Division continues to implement and deliver new programs, including the implementation of an online training system that will result in a more effective and efficient means of training. While there is an upfront investment of time creating programs that would be incurred despite the training delivery method, Training Instructors are no longer required to travel to effectively 56 work sites to deliver the training. The system also provides for testing and improved recordkeeping, which provides proof of competency. The Department continues to work through its Officer training program challenge, which is in the midst of transition because of significant changes introduced by the Fire Marshal. The Fire Marshal’s Office has not released the curriculum for the program; however, it is critical that the Department train staff to act as Captains by the end of 2015 or overtime costs will potentially soar as the department will be forced to call in Captains on overtime versus Firefighters to back fill those moving into acting roles. In 2014, the Training Division moved its administrative functions to Station 1 for the purposes of increasing interaction with the Deputy Fire Chief overseeing the area, as well as Fire Administration in general. In September of 2014, the conversion of the Training Tower to accept propane props is scheduled to commence. The vendor anticipates the work to be completed in midNovember 2014. As Council may recall, it is anticipated that the work herein noted will extend the life of the tower between 10 to 15 years, at which time a new training facility is planned for within the capital budget.

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What has been done to manage the budget? The approved operating budget in 2013 and 2014 has been significantly less than the London Professional Fire Fighters Association monetary requests, which are now before a Board of Arbitration. In addition, Council has directed that 2012 service levels remain in effect.

Efficiencies / Costs Avoided Previous 3 Years •

Maintained a number of vacancies created through attrition in the Fire Fighting Division in 2013 and 2014 in order to remain within the approved operating budget (limited firefighter recruitments to fill vacancies through attrition).

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Noting the lower staff complement, the Department is using overtime to maintain service levels when staffing levels drop below Department set minimums.

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Limited spending to “mission critical” items and reduced and/or delayed avoidable costs.

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Eliminated unnecessary spending in certain areas for the purposes of redirecting that funding into value added areas (i.e. created funding source for diesel fuel for the annual Smoke Alarm campaign.

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Fully implemented the first phase of Business Intelligence tool enabling “real time” monitoring of performance for the purposes of gaining efficiency through improved dispatch times, as well as firefighter turnout times, noting that feedback concerning performance is provided daily.

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Invested in the structure of the training tower, including retrofitting it to use propane fuel, thereby extending its life cycle by 10 to 15 years. The overall investment was approximately 20% of the project cost to replace the existing tower.

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Readjusting staffing levels within areas to gain operational efficiencies.

Revenue Generation / User Fee Increases Previous 3 Years •

There have been minimal inflationary increases to user fees

•

The Department lost the Communications Dispatch contract to Strathroy Caradoc Police

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What is the future direction of this service? What future initiatives can be contained within the maintain existing service level budget? 2015 Budget •

Seek to improve operational efficiencies in the Communications and Fire Fighting Division, within existing resources, through the continued use of “real time” monitoring of dispatch times and turnout times, noting that response times includes all aspects of a response and not simply travel time.

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Initiate a firefighter in-service inspection program whereby staff in the Fire Fighting Division will inspect lower risk occupancies (D and E occupancies), thereby enabling fire prevention inspectors to focus on higher risk occupancies.

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Although capital budget funding has been previously approved for the relocation of Station 11, it is anticipated the construction of the new station will commence in 2015 and come on line in 2016, noting that existing staff and equipment would be transferred from the existing site.

2016-2018 Forecast •

The Department’s 135 Self-Contained Breathing Apparatus (SCBA), as well as its 440 breathing air bottles, must be replaced in 2016. This is a significant expenditure; however, it is also a “mission critical” project.

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In 2015, the LFD is scheduled to replace 400 sets of bunker gear (protection clothing) - half of the funding was approved in 2014 with the balance of the requisite funding within the 2015.

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Review opportunities for further introduction of multi-purpose vehicle strategy

What service adjustments do you plan to make? 2015 Budget •

The Department plans no new service adjustments in this business unit in the 2015 budget year that will result in increased operating costs; however, it will be seeking to reassign 3 firefighter positions from the Fire Fighting Division into the Fire Prevention Division for the purposes of adding Fire Code inspection capacity, thereby increasing the number of buildings inspected, as well as increasing the frequency of inspections.

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2016-2018 Forecast •

With growth accelerating in the southeast part of the City, more specifically the residential development east of Summerside subdivision, as well as industrial and institutional growth in Innovation Park, the Department will need to review service needs that may require the addition of a 15th station, noting that the project is budgeted within the capital plan. When required, the Department will explore opportunities to enhance service to the area, while remaining within the existing operating budget envelope.

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The Tridata Master Fire Plan, as well as internal reviews, show a need to enhance service to the area south of Horton Street along Wharncliffe Road, South. The Department has included within its capital plan funding to relocate Engine 1 from the Station 1 to a new site in the area noted. The relocation of the station and the existing resources (staff and fire apparatus) will improve service without increasing operating costs.

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With the addition of a number of high rise buildings, a resource review must be undertaken to explore the need for additional staffing. The addition of another aerial company is included in the capital plan at the extreme end of the period herein noted.

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The current redeployment plan underway sought to maximize service levels within the Urban Growth Boundary, noting that it will be a challenge to provide the same level of service near the periphery of the City. Notwithstanding the service challenge noted above in the southeast part of the City, should significant growth be permitted in the south or extreme west and southwest, the Department will be unable to provide an appropriate response time or be able to assemble adequate resources in an appropriate time. Developments are already being approved in areas where response times are extremely strained but also where no hydrants exist which is of concern to the Department.

Key Performance Indicators How Much? Description of measure 1. No. of Emergency Call (LFD) a. City of London b. Middlesex County 2. No. of Non-Emergency Calls (LDF) a. City of London 3. No. of Business Calls

2013

2014

2015

2016

2017

2018

6,486 968

6,630 242(1)

6,683 -

6,737 -

6,791 -

6,845 -

1,852

2,366

2,385

2,404

2,423

2,442

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Description of measure

2013

2014

a. City of London 22,046 22,265 b. Middlesex County 3,966 991(1) Note 1: Middlesex County Communications Services Contract ceased March 31, 2014.

2015

2016

2017

2018

22,490 -

22,715 -

22,940 -

23,170 -

2015

2016

2017

2018

How Well? Description of measure

2013

4. 90th percentile for engine arriving on scene within Urban Growth Boundary (Code 4) 5. 90th percentile for 15 fire fighters arriving within Urban Growth Boundary (Code 4) 6. Notification Response Time(2) a. City Wide b. Urban Growth Boundary c. Rural 7. Total Response Time(3) a. City Wide b. Urban Growth Boundary c. Rural Note:

2014

4:00

4:21

4:15

4:20

4:20

4:25

7:21

7:42

7:30

7:35

7:35

7:40

6:05 5:58 10:28

6:10 6.01 11:42

6:05 5:56 10:28

6:10 6.01 10:33

6:10 6.01 10:33

6:15 6.06 10:38

7:10 7:01 11:50

7:10 7:05 14:03

7:12 7:00 11:50

7:12 7:05 11:50

7:15 7:05 11:50

7:15 7:10 11:50

2. Notification Response Time: an OMBI term that describes the time from when fire crews are notified of an emergency until the first vehicle arrives on scene. 3. Total Response Time: an OMBI term that that describes the time from when fire crews are notified of an emergency and until the first vehicle arrives on scene.

Is Anyone Better Off? Description of measure 8. Estimated dollar loss in thousands 9. Fire injuries per 10,000 population

2013 $7,381 0.27

2014 $7,800 0.27

2015 $8,100 0.27

2016 $8,500 0.27

2017 $8,900 0.27

2018 $9,400 0.27

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