Presentation Transcript

1. TOWN OF TILLSONBURG 2012 BUSINESS PLAN TILLSONBURG FIRE AND RESCUE SERVICES AND THE COMMUNITY EMERGENCY MANAGEMENT PROGRAM
2. 2011 Business Objectives 2012 Fire and Emergency Management Business Plan
3. 2012 Business Objectives 2012 Fire and Emergency Management Business Plan
4. 2012 Business Objectives continued 2012 Fire and Emergency Management Business Plan
5. Risks With the exception of Fire Prevention risk noted in a report from the Master Fire Plan committee, the balance of the Master Fire Plan risks unknown and are yet to be determined. Pre-plans of buildings in Tillsonburg have not been developed which places Firefighters at risk. Officers need to be developed to meet provincial standards. They require such education as Building Construction and Fireground Safety Officer. The 1984 Pumper is not dependable to operate as an emergency vehicle. An opportunity to reduce this risk is noted on the next page. The Nortel telephone system is increasingly less dependable to support a 911 Secondary Public Safety Access Point. The 32-year old fire station does not meet current building code, health and safety standards, accessibility standards and the ergonomic needs of the employees who work in it. 2012 Fire and Emergency Management Business Plan
6. Opportunities Begin implementation of Master Fire Plan as early as is practical. A new position of a fire prevention officer will reduce the risk to the community with increased building inspection as well as facilitate development of pre-fire plans which will reduce risk to Firefighters. Develop Volunteer Firefighters particularly at the officer level. The deputy fire chief and two company officers are scheduled to receive training in Fire Officer Level 1 & 2 in Q1. Retain the 20 year old pumper tanker fire truck that was retired in 2011 and redeploy it temporarily as a pumper rescue until the new apparatus can be purchased. This would result in disposal of the 29 year old (yellow) pumper and the 1994 heavy rescue. Sale of these vehicles may result in $30,000 which could be placed into reserves to offset the cost of a new combination pumper rescue. 2012 Fire and Emergency Management Business Plan
7. Opportunities Continue to develop Volunteer Firefighters as required, through the Joint Action Training Group. Implement an employee retention and reward program. Build employee confidence through active participation in non-emergent activities involving all personnel. Recognize and reward staff for their contributions. Achieve all Zero Quest targets through a high commitment to the Occupational Health & Safety Act, especially sector specific Regulations and all applicable Section 21 Guidance Notes. Eg. Develop pre-fire plans, create new and revise existing SOGs. Discuss innovative opportunities at the regional level to share resources such as a Firefighter Training Coordinator and an area Training Facility. The regional JTAG coalition is a suitable forum to open discussions. Develop shared purchasing strategies. 2012 Fire and Emergency Management Business Plan
8. Future Departmental Directions: 3 year outlook 2013 Continue to implement the Council approved recommendations of the Master Fire Plan. Purchase and utilize Priority Dispatch accredited program relative to profitability and growth in fire communications agreements. Purchase a server for the Computer Voice Digital System (CVDS) in the fire communications bureau to replace the current DVD back-up system and to support a back-up Computer Aided Dispatch at the Customer Service Centre. 2012 Fire and Emergency Management Business Plan
9. Future Departmental Directions: 3 year outlook 2014 Continue to implement the Council approved recommendations of the Master Fire Plan. In collaboration with the manager of fleet services issue a request for proposal for a new pumper rescue fire apparatus. Convert the analogue radio system to digital narrowband to meet the Industry Canada standard (2002). This initiative is required to be considered as good corporate stewards of bandwidth in our own community as well as improve firefighter safety and fireground efficiency. 2012 Fire and Emergency Management Business Plan
10. Future Departmental Directions: 3 year outlook 2015 Continue to implement the Council approved recommendations of the Master Fire Plan. Place the combination Pumper Rescue into service and assist Fleet Services with disposal of Pump 1 and Rescue 3. Initiate engineering required for the renovation project of the Fire Station (2016). Initiate planning to replace 16 Self Contained Breathing Air packs and Rapid Intervention Kits (2016). Replace the Personal Protective Equipment washer and extractor. 2012 Fire and Emergency Management Business Plan
11. Performance Measures Efficiency Measures - $ Cost Department Operating costs for as a % of Total Municipal Operating Costs * Pre 2009 2012 Fire and Emergency Management Business Plan
12. Public Education Performance Measures Measurement: # of public education pamphlets distributed, educational activities requested and delivered. Purpose: The distribution of public education material is legislated by the Fire Protection and Prevention Act. Considering the fire problem in the community, develop and validate targeted education programs. Goal: To educate the public to prevent fires and to know what to do if a fire occurs. To reduce the risk to the corporation through compliance with the Fire Protection and Prevention Act. 2012 Fire and Emergency Management Business Plan
13. Public Relations Performance Measures Measurement: # of requests (by type and time) by community groups for the fire service to attend an event where the fire department does or does not attend. Purpose: To identify the expectations of community groups and to ascertain the availability of volunteer firefighters to respond to event requests. Goal: To meet the needs and expectations of the community balanced with the department’s ability to provide the resource. To promote the fire service and its members in the community. 2012 Fire and Emergency Management Business Plan
14. Fire Prevention Performance Measures Measurement: # of complaint type inspections received and responded to, or not, in 2 business days # of request type inspections received and responded to, or not, in 5 business days. Purpose: Response to fire safety complaints is legislated by the Fire Protection and Prevention Act. Goal: To reduce the opportunity for fire to occur and to reduce the impact caused by fire when it does occur. To improve the opportunity for building occupants to safely evacuate when a fire occurs. To reduce the risk to the corporation through compliance with the Fire Protection and Prevention Act. 2012 Fire and Emergency Management Business Plan
15. Emergency Response Performance Measures By Fire Rate: Measurement: # of reported fires / 1,000 population # of reported fires / 10,000 structures (by occupancy classification) Purpose: To determine the effectiveness of the department’s fire prevention program. Goal: To reduce the number of fires in concert with public education and fire prevention programs and to reduce the impact caused by fire when it does occur. 2012 Fire and Emergency Management Business Plan
16. Emergency Response Performance Measures By Response and Control Times: Measurement: Average time from dispatch to on scene % of times that 6 Firefighters arrive on scene in less, and more than 14 minutes (NFPA 1720) for a fire in a single residential dwelling.* Purpose: To determine the effectiveness of the department’s fire suppression program. Goal: To reduce the impact to the community when a fire occurs. * NFPA 1720 establishes this value as a Best Practice in communities with less than 256 residents per square mile. The Ontario Fire Marshal recommends completion of Operational Planning Matrix to match Resource Deployment and Risk. This will be an outcome of the Master Fire Plan 2012 Fire and Emergency Management Business Plan
17. Emergency Response Performance Measures By Civilian Fire Death, Injury and Save Rate: Measurement: # of civilian deaths (or injuries) per 100,000 population % of fires in which a person or people safely evacuated a building due to having working smoke alarm(s) and a home escape plan. Purpose: Fire rescue and public education programs affect these measures and can be evaluated by them. Goal: To assess the effectiveness of existing public education programs and to implement new strategies as required. 2012 Fire and Emergency Management Business Plan
18. Emergency Response Performance Measures By Fire Spread: Measurement: % of fires extinguished, or not, before arrival of FD. % of fires responded to that spread beyond room of origin before, or after, the time the fire department arrived. Purpose: By removing fires that were extinguished before arrival, the fire department is able to actually measure the effect of their actions taken. Accelerants or the presence of hazardous materials can contribute to fire spread and these factors should be taken into consideration when possible. Goal: To measure the effectiveness of fire suppression activities. 2012 Fire and Emergency Management Business Plan
19. Emergency Response Performance Measures By Property Saves / Loss - Fire Incident Calls: Measurement: Total $’s saved, in terms of structure and contents Average $’s saved per fire Estimated loss per $100,000 assessment: Purpose: In order to be reliable and valid, buildings and dollars saved must be looked at realistically. These measures can be determined by using dollar estimates collected in standard incident reports. Note: Averages can be significantly raised by the inclusion of a single major loss. Goal: To measure the effectiveness of fire suppression activities. 2012 Fire and Emergency Management Business Plan
20. Emergency Response Performance Measures By Quality of Service - Training and Certification Measurement: % of firefighters with completed, up to-date training % of firefighters that are certified Purpose: This measure is a proxy for the quality of service provided. It is assumed that a high percentage of responders with completed training and certification are providing high quality service when responding to calls. The measures should be stratified by response type and certification or training required by responder for that response. Goal: reduce the risk to the community caused by fire 2012 Fire and Emergency Management Business Plan
21. Fire Communications Performance Measures Measurement: % of 911 lines answered in 15 seconds % of emergencies dispatched to appropriate agency in 60 seconds Purpose: To improve public safety in Tillsonburg and to ensure satisfaction of clients we serve through fire communications agreements. To measure customer satisfaction from other municipal fire departments served by agreements. Goal: To reduce the risk to the community caused by fire. To obtain positive relations with our customers. 2012 Fire and Emergency Management Business Plan
22. Human Resources Allocation/Deployment Plan Note 1: A Fire Communications Supervisor will be required when an additional substantial contract is acquired which will fund this position. Note 2: A Fire prevention Officer is needed as recommended by the report and recommendations of the MFP Committee, November 23, 2009 2012 Fire and Emergency Management Business Plan