2016 preliminary operating and capital budgets · 2016-03-11 · 2016 major expenditure changes...
Transcript of 2016 preliminary operating and capital budgets · 2016-03-11 · 2016 major expenditure changes...
Winnipeg Fire Paramedic Service
2016 preliminary operating and capital budgets
Standing Policy Committee on Protection
and Community Services and Parks
March 7th, 2016
Slide 1
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
2010 2011 2012 2013 2014 2015
Today’s situation – incident statistics
Slide 2
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250
500
750
1,000
1,250
1,500
1,750
2,000
2,250
2,500
-
5,000
10,000
15,000
20,000
25,000
2010 2011 2012 2013 2014 2015
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
2010 2011 2012 2013 2014 2015
Total
Medical
Fire / Rescue
General
Hazardous
Specialty
Emergency
IFT
Dispatched incidents Fire incidents Medical incidents
Public safety weighted highest importance by 80% of people
Very satisfied & Somewhat satisfied percentage trends:
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2011 2012 2013 2014 2015
Fire and rescue response
Emergency medical response
Fire and injury prevention
Disaster preparedness
Today’s situation - citizen survey 2015
Slide 3
Service operates 24 / 7
86% of departmental expenditure is staffing
Number of apparatus drives staffing need
49 Fire apparatus
32 Ambulances
Need a higher staff complement to ensure minimum number of staff available to work (the effect of vacation, training, injury, sickness)
Fire 2016 staffing ratio maintained at 1.29
Ambulance 2016 staffing ratio maintained at 1.34
Today’s situation - service insights
Staffing ratio means:
For every person required on shift
multiply by staffing ratio to get numbers
of staff that need to be employed
Slide 4
Unique integrated medical service model
Ambulance only travel times
Today’s situation - service insights
Travel
time
(secs)
Travel
time
(mins)
Colour
0-120 <2
120-240 <4
240-300 <5
300-480 <8
>=480 >=8
Slide 5
Unique integrated medical service model
Today’s situation - service insights
Travel
time
(secs)
Travel
time
(mins)
Colour
0-120 <2
120-240 <4
240-300 <5
300-480 <8
>=480 >=8
Fire and ambulance travel times
Slide 6
Lowest cost per ambulance unit hour (OMBI 2014)
Lowest cost per fire unit hour (OMBI 2014)
Today’s situation - service insights
Slide 7
Senior firefighter development program
Provides firefighters who will be moving into the supervisory role of Lieutenant with the
knowledge and skills that are necessary to effectively undertake command at emergency
scenes. Other topics include incident safety, conflict resolution, respectful workplace,
leadership and dealing with direct reports with further emphasis being placed on the
core competencies that have been adopted by the City of Winnipeg.
Paramedic coach/mentor program
The paramedic workforce currently has less than 50% of paramedics with 5 years of
service. The MGEU and City have developed a leadership, mentor / coach role within the
paramedic ranks. 17 paramedics have successfully completed the program and are now
available to provide support and assistance to junior members of the workforce.
2015 accomplishments
Slide 8
Implementation of fire pre-plan software
Fire pre-plans contain important and crucial information regarding buildings and
properties that can be accessed by fire crews responding to emergency scenes. This
information regarding the building layout, water supply, egress routes, fire suppression
systems and dangerous goods stored on-site is made immediately available to
firefighters. Pre-Plan information contributes to greater incident safety and assists in the
development of the incident action plan which includes fire suppression plans and the
rescue plan. This will improve the outcome on the Fire Underwriters Survey.
Implementation of pediatric transport pods
These are specialized pods that keep newborns safe and secure during emergency
transport in the ambulance. The pod allows for the infant to be secure during transport
while still allowing the paramedics full access to the infant for assessment and treatment.
2015 accomplishments
Slide 9
12 lead transmission extended to all licensed paramedics
A training program was developed and completed to ensure all licensed paramedics are able to assess a patient experiencing cardiac symptoms and perform a 12 lead ECG. This allows paramedics and other health care clinicians the ability to determine if injury to the heart muscle is occurring. The 12 lead acquisition is fundamental to the WFPS STEMI program.
Online ambulance invoice payment
Service users are now able to pay their ambulance invoice over the internet via the city website:
http://winnipeg.ca/fps/billing/
2015 accomplishments
Slide 10
2016 financial overview - operating
% Change 2016
preliminary
2015
adopted
2017
forecast
2018
forecast
Total expenditure 6.6% 11.8m 190.2m 178.4m 209.7m 204.1m
Total revenue 10.4% 5.6m 59.4m 53.8m 65.7m 63.2m
Mill rate support 5.0% 6.2m 130.8m 124.6m 144.0m 140.9m
2016 major expenditure changes
$7.1m collective agreement settlements
$2.6m Expansion of MSP and EPIC paramedic service to improve service to those most in need
$1.1m 2016 capital program funding
$0.8m Fire apparatus replacement program
2016 major revenue changes
$4.5m Increased WRHA cost share
$1.0m Increased fees and charges
Slide 11
2016 financial overview - operating
$163.2
$27.0
Salary to non salary cost ($m)
Salary
Non salary
Total: $190.2m
14%
86%
86%
14%
Slide 12
$163.2
$7.8
$6.0
$5.5
$3.1
$2.7
$1.9
Departmental expenditure ($m)
Staff Fleet Operational costs
Capital program Accommodation External services
Bad debt provision
Services provided
Fire and rescue response
Medical response
Fire and injury prevention
Disaster preparedness $111.4
$13.8
$5.3 $0.4
Mill rate support ($m)
Total: $6.2m
$3.8
$2.4
$0.0 $0.0
Change 2015 to 2016
Total: $130.9m
Slide 13
Fire and rescue response
Service description
To provide quick, proficient, emergency and non-emergency fire suppression and rescue assistance
Financial overview
Citizen satisfaction 2015: 95%
Slide 14
2015
adopted
2016
preliminary
2017
forecast
2018
forecast
Total expenditure 111.8m 115.9m 126.0m 124.6m
Total revenue 4.2m 4.5m 4.4m 4.4m
Mill rate support 107.6m 111.4m 121.6m 120.2m
Mill rate change: 3.8m
Fire and rescue response
$103.4
$5.2
$2.9
$0.5
$0.8
$3.1
2016 expenditure ($115.9m)
Staff Services Materials
Equipment Finance charges Transfers & other
Slide 15
Expenditure changes ($4.1m)
FTE changes: None – maintained at 851 FTE
There are no changes to the number of fire fighters in 2016 or forecast changes in 2017 or 2018. The FTE in the service view shows an increase of 1 resulting from rounding up in the allocation of FTE to the service based view
Fire and rescue response
3.7
0.9
-0.5
-1
0
1
2
3
4
Salary Fleet lease Other
Revenue changes ($0.3m)
0.3
0
0.1
0.2
0.3
0.4
Fees and charges
Slide 16
Fire and rescue response
Fleet funding supports replacement of ageing apparatus in accordance with industry standards (no front line older than 15 years):
2016 replacements: 2017 replacements: 2018 replacements:
Over time this will become a smoothed cyclical replacement program
Slide 17
Apparatus Age
Ladder 20 yrs
Engine x 5 20 yrs
Shop truck 30 yrs
Squad x 4 25 yrs
Tanker 30 yrs
Apparatus Age
Water rescue x 2 31 yrs
Rescue x 4 25 yrs
Rehab vehicle 32 yrs
Apparatus Age
Engine x 2 20 yrs
Hazmat 21 yrs
Fire and rescue response
Fire suppression fees and charges increasing by 25%
Key charges:
Fee Basis 2015
fee
2016
fee
Change
$
Change
%
Attendance fee: District
Chief and driver
Per hour
or part 244 305 61 25%
Attendance fee: pumper /
aerial ladder / rescue
Per hour
or part 977 1,221 244 25%
Slide 18
Medical response
Slide 19
Service description
To provide quick, proficient, primary response to all medical emergency situations, including pre-hospital patient care, transport and standby at critical Police, Fire and special events
Financial overview
Citizen satisfaction 2015: 90%
2015
adopted
2016
preliminary
2017
forecast
2018
forecast
Total expenditure 60.7m 68.2m 77.3m 72.7m
Total revenue 49.3m 54.4m 60.7m 58.2m
Mill rate support 11.4m 13.8m 16.6m 14.5m
Mill rate change: 2.4m
Medical response
$54.7
$4.7
$2.2
$1.1
$2.3 $3.2
2016 expenditure ($68.2m)
Staff Services Materials
Equipment Finance charges Transfers & other
Slide 20
Expenditure changes ($7.5m)
FTE changes:
Medical response
2015
adopted
2016
preliminary
Change # Change % 2017
forecast
2018
forecast
476 492 16 3% 498 498
5.8
1.2
0.2 0.2 0.1 0
1
2
3
4
5
6
7
Salary Capital Equip PPE Other
Revenue changes ($5.1m)
4.1
0.5 0.4 0.4
0
1
2
3
4
5
WRHA User fees Holding
charges
Other
Slide 21
Medical response – cost share
Eligible EMS expenditure
Departmental
costs and
revenues
Specialty programs (IFT; MSP;
EPIC; PEAK) 100% WRHA funded
Emergency ambulance
50% funded by revenue
25% funded by WRHA
25% funded by CoW
Slide 22
Medical response
Slide 23
Changes to Main Street Project (MSP)
Further responsibilities are being placed on the MSP paramedic following the Sanderson Inquiry recommendation, whereby discharge of IPDA should be via a paramedic after a medical assessment
The existing MSP resources are not sufficient to accommodate this additional requirement and maintain the health care responsibilities currently delivered
Outcomes
Improved health outcomes for vulnerable people
Address the concerns raised in the Inquiry
Increase
7 additional MSP trained paramedic FTE
(1 extra per shift)
Subject to full funding approval
Medical response
Slide 24
Changes to Emergency Paramedic In the Community (EPIC)
The EPIC service focuses on addressing the needs of the highest users of emergency services and identifying individuals who are at-risk of becoming high users
The aim is to develop care plans alongside other agencies to improve the service received by these individuals and improve their overall health and basic quality of life
Volume of need cannot be met with one vehicle – high demand for the service
40 can be enrolled in EPIC with one vehicle
Plan is to have five vehicles and therefore ability to support 200 enrollments at a time
Outcomes
Improved health outcomes for vulnerable people
Decrease in ER visits and therefore cost avoidance for ER
Release capacity in the EMS
Increase
17 additional EPIC trained paramedic FTE
(4 extra per shift)
Subject to full funding approval
Fire and injury prevention
Slide 25
Service description
To protect citizens and minimize loss of life and property through fire by checking compliance with building standards and providing fire and life safety education, advice to reduce need for emergency intervention
Financial overview
Citizen satisfaction 2015: 83%
2015
adopted
2016
preliminary
2017
forecast
2018
forecast
Total expenditure 5.5m 5.7m 5.8m 6.0m
Total revenue 0.3m 0.5m 0.5m 0.5m
Mill rate support 5.2m 5.2m 5.3m 5.5m
Fire and injury prevention
$4.8
$0.6
$0.3
2016 expenditure ($5.7m)
Staff Equipment Transfers & other
Slide 26
Expenditure changes ($0.2m)
FTE changes: None – maintained at 42 FTE
There are no changes to the number of staff in 2016 or forecast in 2017 or 2018. However, the FTE in the service view has decreased by 1 as a result of rounding in the allocation of FTE to the service based view
Fire and injury prevention
0.1 0.1
0
0.1
0.2
Salary Other
Revenue changes ($0.2m)
0.2
0
0.1
0.2
0.3
Fees and charges
Slide 27
Fire inspection fees and charges increasing by 25%
Inspection charges (plus GST):
Fire and injury prevention
Fee Basis
(*)
2015
fee
2016
fee
Change
$
Fireworks site inspection <3 hours Each 222 278 56
Fireworks site inspection additional hours / other hours 100 125 25
High hazard (F1) occupancies 150 188 38
Residential care facility Each 174 218 44
Various property types 100 125 25
Re-inspection (2nd plus) Each 83 104 21
Re-inspection (3rd plus) – fire crew Each 112 140 28
Post fire / complaint / after hours / requested 100 125 25
(*) per hour or part hour unless otherwise stated
Slide 28
Fire inspection fees and charges increasing by 25%
Permit fee charges (GST not applicable):
Fire and injury prevention
Fee Basis
(*)
2015
fee
2016
fee
Change
$
Firework display – pyrotechnic special effects Each 167 209 42
Firework display – high hazard Each 167 209 42
Small quantity firework distribution storage permit (annual) Each 27 34 7
Fireworks distribution permit (annual) Each 112 140 28
Dangerous quantity fireworks storage permit (annual) Each 222 278 56
Open air fire permit Each 83 104 21
Permit cancellation fee Each 27 34 7
(*) per hour or part hour unless otherwise stated
Slide 29
Fire inspection fees and charges increasing by 25%
Miscellaneous charges (plus GST):
Fire and injury prevention
Fee Basis
(*)
2015
fee
2016
fee
Change
$
Second and subsequent review of fire safety plan Each 112 140 28
Emergency installation of smoke alarm Each 112 140 28
Annual license fee for licensed service person Each 21 26 5
Fine for unlicensed service person Each 552 690 138
Public education services provided outside regular hours 88 110 22
Fire extinguisher training license fee (five years) Each 106 133 27
(*) per hour or part hour unless otherwise stated
Slide 30
Disaster preparedness
Slide 31
Service description
To provide a prompt and co-ordinated response by the City of Winnipeg to major peacetime disasters
Financial overview
Citizen satisfaction 2015: 79%
2015
adopted
2016
preliminary
2017
forecast
2018
forecast
Total expenditure 0.3m 0.4m 0.6m 0.8m
Total revenue 0.0m 0.0m 0.0m 0.0m
Mill rate support 0.3m 0.4m 0.6m 0.8m
Mill rate change: 0.1m
Disaster preparedness
$0.23
$0.06
$0.09
2016 expenditure ($0.4m)
Staff Equipment Transfers & other
Slide 32
Expenditure changes
The addition of an administrative assistant to begin the process of resourcing this service at levels similar to comparable municipalities
FTE change: 1 FTE added in 2016 but pro-rating for recruitment timing creates a rounding effect which masks the increase
Disaster preparedness
2015
adopted
2016
preliminary
Change # Change % 2017
forecast
2018
forecast
2 2 0 0% 5 6
Slide 33
Future plan:
Disaster preparedness
Slide 34
Assistant Chief
Emergency
Preparedness
Emergency
Management
Co-ordinator
Emergency
Management
Officer
Emergency
Management
Officer
Public
Information
Officer
Social Media
Officer
Communications
Assistant
Administrative
Assistant
2016
2017
2018
2019
2016 financial overview - capital
Project / program 2016
preliminary
2017
forecast
2018
forecast
2019
forecast
2020
forecast
2021
forecast
Facilities optimization 0.7m 0.9m 3.9m 6.3m
P25 public safety radio system 3.7m
Equipment obsolescence 1.3m 4.5m 1.0m 0.8m 0.7m 0.7m
911 call centre resilience 0.9m 0.3m 0.1m
Computer aided dispatch 7.1m
Station capital maintenance 3.9m 2.9m 1.3m 4.4m 7.7m
Decontamination unit 0.1m
EMS training equipment 0.1m
Total 5.8m 16.4m 8.7m 8.7m 5.2m 8.5m
Slide 35
2016 financial overview - capital
$0.7
$3.7
$1.3
$0.1
2016 capital program ($m)
Facilities optimization
P25 public safety radio system
Equipment obsolescence
Decontamination unit
Slide 36
2016 financial overview - capital
$(5.0)
$(4.0)
$(3.0)
$(2.0)
$(1.0)
$-
$1.0
$2.0
Facilities
optimization
P25 public safety
radio system
Equipment
obsolescence
Decontamination
unit
CAD Station capital
maintenance
Changes to the forecast 2016 capital budget
Slide 37
Deferred
program to
allow master
planning
Centralization
of project
Inclusion of
other obsolete
equipment at
end of life
Improved
cleaning of
apparatus
Deferred until
completion of
comprehensive
specification
complete
Deferred
program to
allow master
planning
Main changes:
This program seeks to maximize the long term efficiency of the station network
Ensures station coverage across the city so that all citizens benefit from a common level of service
This program has been deferred in order to complete long term strategy documents and establish a route map to achieve desired outcomes
2016 allows the strategic planning documents to be developed and an outline evaluation of Station 9 (Marion) and 15 (Autumnwood) given their current condition
Facilities optimization
$0.7m
Slide 38
The Fleetnet radio system provides the primary communication channel with responders at scene
This system is operated jointly by both the Police and Fire Paramedic Service and has interfaces provincially and nationally
The Fleetnet system is an end of life and this project seeks to develop the alternative solution
2016 provides the funds necessary to procure the required P25 radio system for emergency services
P25 public radio safety system
$3.7m
Slide 39
This program seeks to replace the critical equipment used by fire fighters and paramedics in a systematic and ongoing basis to ensure service delivery can be maintained
2016 allows for the replacement of:
- end of life Hazmat suits used to protect responders from harm where incidents involve hazardous materials
- end of life stair chairs to ensure patients can be safely transported from their residence in situations where a stretcher would be impracticable
- end of life monitor/defibrillators that provide mobile cardiac monitoring and resuscitation
Equipment obsolescence
$1.3m
Slide 40
This project acquires specialized decontamination units to mitigate the spread of infectious diseases by routine cleaning of ambulances and fire apparatus after suspected exposures
This reduces the current exposure of paramedics and fire fighters when cleaning by hand will help to get vehicles and staff back on operation duty faster
2016 provides the funds necessary to procure the required decontamination units
Decontamination unit
$0.1m
Slide 41
Questions
Slide 42