2020 Proposed Budget - Burlington...Staff provide care, feeding, exercising and minor medical...

Facilities & Buildings

A Safe City

2020 Proposed Budget2020 Operating and Capital Budgets2021-2029 Capital Forecast

A Safe City

A Safe City

The City of Burlington remains a safe city by ensuring residents have

access to the services and supports that promote well-being and

safety in their neighbourhoods and across the city.

13.6%

2020Total Operating__Investment__

$35.9 million

1.4%

2020Total Capital

__Investment__$1.2 million

Percentage of 2020 Budget

Page 485

A Safe City Operating Investmentincluding Business Cases

2018 2019 2020 Proposed

ServicesActual Budget Year End

Projection

Total

Expenses

Total

Revenues

Net Budget $ Change % Change

Animal Services $ 569 $ 563 $ 563 $ 1,011 $ (393) 618$ 55$ 9.8%

Emergency Management $ 147 $ 161 $ 161 $ 314 $ (140) 174$ 12$ 7.7%

Fire 911 Communication $ 915 $ 961 $ 963 $ 2,351 $ (1,415) 936$ (25)$ (2.6)%

Fire Emergency Response $ 27,313 $ 28,789 $ 28,824 $ 29,204 $ (283) 28,921$ 132$ 0.5%

Fire Prevention and Public Education $ 1,064 $ 1,160 $ 1,144 $ 1,389 $ (284) 1,105$ (55)$ (4.7)%

Municipal By-Law Enforcement and Licensing $ 633 $ 849 $ 769 $ 1,670 $ (817) 853$ 4$ 0.4%

Halton Court Services (963)$ (733)$ (733)$ -$ (746)$ (746)$ (13)$ 1.7%

Total Safe City 29,678$ 31,750$ 31,691$ 35,939$ (4,078)$ 31,861$ 110$ 0.3%Numbers are in $ Thousands and may not add due to rounding

61%

Animal __Services__$0.6 million 55%

Emergency Management$0.2 million

Percentage of 2020 Operating Investment Funded by Property Taxes

40%Fire 911 Communications

$0.9 million

99%

Fire Emergency Response

$28.9 million

80%

Fire Prevention and Education

$1.1 million

51%

MunicipalBy-Law

Enforcement$0.9 million

0%

Halton Court _Services_

$(0.7) million ◼ Net Property Tax Supported

◼ Other Revenues and Recoveries

86

Service Name Animal ServicesService Lead Name Grant Zilliotto Service Lead Title Manager of By-Law Enforcement, Licensing, &

Animal Services

Service DescriptionA public service to provide customer support in, animal adoption, dog and cat licensing, and the enforcement of the Municipal Animal Control By-Law through regular park patrol and responding to emergencies and complaints

Service Business Plan

Current StateCustomers & Their Expectations

This service is delivered to:

Citizens, pet owners and visitors to the City of Burlington, who expect:• By-laws applied fairly and consistently• Online services for pet adoption• Online services to purchase dog licences • Specially trained staff at the Animal Shelter • Specially trained staff as Animal Control Officers in the field

Strategic Alignment with Vision to Focus PlanDelivering customer centric services with a focus on efficiency and technology transformation

Service GoalsThe Animal Service includes:

• Animal Licensing and Care staff that are responsible for the care, feeding and medical needs of the animals housed at the shelter as well as maintaining proper shelter hygiene and providing administrative and customer support that includes animal adoptions. They are also responsible for ensuring that dogs are licensed and cats are micro-chipped with the City of Burlington.

• Animal Control Officers who are responsible for enforcing Municipal Animal Control By-laws as well as the provincial Dog Owners Liability Act legislation through regular patrols of parks, investigation/resolution of complaints made by the public and the sale of dog licenses. They are also responsible for responding to emergencies related to stray, injured and sick domestic and wild animals within the City of Burlington.

Page 487

• Protection of private information• Easily accessible information on animal services• A safe community

Ren’s Pets Depot, which has provided a $25 coupon to customers who purchase their dog licences online, expects:• Clear communication between animal services and customers• An accessible City of Burlington animal control website, with information applicable to Ren’s coupon regularly updated.

Town of Milton, which expects:• Burlington to make available its animal shelter and shelter staff to the Town of Milton.• Burlington to be responsible for strays, abandoned animals and other animals brought to the shelter by Town of Milton staff, including the care, feeding, medical care, adoption, and disposition of the animals.

Existing Service Delivery Animal Services delivers services to:

Citizens, pet owners and visitors to the City of Burlington, who expect:

By-laws applied fairly and consistentlyServices for pet adoptionOnline services to purchase dog licenses Specially trained staff at the Animal Shelter and Animal Control Officers in the fieldProtection of private informationEasily accessible information on animal servicesAnimal education servicesA safe community

Ren’s Pets Depot provides a $25 coupon to customers who purchase their dog licenses online through the City of Burlington website.The City of Burlington makes available its animal shelter and shelter staff to the Town on Milton.

Existing Customer Engagement Tools / Methods

Human education is a critical component of animal care and control programs which helps to achieve co-operative compliance with appropriate by-laws. Animal shelter staff attend local community events and schools and provide shelter tours to school children to help educate the public about responsible and humane pet care.

Page 488

Additional customer engagement tools and methods include:• City of Burlington’s website• 311• Online apps such as See Click Fix, Let’s Talk Burlington, Insight Burlington Community Panel• Social media apps such as Facebook, Twitter, Instgram and LinkedIn• Newspapers, radio and television• Education pamphlets and mailings• City meetings; council-approved committees such as Property Standards Committee, Licensing Tribunal and Committee of Adjustment• Paper survey available at the shelter• In-person discussions during park patrols, service delivery visits, etc.• Community engagement events such as Food for Feedback

Is this Service Provincially Legislated?

No N/A

For this Service are there Approved Service Standards?

Yes Animal Control By-law 60-2005 (a by-law regulating the licensing and keeping of dogs and keeping of all other animals). The Dog Owner’s Liability Act, Dead Animal Disposal Act, Livestock Identification Act, the Veterinarians Act, The Pounds Act, The Animals for Research Act, The Ontario Municipal Act.

ProgramsDog Licensing The City of Burlington sells dog licenses. This allows Animal Control staff to quickly and easily contact dog owners if

a dog is found. Registration information is updated annually, allowing the City to respond promptly and efficiently.Adoption and care of stray and abandoned animals

The City of Burlington operates an animal shelter to house a variety of animals that have lost their way, including dogs, cats, birds, reptiles and other small animals. Staff provide care, feeding, exercising and minor medical treatments to animals at the shelter as needed.

The shelter is capable of housing up to 23 dogs and 40 cats at any one time. Animals that come to the shelter and are not claimed by owners are assessed and placed for adoption. The public may also view animals at the shelter through the City’s website.

Animal By-laws, Enforcement and Education

Animal Control staff enforce the City’s municipal animal control by-law, which includes regulations on:• Dog licensing• Cat micro-chipping

Page 489

Recent Continuous Improvement InitiativesIn 2019:

• The coyote management strategy continues to be communicated to the general public. This is done through social media, the City’s website, education materials and foot patrols. In April the City hosted “Born to be Wild” – a wildlife information night that included a presentation from a local wildlife rehabilitation organization and information booths from Public Health, Rabies Response and other animal organizations.• Ongoing coordination with the Ministry of Natural Resources and Forestry to mitigate, control and track the spread of rabies and chronic wasting disease (deer) in the province’s wildlife population.• Staff resources were reallocated to better respond to the increase in wildlife related calls, bylaw complaints and to increase park patrols.

Emerging Opportunities and Anticipated RisksEmerging Opportunities • Providing shelter related services to surrounding municipalities that currently do not have the resources or

facilities• Investigate providing additional off-leash dog parks to respond to customer demand and to reduce the number of residents walking their dogs off-leash• Partnership with a third-party animal licensing company to increase the number of animals licensed including cats to ensure animals are quickly returned to their owners• Increased need for public education programs on wildlife management and other animal control issues; utilize City website to communicate relevant information• Animal-assisted therapy is a type of therapy that involves animals as a form of treatment for a variety of physical and psychological disabilities and is becoming increasingly more popular.

• Animals at large• Poop and scoop issues• Dogs on the beach• Prohibited and restricted animals• Animal related noise• Insufficient care (i.e. animals in hot cars)

Environmental ConsiderationsThe Animal Shelter accepts used towels blankets and bedding that would normally go to landfill. We also have a reused store where members of the public can purchase gently used animal toys, clothing, cages, leashes and other animal supplies, these recycled items are prevented from ending up in landfill sites.

Page 490

Anticipated Risks Displaced wildlife are moving more and more into urban areas, resulting in more contact between officers and unpredictable wildlife.

The SPCA is no longer responsible for animal cruelty investigations and there is a possibility that these responsibilities may fall to municipalities which may result in increased training requirements and resources.

Enterprise Risk Considerations

Legislative ChangesLabour Market & Workforce - Workplace Culture, Staff Engagement & Motivation, Working Environment, Skills, Training and other CompetenciesFinancial Sustainability

Service Initiatives Target CompletionPartner with a third-party animal licensing company; implement licensing of cats Sep 2020Host a “Doggy Dip” community event(s) for dog owners at a City splash pad Sep 2020Develop a partnership with 2-3 agencies in Burlington to provide animal assistance as needed Dec 2020Develop animal education materials for adoptions, school visits. Conduct 5 school education visits over the year Dec 2020Provide 2 rabies vaccine and microchip clinics for dog and cat owners over the course of the year Dec 2020Conduct 200 park patrols and 50 animal therapy visits Dec 2020

Page 491

OPERATING BASE BUDGETSERVICE RESOURCE SUMMARY ANIMAL SERVICES($ rounded to thousands)

2018 2019 2020 ProposedActual Budget Year End

ProjectionsBase

Budget$ Change vs. 2019

Budget% Change vs. 2019

Budget

Human Resources 773$ 808$ 808$ 843$ 35$ 4.4%Operating/Minor Capital Equip. 107$ 86$ 86$ 86$ 1$ 0.9%Purchased Services 59$ 50$ 50$ 77$ 27$ 52.8%Corp. Expenditures/Provisions -$ -$ -$ -$ -$ n/aInternal Charges & Settlements 4$ 5$ 5$ 5$ -$ 0.0%

TOTAL EXPENDITURES 942$ 949$ 949$ 1,011$ 63$ 6.6%Controllable Revenues (374)$ (386)$ (386)$ (393)$ (7)$ 1.9%General Revenues & Recoveries -$ -$ -$ -$ -$ n/a

TOTAL REVENUES (374)$ (386)$ (386)$ (393)$ (7)$ 1.9%

NET OPERATING BUDGET 569$ 563$ 563$ 618$ 55$ 9.8%

Base Budget CommentaryThe Budget reflects an increase in veterinary expenses required for the PAW (Promoting Animal Welfare) fund; the PAW fund is funded partly by donations which are not able to fully cover the cost of veterinary expenses within the service. This is partially offset by an increase in revenues.

Page 492

Service Name Emergency ManagementService Lead Name Amber Rushton Service Lead Title Community Emergency Management

Coordinator

Service DescriptionEmergency Management is a public service that provides the coordinating and integrating of all activities necessary to build, sustain, and improve the capability to mitigate against, prepare for, respond to, and recover from threatened or actual emergencies, or disasters.



This service is delivered to residents, visitors, and municipal employees with the following rationale / customer expectations in mind:

• Establishing unity of purpose and direction during an emergency / disaster and throughout the recovery phase post emergency / disaster;• Providing various education platforms for community engagement to create a readiness culture comprised of competent, empowered residents and employees; • Successfully employs a focus on service improvement through learning from past emergencies / disasters and ongoing stakeholder engagement;

Strategic Alignment with Vision to Focus PlanBuilding more citizen engagement, community health and cultureDelivering customer centric services with a focus on efficiency and technology transformation

Service GoalsThis service is delivered to residents, visitors, and municipal employees with the following rationale / customer expectations in mind:

• Establishing unity of purpose and direction during an emergency / disaster and throughout the recovery phase post emergency / disaster;• Providing various education platforms for community engagement to create a readiness culture comprised of competent, empowered residents and employees; • Successfully employs a focus on service improvement through learning from past emergencies / disasters and ongoing stakeholder engagement;• Managing relationships with interested parties for sustained program success and increased partnerships.

Page 493

• Managing relationships with interested parties for sustained program success and increased partnerships.Existing Service Delivery - Establishment, implementation, and continuous improvement of a municipal emergency plan, which ensures the

continued provision of necessary services and the procedures to be followed in an emergency / disaster and during recovery activities;• Training programs and exercises to ensure the readiness of employees and local stakeholders, building on collaborative interdepartmental / inter-agency engagement; • Public education to raise awareness of the possible risks to public safety and on public preparedness for emergencies;• Conducting a hazard and risk assessment and infrastructure identification which outlines the hazards and risks to public safety that could give rise to emergencies and identify the facilities and other elements of the infrastructure that are at risk of being affected by emergencies;• Business Continuity Planning / Continuity of Governance and Operations – ensuring survivability of the organizational leadership; ensuring capability to continue essential program functions and to preserve essential processes and functions, positions, lines of succession, applications and records, communications, and facilities across a broad range of potential emergencies/disasters.


1. The municipal emergency preparedness web site features Halton Region’s Emergency Preparedness Guides, Family Emergency Kits, Direction on ‘what to do’ during emergencies or disasters most likely to affect the City of Burlington, as well as specific emergency preparedness instructions for vulnerable persons, parents of small children and pet owners www.cityofburlington.ca/prepare; 2. Emergency Preparedness Week, which occurs annually the first week of May, is a Canada-wide initiative to increase awareness of individual and family preparedness. The City of Burlington, in cooperation with local stakeholders, hosts events that help inform residents in Burlington on how to prepare for emergencies and disasters;3. The City of Burlington has hard copy Emergency Preparedness Pamphlets / Guides available at Station 1 on Fairview St. at the front desk for residents, including: o Chippy the Preparedness Chipmunk – Emergency Preparedness Guide for Kids o Halton Region – Emergency Preparedness Guide o Halton Region – Hazard Specific Emergency Preparedness Sleeves o Burlington Lighthouse Program – Awareness Pamphlets4. A general email address is assigned for customers to communicate with the Community Emergency Management Coordinator – [email protected] .


Yes This service is legislated under the Ontario Ministry of Community Safety and Correctional Services: Emergency Management and Civil Protection Act, R.S.O. 1990, c.E.9, and Section 2.1 sets out the minimum

Page 494

requirements for a municipality and their respective emergency management program.For this Service are there Approved Service Standards?

Yes Emergency Management and Civil Protection Act, R.S.O. 1990, c.E.9 Ontario Regulation 380/04 Standard, and Canadian Standards Association (CSA) Z1600 – Standard on Emergency and Continuity Management, and National Fire Protection Association (NFPA) 1600 – Standard on Emergency and Continuity Management (sister standard to CSA Z1600), and Emergency Management Accreditation Program (EMAP) - 2016 Emergency Management Standard

ProgramsWhole of Government emergency management program

Maintain a municipal emergency plan that uses an all-hazards approach toemergency management.Use the Ontario Incident Management System (IMS) to direct, control andcoordinate operations during and after an emergency.Maintain primary and alternative emergency operations centres (EOCs) capable of managing continuity, response and recovery operations.Develop and conduct an annual training and exercise program for municipal responders and partner organizations.Conduct an annual Community Hazard Identification and Risk Assessment.

Continuity of Operations Planning

Lead a planning process for the purpose of developing and maintaining acorporate continuity of operations plan.Conduct a Business Impact Analysis (BIA) that identifies time-sensitive critical functions and applications, associated resource requirements and interdependencies.Facilitate the development and continual improvement of the following plans:• Operational continuity of operations plans (COOP) for each of thecorporation’s services.• Tactical COOP plans for key corporate facilities (e.g. City Hall).• Strategic COOP plans that mitigate risks that may affect the wholecorporation (e.g. blackout, loss of human resources).Develop annual exercises that test elements of the COOP.

Whole Community Emergency Management

Whole Community Emergency Management is a holistic approach to increasing individual preparedness and engaging with members of the community as collaborative resources to enhance the resiliency of our community.

Page 495

Recent Continuous Improvement Initiatives- Expansion of Community Outreach initiatives to include local schools and public private partnerships - Development of, implementation and approval of a new by-law integrating Emergency and Continuity Management- Integrating community risk assessment methodology and the current critical infrastructure sectors with the fire master plan - Built public education and prevention intervention opportunities with internal departments and external stakeholders, including neighboring municipalities and various colleges - Established cross-departmental and multi-agency working groups to gather current and relevant community risk data and leverage existing resources

Emerging Opportunities and Anticipated RisksEmerging Opportunities Expand partnerships with local agencies, service groups, neighbouring municipalities, Halton Region and private

sector associations and groups to build response capacity and improving how agencies and various sectors work together;

• Align the City's recovery plan with the region and build out emergency support functions for short-term and long-term priorities for recovery of operations, services, resources, facilities, programs and infrastructure. The recovery plan will be based on the results of the hazard identification and risk assessment (HIRA), continuity of operations strategies, program constraints, operational experience, and cost-benefit-analysis. The recovery plan shall include measures to reduce vulnerability of the City during the recovery period, including a municipal emergency resource repository;• To assess the City's current state using the United Nations Office for Disaster Risk Reduction Disaster Resilience Scoreboard and utilize the outputs to continuously improve and build out ten (10) essential program areas. This shift in focus will aid in the rolling wave of planning to establish a more robust program driving a disaster resilient city.• Continue to leverage Halton Region’s purchase of DisasterLAN Software which can be used to create a permanent record of all events associated with the activation of the City’s Emergency Operations Centre. The record of events is

Environmental ConsiderationsWork toward launching a community led program called "BurlingtonReady" to build partnerships with local residents, organizations and agencies. This program will allow for community hubs and temporary refuge sites across the city during extreme weather events where there are also power outages.

A joint disaster resilience working group has been formed to take a more cross-departmental and cross-agency participatory approach and to build out a data driven foundation to the municipal hazard identification and risk assessment process.

Page 496

an up-to-date information tool that can be accessed by the city staff and neighbouring municipalities throughout an incident;• Build out an integrated risk dashboard to inform future program elements based on data analytics and intelligence gathering

Anticipated Risks Limited staff for partnership sustainability and continuous engagement that may be required to uphold relationships.

Majority of resources required to build a municipal recovery plan and an emergency resource repository are not owned by CEMC.

Foretasted efficiency for the City and serves as a collaborative situational platform during an emergency; not owned by the City of Burlington – subject to licensing from the Region.

Ensuring data is accurately sourced, current and remains relevant; upkeep of dashboard.Enterprise Risk Considerations

Labour Market and Workforce - Attraction, Retention, Recruitment, Skills Climate Change - Sever Weather Events Technology - Cyber Attacks, Data Breaches Capacity and Volume of Work - Work Plans, Projects, Technology Changes Growth and Affordability - Demographics, Position in GTHATransportation - Position in GTHA Legislative Changes - Provincial and Federal Legislative Changes Disruptive Technology Election in Council- Massive Policy Shifts, Strategic Planning

Page 497

Service Initiatives Target CompletionIntegration of Community Risk Outreach Programs, including:Prevention InterventionEducationPublic Private Partnerships- Joint Program Outreach Initiatives

Dec 2020

Data analytics and intelligence gathering platform for emergency and continuity management, including:Integrated business impact and risk assessment dashboard and heat mapping, incorporating the business intelligence tool

Dec 2020

Municipal Recovery Plan – updating to align with the Region Recovery Plan and building out Emergency Support Functions surrounding:Community hazards and risk mitigationCommunity faith based organization partnershipsCommunity business partnerships program

Dec 2020

Page 498

OPERATING BASE BUDGETSERVICE RESOURCE SUMMARY EMERGENCY MANAGEMENT($ rounded to thousands)


ProjectionsBase



Budget

Human Resources 111$ 113$ 113$ 121$ 8$ 6.8%Operating/Minor Capital Equip. 24$ 18$ 18$ 24$ 6$ 32.0%Purchased Services 9$ 10$ 10$ 9$ (1)$ -10.2%Corp. Expenditures/Provisions 4$ 21$ 21$ 21$ -$ 0.0%Internal Charges & Settlements -$ -$ -$ -$ -$ n/a

TOTAL EXPENDITURES 147$ 161$ 161$ 174$ 12$ 7.7%Controllable Revenues -$ -$ -$ -$ -$ n/aGeneral Revenues & Recoveries -$ -$ -$ -$ -$ n/a

TOTAL REVENUES -$ -$ -$ -$ -$ n/a


Base Budget CommentaryThe budget reflects an increase in Human Resources mainly due to higher expected Corporate Training and Development for ongoing annual Corporate Business Continuity Management training for all departments/services city leadership staff

Page 499

Service Name Fire 911 CommunicationsService Lead Name Karen Roche Service Lead Title Deputy Fire Chief

Service DescriptionA public service responsible for effective 911 fire call handling and dispatching of the required fire resources in order to mitigate emergencies and monitor emergency responders and the public during an emergency call for assistance.



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.• Town of Oakville and Town of Halton Hills by providing fire emergency dispatch services.• Fire emergency responders, by providing emergency and non-emergency scene communications and coordination of fire resources.• Bordering municipalities, by providing support emergency services as required through established Mutual and Automatic Aid Agreements.

Their expectations include: • Compassionate, Knowledgeable and well-trained staff•Timely alarm handling


Service GoalsShort term: 1) Replace the existing records management system (RMS) with a more robust solution. 2) Continue with the implementation of mobile CAD on all front-line apparatus. 3) Alternate fire dispatch location; the center is near completion with testing pending early October/19

Long Term: 1) Next Generation 911 – The Canadian Radio-television and Telecommunications Commission (CRTC) has mandated that all 911 service providers update their 911 networks, including equipment, systems, databases.

Page 500

Existing Service Delivery To provide a community public safety answering point (PSAP) to commence and coordinate the response of fire protection resources, manage the flow of incident-related information to and from emergency responders and/or community agency resources. Monitor the status of emergency responders, assign additional resources as required; all the while emphasizing the safety of the public and emergency responders.

The City of Burlington provides 911 fire call handling and dispatching services for the Community’s of the City of Burlington, Town of Oakville and Town of Halton Hills.


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 ([email protected])

Is this Service Provincially Legislated?For this Service are there Approved Service Standards?

Yes A) Establishing and regulating Bylaw (90-2012)B) National Fire Protection Association (NFPA) Standards 1221 and 1061. NFPA were adopted by the Office of Fire Marshall.

Recent Continuous Improvement InitiativesAlternate Dispatch Centre: The Burlington Fire Department has secured a location for the alternate dispatch location. The room has been configured to provide back-up communications in the event that the primary dispatch centre becomes disabled. All essential equipment (software, hardware) has been installed.

NG9-1-1 – Next Generation 911 is the modernization of 911 networks to meet the public safety needs of Canadians, this is a transition to Internet Protocol (IP) technology regulated by CRTC (Canadian Radio-television and Telecommunications Commission). This will enable Canadians to access 9-1-1 services with IP-based capabilities.

Emerging Opportunities and Anticipated RisksEmerging Opportunities Public Safety Broadband Network (PSBN) – The Burlington Fire Department has undertaken a comprehensive study

on the evolving needs of communications for First Responders, and aspects of Broadcasting and

Programs

Environmental Considerations

Page 501

Telecommunications legislation, and on new policy suggestions that can help in the establishment of reliable, secure and resilient data communications for First Responders. A network of networks approach will provide a viable long-term approach for PSBN encompassing 4G, 5G and future network technologies in a flexible architecture. The proposed Hybrid Model PSBN would provide the City of Burlington with many advantages, including:•Improved reliability, resiliency and cybersecurity for first responder communications to enhance efficiency of operations.

Anticipated Risks The City has experienced severe weather such as wind/rain storms and ice storms, which can have a negative impact to emergency communications capability. Burlington Fire has been able to leverage the existing network infrastructure versus the former microwave technology for improved radio communications which has proven effective.


Financial Sustainability - Sustainability, Budget

Service Initiatives Target CompletionReplace the existing records management system (RMS) with a more robust solution that will accommodate the changing needs of the fire department(s). This will include; however, is not limited to; emergency incident records and performance, building construction and occupancy information available to emergency responders, duty roster, site visit and inspections tracking to list a few. A full gap analysis will be conducted to clearly identify the current and future requirements.

Dec 2020

Second generation installation of mobile CAD software to apparatus tablets. This will support automatic vehicle location systems to determine the geographic location of the nearest fire truck to a call for assistance. This initiative supports improved emergency response times.

Mar 2020

Public Safety Broadband Network (PSBN) – Working with the Halton Regional Police Service; a comprehensive communications platform will provide reliable, secure and resilient data communications for First Responders.

Mar 2020

Install a display wall within the fire public safety communications centre to allow for vital information to be displayed for quick visual reference. This will be used to improve response times and greatly improve shared vital information. The display wall will be fed with a variety of source information, such as vehicle locations, traffic flow, weather, traffic cameras, social media feeds, etc. It will provide the public safety communication centre with a control point for emergency incidents and major events.

Dec 2020

Page 502

OPERATING BASE BUDGETSERVICE RESOURCE SUMMARY FIRE 911 COMMUNICATIONS($ rounded to thousands)


ProjectionsBase



Budget

Human Resources 1,477$ 1,781$ 1,781$ 1,763$ (18)$ -1.0%Operating/Minor Capital Equip. 16$ 20$ 22$ 20$ (0)$ -1.2%Purchased Services 118$ 171$ 171$ 186$ 15$ 8.9%Corp. Expenditures/Provisions 92$ -$ -$ -$ -$ n/aInternal Charges & Settlements 293$ 370$ 370$ 382$ 12$ 3.3%

TOTAL EXPENDITURES 1,996$ 2,342$ 2,344$ 2,351$ 9$ 0.4%Controllable Revenues (1,081)$ (1,381)$ (1,381)$ (1,415)$ (34)$ 2.5%General Revenues & Recoveries -$ -$ -$ -$ -$ n/a

TOTAL REVENUES (1,081)$ (1,381)$ (1,381)$ (1,415)$ (34)$ 2.5%

NET OPERATING BUDGET 915$ 961$ 963$ 936$ (25)$ -2.6%

Base Budget CommentaryA small decrease in HR costs reflects recent new hires lower on the compensation band, this is offset by provisions for the annual performance adjustment, range movement, payroll taxes (EI, CPP, EHT), WSIB and OMERS. With 2020 being the initial operational year of the alternate 911 fire dispatch centre, the service expects increases in Purchased Services expenses. These expense increases are partially offset by increases recoveries from the Towns of Oakville and Milton as this service is cost shared between the 3 municipalities.

Page 503

Service Name Fire Emergency ResponseService Lead Name Matt Poliiziani Service Lead Title Acting Deputy Fire Chief

Service DescriptionA public service responsible for Fire and Rescue Emergency Response.



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.

Their expectations include: Compassionate, knowledgeable and well-trained staff.Timely emergency response and resolutionModern, properly functioning equipment to perform tasks.

Existing Service Delivery To provide emergency response to the City of Burlington’s residents, property owners, business owners and visitors.Provide emergency response assistance to bordering communities through formalized "mutual and "automatic" aid agreements.

Strategic Alignment with Vision to Focus PlanIncreasing economic prosperity and community responsive growth managementDelivering customer centric services with a focus on efficiency and technology transformation

Service GoalsThe overall goal of the service is to provide timely emergency response to the public.Over the next year, fire department is focusing on human resources, as development of “human capital” has become more focused specifically at the officer level. “Our Training Room” technology provides performance metrics, and the enhancement of the simulation room with software as well as senior officer development provides the framework for capturing performance measurables long term .

Page 504

Emergency response includes, but is not limited to, fire, emergency medical service, rescue services, hazardous material response and other agency/public assistance. This service is provided through a blended model of both career and volunteer personnel.


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


Yes The Fire Protection and Prevention Act (FPPA), 1997, S.O. 1997


Yes National Fire Protection and Association (NFPA)Ministry of Labour - Section 21 Guidance Notes

ProgramsTraining 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.Maintenance 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.

Volunteers Provides emergency response support in both the urban and rural areas of the City. There are two volunteer companies; one (1) operates fire station 1 and one (1) operates from fire station 5.

Administration Fire administration provides strategic direction and guidance to the departmentStation Operations There are eight fire stations within the City that are strategic located to provide the most efficient response to their

community based on various performance objectives, including travel time.

Page 505

Recent Continuous Improvement InitiativesXVR Simulation software creates realistic emergency response scenarios for developing “next generation” incident commanders. This is complimentary to Burlington Fire departments industry leading simulation room.

Effective Command the ‘Thinking Commander’As a compliment to the simulation platform, Effective Command is a series of training, assessment, and monitoring tools, developed with the International Fire Service domain. They are aligned to National and International occupational frameworks and endorsed by several awarding bodies and academic institutions.

Emerging Opportunities and Anticipated RisksEmerging Opportunities A second generation of the mobile CAD system and an APP installed on all apparatus mobile devices will further

advance capabilities. Real time updates from the Communication centre will be available to responding crews.Anticipated Risks Population growth will increasingly be housed in medium- to high-density residential and mixed-use buildings in the

coming years. The priorities and critical tasks needed to deal with a fire in a high-rise, high-density residential building is different than a typical residential unit/home fire. More resources are required in a timely manner to complete the critical tasks associated with responding to an emergency in these occupancies. Response and deployment models will need to be adjusted based on data and industry best practices.The City has experienced severe weather such as wind, rain and ice storms. Fire Protection Services, in consultation with the Community Emergency Management Coordinator (CEMC), conducts on-going reviews of training, equipment, operational guidelines and deployment to ensure the City is able to respond effectively to these and other types of major incidents.


Labour market and workforce, financial stability (US dollar)Technological changes (safety, metrics)Legislative changes, OFMEM directives.

Environmental ConsiderationsFire support fleet are hybrid vehicles and have been for approximately the past 10 years. Fire will continue to investigate carbon neutral opportunities as these support fleet are replaced as part of the ongoing fleet lifecycle planning and capital budget approved funding.

Page 506

Service Initiatives Target CompletionProvide all staff with the opportunity for applicable NFPA Certification according to rank. This will improve overall staff quality and engagement as well as protect the City from potential liability.

Dec 2022

A 2nd set of Bunker Gear for all career 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.

Dec 2021

Move towards a CAF (compressed air foam) system on all pumps. This will provide further efficiency for staff to improve the initial attack capabilities, reduce water usage which reduces damage and expands proficiency in areas without a readily accessible water supply such as highways, airports and rural districts. The first two pumps have arrived with 3 more to follow over the next year.

Sep 2020

Continuous improvement through public/private partnerships as with the donation of washing machines to reduce spread of toxins in soiled station wear(Health and Safety)

Sep 2021

Page 507

OPERATING BASE BUDGETSERVICE RESOURCE SUMMARY FIRE EMERGENCY RESPONSE($ rounded to thousands)


ProjectionsBase



Budget

Human Resources 26,539$ 27,911$ 27,939$ 28,006$ 96$ 0.3%Operating/Minor Capital Equip. 737$ 696$ 707$ 733$ 36$ 5.2%Purchased Services 402$ 428$ 425$ 449$ 21$ 4.9%Corp. Expenditures/Provisions 15$ 15$ 15$ 15$ -$ 0.0%Internal Charges & Settlements 5$ 1$ 1$ 1$ -$ 0.0%

TOTAL EXPENDITURES 27,698$ 29,051$ 29,086$ 29,204$ 153$ 0.5%Controllable Revenues (322)$ (189)$ (189)$ (200)$ (11)$ 6.0%General Revenues & Recoveries (63)$ (73)$ (73)$ (83)$ (10)$ 13.8%

TOTAL REVENUES (385)$ (262)$ (262)$ (283)$ (21)$ 8.2%

NET OPERATING BUDGET 27,313$ 28,789$ 28,824$ 28,921$ 132$ 0.5%

Base Budget CommentaryAs a result of the recent IAFF union agreement, 2018 to 2022 actual compensation is now confirmed. Increases in Operating and Minor Capital Equipment are mainly due to firefighter training materials, protective clothing cleaning, inspection (NFPA 1851) requirements and personnel and safety materials. Purchased services rise as a result of increased equipment and maintenance costs for all 8 fire stations and fire fleet and licensing and permitting requirements. In 2020, the service is undertaking a pilot initiative to sell fire department souvenirs and wearing apparel as well as sponsored predetermined fire safety messaging on fire apparatus, resulting in an increase in expected Total Revenues.

Page 508

Service Name Fire Prevention and Public EducationService Lead Name Dawn Jarvis Service Lead Title Manager

Service DescriptionA public service responsible for fire and life safety public education, fire code prevention inspections and enforcement.



This service is delivered to:• Public (residents and visitors),• Building owners, homeowners and tenants,• Council, supporting priorities and action plans outlined in the City of Burlington Strategic Plan.

Expectations of the service provided: - Fire prevention personnel are skilled and knowledgeable to meet the demographic and geographic needs of the City.- Fire prevention inspections are conducted through complaint, request and routine to meet the current and future growing needs of the City. - Fire and life safety education programs are selected, developed and implemented to address identified risks.- Fire prevention programs required for a community under the Fire Protection and Prevention Act are delivered.

Existing Service Delivery The Fire Protection and Prevention Act (FPPA) outlines the minimum requirements each municipality must provide as a Fire Prevention Program to support community fire safety; this consists of fire and life safety public education programs, which must have a smoke and carbon monoxide alarm program and a fire safety education material distribution program to residents/occupants. It must have fire code prevention safety inspections upon routine, complaint or when requested to assist with code compliance. Furthermore, the completion of a community risk

Strategic Alignment with Vision to Focus PlanBuilding more citizen engagement, community health and cultureDelivering customer centric services with a focus on efficiency and technology transformation

Service GoalsProvide an effective fire prevention and education program to meet the needs and circumstances of a changing city.

Page 509

assessment (CRA) must be conducted annually. All Fire Prevention Programs need to be selected, developed and implemented that address any risks identified through the CRA. Ongoing programs being considered need to be effective for the type of concerns identified.

The objective of the smoke and carbon monoxide alarm program is the provision and maintenance of working smoke alarms and home escape planning activities for all residential occupancies in the municipality.

Distribution of safety education material addresses such issues as preventing fire occurrence, the value of having working alarms, planning escape from fire, and being prepared to deal with a fire incident.

Inspections of properties must be done by the municipality when a complaint is received regarding the fire safety of a property, a request is made to assist a property owner or occupant to comply with the Fire Code. Inspections are also mandatory for all vulnerable occupancies and institutional buildings.

A CRA must be completed to determine the needs and circumstances of the municipality and to establish the level of fire prevention and public fire safety education required. A CRA must incorporate profiles for the following; community demographics, building stock, fire loss, geographic, critical infrastructure, economy, known hazards, and essential community services.


Social Media, Fire Prevention Community Engagement, Fire Prevention Programs, Fire Prevention Week (Oct), Community Reports, Fire Department website, email ([email protected])


Yes Fire Protection and Prevention Act (FPPA), S.O. 1997


Yes City of Burlington By-Law 90-2012Office of the Fire Marshal and Emergency Management (OFMEM) - Public Fire Safety Guidelines and DirectivesNational Fire Protection Standards (NFPA)

ProgramsFire and Life Safety Public Education Program

Develop and deliver fire and life safety education programs that address the needs and circumstances of the community. Municipalities must have a smoke and carbon monoxide alarm program for the provision and maintenance of working alarms and home escape planning activities for all residential occupancies.

Page 510

Distribution of Public Fire Safety Education Materials

All municipalities are required to develop a program for the distribution of fire safety education materials to residents based on local needs and circumstances. Fire safety education material addresses such issues as preventing fires, the requirements of having working smoke and carbon monoxide alarms, having a prepared and practiced fire escape plan, being prepared to deal with a fire, and supporting residents after a fire incident.

Fire Prevention Inspection and Code Enforcement Program

Fire Code safety inspections are conducted upon community request or complaint and through routine inspections to meet the minimum requirement of the Fire Protection and Prevention Act. The fire prevention inspection program ensures building owners comply with the provisions of the Fire Code through proactive fire prevention inspections and reactive fire code enforcement as required. The program also ensures legislatively required Fire Safety Plans are prepared, implemented, tested and approved by the Chief Fire Official for vulnerable occupancy / institutional facilities.

Community Risk Assessment (CRA)

Complete and review a Community Risk Assessment (CRA) as outlined in the Fire Protection and Prevention Act. The CRA is a process of identifying, analyzing, evaluating and prioritizing risks to inform decisions about the provision of fire prevention programs and services. The CRA must be reviewed at least once every 12 months to ensure it continues to accurately reflect the community and its risks. These evidence based reviews support a fire prevention effective model for the selection and development of fire prevention inspection and education programs to align identified risks with planned actions to reduce and/or manage.

Enhanced Fire Programs The Fire Protection and Prevention Act also outlines that a municipality must provide enhanced programs and service delivery above the minimum acceptable model based on the community risk needs analysis. Any significant risks identified through the CRA analysis must be addressed. For example; if the risk assessment indicates a significant fire loss in multi-unit residential buildings, an enhanced program would be selected, developed and implemented to address the risk with the objective to reduce this identified risk.

Page 511

Recent Continuous Improvement InitiativesBurlington Fire Protection Services developed a Steps to Safety home visit program. On-duty firefighters knocked on the front doors of approximately 9,000 homes across the city from June to October 2019. The objective of the home visits was to engage and educate building owners about their legislative responsibilities of the Ontario Fire Code by having working smoke and carbon monoxide alarms in their homes. Firefighters provided a voluntary in-home assessments of alarm installations and operations and issued Notice of Violations for non-compliance when needed. If a Notice of Violation was issued a follow-up re-inspection(s) was conducted to ensure occupants were compliant and safe. This program also supports vulnerable persons within the community by helping to identify residents that need assistance with Fire Code compliance and providing additional support to them through in home alarm testing and installation as required. In addition, firefighters promoted the need for home owners to have a practiced home escape plan and a 72-hour emergency preparedness kit.

The Alarm Assistance Program client list continues to grow in numbers. The AAP is offered to older adults and residents with disabilities that prevents them from maintaining their home's smoke and carbon monoxide alarms. AAP clients receive an annual home safety visit from their friendly neighbourhood fire station firefighters and are provided with new and/or replacement smoke and/or carbon monoxide alarms as required. This is provided at no cost to the AAP client. In 2019 there was a 76% increase in AAP intakes during the Steps to Safety home visit program due to referrals by firefighters noticing that a resident may benefit from the AAP.

The BFD continues to partner and work with local organizations to better support vulnerable persons and provide better cultural outreach across the city.

Emerging Opportunities and Anticipated RisksEmerging Opportunities The completion of a Fire Master Plan will examine all aspects of the Burlington Fire Department and risk factors

within the City of Burlington. The FMP will provide long term strategic plan to meet the current and future needs of the City as it continues to grow. It will help guide the delivery of fire protection services over the next decade based on informed recommendations.

Enhancing partnerships with community groups and organizations will support fire safety education initiatives through formalized partnerships and community fire safety champions.

Environmental ConsiderationsAll fire prevention and education programs consider the impact to the environment, such as moving from printed materials to social media and web based education platforms, when possible. Continually evaluate printed materials to reduce the number of printed hard copies required, such as providing one pamphlet with combined information versus several different pamphlets.

Page 512

Replacement of the existing antiquated Records Management System will provide an opportunity to implement a more robust fire prevention and education management solution. Objective is to have a solution that provides maximum efficiency for building risk profile , work load management and scheduling based on known building risk and legislative requirements.

Anticipated Risks Ongoing community risk assessment determines various program and education needs. Currently the Burlington Fire Department is focusing its efforts on improving smoke and carbon monoxide fire code compliance rates.

Based on the in-home assessments completed during the 2019 Steps to Safety home visit program, approximately 40% of homes were found to be non-compliant. This is an area of concern that must continue to be addressed through proactive education and enforcement initiatives. This will continue to be a focused initiative in 2020.


Capacity and Volume of Work - CM and BLT Work Plans, Strategic PrioritiesLegislative Changes - Federal and Provincial Legislation Changes, Speed of Change and Policies

Growth and Affordability - continued demographic changes and increased dwellings and population has a linked impact on fire prevention and education programs.

Service Initiatives Target CompletionContinue with an enhanced fire prevention program to reduce the identified fire risk and non-compliance in residential dwellings through a home visit program.

Nov 2020

Establish an updated Fire Prevention Effectiveness Model Dec 2020Complete the 2019 Community Risk Assessment Mar 2020Establish partnerships with local organizations and community groups to provide enhanced fire and life safety education opportunities.

Dec 2023

Page 513

OPERATING BASE BUDGETSERVICE RESOURCE SUMMARY FIRE PREVENTION & EDUCATION SERVICE($ rounded to thousands)

2018 2019 2020 ProposedActual Budget Year End Projections Base



Budget

Human Resources 1,218$ 1,282$ 1,282$ 1,250$ (32)$ -2.5%Operating/Minor Capital Equip. 20$ 25$ 27$ 25$ 0$ 1.0%Purchased Services 16$ 50$ 52$ 15$ (35)$ -70.7%Corp. Expenditures/Provisions -$ -$ -$ -$ -$ n/aInternal Charges & Settlements -$ -$ 0$ -$ -$ n/a

TOTAL EXPENDITURES 1,254$ 1,356$ 1,361$ 1,289$ (67)$ -4.9%Controllable Revenues (190)$ (161)$ (183)$ (184)$ (23)$ 14.1%General Revenues & Recoveries -$ (35)$ (35)$ -$ 35$ -100.0%

TOTAL REVENUES (190)$ (196)$ (218)$ (184)$ 12$ -6.2%

NET OPERATING BUDGET 1,064$ 1,160$ 1,144$ 1,105$ (55)$ -4.7%

Base Budget CommentaryThe decrease in HR costs is mainly due to recent new hires lower on the compensation band, this is offset by provisions for the annual performance adjustment, range movement, payroll taxes (EI, CPP, EHT), WSIB and OMERS. Purchased Services decrease due to the elimination of 2019 one-time funding for the fire safety education program with a related decrease in General Revenues. A 2020 business case has been put forward to continue the program. The service expects an increase in Controllable Revenues due to a new pilot initiative to promote fire and life safety messaging through sponsorships on fire apparatus

Page 514

Service Name Municipal Law Enforcement and LicensingService Lead Name Grant Ziliotto Service Lead Title Manager of By-Law Enforcement, Licensing, &

Animal Services

Service DescriptionA public service to provide education, promote safety, licensing, permitting and enforcement of Municipal by-laws on private property



Customers & Their Expectations This service is delivered to:

Citizens and visitors to the City of Burlington, who expect:• Municipal By-laws applied fairly and consistently• Reasonable response and action to bylaw complaints and public inquiries• Fully trained By-law Enforcement Officers and Property Standards Officers• Experienced customer service staff• Municipal By-law education and awareness using plain language• Easily accessible information on bylaws, application forms and requirement checklists• Accurate and timely responses to customer inquiries


Service GoalsTo improve and bring awareness to public safety by meeting the service levels and expectations in Municipal Law Enforcement and Licensing for the public and community we serve.

Through fair and consistent enforcement of municipal by laws, the community knows what to expect in the customer service that is provided from the City.

Public awareness and education are key tools in the customer service provided by the Municipal Law Enforcement and Licensing teams, in helping the community to understand and protect their information and privacy in their inquiries.

Page 515

• Protection of private information• Consumer protection and public safety• A safe community

Customers, that expect:• Education and awareness of applicable municipal bylaws, provincial and regional legislation and regulations related to business licensing and permits• Easily accessible information on bylaws, permit and licence application forms and requirement checklists, routine disclosure applications•Municipal Law Enforcement applied fairly and consistently• Online services for business license renewals• Accurate and timely responses to customer inquiries• Protection of private information• Consumer protection and public safety

Charities, that expect:• Education and awareness of applicable laws, including provincial government regulations related to charity gaming• Provincial legislation regulations and municipal bylaws applied fairly and consistently • Easily accessible information on by-laws and lottery information• Protection of private information

Existing Service Delivery The Municipal Law Enforcement and Licensing service provides customer service and permit administration to residents, businesses, stakeholders and charities through education and municipal enforcement of a wide range of municipal bylaws and licensing requirements.


The City of Burlington website (www.burlington.ca), online apps such as “See Click Fix,” Let’s Talk Burlington and Insight Burlington Community Panel, Town Hall meetings, Public open houses, On-site visits, Focus groups, In person at City Hall, Telephone enquiries, By-law Enforcement Officers, who are both proactive and reactive when they patrol assigned wards, Social media tools: Facebook, Twitter, LinkedIn, Council Approved Property Standards Committee, Licensing Tribunal, Committee of Adjustment, Media: Burlington Post, Hamilton Spectator, television and radio


Yes N/A

For this Service are there Yes Municipal Law Enforcement of bylaws including:

Page 516

Approved Service Standards?

Property Standards, Lot Maintenance, Vital Services, Noise and Nuisance, Firearms, Fortification, Building Permit, Business Licensing, Public Vehicle Licensing, Adult Entertainment Licensing, Sale of Christmas Trees, Pool Enclosure, Building Permit, Zoning, Lottery Licensing, Anti Chasing, Sign, Election Sign, Highway Driving School

Provide education and assistance to the public for other bylaws including:Fireworks and Firecrackers, Adjoining Property Entry, Division Fences

ProgramsBy-law Enforcement Complaints and Inspections

Respond to public inquiries, complaints and requests for inspections according to rules and regulations under Municipal By-laws which are maintained and enforced under the By-Law Enforcement, Permit and Licensing section. Actions may include education, site inspections and enforcement.

Enforcement Inquiries and ComplaintsCustomer Service Representative:• provides education to customers including residents, members of council, contractors and businesses• receives inquiries and complaints through phone, email and in person• identifies which municipal bylaw to process inquiry or complaint• enters data into our integrated business software system AMANDA• file is assigned appropriately to Municipal Law Enforcement Officer and/or other city staff if required

Municipal Law Enforcement Officer:• reviews inquiry or complaint and confirms whether it is enforceable, or if education is required• conducts site inspection if required• when compliance is achieved, file is closed Enforcement Inquiries and ComplaintsCustomer Service Representative:• provides education to customers including residents, members of council, contractors and businesses• receives inquiries and complaints through phone, email and in person• identifies which municipal bylaw to process inquiry or complaint• enters data into our integrated business software system AMANDA• file is assigned appropriately to Municipal Law Enforcement Officer and/or other city staff if required

Page 517

Municipal Law Enforcement Officer:• reviews inquiry or complaint and confirms whether it is enforceable, or if education is required• conducts site inspection if required• when compliance is achieved, file is closed

By-law Business Licensing Intake, review and issuance of business licences. Work collaboratively with other partners, including Ontario Building Code, Zoning and Halton Region Health Department to ensure compliance with municipal bylaws and licence requirements to obtain approvals.

Business LicensingCustomer Service Representative:• provides education to customers including residents and businesses• takes in applications and required documents to support application• conducts initial review • determines fees and processes payments• enters data into our integrated business software system AMANDA• file is assigned appropriately to Municipal Law Enforcement Officer• issues and mails the business licence• renewal notices sent out annually to all business licence and professional licence holders

Municipal Law Enforcement Officer:• reviews applications, for bylaw compliance• approves applications for bylaw compliance, and licence is ready to be issued

By-law Permits Intake and issuance of portable and permanent signs and pool enclosure permits. Work collaboratively with other partners, including sign and pool contractors, businesses, Ontario Building Code, Planning, Zoning, Capital Works and other external agencies including Ministry of Transportation, Conservation Halton, Niagara Escarpment Commission to ensure compliance with provincial and regional legislation, municipal bylaws and requirements to obtain approvals.

Customer Service Representative:• provides education to customers including residents, contractors and businesses• takes in applications and required documents to support application• conducts initial review

Page 518

• determines fees and processes payments• enters data into our integrated business software system AMANDA• file is assigned appropriately to administration staff, Municipal Law Enforcement Officer and/or other city staff if required• issues permit and contacts customer for pick up

Municipal Law Enforcement Officer:• reviews applications and drawings, for By Law compliance• approves applications and drawings, for By Law compliance• returns file to Customer Service Representative for permit issuance• after permit issuance, Municipal Law Enforcement Officer conducts site inspection to ensure compliance with all regulations at the time of inspection

By-law Lottery Licensing and Liquor Licensing

Intake, review and issuance of lottery licences and liquor licence municipal approvals. Work collaboratively with other partners, including the Bingo Connection Sponsors Association, Alcohol and Gaming Commission of Ontario, Fire Prevention, Building, Planning, Zoning and Capital Works to ensure compliance with provincial legislation, municipal bylaws and licence requirements to obtain approvals.

Lottery Licensing and Liquor Licence Municipal ApprovalCustomer Service Representative:• provides education to customers including charities and non-profit organizations• takes in applications and required documents to support application• conducts initial review • determines fees and processes payments• enters data into our integrated business software system AMANDA• Liquor - file is assigned to city staff for review of application and drawings. If approved, Municipal Information form is completed and signed off by the Municipal Licensing Officer and provided to the applicant• Lottery – file is assigned to customer service representative for processing, once completed lottery licence is issued•conducts audits of monthly lottery reports, including financial audits for all bingo, break open ticket, raffle and bazaar lottery licences

Page 519

Recent Continuous Improvement Initiativesin 2019:

The Municipal -Law Enforcement vehicles and officer uniforms were rebranded to reflect a new service name of Municipal Law Enforcement.

Project 940 was launched to enhance the enforcement of the Nuisance and Noise By-Law in partnership with Halton Regional Police Service. This pilot program is now part of our regular business and service level that we provide.

An enhanced by-law enforcement service is now provided with 5 day 12 hour coverage and 8 hour on Saturday's coverage with after hours answering service to support urgent bylaw enforcement complaints after regular business hours and on weekends.

A number of business licenses are available to be renewed on line.

Emerging Opportunities and Anticipated RisksEmerging Opportunities Use radio dispatch to increase employee safety, push system, pro-active, so there is faster service so issue can be

addressed when occurring.

Encourage self-serve options for customers by initiating a new online service for portable sign permit applications.

Opportunity for re-alignment of Municipal Law Enforcement duties and service level.

Short Term Rentals are being looked at to be regulated through licensing.

Public Vehicle by-law review to meet the growing needs of the community, including residents and businesses. And to reflect the changes in the ride sharing and taxi businesses.

Anticipated Risks With new by-laws and City growth, limited staffing and budget constraints may impact the service levels and response times. Other anticipated risks may include public perception and confidence when by-laws are not being enforced in a timely manner.

Environmental ConsiderationsE-Vehicles being introduced to the Municipal Law Enforcement fleet of vehicles being used for service.

Page 520

Continuation of non-compliance and the possibility and risk of litigation, could financially effect the operating costs.

To meet the ever increasing needs of the community, true innovation is needed to provide adequate enforcement.Enterprise Risk Considerations

Labour Market and Workforce, Workplace Culture, Staff Engagement & Motivation, Working Environment, Skills, Training and other Competencies as well as Financial Budget Sustainability.

Service Initiatives Target CompletionReview the Public Vehicle By-Law - to update the current business needs and requirements for ride sharing, TNC's and the changing taxi industry.

Dec 2020

Review the Property Standards by-law - By updating the Property Standards by-law to reflect OBC amendments. Dec 2020Online Service for Portable Sign Permit Application - to create an online permit application process for the portable sign industries and local businesses.

Dec 2020

Look at regulating Short Term Rental accommodations and what that will look like in the City through licensing and enforcement.

Dec 2020

Page 521

OPERATING BASE BUDGETSERVICE RESOURCE SUMMARY MUNICIPAL LAW ENFORCEMENT AND LICENSING($ rounded to thousands)


ProjectionsBase



Budget

Human Resources 1,333$ 1,560$ 1,480$ 1,599$ 38$ 2.5%Operating/Minor Capital Equip. 45$ 48$ 48$ 45$ (3)$ -6.6%Purchased Services 28$ 29$ 29$ 20$ (10)$ -32.9%Corp. Expenditures/Provisions 3$ 207$ 207$ -$ (207)$ -100.0%Internal Charges & Settlements 7$ 6$ 6$ 6$ -$ 0.0%

TOTAL EXPENDITURES 1,415$ 1,851$ 1,771$ 1,670$ (181)$ -9.8%Controllable Revenues (782)$ (795)$ (795)$ (817)$ (22)$ 2.8%General Revenues & Recoveries -$ (207)$ (207)$ -$ 207$ -100.0%

TOTAL REVENUES (782)$ (1,002)$ (1,002)$ (817)$ 185$ -18.5%


Base Budget CommentaryThe service has been able to realize savings in Purchased Services by reducing professional consulting and external services expense to be in line with the trends observed in historical spending. The budget also reflects the removal of a one-time transfer from the province related to Cannabis funding, shown as a reduction in Corporate Expenditures and offset by an equal reduction General Revenues & Recoveries.

Page 522

Service Name Halton Court ServicesService Lead Name Frances Evans Service Lead Title Manager of Court Administration

Service DescriptionA public service to administer provincial court services and prosecute provincial offense charges on behalf of the City of Burlington and Towns of Oakville, Milton and Halton Hills.



This service is delivered to:

Municipal partners, including the Towns of Halton Hills, Milton and Oakville. These partners require the City to be fiscally responsible in how court services are delivered, meeting the partners’ expectations and fulfilling the obligation of Halton Court Services as the service provider.

Defendants, Justices of the Peace, enforcement agencies (e.g. Halton Regional Police and OPP), provincial ministries (e.g. Ministry of Labour, Ministry of Transportation and Ministry of the Attorney General), provincial and municipal prosecutors, lawyers and paralegals, general public and victims. These customers expect access to justice through convenient, timely, accurate, efficient and accessible court services and processes. The delivery of these services and processes is expected to be carried out in an informative, respectful, professional and courteous manner.

Existing Service Delivery Each year, the services include:

Administration, which processes about 64,000 charges, 70,000 fine payments and 2,000 court applications, and schedules about 40,000 court hearings.


Service GoalsTo provide court services and processes To provide customers with information, respect, professional and courteous serviceTo be fiscally responsible by providing efficient and effective services

Page 523

Courtroom Support, which types about 250 transcripts (10,000 pages) and monitors about 3,000 hours of court proceedings.

Collections, which recovers about $2.4 million in unpaid fines, costs and surcharges.

Prosecution, which appears at about 22,000 court hearings, including trials, motions and appeals; prepares about 1,800 summonses to witnesses; and processes about 3,500 requests from defendants for case information.


Annual stakeholder meeting, which includes Prosecutors, Justices of the Peace, Crown Attorney’s office and various enforcement agencies, including Halton Regional Police, OPP, MTO and GO Transit.

Halton Court Services public website.

Information brochures at the front counter and inserted in hearing notifications and collections statements.

Online and automated payment processing options.

Annual Business Report for five area Councils, including Region of Halton, City of Burlington and Towns of Halton Hills, Milton and Oakville.

Annual Performance and Progress Report prepared for the Ministry of the Attorney General.

Quarterly financial and operational reports prepared for the five area Treasurers and five area Chief Administative Officers (CAOs).

Customer service survey.Is this Service Provincially Legislated?

Yes Service requirements are mandated under Part 10 of the Provincial Offences Act. The Transfer Agreement with the province sets out standards for the conduct of prosecution, for the administration of the courts, and for the provision of mandated levels of court services and reporting requirements, as well as sanctions for failure to meet the standards. Reporting requirements to the Ministry of the Attorney General include:Annual Performance Report on the performance of obligations under the Transfer Agreement.

Page 524

Annual audited financial statements certifed by an independent auditing firm.Incident Reports, including disputes and complaints, conflicts of interest, breaches of ethics or law in the performance of transfer obligations and financial or administrative irregularities.


Yes All duties and obligations are to be carried out in accordance with the terms, conditions and principles of the Transfer Agreement. At a minimum, the same services and level of service delivery previously offered by the Ministry of the Attorney General must be maintained.

ProgramsHalton Court Services Prosecution

Handling court appearances, including guilty pleas, trials, motions and appeals and conducting resolution meetings with defendants to discuss their options.Putting together detailed information and evidence and providing to defendants.Preparing summonses to witnesses and other court documents.Preparing for court, including reviewing case information and evidence, offering advice to enforcement agencies and conducting legal research.Addressing customer service inquiries.

Halton Court Services Administration

Processing and administering charges through various stages of the court system, including updating results from court hearings, enforcement for unpaid fines and fine payment processing.Processing court applications, including appeals and requests for extension of time to pay a fine.Scheduling court hearings, including trials, resolution meetings and requests for changes to status of hearings.Addressing customer service inquiries and requests for assistance with the filing and preparing of court documents.Scheduling language interpreters.

Halton Court Services Courtroom Support

Recording and monitoring court proceedings.Maintaining and ensuring safe storage of official court records.Processing and storing exhibits from court hearings.Typing transcripts.

Halton Court Services Collection of Unpaid Fines

Collecting defaulted fines through the use of collection tools such as civil enforcement, property tax roll additions, payment plans and collection agencies.

Page 525

Recent Continuous Improvement InitiativesExpansion of summons process for ticketable careless driving charges resulted in improvements in case screening as well as cost savings for interpreters and witnesses as there was a drop in the number of court appearances.

Disclosure provided to defendants at early resolution meetings resulted in fewer adjournment requests on trial dates and better customer service.

Greater use of technology in partnership with police has improved upon both meaningful dialogue with defendants at early resolution meetings and reduction of waste through elimination of hard copies of videos

Emerging Opportunities and Anticipated RisksEmerging Opportunities The Prosecution and Administration units will explore opportunities to use the Business Intelligence technology to

assist with better decision-making, improved tracking and reporting methodology and means to convert processes and documents to an electronic format.

Anticipated Risks Relying on enforcement agencies and lack of control over enforcement initiatives increases the financial vulnerability of Halton Court Services when there is a downward shift in enforcement. An upward shift in enforcement could create a greater demand for more court resources.

Relying on a projected number of charges presents a risk to the reliability of future planning for the overall operation and budget (e.g. staffing, courtroom use, court resource requirements, etc.).


Service Initiatives Target CompletionReview the delivery processes and focus on design of Business Intelligence reporting tools for the prosecution service.

Sep 2020

Environmental ConsiderationsGreater public awareness of on line service options to schedule early resolution meetings will reduce manual and paper processes.

Page 526

OPERATING BASE BUDGETSERVICE RESOURCE SUMMARY HALTON COURT SERVICES($ rounded to thousands)


ProjectionsBase



Budget

Human Resources -$ -$ -$ -$ -$ n/aOperating/Minor Capital Equip. -$ -$ -$ -$ -$ n/aPurchased Services -$ -$ -$ -$ -$ n/aCorp. Expenditures/Provisions -$ -$ -$ -$ -$ n/aInternal Charges & Settlements -$ -$ -$ -$ -$ n/a

TOTAL EXPENDITURES -$ -$ -$ -$ -$ n/aControllable Revenues -$ -$ -$ -$ -$ n/aGeneral Revenues & Recoveries (963)$ (733)$ (733)$ (746)$ (13)$ 1.7%

TOTAL REVENUES (963)$ (733)$ (733)$ (746)$ (13)$ 1.7%

NET OPERATING BUDGET (963)$ (733)$ (733)$ (746)$ (13)$ 1.7%

Base Budget CommentaryThe budget reflects the City's portion of revenue received from the Provincial Offenses Courthouse

Page 527

A Safe City Capital Investment

Asset Categories2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 10 Year

Total

Facilities and Buildings $ 55 $ 883 $ 239 $ 324 $ 476 $ 2,755 $ 485 $ 1,045 $ 4,666 $ 80 $ 11,008

Fleet Vehicles, Accessories and Equipment $ 1,146 $ 2,274 $ 3,211 $ 806 $ 934 $ 2,512 $ 2,290 $ 3,217 $ 1,919 $ 2,335 $ 20,644

Total Safe City 1,201$ 3,157$ 3,450$ 1,130$ 1,410$ 5,266$ 2,775$ 4,262$ 6,585$ 2,415$ 31,652$ Numbers are in $ Thousands and may not add due to rounding

100%

Facilities and _Buildings_

$11.0 million

2020 - 2029 Capital Investment by Project Type

100%

Fleet and _Equipment_$20.6 million

◼ New/Enhanced ◼ Infrastructure Renewal ◼ Growth

Page 528

TOTAL

2024-

2029202320212020Ref. # Year Project Category 2022

Part 'FI': Fire

48 40 234 314 2,678Fire Department Facilities - Repair and Renewal

FB-FI-13 Infrastructure Renewal

Fire Department, 2020-2029

Funding is intended to stabilize, replace, or make improvements to existing building

systems to effectively maintain the lifecycle of the facility and to continue to provide

a safe environment for public and staff using the City of Burlington Fire Station

facilities.

2020 Projects include:

1. Fire Station 5 - Training Room Flooring Replacement

2. Various Fire Station Exterior Landscape Works Repair

3. Fire Station Stabilization Repairs and Renewals

Burlington Fire Facilities include:

Station #1 Headquarters - 1255 Fairview Street, FCI 0.01

Station #1 Service Building - 1225 Fairview Street, FCI 0.01

Station #1 Fire Training Tower - 1225 Fairview Street, FCI N/A

Station #2 - 2300 Upper Middle Road, FCI 0.07

Station #3 - 1044 Waterdown Road, FCI 0.04

Station #4 - 711 Appleby Line, FCI 0.08

Station #5 - 2241 Kilbride Street, FCI 0.06

Station #6 - 455 Cumberland Avenue, FCI 0.11

Station #7 - 1400 Dundas Street, FCI 0.10

Station #8 - 1837 Ironstone Drive, FCI 0.01

Capital

Reserve Funds

External

Gross Cost

3,3141

48 40 234 314 2,678 3,314

2020

* Report values in thousands

Page 529

TOTAL

2024-


Part 'FI': Fire

800 6,407Fire Station - Revitalization

FB-FI-1718 Infrastructure Renewal

Fire Department, 2021, 2025, 2028

The city operates and maintains 8 fire stations. As these facilities age they will

require major renewal / enhancement work to meet standards. The amount identified

is a placeholder for the revitalization needs of stations in 2021, 2025 and 2028 with

future renewal needs of other stations outside of the 10 year forecast.

Facility Descriptions:

Name: Fire Station 3, 1044 Waterdown Road

Size: 7,707 SQFT, Originally Built: 1958, Major Renovation Dates: 1998

Facility Condition Index (FCI): 0.04

Name: Fire Station 4, 711 Appleby Line

Size: 8,321 SQ FT, Originally Built: 1968, Major Renovation Dates: 2002


Note: These funding years do not include any land related costs

Capital

Reserve Funds

External

Gross Cost

7,2072

800 6,407 7,207

2021

Part 'MB': Miscellaneous Buildings


Page 530

TOTAL

2024-


Part 'MB': Miscellaneous Buildings

8 43 5 10 422Animal Shelter Facility - Repair and Renewal

FB-MB-444 Infrastructure Renewal

Department of City Building - Planning, Building and Culture, 2020-2029

The facility contains an office area, front counter, veterinary medical space, and

kennels for use by animal control services. Funding is intended to stabilize, replace

or improve building components which will maintain effective life cycle planning .

2020 Projects include:

1. Hot Water Heater replacement

Facility Description:

Name: Animal Shelter, 2424 Industrial Drive

Size: 6,415 SQFT, Originally Built: 1996, Major Renovation Dates: 2016 (Front

Counter)


Capital

Reserve Funds

External

Gross Cost

4883

8 43 5 10 422 488

2020

A Safe City - Facilities and Buildings

55 11,008883 239 324 9,507

Capital Total: 11,008

Reserve Funds Total:

External Total:

Gross Cost Total:

9,50732423988355


Page 531

TOTAL

2024-


Part 'EN': Equipment - New

15Diesel Engine Carbon Flush Equipment

VE-EN-1973 New / Enhanced

Fire Department, 2020

Engine carbon flush equipment cleans out carbon, soot and sludge buildup inside

diesel engines. At the same time, it improves the engines efficiency and reduces

wear and tear, thus reducing maintenance costs.

Carbon deposit buildup is causing lower engine performance and increased

maintenance costs on diesel engine components such as piston heads, fuel

injectors and intake valves. When carbon buildup begins to accumulate on various

surfaces inside the engine and is left untreated, the vehicle loses power, becomes

sluggish and causes a significant increase in emissions and reduction in fuel

economy. The cost of replacing failed components due to this build up is continuing

to rise. It is recommended that flushing the intake components on a regular basis

as part of the vehicles planned maintenance decreases the number of preventable

failures and improves engine performance and supports the planned life cycle of a

vehicle.

Capital

Reserve Funds

External

Gross Cost

154

15 15

2020

Carbon buildup in the low emission diesels are causing lower engine performance and increased maintenance costs due to carbon deposit buildup on diesel engine

components such as piston heads, fuel injectors and intake valves. The best thing you can do to keep a diesel vehicle in optimal driving condition is to keep the

engine clean of carbon deposits. When carbon buildup begins to accumulate on various surfaces inside the engine and is left untreated, the vehicle loses power,

becomes sluggish and causes a significant increase in emissions and reduction in fuel economy. The cost of replacing failed components due to this build up is

continuing to rise and research has found that flushing the intake components on a regular basis will decrease the number of failures and improve/maintain performance

and support the planned life cycle of a vehicle.


Page 532

TOTAL

2024-


Part 'EN': Equipment - New

40 40Second Set of Firefighter Personal Protective Equipment (Bunker Gear)

VE-EN-1772 New / Enhanced


2020 is the forth (4th) year into the five-year implementation plan (2017 – 2021)

NFPA Standard 1971 outlines the minimum design, performance testing and

certification requirements for structural firefighting protective ensembles as well as

recommending that all PPE (personal protective equipment) be properly fitted to

each individual. NFPA standard 1851 outlines the selection, care and maintenance

of protective gear and advises that all bunker gear, based on condition, is retired at

10 years of service.

Burlington is the last fire department in the Region to provide two (2) sets of bunker

gear to career firefighters. In addition, the Ministry of Labour has ordered other fire

departments to provide a second (2nd) set of bunker gear to their firefighters. This

funding provides a proactive measure with a phased in approach to provide a second

set of bunker gear for each full-time firefighter. A phased implementation plan

provides a fiscally responsible plan and supports ongoing future life-cycle

replacement.

NFPA = National Fire Protection Association

Capital

Reserve Funds

External

Gross Cost

805

40 40 80

2020

Part 'ER': Equipment - Replacement


Page 533

TOTAL

2024-



520 536 711 547 3,253

Fire - Equipment Replacement

VE-ER-383 Infrastructure Renewal


Emergency response equipment replacement encompasses life-cycle and

unplanned emergency equipment replacement for the following items: breathing

apparatus, extrication equipment, hydraulic equipment, hazardous materials

response equipment, personal protective equipment and water/ice rescue response

equipment.

Please reference attached Fire Vehicle Depreciation Reserve Fund (VDRF)

continuity schedule.

2020 items include:

Emergency Response Equipment

Personal Protective Equipment (PPE)

Breathing Apparatus Equipment (SCBA)

Defibrillator Equipment

Capital

Reserve Funds

External

Gross Cost

5,567

6

520 536 711 547 3,253 5,567

2020


Page 534

TOTAL

2024-



148 67 30 1,383

79 41 33 59 798

Fire Dispatch Centre - Equipment Replacement

VE-ER-967 Infrastructure Renewal

Fire Department, 2020-2023, 2025-2028

The City of Burlington Fire Dispatch Centre is equipped with complex and highly

integrated, multi-vendor, critical fire emergency systems that support fire emergency

resources for the Town of Oakville, Town of Halton Hills and the City of Burlington.

These integrated systems collectively play a key role in the overall provision of

dispatching and coordinating fire emergency services for three (3) municipalities.

This funding is in place to ensure timely replacement of these systems and

associated hardware.

NFPA 1221 - Standard for the Installation, Maintenance, and Use of Emergency

Services Communications Systems defines the recommended requirements for

emergency dispatch centre systems replacement and maintenance.



2020: Dispatch Computer Hardware and Equipment, IP PBX 911 Phone System (no

longer supported by vendor)

Costs will be shared based on project and cost share Agreement


Capital

Reserve Funds

External

Gross Cost

1,628

1,010

7

227 41 100 89 2,181 2,638

2020

Part 'VR': Vehicle - Replace


5

TOTAL

2024-



33 35 68

Animal Control - Vehicle Replacement

VE-VR-1942 Infrastructure Renewal

Department of City Building - Planning, Building and Culture, 2020, 2023,

2028, 2029

Scheduled replacement of owned vehicles and equipment in Animal Control service ,

with consideration to lifecycle, departments needs, mechanical condition and

maintenance costs. Vehicles and equipment scheduled for replacement are

evaluated as to their mechanical condition and extended where possible.

One (1) Pickup Truck scheduled for replacement in 2020.

Please reference attached Corporate Vehicle Depreciation Reserve Fund (VDRF)


Capital

Reserve Funds

External

Gross Cost

136

8

33 35 68 136

2020


Page 536

TOTAL

2024-



210 1,550 2,400 75 7,180

Fire - Vehicle Replacement



Planned life-cycle replacement of fire emergency and support vehicles. The year

identified for replacement is based on National Fire Protection Association (NFPA)

industry life-cycle guidelines and prioritized based by current life expectancy,

maintenance costs, operation / functional needs.

NFPA Standard 1901-09 industry best practice is to replace emergency response

apparatus as follows:

- Remove fire apparatus from first-line emergency response at or before 15 years of

service

- Removed fire reserve apparatus at or before 25 years of service.

- Remove all fire apparatus at or before 26 years of service.



2020 projects include:

4 Support Vehicles


Capital

Reserve Funds

External

Gross Cost

11,415

9

210 1,550 2,400 75 7,180 11,415

2020


Page 537

TOTAL

2024-



101 107 405

Municipal By-law Enforcement and Licensing - Vehicle Replacement


Department of City Building - Planning, Building and Culture, 2020, 2021,

2025, 2027-2029

Scheduled replacement of owned vehicles and equipment in Municipal By-law

Enforcement and Licensing service, with consideration to lifecycle, departments

needs, mechanical condition and maintenance costs. Vehicles and equipment

scheduled for replacement are evaluated as to their mechanical condition and

extended where possible.

Three (3) Pickup Trucks scheduled for replacement in 2020.

Please reference attached Corporate Vehicle Depreciation Reserve Fund (VDRF)


Capital

Reserve Funds

External

Gross Cost

613

10

101 107 405 613

2020

60 120

Aerial Fire Apparatus Non-Destructive Testing & Refurbishment


Fire Department, 2023, 2025, 2028

Funding is provided for non-destructive testing and refurbishing of four aerial

apparatus and related equipment. The testing and refurbishment of aerial devices is

regulated by the Occupational Health and Safety Act - Ontario regulation 714/94 and

the NFPA 1914, Standard for Testing Fire Department Aerial Devices. Inspection

and required refurbishment is required every five (5) years during the life of the

vehicle.



Capital

Reserve Funds

External

Gross Cost

180

11

60 120 180

2023



Page 538

A Safe City - Fleet Vehicles, Accessories and Equipment

1,146 20,6442,274 3,211 806 13,207

Capital Total: 95

Reserve Funds Total: 18,921

External Total: 1,628

Gross Cost Total:

4055

943 2,234 3,144 776 11,823

148 67 30 1,383

Capital Total:

Reserve Funds Total:

External Total:

Gross Cost Total:

110

943

148

1,201

A Safe City - Total

2020

923

2,234

0

3,157

239

3,144

67

3,450

324

776

1,130

30

9,507

11,823

1,383

22,714

11,103

18,921

1,628

31,652

2021 2022 2023

2024-

2029 TOTAL


Page 539

2020 Proposed Budget - Burlington...Staff provide care, feeding, exercising and minor medical...

Documents

Transcript of 2020 Proposed Budget - Burlington...Staff provide care, feeding, exercising and minor medical...