Staff Report

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Report No.: FS-02-2018

Meeting Date: June 6, 2018

Submitted by: Colin Toth

Subject: Fire Services Master Plan Progress, Prioritization and Project

(P3) Implementation Strategy “Update”

Recommendation:

THAT the Fire Services Master Fire Plan Progress, Prioritization and Project

Implementation Strategy (P3) “Update” be received, dated June 6th, 2018.

Purpose:

To update Council on the current progress, prioritization and ongoing projects being

used to assist in meeting the recommendations as noted in the 2013 Master Fire Plan.

Background:

The Municipality of Middlesex Centre received a Fire Services Master Plan in August of

2013 to aid in strategically guiding its Fire Services through the next several years of

population and employment growth. As well, it provided a comprehensive review of all

aspects of our Fire Services - ensuring that performance standards and guidelines

reflect industry best practices, are in compliance with the Ontario Fire Protection and

Prevention Act (1997) and the Occupational Health and Safety Act. (OHSA)

Analysis:

A thorough review and analysis of the Fire Services Master Plan and its

recommendations has been completed at the department level. The attached P3

Implementation Strategy document details the recommendations contained in the Plan

and the analysis, prioritization and status of each.

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Staff Report

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Financial Implications:

Several recommendations contained within the Fire Services Master Plan have varying

degrees of financial impact. Anticipated additional costs for the recommendations

currently being addressed have been included on the P3 implementation strategy

document. As updates to this report are provided to Council, any additional financial

implications will also be updated.

Strategic Plan:

The prioritization of the addressed recommendations contained in the Fire Services

Master Plan give careful consideration to the Municipality’s Strategic Plan objectives -

focusing on operational excellence, quality of life, financial planning, positioning and key

process efficiencies. The P3 Implementation Strategy document provides an excellent

road map and framework for our Fire Services to work towards, aiding in achieving

focused goals and objectives.

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2018 Fire Services Master Plan Update

Progress, Prioritization and Project Implementation Strategy (P3)

Colin M. Toth

Director of Fire Services – Fire Chief June 6th, 2018

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Introduction ………………………………………………………………… Purpose of this Document The Municipality of Middlesex Centre received a Fire Services Master Plan in August 2013 to strategically guide its Fire Services through the next several years of population and employment growth as well as a comprehensive review of all aspects of our Fire Services - ensuring that performance standards and guidelines reflect industry best practices, are in compliance with the Ontario Fire Protection and Prevention Act (1997) as well as the Occupational Health and Safety Act. (OHSA) The overarching goal of this document is to gain a clear understanding of the fire department’s current and future needs as well as requirements by setting key objectives as the Municipality experiences growth - albeit it is essential this be done in a fiscally responsible manner. The document also includes many recommendations, some of which will require additional resources and time to implement. Specifically, this P3 implementation strategy document is a plan to address each recommendation as identified by the 2013 Fire Services Master Plan, its value and ultimately place it in priority for short, medium, or long term implementation. It sets forth the projects and strategies to move forward in concert with the Middlesex Centre 2012-2017 Strategic Plan. This document incorporates a degree of flexibility which allows customization to the needs of the department over time, as the demands of municipal growth are experienced but also provides a roadmap for action! It outlines what the Municipality of Middlesex Centre and MCFS must do to implement the 2013 Fire Services Master Plan. It provides an approach especially geared to Middlesex Centre!

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Key Initiatives for Progress, Prioritization and Project Implementation (P3)

a) Completion of an assessment of current projects and initiatives b) Review current services delivered and delivery methods c) Develop measuring tools to evaluate and assess service delivery - identify if all Key

Performance Indicators (KPI's) as defined are present and being met d) Ongoing departmental review, recommendations and council updates in order to meet

community needs and future service requests

Priority Scale

Red – Highest Yellow – Medium Green – Complete Light Blue – Ongoing Grey – Long Term

(1 year); (2-4 years); (4-10 years); (Continual-Long Term)

Item # and

Priority Action

Description

Page # in Master

Fire Plan Notes

Additional Operating

Costs

Capital Costs

10.1 Core Services

1 Maintain shore-based Water & Ice Rescue but eliminate the Coldstream Station Marine Unit and Liquidate the assets

31 Special Team

Being Maintained

N/A N/A

2 Maintain Hazmat response at awareness level and the services of an external contractor / liquidate surplus assets (i.e., the Hazmat trailer) 31

Trailer being re-purposed for Rehab in

2018 Hazmat

Agreement Being

Reviewed

N/A N/A

3 Implement a standard rescue/extrication capability across all fire stations. The protocol should be to dispatch the closest unit. Amend the County heavy rescue agreement.

31

Complete

Mutual Aid Agreement

Trumps

N/A N/A

4 Establish decontamination protocol and training specific to local use of agricultural chemicals. (Expanding to encompass all)

31

Decon Program Designed

Implement late 2018

N/A N/A

5 Investigate the need for confined space and high angle rope rescue training and how best to deliver such services.

31 NFPA 1006 Trg Under Review

N/A N/A

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6 Amend the Establishing & Regulating By-law to more accurately reflect the core services provided.

31 Currently

Being Revised N/A N/A

10.2 Stations

7

Replace the existing Coldstream Fire Station as soon as is practical.

33 Completed N/A 2.4M

8 Phase out the Arva station within 2 years and reduce to a 4-station system.

33 N/R N/A N/A

9 Canvass the interests of Komoka-Kilworth area residents in becoming volunteers. Increase the volunteer complement at Delaware over time to address future growth. 33

2017 Recruiting Completed Delaware Candidate

Reserve List Adequate

Program

Redesigned

N/A N/A

10.3 Volunteer Firefighter Resources

11

Attendance is an area that needs to be monitored. In this regard, a pro-active attendance management system that includes the following should be implemented: information detailing training, response and attendance including a performance review process.

34

Attendance, training, response

being Tracked

N/A N/A

12 In conjunction with the above, implement a software application to assist in tracking volunteer turnout and for record keeping purposes. (Who’s Responding Pilot Implement and Ongoing)

34

Done

FirePro Modules as

required Added

N/A N/A

13 Building on the current CO alarm response model that requires the dispatch of a predetermined group of not more than eight volunteers, a similar approach should be applied to other calls where an entire station page-out is not required.

34

Extended to include

medical calls and non-

emergent lift assists

N/A N/A

14 Develop a single departmental approach for volunteer recruitment, which should include features such as: entry level testing, fitness and medical evaluation.

34

Done - Recruiting Program

redesigned

$220 testing per recruit

N/A

15 Develop departmental policies/practices for ongoing medicals and for interior structural firefighting based on local circumstances, age and physical ability.

34

SOG's and Program

Under Review

N/A N/A

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10.4 Fire Apparatus

16 As part of an Arva phase-out process, develop a strategy to deal with the surplus station apparatus and equipment.

36 Old

Compressor Liquidated

N/A N/A

17 Maintain a separate pumper/tanker at each station. Implement a five person cab as the standard for future apparatus replacement.

36 Done

Templates Developed

N/A N/A

18 Implement a Capital Replacement policy/program that incorporates the following:

Fire apparatus: 20 years + 5 years’ additional service

Comprehensive evaluation at 15 years (need to refurbish, parts availability, technological changes, etc.)

Maintenance, testing and record keeping to support a 5-year extension to 25 years

Command / light vehicles: 10 years or mileage

Consult with Fire Underwriters to maintain after 25 years

Other equipment such as: Hose, Helmets, TIC's, Pagers, Radios, Extrication tools, Bunker Gear, Boots, station computers, etc.

36

Done

Ongoing Asset Mgt,

Maint.

Documents

FUS Review Ongoing

Equipment Mod-zation

program Ongoing

N/A N/A

10.5 Fire Prevention/Education

19 The Fire Chief, F&ES Coordinator-PE, in conjunction with the County’s Fire Prevention Officer, should develop a formal program for Fire Prevention and Public Education that addresses the municipality’s Fire risks and needs.

It should document the arrangement with the County, detail time allotment and services

- It should also include an annual pre-planning and an annual work plan.

37

Program Review

Completed

Public Education Syllabus/

Business Plan forthcoming

N/A N/A

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20 Consider developing a fee structure for those occupancies/businesses that require mandatory fire code inspections.

38

Discussed, Ongoing, in conjunction w/County

N/A N/A

21 The Fire Chief and proposed Deputy Fire Chief should attain the Fire Prevention Officer designation in order to complement the County’s services.

38 Done N/A N/A

22 Consideration should be given to having firefighters participate actively in fire prevention and public education activities. education duties.

38 Done but

Always Ongoing

N/A N/A

23 A detailed work plan for the F&ES Coordinator/Public Educator should be developed to clearly identify the various task activities, assign time expectations and expected outcomes. 38

Program Review

Completed

Public Education Syllabus

/Business Plan forthcoming

N/A N/A

24 To facilitate data entry and record keeping, emphasis should be placed on better utilization of the FirePro system.

38 Done but

Always Ongoing

N/A N/A

10.6 Firefighter Training

25 Develop a documented Training Program. Ensure that it:

Meets local needs and risks, and is complete with learning objectives and outcomes.

Includes a new recruit firefighter component. Recruit training should address the training requirements from the time of hire through the probationary period. Fire Services Master Plan, Municipality of Middlesex Centre IBI Group Final Report - August 26, 2013 Page 39

Provides for periodic evaluation of volunteer firefighter skills and by extension, the effectiveness of the training program.

38

Recruit Done

Core Training Ongoing

Complete training

program re-written

NFPA 1001 Lambton

$1200 per student + $500 per

student for DZ class license

Current

firefighters program re– structured

N/A

26 License stations for FirePro access to support training record keeping.

39 Done $500 as

Required N/A

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27 Develop solutions to training space concerns

39 Done N/A N/A

10.7 Fire Dispatch

28 Going forward, any agreement for the provision of contracted dispatch services should clearly define and document the following items:

Service, standards, resourcing and training expectations

Treatment of Medical Tiered Response

Support for changes to CAD / technology changes

Diversity in paging capabilities Quality management expectations Information logging, documentation

and reporting Backup dispatch expectations Non-compliance/major incident

reporting and corrective actions Right to audit Dispute resolution / penalties for

non-compliance Oversight committee role and

authorities

39

Done

Agreement renewal in Dec. 2018

N/A N/A

29 Middlesex Centre Fire Service should appoint someone from within the department to assume the function of “dispatch liaison”. That individual would serve as the department’s spokesperson and represent the department’s interests in matters pertaining to Fire dispatch services.

39

Done - Fire Chief

Currently Acting as Liaison

N/A N/A

30 In conjunction with a decision to realign Fire dispatch to Strathroy-Caradoc Police, it would be appropriate to consider a phased implementation involving a few municipalities at a time, which would enable a more manageable transition. Middlesex Centre may wish to consider deferring its own realignment until the process is well underway.

39

New contract established

between County and Municipality (March 2014)

N/A (County

Levy)

N/A (County Levy)

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10.8 Compensation

31 Investigate alternate remuneration strategies; hourly rate versus points, eliminate or modify the base remuneration and implement alternate deployment strategies for specific responses to pre-determine how many volunteers should be dispatched.

40

Research Completed

Under review

N/A N/A

32 Document the remuneration strategy to show the various calculation formulae used to support the budget figures. This will be helpful as the year progresses and spending actual requires adjustment.

40

Points Schedule

established

Suggested Changes to be

Presented

N/A N/A

33 Develop specific fire crew responses in addition to the current CO calls to provide only the necessary resources.

40 Medical Calls

Revised N/A N/A

10.9 Organizational Structure

34 Transition the organizational structure from a ‘divisional / departmental’ arrangement to a “position / level of responsibility” arrangement as shown previously in Exhibit 10.1. In conjunction with the transition:

Expand the Fire Chief position from part-time to full-time

Introduce a Deputy Fire Chief position (full-time)

Replace the following positions with a Senior Station Captain: District Fire Chief and Assistant District Fire Chief

44

Full-time Chief hired

Deputy Chief under Review

Current

Hierarchy Adequate and

Consistent with Current

Industry Standards

Under Review $85,000

(Deputy Fire Chief

Annual Salary)

$25,000 (Vehicle for Deputy Fire

Chief)

35 Develop an annual work plan for the F&ES Coordinator/ Public Educator 44

Completed – Business Plan Forthcoming

N/A N/A

36 Develop detailed position descriptions 44 50%

Complete N/A N/A

37 Eliminate the five year position rotation system for officers

44 Done N/A N/A

38 Pursue a branding strategy to promote a uniform departmental culture. (Station wear, training consistency, public education documentation/marketing, vehicle relocation)

44 Done – But

always Ongoing

N/A N/A

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Current Project Matrix 2018

Red – Highest Yellow – Medium Green – Complete Light Blue – Ongoing Grey – Not Started / Long Term

Project Description Priority Progress – Information - Status

JHSC Upstart /OHSA Complete Complete w/ PSHSA Review Forthcoming in October of 2017

Training Specific - PTSD (Legislated) Complete 5 of 5 stations Completed

Training Specific -Fentanyl/Naloxone Complete 5 of 5 stations Completed

Recruiting Complete Currently in Progress, closed September 8th, 2017 – Start date Jan 8, 2018

MTO Driver Training Program (DZ) Complete Bylaw passed, program designed

Firefighter Readjustment - Multi-Response Duties Complete November 2017 (2 Ilderton FF's Responding daytime w/ Bryanston Station

Asset Management / FUS Review Ongoing FUS Review Completed, Fire Pro Input Phase 90% Complete

Maps for Stations Settlement Areas + Ongoing

Updates

Completed 100 % Complete, books being created (Electronic piece completed – onto Tablets mid 2018)

Clothing/Station wear Updating – re-cresting -

Branding

Completed Cresting @ 95% Completed – Tunics

Bylaw Amendments Highest Open Burn , Fees and Scheduling and Establishing and Regulating

SOG’s Highest Ongoing

Fire Job Descriptions (7) incl. Remuneration Highest 50% Completed (Probationary FF, Fire Coord. and Chief’s JD's Complete)

Fire Services Master Plan Fire Implementation Highest 75% Complete

Arva and Coldstream ApparatusTenders (3) Highest 80 % 2 of 3 Tenders completed – Arva Rescue 50% completed

Training Program Review Medium Review Complete, Business Plan/Syllabus forthcoming. Program reviewed for Consistency and Quality

- Best Practices (NFPA) + Network Shared Folder - Target end 2018

Equipment Modernization / Upkeep Medium 80 % Complete 4 Gas/HCN, TIC’s, SCBA’s, Apparatus, hose, Bunker gear etc.

Tech Integration - Response and Accountability Medium 80% Complete (Tablets, laptops, Mounts, and Screens)

Continued Communication – Chief Newsletter Medium Ongoing Goal Started April 2017 – SmartSheets added!

Public Ed Program / Delivery Review + Branding Medium Review Completed – Public Education Business Plan/Syllabus Forthcoming – Target end 2018

Response Zone Modification Ongoing 90% Completed Final Maps, Small Changes Made - Pilot “Recommend” CAD add-in asap!

Corporate “Fire” Website mod/updating/repair Ongoing Corporate-wide redesign of Website

Awards Recognition Program (SOG 14.15) Ongoing 80% Completed

Incident Command / Consistency Checklists Not Started Not started – Target end 2018 – being integrated with new Tablets

Annual Job Performance Reviews -Officers Not Started Not started – Target 2018/19 For Senior Leaders only

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Summary

…………………………………………………….. The delivery of our fire services will assist in helping the Municipality achieve many of its main strategic goals as outlined in the Middlesex Centre 2012-2017 Strategic Plan by improving those services - thereby contributing to the success of the strategic themes; Planning and Positioning, Economic Development, Quality of Life, Community and Neighborhood Preservation, and Operational Excellence. The intent of this Fire Services Master Plan, P3 Implementation Strategy Document is to provide an accurate depiction of the progress as well as present and future needs for our fire services and to outline project strategies as to how to meet these needs for a several years to come. These strategies must be developed based on due diligence, fiscal responsibility and through the collection of internal and external qualitative and quantitative information. To further, when collecting this information, we must take into consideration various legislative and regulated documents such as the Fire Protection and Prevention Act, the Occupational Health and safety Act and standard industry practices derived and influenced by the National Fire Protection Association (NFPA) and Office of the Fire Marshal. Needs identified and contained herein are built upon the inputs from many different stakeholders, through the Fire Services Master Plan and represent a balanced approach to meeting our needs considering available public resources. Many of the concepts and themes outlined in the Middlesex Centre 2012-2017 Strategic Plan have been echoed in the Fire Services Master Plan. These themes must be recognized, prioritized, recommended to Council and implemented over time. Colin Toth Director of Fire Services/Fire Chief

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