KELOWNA FIRE DEPARTMENT & DECCAN

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Charlene Griffin
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1 KELOWNA FIRE DEPARTMENT & DECCAN THE FIRST YEAR Presented by Chief Jeff Carlisle and Deputy Chief Jason Brolund

5 Friday August 23, 2003 Photo by John C. Koershuis

6 P R E S E N TAT I O N O U T L I N E About the City of Kelowna About the KFD Services & Activities Risks and Service Standards Strategic Planning Activities Breakdowns Lead to Breakthroughs Procuring Deccan Implementation Process Where are we today?

7 T H E C I T Y O F K E L O W N A Population: 118,500 Largest city in BC s Okanagan Valley One of the most liveable cities in Canada Acclaimed wineries Championship golf courses World-class skiing

8 O U R V I S I O N & M I S S I O N Vision To be the best mid-sized City in North America Mission Leading the development of a safe, vibrant and sustainable city

9 T H E K E L O W N A F I R E D E PA R T M E N T

10 O R G A N I Z AT I O N Leadership: Fire Chief and 3 Deputy Chiefs Operations: Career is 4 Platoons of 24 firefighters (96) & 51 Paid on Call, 7 Fire Stations Admin/Training & Fire Prevention: 2 Training Officers, 5 Fire Inspectors, 2 Secretaries, Administration Supervisor Regional Services: 10 Dispatchers, 2 Admin Officers, 154 Emergency Support Services Volunteers

11 S E RV I C E S & A C T I V I T I E S Fire Suppression/Emergency Response Regional Services Medical First Responder Fire Prevention, Investigation& Public Education Fire Dispatch Emergency Management Community Events

S E RV I C E S & A C T I V I T I E S Types of Incidents 7000 6000 6570 6078 5000 4000

13 S E RV I C E S & A C T I V I T I E S Types of Incidents Fires First Medical Response MVA Other*

- MISSION, 1,426 Incidents By Station - 2013 Stn #8 - GLENMORE, 138 Stn #9 -

14 S E RV I C E S & A C T I V I T I E S In 2013, 9,393 Calls for service = 26 each day Stn #7 - EAST KELOWNA, 223 Other - Aiport & Out of Area, 298 Stn #4 - MISSION, 1,426 Incidents By Station Stn #8 - GLENMORE, 138 Stn #9 - MCKINLEY, 21 Stn #2 - WATER ST, 3,176 Stn #1 - MAIN, 1,979 Stn #3 - RUTLAND, 2,132

15 R E G I O N A L S E R V I C E S Regional Rescue: Hazardous Materials Response Marine Rescue Ice Rescue Swift Water Rescue Technical High Angle Rescue Confined Space Rescue Fire Dispatch Regional Radio System Emergency Management Emergency Operations Centre Emergency Support Services

2010-2 0 1 9 R E S P O N S E S TA N D A R D S Landmark 2 Urban 6

16 R E S P O N S E S TA N D A R D S Landmark 2 Urban 6 minutes Single Family Dwelling Suburban 9 minutes Farm Rural 14 minutes

17 S T R AT E G I C P L A N N I N G A C T I V I T I E S April 2010: Council Approved in principle the KFD Strategic Plan Early 2011: A new Fire Chief was hired Council requested a validation of the Strategic plan in 2012 Early 2012: Validation process includes a Fire Underwriters Survey (FUS) Compare/Converge Strategic Plan with FUS

18 Strategic Plan Overview Challenges Community Growth Response/Travel Time Inspection & Dispatch Volumes Public Education & Pre-Incident Planning Training Systems and Data Funding 18

19 Objectives REVISED Strategic Plan Overview Customer Service Response Levels Fire Prevention, Public Education, Inspections & Pre- Plans Firefighter Training Systems & Data Improvements Strategic & Risk Management Improve Efficiency

20 REVISED Strategic Plan Overview Methodology Interviews & Focus Group Data Collection & Review Project Team Workshops Response Times Travel Time Trials Meeting Staff in Finance, Planning & IS Presentations to all KFD Staff

21 P E R M A N E N T G R O W T H B O U N D A RY

22 S U M M A RY O F R E V I S E D S T R AT E G I C P L A N Service Delivery Fire Hall Recommendations Vehicle Reserve & Replacement Schedule Recommendations Staffing Recommendations to Meet Response Time Targets Systems & Data Recommendations Annual Work Plan Development 22

23 REVISED Strategic Plan Overview Fa c i l i t i e s Fire Hall #5 UBCO/Hwy : Acquire/Identify Site 2013: Design, Permits & Servicing 2014/2015: Construction 2016: Activate FH#5 & Deactivate FH#8 Explore Potential Opportunities Feasibility Study on Training Centre 23

25 B R E A K D O W N S L E A D T O B R E A K T H R O U G H S What is the service delivery model for KFD that achieves cost constraint, is sustainable, innovative and provides a high level of service to the public? Council asked us to: Investigate opportunities to consider emerging practices to shape the strategic direction of KFD. Reassess the protocol for dispatch of incidents for potential changes that may improve efficiency and lower cost, etc. Investigate emerging practices, including models being implemented or considered in other jurisdictions.

26 D E C C A N U G C O B S E R VAT I O N S Fire Chief's used to be SME's - not anymore Stakeholders have too much access to information Concepts must be displayed visually, backed up w/science Common question: What can we do with existing resources Station Relocation Preemption 3 man engines (increased distribution, same staff) Apparatus/Stations/People are expensive, software is cheap Deccan tools are great and support running the fire department like a business Deccan staff culture

27 P R E D I C T I V E M O D E L I N G A N D D Y N A M I C D E P L O Y M E N T S Y S T E M S ( P M / D D S ) Features of the System: Effective ongoing use of existing resources Strategic & efficient placement of apparatus Thorough, responsive and cost-efficient emergency coverage Improve 1 st on scene time Maximize coverage & availability Public and responder safety

28 O B J E C T I V E S Get the right staff and equipment to the right location in the right amount of time, to offer the greatest benefit Reduce overall response times, increase unit efficiency, and reduce costs How? Scientific analysis of our own data Risk-based standard of cover Response targets selected by policy makers (sustainable) Defendable through good science

current response targets) New Deployment (red has shifted

29 P M / D D S : A N A LY S I S New Station Added New Deployment Current Deployment (red areas fall outside of current response targets) New Deployment (red has shifted to green to indicate achievement of response target with proposed change)

30 P M / D D S : M O D E L I N G Existing Response Areas Prior to analysis Best Guess New Response Areas Post Analysis Scientific Fact

31 P M / D D S : D E P L O Y M E N T Move to the Red Area NOW!

32 W H AT N E X T? Subject to the 2014 budget approval of the PM/ DDS, deferral of KFD Strategic Plan: Dec Response target system: 5 engines of 4 career firefighters, a mobile unit of 2 career firefighters, and a 2nd alarm Paid-On- Call (POC) response Glenmore Station.

33 9 New Station 5 POC 4 Career & 2 nd Alarm POC/Live-in & Live-out Career 4 Career 4 Career Mobile 2 firefighter squad 4 Career 7 Five: 4 firefighters engine companies & 2 firefighter mobile squad Minimum 2 POCs (Live-outs & Live-out) New KFD Direction

34 P R O C U R I N G D E C C A N Analysis: CAD Analyst/ADAM Modelling: BARB Deployment: LiveMUM 1. Business Case Development 2. Council Approval 3. Sole Source Purchase

35 T H E B U S I N E S S C A S E Objective of Fire Service Delivery SME s vs. Evidence-Based Decision Making Deployment of Resources Efficient and Effective Existing vs. New Consultant vs. in-house

36 C O S T B E N E F I T A N A LY S I S PM/DDS Component Potential Efficiency Operational Impact CAD Analyst/ADAM BARB Response Area Validation Analysis of current and validation of future fire station locations. Will validate that future stations are required and located where they have the greatest impact. Rationalize station response areas to optimize resource utilization. $3.3 million for KLO facility $1.8 Million/year first 5 years in career wages for KLO facility. Projected improvement of first on scene times due to optimal response areas. Low risk, low consequence request for services performed by smaller mobile unit, positioned where calls for service are greatest. LiveMUM Dynamic Deployment Rationalize call backs and move up of engine companies. Companies are only called back or moved up when risk tolerance rate is exceeded.

37 I M P L E M E N TAT I O N P R O C E S S A Multi-step process: Evaluate existing operation Determine valid response targets with Council direction and support Implement Deccan CAD Analyst to evaluate status quo performance Identify options for change Confirm efficient use of existing resources Run Orders/Areas (evaluated using Deccan BARB) Move Ups (using Deccan LiveMUM) Investigate potential changes (using Deccan ADAM) Alternate Deployment and Staffing configurations Station relocation(s) New station(s) Demonstrate effectiveness of proposed improvements (using CAD Analyst)

38 I M P L E M E N TAT I O N C O M M I T T E E Broad Representation (internal/external) Monthly Meetings Review project plan and status Provide input Project Champions Establish Top of Mind Needs Communications Conduit

39 W H E R E A R E W E TO D AY? Implementation Committee Regular updates via Coffee Break CAD Analyst Delivered Testing in progress ADAM Fall 2014 BARB Winter 2014 LiveMUM

41 Questions?

EMS DUTY POLICY. PURPOSE: The purpose of this policy is to define a member's status, minimum duty hour requirements and scheduling process.

EMS DUTY POLICY. PURPOSE: The purpose of this policy is to define a member's status, minimum duty hour requirements and scheduling process. Virginia Beach Department of Emergency Medical Services CASS # 103.01.01 Index # Operations EMS DUTY POLICY PURPOSE: The purpose of this policy is to define a member's status, minimum duty hour requirements