HomeMy WebLinkAboutCSD-12-027 - Regional Communications Centre1
Staff Re,~ort
KIT(;x~l\`~.R tammunity Services Department www.kitthenerca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: February 27, 2012
SUBMITTED BY: Tim Beckett, Fire Chief, 741-2926
PREPARED BY: Tim Beckett, Fire Chief, 741-2926
WARD(S) INVOLVED: All
DATE OF REPORT: February 7, 2012
REPORT NO.: CSD-12-027
SUBJECT: REGIONAL COMMUNICATIONS CENTRE UPDATE
RECOMMENDATION: For information only
BACKGROUND:
The region of Waterloo conducted a review of the recent helicopter crash that occurred on
November 28, 2011. During this review, a number of recommendations were identified by
Retired Chief of Police Larry Gravill. These recommendations were supported by Regional
Council.
Most of the recommendations deal with Regional operational issues with the airport and allied
agencies, however one recommendation proposes that one common regional dispatch model
would allow resources to be quickly dispatched during emergencies.
Council has previously supported in principle the Region of Waterloo Emergency Dispatch
Model working group (DTS 10-129 and DTS 10-036). The recommendations included the
consolidation of fire dispatch centres into one and be co-located with Waterloo Regional Police.
The work of this group was to look at the opportunity to reduce response times for emergency
medical calls. This work has been put on hold pending the outcome of the Emergency Medical
System Technology Infrastructure Framework (EMS-TIF) project which will allow EMS calls to
come directly to Fire through computer technology and resembling a simultaneous notification
for Fire and EMS units. This work is underway and is expected to be trialed in Kitchener in mid-
March.
REPORT:
The principles of a consolidated fire dispatch system working in a common dispatch centre with
allied emergency response agencies (Police and EMS) are strong. However, there are a
number of issues that still need to be examined before we can commit to one common centre.
The issues that need to be examined in more detail are:
Governance models and whose jurisdiction the dispatch centre will fall under. Police,
EMS and Fire service operations are all very different and require unique protocols and
IF - 1
communication procedures to protect the public and the emergency service responders.
It's not as simple as a police dispatcher is a fire dispatcher is an EMS dispatcher, etc.
2. Financial issues such as the capital start up costs, operational and staffing costs,
potential cost avoidances and a funding formula for the allocation of operating such a
centre.
3. Labour relation issues such as collective agreements, training and procedures.
4. Design requirements, technology and infrastructure needs
Future meetings are being set up with the various stakeholders to discuss the principles and the
next steps to move forward.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
A common dispatch centre concept aligns with the corporate strategic plan as it improves
emergency management and response and addresses health and safety concerns of citizens
(PHS1 & 2). It allows for clear understanding of our response and capabilities which aligns with
Organizational Governance, At the Ready (E5.5)
FINANCIAL IMPLICATIONS:
There are no current financial implications. Any financial implications that present themselves
will be brought to Council as part of a budget review.
COMMUNITY ENGAGEMENT:
This is a Regional project and they would lead the Community engagement pieces at this time.
As the review progresses, a further report will be presented to Council and will include the
Community engagement strategy if applicable.
ACKNOWLEDGED BY: Jeff Willmer, Deputy CAO Community Services
IF - 2
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Development &
Techr~fcal Services
REPORT TO: Councillor Weylie and Members of the Development and
Technical Services Committee
DATE OF MEETING: February 8, 2010
SUBMITTED BY: Tim Beckett, Fire Chief
PREPARED BY: Tim Beckett, Fire Chief (2926)
WARD(S) INVOLVED: All
DATE OF REPORT: January 18, 2010
REPORT NO.: DTS-10-036
SUBJECT: REGION OF WATERLOO EMERGENCY DISPATCH MODEL
REVIEW
RECOMMENDATION:
"That the recommendations of the Dispatch Model working group presented in their
December 2009 report to the All Council Meeting on December 3, 2009 be supported in
principle;
And that the Fire Chief or designate and members of the Human Resources, Finance and
Legal Divisions, as required, participate in the next steps of the regional emergency
dispatch model review;
And that local MPPs, AMO and the Minister of Health and Long Term Care be contacted
to encourage the Ministry to participate in discussions with regards to the regions
emergency dispatch model. "
BACKGROUND:
In adopting the recommendations of the 2007 Emergency Services Master Plan, the Regional
Municipality of Waterloo established a Dispatch Model working group to evaluate a full range of
emergency services dispatching options including status quo. The City of Kitchener Fire Chief
Tim Beckett, Deputy Fire Chief Gary Mann and Manager of Human Resources Lesley Bansen
had input and participation on the working group.
This group worked with PGST Consulting to assess cost and effectiveness of the current model,
conduct an environmental scan for existing dispatch models, identify industry best practices and
identify various models for consideration of how they might work in Waterloo Region. The
consultants were not asked to make any recommendations on the model that should be
implemented in the Region. The task was left to the working group to make that
recommendation. Terms of reference were developed for the consultant to work within.
The first priority of the review and any recommendations moving forward were to ensure the
best possible customer service, which in this case, is to get the quickest trained help to those in
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need of emergency medical assistance. The group also looked for reduction of dispatching
times in general and for increases in financial efficiencies. In addition to an ambulance
response, emergency medical response within the tiered response system makes up
approximately 50-60% of emergency responses for the Kitchener Fire Department or about
5,500 to 6,000 actual calls per year.
The following recommendations are the consensus of the members of the working group
1. Fire Services dispatching should be consolidated into one fire communications
centre co-located with the Waterloo Regional Police Communications Centre.
2. Enhanced technology, including automatic vehicle location for fire services,
electronic linking of Fire and EMS computer aided dispatch systems and pre-alert to
ambulances should be implemented to reduce response times for medical
emergencies. The committee is recommending that the Region and Municipal
governments communicate with the Province regarding these improvements to
community safety.
3. Central Ambulance Communications Centre (CACC) should be co-located with
Police and Fire Dispatch Services in the same facility.
REPORT:
The report of the Working Group was presented to the all Councils meeting on December 3,
2009 for information purposes, attached as appendix 1. Each area municipal fire service was to
take a report back to their local council to obtain direction on the recommendation to move
forward with the next steps and investigations in greater detail. These investigations and next
steps will be the basis for a final decision to proceed to be made in June 2010.
These next steps include
1. Labour relation issues such as collective agreements, training, procedures, etc.
2. Financial issues such as capital costs, detailed operational and staffing costs,
potential cost avoidance and a funding formula for the allocation of operating and
capital costs amongst municipalities.
3. Facility design and requirements for a hot back up location.
4. Governance model.
5. Technology and infrastructure needs with review of feasibility and costs.
6. Township partners and stakeholder consultation.
7. Ministry of Health and Long Term Care consultation on recommendations 2 and 3
above.
8. Any other matter that has not been identified and needs to be considered.
FINANCIAL IMPLICATIONS:
At this stage in the review the only financial implication identified is staff time to participate on
the working group. If there are new substantial financial implications identified this will be
brought back to council.
ACKNOWLEDGED BY: Jeff Willmer
IF-4
Region of Waterloo
Dispatch Model Review Working Group Report -Dec. / 2009
Background
In adopting the recommendations of the 2007 Emergency Medical Services Master Plan, the
Regional Municipality of Waterloo established a Dispatch Model Working Group to evaluate a
full range of emergency services dispatching options including the status quo.
The Working Group worked with PSTG Consulting to assess cost and effectiveness of the
current model, conduct an environmental scan for existing dispatch models, identify industry
best practices and identify various models for consideration of how they might work in Waterloo
Region. It should be noted that the working group did not ask the consultant to make any
recommendations on the model which should be implemented in Waterloo Region.
The first priority of the review and any recommendations was to ensure the best possible
customer service which, in this case, is to get the quickest trained help to those in need of
emergency medical assistance. The Group also looked for reduction of dispatching times in
general and for financial efficiencies. In addition to an ambulance response, emergency
medical response within the Tiered Response System in the Region makes up between 50-60%
of emergency responses for local fire departments.
The Working Group membership included:
Larry Gravill, Retired Chief, Waterloo Regional Police Service, (Chair)
John Prno, Director, ROW Emergency Medical Services (Project Manager)
Matt Torigian, Chief, Waterloo Regional Police Service
Brent Thomlison, Deputy Chief, Waterloo Regional Police Service
John deHooge, Regional Fire Co-ordinator and Chief, Waterloo Fire Rescue
Terry Allen, Chief, Cambridge Fire Department
Tim Beckett, Chief, Kitchener Fire Department
Gary Mann, Deputy Chief, Kitchener Fire Dept
Glenn Roach, Director, ROW Employee Relations
Lee Parent, Manager, ROW Manager of Budgets and Financial Services
Rick Hummel, Manager, Waterloo Region Emergency Services Training and Research Complex
George Vandermey, Human Resources, City of Cambridge (Resource Staff to Committee)
Leslie Bansen, Human Resources, City of Kitchener (Resource Staff to Committee)
MOHLTC; invited but declined to participate
Terms of Reference for the Working Group and PSTG Consulting were:
a) Identification and review of the various emergency services dispatch models in existence
in North America.
b) Review and analysis of professional and accreditation standards related to emergency
service providers.
c) Conducting a gap analysis of the current dispatch model and industry best practices.
d) Review and analysis of the affected agency communication issues including inter-
operability.
e) Review and analysis of the affected agency records management systems.
f) Review and analysis of the impact on human resources and labour relations in relation
to the various dispatch models. ~ ~ _
g) Review and analysis of technology to support an increase in effectiveness and
efficiency.
h) Review and analysis of infrastructure requirements to support the various dispatch
models.
i) Identification of industry best practices relating to emergency services dispatch
performance measurement.
j) Review of governance issues relating to the various dispatch models.
k) Identification of educational and skill development issues relating to the various dispatch
models.
I) Review and analysis of risk management issues relating to the various dispatch models.
m) Cost/Benefit analysis, financial impact and future cost avoidance of the various dispatch
models.
n) Review and analysis of timelines associated with the implementation of the various
dispatch models.
Recommendations
The following recommendations are the consensus of the members of the Working Group:
1. Fire Services Dispatching should be consolidated into one fire communications centre
co-located with the Waterloo Regional Police Communications Centre.
2. Enhanced Technology, including Automatic Vehicle Location for Fire Services, electronic
linking of Fire and EMS Computer Aided Dispatch systems, and pre-alert to ambulances,
should be implemented to reduce response times for medical emergencies. The
committee is recommending that the Region and municipal governments communicate
with the Province regarding these improvements to community safety.
3. Central Ambulance Communications Centre (CACC) should be co-located with Police
and Fire Dispatch Services in the same facility.
It is noted that recommendations #2 and #3 require co-operation by the Ministry of Health and
Long Term Care. The MOHLTC chose not to participate in the Review of Dispatch Services for
the Regional Municipality of Waterloo and have been reluctant to support efforts similar to
recommendations #2 and #3 in other areas. Data is available that shows ambulance response
times can be decreased by enhanced technology. Therefore, the Working Group is advancing
these recommendations to encourage further discussion with the Provincial Ministry.
Benefits of Recommendation #1
1. Fire gets on the road to medical calls one minute and 16 seconds faster because the call
goes directly to Fire and EMS simultaneously from the 9-1-1 Operator rather than
through the EMS call taker.
2. An emergency vehicle is dispatched 49 seconds earlier because fire receives the call
sooner and is able to dispatch quicker.
3. nth Police and Fire operations in one facility, co-ordination of response in large
situations can be improved.
4. In house IT support could be provided with 24/7 coverage for Police and Fire Services
5. Future opportunities to share technology such as Automatic Vehicle Location (AVL)
systems and closest vehicle response.
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6. Staffing from Kitchener and Cambridge Fire Communications Centre can be
consolidated allowing for better utilization of resources resulting in a possible delay in
hiring additional staff.
7. Opportunities for improved supervision of fire communications operations on a 24 hour
basis.
Benefits of Recommendations #2 and #3
1. Automatic EMS and Fire notification, using AVL, will allow paramedics and fire fighters to
start getting ready to respond (reducing or eliminating turnout time) or heading in the
direction of the call, if they are on the road.
• Potential to save 2+ minutes for EMS.
• Potential to save up to 1 minute, 16 seconds on fire calls.
2. AVL on Fire vehicles will ensure only the nearest required emergency vehicle is
dispatched, preventing unnecessary duplicate emergency response and its potential
impact on public safety.
Next Steps
Present a report for consideration by Regional and Area Municipal Councils.
Over the next year the following topics will be investigated in greater detail.
• Labour Relations issues (collective agreements, training, procedures, etc.).
• Finance -detailed Capital Costs, detailed operational & staffing Costs, potential cost
avoidance. (allocation of operating and capital costs amongst municipalities)
• Facility design and requirement fora "hot" backup location
• Governance Model.
• Technology and Infrastructure needs to be reviewed with respect to feasibility and cost.
• Township partners and stakeholder consultation.
• MOHLTC consultation on recommendations #2 and #3.
• Any other matters to be considered.
Activity flow chart:
All Council Local/Region Interim Report New Council Go/No Go
Council Decision
Dec 2009 Jan 2010 June 2010 Dec 2010 Feb 2011
2012 Budget Construction Transition
Cycle Planning
Spring 2011 2012 Jan 2013
IF - 7
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Kl~rl ,~r~R
Development &
Techr~rcal Services
REPORT TO: Councillor Weylie and Members of the Development and
Technical Services Committee
DATE OF MEETING: June 21, 2010
SUBMITTED BY: Tim Beckett, Fire Chief (ext 2926)
PREPARED BY: Tim Beckett, Fire Chief
WARD(S) INVOLVED: all
DATE OF REPORT: June 10, 2010
REPORT NO.: DTS 10-129
SUBJECT: Regional EMS Master Plan Dispatch Model Review
RECOMMENDATION:
That support be re-affirmed for the original recommendations of the Dispatch Model
working group presented in their December 2009 report presented to the Regional All
Council Meeting on December 3, 2009;
And that the Fire Chief or designate and members of the Human Resources, Finance and
Legal Divisions, as required, continue to participate in future steps of the regional
emergency dispatch model review;
And that the Ministry of Health and Long Term Care be encouraged to make available to
all municipalities, any beneficial technological solutions identified in the Niagara Pilot
Project due diligence process;
And that the Ministry of Health and Long Term Care continue to be encouraged to
participate in discussion regarding locally appropriate improvements in emergency
service dispatching.
BACKGROUND:
On February 22, 2010 Council supported in principle the Region of Waterloo Emergency
Dispatch Model working group recommendations:
1. Fire Services dispatching should be consolidated into one Fire Communications
Centre co-located with the Waterloo Regional Police Communications Centre.
2. Enhanced technology, including automatic vehicle location for fire services,
electronic linking of Fire and EMS computer aided dispatch systems and pre-alert to
ambulances should be implemented to reduce response times for medical
emergencies. The committee is recommending that the Region and Municipal
governments communicate with the Province regarding these improvements to
community safety.
IF - 8
3. Central Ambulance Communications Centre (CACC) should be co-located with
Police and Fire Dispatch Services in the same facility.
Over the past five months, the Working Group has continued to investigate many aspects of the
proposed co-location, specifically around financial implications, labour relations and technology
issues. The Group also took the opportunity to visit the state-of-the-art Niagara Ambulance
Communications Service (the Ministry's Pilot Project site) to view the proposed technologies in
use.
REPORT:
The Group's original recommendations around physically co-locating Police and Fire
Communications came out of the Ministry's refusal to allow technological linking between the
Cambridge Central Ambulance Communications Centre and the regions two Fire
Communications Centres. Physical co-location allowed the same time saving benefit as
technology, providing a manual solution to notifying Fire earlier and enabling a Fire vehicle to
reach the site of a medical emergency one minute and sixteen seconds sooner than was current
practice. The ultimate goal of the recommendation revolved around providing the timeliest
emergency service possible for the Region's residents and visitors, given conditions being
imposed on us by the Province.
As the Niagara Pilot Project not only reduces Fire response times, but also pre-alerts EMS
crews using technology rather than physical co-location, the Working Group has become
increasingly interested in further assessing whether a similar solution could be implemented in
Waterloo Region. This investigation would allow the Working Group to further review the
financial, labour relations and technical issues of a virtual co-location as opposed to a physical
co-location.
Further study of virtual co-location does not imply that the other potential benefits of physical co-
location identified previously, are in any way less significant, but rather do not directly impact the
primary goal of reducing emergency medical response times. Better co-ordination of major
incidents, opportunities to share technology and common technological support, improved
supervision and delays in future staff enhancements, are all expected benefits of a fully co-
located dispatch model which bears further investigation.
It has become apparent that more research is necessary before a final decision can be made
whether or not to proceed with co-location of Police and Fire, or Police, Fire and EMS.
FINANCIAL IMPLICATIONS:
There are no financial implications at this time.
ACKNOWLEDGED BY: T. Beckett
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