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Home My WebLink AboutDTS-10-036 - Region of Waterloo Emergency Dispatch Model ReviewJ KITC~~R De~elopment& Technical5ervrces REPORT T0: 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 5-1 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 5-2 Region of Waterloo Dispatch Model Review Working Group Report - Dec.12009 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 onthe 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. ~ 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 toencourage 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. With 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. 5-4 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 LocallRegion 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 5-5