2016 preliminary operating and capital budgets · 2016-03-11 · 2016 major expenditure changes...

Winnipeg Fire Paramedic Service

2016 preliminary operating and capital budgets

Standing Policy Committee on Protection

and Community Services and Parks

March 7th, 2016

Slide 1

-

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

100,000

2010 2011 2012 2013 2014 2015

Today’s situation – incident statistics

Slide 2

-

250

500

750

1,000

1,250

1,500

1,750

2,000

2,250

2,500

-

5,000

10,000

15,000

20,000

25,000

2010 2011 2012 2013 2014 2015

-

10,000

20,000

30,000

40,000

50,000

60,000

70,000

2010 2011 2012 2013 2014 2015

Total

Medical

Fire / Rescue

General

Hazardous

Specialty

Emergency

IFT

Dispatched incidents Fire incidents Medical incidents

Public safety weighted highest importance by 80% of people

Very satisfied & Somewhat satisfied percentage trends:

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2010 2011 2012 2013 2014 2015

Fire and rescue response

Emergency medical response

Fire and injury prevention

Disaster preparedness

Today’s situation - citizen survey 2015

Slide 3

Service operates 24 / 7

86% of departmental expenditure is staffing

Number of apparatus drives staffing need

49 Fire apparatus

32 Ambulances

Need a higher staff complement to ensure minimum number of staff available to work (the effect of vacation, training, injury, sickness)

Fire 2016 staffing ratio maintained at 1.29

Ambulance 2016 staffing ratio maintained at 1.34

Today’s situation - service insights

Staffing ratio means:

For every person required on shift

multiply by staffing ratio to get numbers

of staff that need to be employed

Slide 4

Unique integrated medical service model

Ambulance only travel times


Travel

time

(secs)

Travel

time

(mins)

Colour

0-120 <2

120-240 <4

240-300 <5

300-480 <8

>=480 >=8

Slide 5

Unique integrated medical service model


Travel

time

(secs)

Travel

time

(mins)

Colour

0-120 <2

120-240 <4

240-300 <5

300-480 <8

>=480 >=8

Fire and ambulance travel times

Slide 6

Lowest cost per ambulance unit hour (OMBI 2014)

Lowest cost per fire unit hour (OMBI 2014)


Slide 7

Senior firefighter development program

Provides firefighters who will be moving into the supervisory role of Lieutenant with the

knowledge and skills that are necessary to effectively undertake command at emergency

scenes. Other topics include incident safety, conflict resolution, respectful workplace,

leadership and dealing with direct reports with further emphasis being placed on the

core competencies that have been adopted by the City of Winnipeg.

Paramedic coach/mentor program

The paramedic workforce currently has less than 50% of paramedics with 5 years of

service. The MGEU and City have developed a leadership, mentor / coach role within the

paramedic ranks. 17 paramedics have successfully completed the program and are now

available to provide support and assistance to junior members of the workforce.

2015 accomplishments

Slide 8

Implementation of fire pre-plan software

Fire pre-plans contain important and crucial information regarding buildings and

properties that can be accessed by fire crews responding to emergency scenes. This

information regarding the building layout, water supply, egress routes, fire suppression

systems and dangerous goods stored on-site is made immediately available to

firefighters. Pre-Plan information contributes to greater incident safety and assists in the

development of the incident action plan which includes fire suppression plans and the

rescue plan. This will improve the outcome on the Fire Underwriters Survey.

Implementation of pediatric transport pods

These are specialized pods that keep newborns safe and secure during emergency

transport in the ambulance. The pod allows for the infant to be secure during transport

while still allowing the paramedics full access to the infant for assessment and treatment.


Slide 9

12 lead transmission extended to all licensed paramedics

A training program was developed and completed to ensure all licensed paramedics are able to assess a patient experiencing cardiac symptoms and perform a 12 lead ECG. This allows paramedics and other health care clinicians the ability to determine if injury to the heart muscle is occurring. The 12 lead acquisition is fundamental to the WFPS STEMI program.

Online ambulance invoice payment

Service users are now able to pay their ambulance invoice over the internet via the city website:

http://winnipeg.ca/fps/billing/


Slide 10

2016 financial overview - operating

% Change 2016

preliminary

2015

adopted

2017

forecast

2018

forecast

Total expenditure 6.6% 11.8m 190.2m 178.4m 209.7m 204.1m

Total revenue 10.4% 5.6m 59.4m 53.8m 65.7m 63.2m

Mill rate support 5.0% 6.2m 130.8m 124.6m 144.0m 140.9m

2016 major expenditure changes

$7.1m collective agreement settlements

$2.6m Expansion of MSP and EPIC paramedic service to improve service to those most in need

$1.1m 2016 capital program funding

$0.8m Fire apparatus replacement program

2016 major revenue changes

$4.5m Increased WRHA cost share

$1.0m Increased fees and charges

Slide 11

2016 financial overview - operating

$163.2

$27.0

Salary to non salary cost ($m)

Salary

Non salary

Total: $190.2m

14%

86%

86%

14%

Slide 12

$163.2

$7.8

$6.0

$5.5

$3.1

$2.7

$1.9

Departmental expenditure ($m)

Staff Fleet Operational costs

Capital program Accommodation External services

Bad debt provision

Services provided


Medical response


Disaster preparedness $111.4

$13.8

$5.3 $0.4

Mill rate support ($m)

Total: $6.2m

$3.8

$2.4

$0.0 $0.0

Change 2015 to 2016

Total: $130.9m

Slide 13


Service description

To provide quick, proficient, emergency and non-emergency fire suppression and rescue assistance

Financial overview

Citizen satisfaction 2015: 95%

Slide 14

2015

adopted

2016

preliminary

2017

forecast

2018

forecast

Total expenditure 111.8m 115.9m 126.0m 124.6m

Total revenue 4.2m 4.5m 4.4m 4.4m

Mill rate support 107.6m 111.4m 121.6m 120.2m

Mill rate change: 3.8m


$103.4

$5.2

$2.9

$0.5

$0.8

$3.1

2016 expenditure ($115.9m)

Staff Services Materials

Equipment Finance charges Transfers & other

Slide 15

Expenditure changes ($4.1m)

FTE changes: None – maintained at 851 FTE

There are no changes to the number of fire fighters in 2016 or forecast changes in 2017 or 2018. The FTE in the service view shows an increase of 1 resulting from rounding up in the allocation of FTE to the service based view


3.7

0.9

-0.5

-1

0

1

2

3

4

Salary Fleet lease Other

Revenue changes ($0.3m)

0.3

0

0.1

0.2

0.3

0.4

Fees and charges

Slide 16


Fleet funding supports replacement of ageing apparatus in accordance with industry standards (no front line older than 15 years):

2016 replacements: 2017 replacements: 2018 replacements:

Over time this will become a smoothed cyclical replacement program

Slide 17

Apparatus Age

Ladder 20 yrs

Engine x 5 20 yrs

Shop truck 30 yrs

Squad x 4 25 yrs

Tanker 30 yrs

Apparatus Age

Water rescue x 2 31 yrs

Rescue x 4 25 yrs

Rehab vehicle 32 yrs

Apparatus Age

Engine x 2 20 yrs

Hazmat 21 yrs


Fire suppression fees and charges increasing by 25%

Key charges:

Fee Basis 2015

fee

2016

fee

Change

$

Change

%

Attendance fee: District

Chief and driver

Per hour

or part 244 305 61 25%

Attendance fee: pumper /

aerial ladder / rescue

Per hour

or part 977 1,221 244 25%

Slide 18

Medical response

Slide 19

Service description

To provide quick, proficient, primary response to all medical emergency situations, including pre-hospital patient care, transport and standby at critical Police, Fire and special events

Financial overview


2015

adopted

2016

preliminary

2017

forecast

2018

forecast





Medical response

$54.7

$4.7

$2.2

$1.1

$2.3 $3.2


Staff Services Materials

Equipment Finance charges Transfers & other

Slide 20


FTE changes:

Medical response

2015

adopted

2016

preliminary

Change # Change % 2017

forecast

2018

forecast

476 492 16 3% 498 498

5.8

1.2

0.2 0.2 0.1 0

1

2

3

4

5

6

7

Salary Capital Equip PPE Other


4.1

0.5 0.4 0.4

0

1

2

3

4

5

WRHA User fees Holding

charges

Other

Slide 21

Medical response – cost share

Eligible EMS expenditure

Departmental

costs and

revenues

Specialty programs (IFT; MSP;

EPIC; PEAK) 100% WRHA funded

Emergency ambulance

50% funded by revenue

25% funded by WRHA

25% funded by CoW

Slide 22

Medical response

Slide 23

Changes to Main Street Project (MSP)

Further responsibilities are being placed on the MSP paramedic following the Sanderson Inquiry recommendation, whereby discharge of IPDA should be via a paramedic after a medical assessment

The existing MSP resources are not sufficient to accommodate this additional requirement and maintain the health care responsibilities currently delivered

Outcomes

Improved health outcomes for vulnerable people

Address the concerns raised in the Inquiry

Increase

7 additional MSP trained paramedic FTE

(1 extra per shift)

Subject to full funding approval

Medical response

Slide 24

Changes to Emergency Paramedic In the Community (EPIC)

The EPIC service focuses on addressing the needs of the highest users of emergency services and identifying individuals who are at-risk of becoming high users

The aim is to develop care plans alongside other agencies to improve the service received by these individuals and improve their overall health and basic quality of life

Volume of need cannot be met with one vehicle – high demand for the service

40 can be enrolled in EPIC with one vehicle

Plan is to have five vehicles and therefore ability to support 200 enrollments at a time

Outcomes

Improved health outcomes for vulnerable people

Decrease in ER visits and therefore cost avoidance for ER

Release capacity in the EMS

Increase

17 additional EPIC trained paramedic FTE

(4 extra per shift)

Subject to full funding approval


Slide 25

Service description

To protect citizens and minimize loss of life and property through fire by checking compliance with building standards and providing fire and life safety education, advice to reduce need for emergency intervention

Financial overview


2015

adopted

2016

preliminary

2017

forecast

2018

forecast





$4.8

$0.6

$0.3


Staff Equipment Transfers & other

Slide 26


FTE changes: None – maintained at 42 FTE

There are no changes to the number of staff in 2016 or forecast in 2017 or 2018. However, the FTE in the service view has decreased by 1 as a result of rounding in the allocation of FTE to the service based view


0.1 0.1

0

0.1

0.2

Salary Other


0.2

0

0.1

0.2

0.3

Fees and charges

Slide 27

Fire inspection fees and charges increasing by 25%

Inspection charges (plus GST):


Fee Basis

(*)

2015

fee

2016

fee

Change

$

Fireworks site inspection <3 hours Each 222 278 56

Fireworks site inspection additional hours / other hours 100 125 25

High hazard (F1) occupancies 150 188 38

Residential care facility Each 174 218 44

Various property types 100 125 25

Re-inspection (2nd plus) Each 83 104 21

Re-inspection (3rd plus) – fire crew Each 112 140 28

Post fire / complaint / after hours / requested 100 125 25

(*) per hour or part hour unless otherwise stated

Slide 28


Permit fee charges (GST not applicable):


Fee Basis

(*)

2015

fee

2016

fee

Change

$

Firework display – pyrotechnic special effects Each 167 209 42

Firework display – high hazard Each 167 209 42

Small quantity firework distribution storage permit (annual) Each 27 34 7

Fireworks distribution permit (annual) Each 112 140 28

Dangerous quantity fireworks storage permit (annual) Each 222 278 56

Open air fire permit Each 83 104 21

Permit cancellation fee Each 27 34 7


Slide 29


Miscellaneous charges (plus GST):


Fee Basis

(*)

2015

fee

2016

fee

Change

$

Second and subsequent review of fire safety plan Each 112 140 28

Emergency installation of smoke alarm Each 112 140 28

Annual license fee for licensed service person Each 21 26 5

Fine for unlicensed service person Each 552 690 138

Public education services provided outside regular hours 88 110 22

Fire extinguisher training license fee (five years) Each 106 133 27


Slide 30


Slide 31

Service description

To provide a prompt and co-ordinated response by the City of Winnipeg to major peacetime disasters

Financial overview


2015

adopted

2016

preliminary

2017

forecast

2018

forecast






$0.23

$0.06

$0.09


Staff Equipment Transfers & other

Slide 32

Expenditure changes

The addition of an administrative assistant to begin the process of resourcing this service at levels similar to comparable municipalities

FTE change: 1 FTE added in 2016 but pro-rating for recruitment timing creates a rounding effect which masks the increase


2015

adopted

2016

preliminary

Change # Change % 2017

forecast

2018

forecast

2 2 0 0% 5 6

Slide 33

Future plan:


Slide 34

Assistant Chief

Emergency

Preparedness

Emergency

Management

Co-ordinator

Emergency

Management

Officer

Emergency

Management

Officer

Public

Information

Officer

Social Media

Officer

Communications

Assistant

Administrative

Assistant

2016

2017

2018

2019

2016 financial overview - capital

Project / program 2016

preliminary

2017

forecast

2018

forecast

2019

forecast

2020

forecast

2021

forecast

Facilities optimization 0.7m 0.9m 3.9m 6.3m

P25 public safety radio system 3.7m

Equipment obsolescence 1.3m 4.5m 1.0m 0.8m 0.7m 0.7m

911 call centre resilience 0.9m 0.3m 0.1m

Computer aided dispatch 7.1m

Station capital maintenance 3.9m 2.9m 1.3m 4.4m 7.7m

Decontamination unit 0.1m

EMS training equipment 0.1m

Total 5.8m 16.4m 8.7m 8.7m 5.2m 8.5m

Slide 35


$0.7

$3.7

$1.3

$0.1

2016 capital program ($m)

Facilities optimization

P25 public safety radio system

Equipment obsolescence

Decontamination unit

Slide 36


$(5.0)

$(4.0)

$(3.0)

$(2.0)

$(1.0)

$-

$1.0

$2.0

Facilities

optimization

P25 public safety

radio system

Equipment

obsolescence

Decontamination

unit

CAD Station capital

maintenance

Changes to the forecast 2016 capital budget

Slide 37

Deferred

program to

allow master

planning

Centralization

of project

Inclusion of

other obsolete

equipment at

end of life

Improved

cleaning of

apparatus

Deferred until

completion of

comprehensive

specification

complete

Deferred

program to

allow master

planning

Main changes:

This program seeks to maximize the long term efficiency of the station network

Ensures station coverage across the city so that all citizens benefit from a common level of service

This program has been deferred in order to complete long term strategy documents and establish a route map to achieve desired outcomes

2016 allows the strategic planning documents to be developed and an outline evaluation of Station 9 (Marion) and 15 (Autumnwood) given their current condition

Facilities optimization

$0.7m

Slide 38

The Fleetnet radio system provides the primary communication channel with responders at scene

This system is operated jointly by both the Police and Fire Paramedic Service and has interfaces provincially and nationally

The Fleetnet system is an end of life and this project seeks to develop the alternative solution

2016 provides the funds necessary to procure the required P25 radio system for emergency services

P25 public radio safety system

$3.7m

Slide 39

This program seeks to replace the critical equipment used by fire fighters and paramedics in a systematic and ongoing basis to ensure service delivery can be maintained

2016 allows for the replacement of:

- end of life Hazmat suits used to protect responders from harm where incidents involve hazardous materials

- end of life stair chairs to ensure patients can be safely transported from their residence in situations where a stretcher would be impracticable

- end of life monitor/defibrillators that provide mobile cardiac monitoring and resuscitation

Equipment obsolescence

$1.3m

Slide 40

This project acquires specialized decontamination units to mitigate the spread of infectious diseases by routine cleaning of ambulances and fire apparatus after suspected exposures

This reduces the current exposure of paramedics and fire fighters when cleaning by hand will help to get vehicles and staff back on operation duty faster

2016 provides the funds necessary to procure the required decontamination units

Decontamination unit

$0.1m

Slide 41

Questions

Slide 42

2016 preliminary operating and capital budgets · 2016-03-11 · 2016 major expenditure changes...

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