2006 Audit Recommendations  -  Status Tracking 
  Document 3
  Audit:  Fire Services  (Lead:  Steve Kanellakos)          
  Audit Recommendation Management Response  Budget Implications 2008 or Beyond Related Council Motions Status Update / Comments  
             
    Audit Management Response Action Required Based on DCM Implementation Plan   Management Timelines    (Q1- Q4) ($$ if known)   (Status, risks, issues regarding implementation, etc)
1 That the existing regulatory By-law for Fire Services, carried over from the former City of Ottawa, be repealed and that the Ottawa Fire Service develop a new Establishing and Regulatory By-law for Council-approval which clearly articulates all key objectives and features of the fire service. Management agrees with the recommendation and will bring forward a By-law in Oct 2007. Bring forward a By-law in Oct 2007 Q4 - 2007     By-law reviewed by management team in December 2007.  Draft will be revised in Q1 2008.
3 That the Ottawa Fire Service, in concert with both the OMBI and Fire Marshal initiatives, develop a comprehensive set of performance measures that adequately reflect its strategic and operational objectives in order to provide adequate performance information to Council. Management agrees with the recommendation.

As part of the Corporate Planning and Performance Reporting Office (CPPRO), performance measures were established and Fire Services has been reporting on these measures for the past year.   A comprehensive set of performance measures was also established for Fire Services through the OMBI group, which are currently being reported to Council through the established OMBI reporting process.  These measures include Residential Fire Related Injuries per 100,000 population (3 measures - Urban, Rural and Entire Municipality); Percentage of all Residential Fire Related Injuries in Dwellings with a Working Smoke Alarm (entire Municipality); Rate of Firefighter Injuries (entire Municipality); Residential Fire Related Fatalities per 100,000 population (3 measures - Urban, Rural and Entire Municipality); Rate of Residential Structural Fires with Losses per 1,000 households (3 measures - Urban, Rural and Entire Municipality); Rate of Commercial & Industrial Structural Fires with Losses per 1,000 properties (3 measures again).		 In addition to the prescribed OMBI measures, Fire Services will provide an annual report to Council that reflect performance against strategic and operational objects as cited in Management’s response to Auditor recommendation # 4 provided appropriate resources can be secured. Q1  - 2007     Since the Audit in 2006 Fire Services has been working to increase the number of reportable performance measures. In 2005 OFS reported on 54% of approved measures, in 2006, OFS reported on 77%. In 2005 there were 37 approved OMBI measuresand this increased to 47 in 2006.
The branch continues to actively participate on the Fire Marshal's Expert Panels on Performance Measures. Work is also currently underway with partners in other municipalities to draft indicators not utilized by OMBI or the Fire Marshal which better reflect the operational and strategic objectives of Fire Services.
4 That the Ottawa Fire Service develop an annual reporting mechanism to provide Council with regular information on overall Branch performance against objectives and performance measures, including the results of all major fire events. Management agrees with the recommendation.

Ottawa Fire Service will report annually, through Standing Committee, as directed above including updates on Branch performance and a consolidated summary of major events from the previous year in Q2 each year.   In addition, Fire Services will continue to report its performance through the existing mechanisms such as the Corporate Annual Report, OMBI Annual Report and the Quarterly Performance Report to Council.   		Develop an annual reporting mechanism to provide Council with regular information on overall Branch performance against objectives and performance measures, including the results of all major fire events. Q4 - 2007     Fire Services is currently developing the annual reporting mechanism and implementation plan.
5  That the Ottawa Fire Service complete the current risk assessment and station location study on a priority basis and ensure that opportunities for efficiencies are identified. Management agrees with the recommendation.

In 2004, Council approved funding for a Station Location Study.  The study is currently underway which includes a partnership between Ottawa Fire Service and the Ontario Fire Marshal’s office.  Part of the study includes the development of a risk assessment for the City of Ottawa based on the local available data.  The final report is anticipated to be completed in Q3 2007 and will reflect opportunities for efficiencies and growth driven service requirements that are identified through the study.  This report will also provide sufficient information to Council in order for them to approve emergency service response standards for the Fire Service based on the Ontario Fire Marshal’s Public Fire Safety Guidelines.		 Complete the current risk assessment and station location study on a priority basis and ensure that opportunities for efficiencies are identified Q4 - 2007     A memo on this matter was circulated in November 2007 by the DCM of Community and Protective Services . Report scheduled to come forward to CPSC on March 20, 2008 and to Council on April 9, 2008.
6 That, once the current risk assessment and station location study is completed, the Ottawa Fire Service establish a process for regularly reassessing fire risks in the community. Management agrees with the recommendation.

Once the risk assessment is approved by Council, Fire Services will be able to and are committed to regularly updating risks based on updates to input information (i.e., population density, building density etc.).  The Public Fire Safety Guidelines (04-45-03) recommend that a municipality update their risk assessment every three years.  Given the automated nature of the new risk assessment, the Ottawa Fire Service will be able to update their risk assessment regularly. 		Establish a process for regularly reassessing fire risks in the community Q4 - 2007     To obtain a certificate of compliance the Ottawa Fire Service has to complete a risk assessment every 3 years. A complete risk assessment was done in 2002-2003 and during the station location study in 2005-2006 and another will follow in 2008-2009.
8 That the City re-assign responsibility for all hydrant inspections to Drinking Water Services and re-instate inspections of hydrants on City and privately owned properties on a cost-recovery basis. Management agrees with the recommendation.
 
This decision would expedite hydrant inspections, performed by Ottawa Fire Services, since a record of the hydrant inspection would be readily available from City records. 
Private hydrant inspections on City owned land was provided on a limited basis by Drinking Water Services in the past, but it was assumed by RPAM as a result of a Universal Program Review reduction. As a result RPAM developed a regulatory-compliant Preventive Maintenance Program that provides an effective tracking system through a database. This service is contracted out and RPAM has contractual obligations ending on December 31, 2007.  RPAM recommends the decision on changing the current practice should be based on a cost-comparison analysis.
  2008     No change.  PWS is planning to submit a strategic report in Q2 2008.

Given the considerable amount of information, consultation and assessment required to fully assess the impact of reinstating a level of hydrant inspection, it is anticipated that DWS will not be in a position to make a full report until Q2 2008.
Drinking Water Services can’t take on the responsibility of service without additional resources. However, if directed by Council, to take on the inspection service for hydrants on both City owned and private property, staff would first assess the level of service to these private hydrants to ensure full compliance with regulations and provide a report outlining the budget requirements, potential liability implications and preferred service delivery method. The cost for this service could be recovered on a fee for service basis, as was the case previously.
9a) That the Ottawa Fire Services pursue opportunities to enhance the investigation program including:

a) placing investigators on shifts vs. the current overtime/on call
approach; and,
 Management is supportive of the notion to review a shift rotation model for investigators and to complete a detailed cost/benefit analysis of implementing a potential plan.  However, any movement in this direction would require a memorandum of understanding to be added to the collective agreement and will require negotiation with respect to the Collective Agreement between the City of Ottawa and the Ottawa Professional Firefighters’ Association.  Pursue opportunities to enhance the investigation program. 2009 - Next Round of Bargaining     Pending arbitrator's award.
11 That the Ottawa Fire Service pursue the development of a public education program related to false alarms. Management agrees with the recommendation.
 
Fire Services will be reporting back in Q4 2007 to Standing Committee after completing a follow up review of findings from comparable municipalities who have recently implemented false alarm programs to determine feasibility of a program in Ottawa. 		To pursue the development of a public education program related to false alarms Q4 - 2007     To be reviewed in Q2 2008.
12 That the Ottawa Fire Service implement a formal management-led incident debriefing process, including a standard format for discussion and documentation of all findings and recommendations and report the results on all major incidents to senior management. Management does not agree with the recommendation.

The current debriefing sessions for incidents are currently conducted at the appropriate operational level of the organization based on severity of the incident.  The organizational structure within the Fire Services is as follows:  Fire Chief, Deputy Fire Chief(s), Platoon Chief(s), District Chief(s), Captain, Lieutenant(s) and Firefighters.  The Incident Commander at a call could be a Captain, District Chief or a Platoon Chief depending on the severity of the incident.  This is the senior person at the call and is therefore, the best-positioned staff to manage a debriefing session, as they were present and participated in the call.  Feedback from the debriefing sessions is then provided to the Fire Chief and Deputy Fire Chief(s) – Management - through a variety of formal processes. 
Design and implement a formal management-led incident debriefing process. Q4-2007     This item was discussed at the CAWG in October 2007 and it was agreed  that this will be revisited when the arbitrator has ruled on allowing unionized staff to become management.
The management team then provides direction on changes at a strategic level such as changes to coordination of other city services, tactics and policy and procedures necessary to address weaknesses identified through the debriefing session in an effort to ensure staff are better prepared in the future.  Fire management can and do request and receive additional information that they may require on any incident in order to make necessary recommendations on improving services.
13 That the Ottawa Fire Service develop a consolidated Long-Range Strategic Plan that outlines its future role and its strategy regarding the types of resources, training and skills that will be required in the future to best ensure public safety. Management agrees with the recommendation.

Ottawa Fire Services is in the initial stages of planning and has begun to develop a format and approach for the next stages for longer range planning anticipated to be complete in 2008. 		To develop a consolidated Long-Range Strategic Plan that outlines service future role and strategy regarding the types of resources, training and skills that will be required in the future to best ensure public safety. Q4 - 2008     Resources not approved in the 2008 budget to pursue this.
14 That the Ottawa Fire Service revise its management structure by creating additional managerial positions below the Deputy Chief position, by utilizing existing vacancies. Management agrees with the recommendation in principle.

The Ottawa Fire Services Branch agrees that additional managerial positions are required below the Deputy Chief position, however the issue is currently before an Interest Board of Arbitration regarding the Collective Agreement between the City of Ottawa and the Ottawa Professional Firefighters’ Association.		 The action is currently before a board of arbitration and awaiting a ruling. Q4 - 2007     Pending arbirtator's award.
15 That the Ottawa Fire Services explore other potential opportunities to revise
its management structure including:
§ Assigning Platoon Chiefs to non-shift regular hours; and,
 Management disagrees with the recommendation.

The Collective Agreement between the City of Ottawa and the Ottawa Professional Firefighters’ Association and the Fire Protection and Prevention Act prescribe the hours of work and shift rotation to be utilized in the Fire Service Suppression and Operations’ Divisions. Accordingly, it would not be possible to assign these individuals to non-shift hours. To remove the position from the Platoon would require the consent of the Firefighters' Association, as it would be a collective bargaining issue. Secondly, It is important to note that the Platoon Chief is the single person in charge of each of four platoons in the 24/7 operations.  They are the most senior person on duty citywide – including the rural areas, in the absence of Fire management, to provide oversight on behalf of the City. While management advocate that additional management positions are required overall per Auditor recommendation #14, the operations require oversight at the Platoon Chief level 24/7.		   Q4 - 2007     This recommendation was discussed at CAWG in October 2007 and it will be revisited once the ruling comes down from the arbitrator.
15 § Exchanging the existing non-unionized Rural Sector Chief positions with the existing Platoon Chief positions. Management disagrees with the recommendation.

Currently Ottawa Fire Service enjoys the service of a successful Volunteer Complement of approximately 400 Firefighters.  At amalgamation, after careful consideration, a decision was made to create the rural management positions as excluded from any bargaining unit. The Rural Sector Chief is a unique position that manages the recruitment, training, retention, oversight and termination of volunteer (non-unionized) firefighters.  Their job is non-traditional in nature where they manage operations as well as act as a community liaison between the community they serve and the Ottawa Fire Service.  Their hours are irregular by definition with training and other work required in the evenings and weekends when the volunteers are available after traditional work hours.  This particular job type does not fit within the Collective Agreement between the City of Ottawa and the Ottawa Professional Firefighters’ Association and it is appropriate that the Rural Sector Chief positions remain Management and Professional Exempt (MPE) positions. 		        For future discussion at Council Audit Working Group.
16 That the City realign its Labour Relations resources in order to provide additional support to the OFS.  Management agrees with the recommendation.

LR Management agrees with the recommendation in principle, however resource constraints preclude any action being taken at this time. 		  Unknown     Resource constraints preclude any action being taken at this time.
17 That the Ottawa Fire Service develop a set of core competencies for all officer positions and incorporate these into the job requirements in order to better facilitate merit-based promotions and succession planning. Management agrees with the recommendation.

It is important to note that the incorporation of competencies into the job requirements will require a major concession with respect to the provisions of the Collective Agreement between the City of Ottawa and the Ottawa Professional Firefighters’ Association - which continues to advocate promotions based on seniority rather than on merit. Consequently, in order to enhance the promotional system in this manner, a revision to the Collective Agreement is required.  In the interim Fire management believes that identification of core competencies for various job types in the Branch will allow the Service to provide training around those core competencies in an effort to ensure that although staff are currently being promoted to a great extent on a seniority basis, they have acquired the skills necessary to do the job.  To accomplish this recommendation, significant support and expertise from the Employee Services COE will be required. 		To develop a set of core competencies for all officer positions and incorporate these into the job requirements in order to better facilitate merit-based promotions and succession planning. Q4 - 2008     In order to implement this recommendation, an amendment to the current collective agreement would be required. Once the current round of negotiations are completed more information will be available.
18 That the Ottawa Fire Service:
a) examine the business processes related to incident reporting to ensure all information is captured as efficiently and effectively as possible;
b) explore the potential to consolidate its information systems activities on a Branch-wide basis; and,
c) in concert with Employee Services, integrate the Volunteer payroll with the corporate payroll system.		 a) Management agrees with the recommendation.
Fire Services is currently undergoing a business process review related to incident reporting in an effort to improve the process for capturing information and to assist in ensuring accuracy.

b) Management agrees with the recommendation.
Ottawa Fire Service contemplates being able to achieve consolidation of information on a branch-wide basis with the full implementation of all modules within their RMS anticipated for 2009.

c) Management agrees with the recommendation.
The City is currently exploring alternate options for paying the volunteer firefighters.		 a) To examine the business processes related to incident reporting to ensure all information is captured as efficiently and effectively as possible. b) To explore the potential to consolidate its information systems activities on a Branch-wide basis; and, c) in concert with Employee Services, to integrate the Volunteer payroll with the corporate payroll system. a) Q1 - 2008
b) Q1 - 2009
c) Unknown		     a) Fire Services has created a Quality Assurance/Quality Improvement position to be filled in Q2 2008.
b) Fire Department Management (FDM) - RMS position vacant since February 2007.
c) FDM - staff met with payroll manager in December 2007 to identify logistics and resources.
19 That the Community and Protective Service Department explore the potential for integrating its management information activities Management agrees with the recommendation.

Currently, Ottawa Fire Service has implemented five modules within their RMS: incident reporting, prevention (inspections/property module), training, personnel, and permits modules.  Currently being implemented is the asset management/preventive maintenance module with early meetings beginning to look at implementing the Roster Module, which is expected to be operational within the next 24 months.  With this information available, Fire Services could provide performance reporting against performance standards in addition to the reports currently being provided per the Auditor’s recommendation 3 & 4.  This information could be reported on a branch basis in Q1 2008.  		To explore the potential for integrating management information activities. Ongoing     Due to staffing vacancies the rostering module cannot be undertaken until 2009 (see #20).
19 and consolidating its communications centre operations on a department-wide basis. Management does not agree with the recommendation.

A consultant’s report completed at amalgamation recommended that the Emergency Services consider co-locating their communication centres.  However, preliminary costs for a consolidated communication centre were projected to be considerable and far outweighed the benefits the City was likely to realize.  A significant benefit of consolidating a communication centre is the capability to share information.  This has been achieved by the implementation of the new Fire CAD system, which is the same system that Ottawa Police use and now both services are sharing information and resources where appropriate.  The Ministry of Health and Long Term Care (MOHLTC) controls the Paramedic Communication Centre, although managed by the City of Ottawa, under a contract to the Province.  Consequently, any changes to the Centre operations require approval by the Province.  Some improvements have been made with information sharing by the limited implementation of the corporate radio system to the Paramedic Service.
        COMPLETE - Agreed to with the AG that Council has directed that this be reviewed. AG is going to look at the progress made in 2009 workplan.
19   In addition, current technology allows for a seamless delivery of service to the
citizens of Ottawa through the 911 system operated under contract by the Ottawa Police Service. Finally, a recent benchmarking review of seven By-law Services in the Province, revealed that it is not a best practice to co-locate By-law dispatching services with other City services.		          
20 That the Ottawa Fire Service pursue the implementation of the Rostering module on a priority basis and ensure that adequate orientation and training is provided to staff to facilitate its acceptance and use. Management agrees with the recommendation.

To implement the Rostering module within the RMS planned by Dec 31, 2008. In order to complete the implementation of the Rostering module, Fire Services will need to:
§ Upgrade the version of RMS from 4.2 to 6.0 (estimated time to do this is 1 year -  IT resources are required for this) as FDM is currently only releasing Rostering in version 6.0.
§ Hire a project and consultant team to train staff and resolve the issues. A work plan is currently being drafted.
§ A dedicated FTE is required to manage on an ongoing basis.		  To pursue the implementation of the Rostering module on a priority basis and ensure that adequate orientation and training is provided to staff to facilitate its acceptance and use. Q4 2007 (to start) estimated 2 years to complete.  Very dependant on appropriate resourcing.     The roll out of the software has been delayed by the Vendor.