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Fire

2016-2020 FINANCIAL PLAN

2015 ACCOMPLISHMENTS

ECONOMIC



To maintain operations based fleet

capacity, engines with tenure at or

beyond useful life, were replaced with

several engines providing economic,

social and environmental benefits:



4 Administration vehicles;



2 Inspection vehicles;



2 Engines; and



1 Technical Rescue vehicle.



Successfully retained a long standing

dispatch client contract and renewed

for an additional 5 year term;



Continued to minimize absenteeism

related costs through an Attendance

Management Program that resulted in

achieving a 63% perfect attendance;

and



Published 23 research articles and/or

papers illustrating the evidence-based

decision-making used for strategic

planning and emergency services

activity.

ENVIRONMENTAL



Electrical Fire Safety Initiative Team’s

ongoing contributions to improved

environmental conditions included 32

inspections, 13 illegal grow operations

detected, and 28 repair notices issued;



Electrical Fire Safety Initiative Team

mandate expanded to include an

inspection role with the Bylaws and

Fire Prevention, regarding problem

properties;



Increased employee engagement in

composting and energy saving

initiatives;



Continued to increase energy

efficiency of administration office

through introduction of energy

efficient appliances; and



Implemented reporting to enable

monthly reviews and reconciliations of

fuel consumption.

SOCIO - CULTURAL



The Administrative Development

Program (ADP) enrolled six staff for

development for future exempt

positions. A combination of work

experience with educational

opportunities and work projects were

provided to all staff. Two vacant

exempt positions were filled by hiring

two staff who coincidentally were in

the Administration Development

Program;



Training for HOPE-4 health screening

research project was completed in

2015;



Performance metrics software has

provided employees with regular

feedback, resulting in improvements

in all areas of measured performance;



Kept pace with the Recovery House

inspection program across the City

including the regular re-inspection

process;

150