Corporate Security & Emergency Management Summary of Submitted 2015 Budget From Rates

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1 Corporate Security & Emergency Management Summary of Submitted 2015 From Rates Service Expense Revised Non Tax Revenue Net Tax Supported Expense Draft Non Tax Revenue Net Tax Supported Increase / (Decrease) Over Previous Year Expense Non Tax Revenue Net Tax Supported Tax Supported (%) Emergency Management 236,333 (5,276) 231, ,704 (5,376) 231, (100) % Corporate Security 1,126,061 (34,514) 1,091,547 1,144,458 (35,170) 1,109,288 18,397 (656) 17, % Total to Maintain Existing Service Level 1,362,394 (39,790) 1,322,604 1,381,162 (40,546) 1,340,616 18,768 (756) 18, % Service Adjustments Submitted % 2015 EMERGENCY & SECURITY MANAGEMENT SERVICES AS SUBMITTED 1,340,616 18, % 2015 Highlights: $ % Maintaining Existing Service: Increase in administrative expenses, purchased services, and furniture and equipment due to operational requirements. 18, % Increase/ (Decrease) over prior year budget 18, % 2015 Draft for the City of London - December 8, 2014 Page 382

2 Business Plan: Emergency Management How does this service contribute to the results identified in the City of London Strategic Plan? A Caring Community The Emergency Management section s focus is to prevent, mitigate, prepare for, respond to and recover from major community emergencies in the City of London. The Emergency Management section leads the co-ordination of Corporate Service Areas, community agencies, support organizations, individuals, families, business and non-profit organizations who work together to make our city a disaster resilient community and amongst the best prepared communities in Canada. Name the main activities done to provide this service: Name The Activities Done To Provide This Service How Much Did We Do? (optional) Is The City Mandated To Provide This Service? 1. Emergency Preparedness and Response Activities in accordance with legislation Yes No 2. Training and Exercises 400 people Yes Yes 3. Public Education and Awareness Approximately 25 presentations per year, including Emergency Preparedness Week annually Yes Yes Can The Level Of Service Be Changed? What is the current state of this service? The Emergency Management section provides leadership, guidance and direction to ensure our city is safe. Our service is governed by the Ontario Emergency Management and Civil Protection Act and Regulations. Emergency Management Ontario, City Council and the Community Emergency Management Program Committee provide further direction and advice for the service. The service is a 24/7 service with the primary focus to contribute to the safety of our citizens through the effective management of community risks and emergencies. We have three primary programs to accomplish that focus: Emergency Response, Training and Public Awareness/Education Draft for the City of London - December 8, 2014 Page 383

3 The Emergency Response Program contributes to community safety through the development and maintenance or response plans, infrastructure and best practices. We also provide guidance, direction and assistance in the management of large scale emergency situations through the administration of a formal Incident Management System. Some specific tasks include developing and maintaining the overall London Emergency Response Plan, Community Hazard Identification and Risk Assessment and Critical Infrastructure Identification. We routinely engage our community partners in discussion related to best practices and procedural development. In addition, the Division continues to provide a formal training curriculum to members of our response community on both foundational and advanced training related to best practices in preventing and responding to emergencies. The section continues to engage the public through presentations, workshops, displays and training events to enhance emergency management awareness and knowledge. Current challenges in Emergency Management are primarily related to personnel resources and public engagement. Members of the public have many things to focus on and emergency planning is not high on their priority list. In addition, workload and fiscal pressures being experienced by many of our partners result in a lack of resources or time to engage fully in training and educational events. We continue to seek creative ways through enhanced partnerships to engage all of our partners across our community. Recent Achievements Annual Emergency Management Preparedness Week Open House which saw approximately 3000 members of the public through various displays and the Emergency Operations Centre Continued implementation of the Incident Management System Enhancement of the current public inquiry and notification systems including the use of contracted resources and technology to assist with both inquiry and notification Processes updated to reflect the new corporate structure. Public notification program will be in place by year end Ensure compliance with all aspects of the Emergency Management and Civil Protection Act and Regulations New partnerships and training opportunities across our community. For example, our Incident Commander Training for first responders (Police, Fire, and Ambulance) is in the process of roll out to all three agency incident commanders Draft for the City of London - December 8, 2014 Page 384

4 What has been done to manage the budget? The Service Area has been actively managing its budget by implementing management lead initiatives aimed at creating efficiencies, avoiding costs and generating revenue. These include the following: Efficiencies / Costs Avoided Previous 3 Years Continue to work within limited resources utilizing the expertise and resources of our partner agencies to provide an efficient service in ever growing demand for service. Revenue Generation / User Fee Increases Previous 3 Years Any non-partner agency, organization or business interested in taking our courses pay an administrative fee. Generation of approximately $1, in What is the future direction of this service? What future initiatives can be contained within the maintain existing service level budget? 2015 Continued implementation of the IMS for the City of London and associated training of staff. Expansion of course curriculum and training as mandated under the Ontario Emergency Management and Civil Protection Act and Regulations Development of an interoperability program Public and private partnership development Enhanced technical services 2015 Draft for the City of London - December 8, 2014 Page 385

5 What service adjustments do you plan to make? Emergency Management Ontario and the Ontario Fire Marshalls Office are currently undertaking an operational review of the provision of Emergency Management services in the Province of Ontario. There is the potential that municipalities may see some changes to the current regulations under the Act which may require additional resource. Incidents recently occurring in municipalities across Canada, including the Elliott Lake Mall Collapse, Calgary flooding and GTA Winter/Ice Storm have led to inquiries and findings which will likely impact the expected level of service and response to emergencies by municipalities which may require additional resources Additional Investments During the 2015 budget process, the following initiative has been identified for Council s strategic priorities discussions in the Spring of 2015: Business Continuity/Public Notification System Key Performance Indicators How Much? Description of measure Number of staff trained Number of days of use for Emergency Operations Centre How Well? Description of measure Number of improvements identified subsequent to an exercise Is Anyone Better Off? Description of measure Number of public education awareness events Draft for the City of London - December 8, 2014 Page 386

6 Emergency Management 2015 As Submitted From Rates Explanation of Adjustments 2015 Maintain Revised Service Requested Actual Existing Adjustments Service Object Expenditures $ % Personnel Costs 181, ,709 (134) 185,575 (134) (0.1%) Administrative Expenses 23,081 31,312 (1,183) 30,129 (1,183) (3.8%) Purchased Services 17,217 13,568 1,491 15,059 1, % Materials & Supplies 5,553 4, , % Furniture & Equipment 342 1, , % Recovered Expenses (4,675) % Total Expenditures 222, , , % Revenue Other Municipal Revenues (23,065) (5,276) (100) 0 (5,376) (100) 1.9% Sub-total - Non Property Tax Revenue (23,065) (5,276) (100) 0 (5,376) (100) 1.9% Net 199, , , % Additional Information / Commentary With Respect To The 2015 Draft Maintaining Existing Service Levels (Flow through from prior years, inflation, contractual obligations, efficiencies) Decrease in salaries, wage and benefits due to existing employment agreements. Decrease in Administrative Expenses due to reduction in meal allowances and car allowances. Increase in Purchased Services due to increase in communication fees. Increase in revenues as a result of increased charges to water and wastewater utilities. Increase/ (Decrease) Over Draft for the City of London - December 8, 2014 Page 387

7 Net Property Tax Supported Prior Year 231, , , ,078 Maintain Existing Service Levels Increase / (Decrease) 271 1,849 1,900 1,949 Maintain Existing Service Levels 231, , , , ,027 5,699 Increase / (Decrease) Over Prior Year % 0.1% 0.8% 0.8% 0.8% 2.5% Total 2015 Service Adjustments / 231, , , , ,027 5,699 Increase / (Decrease) Over Prior Year 271 1,849 1,900 1,949 5,699 Increase / (Decrease) Over Prior Year % 0.1% 0.8% 0.8% 0.8% 2.5% Annual Average Increase: 0.8% Additional Information / Commentary With Respect To The : Maintain Existing Service Levels Minor inflationary increases are forecast in future years Emergency Management 2015 and From Rates 2014 Revised 2015 Requested to 2018 Projected Increase 2015 Draft for the City of London - December 8, 2014 Page 388

8 Emergency Management Staffing 2014 Revised 2015 Requested Maintain Existing Service Levels Full-Time Equivalents # Full-Time Employees # Service Adjustments Full-Time Equivalents # Full-Time Employees # Total Staffing Full-Time Equivalents # Increase / (Decrease) Over Previous Year Full-Time Employees # Increase / (Decrease) Over Previous Year Additional Staffing Information / Commentary: 2015 Draft for the City of London - December 8, 2014 Page 389

9 Business Plan: Corporate Security How does this service contribute to the results identified in the City of London Strategic Plan? A Caring Community The Corporate Security section serves the Corporation and all citizens by contributing to a safe and secure environment through a commitment to prevention, preparedness and response. Corporate Security provides services to all Service Areas and Boards and Commissions on an as needed and request for service basis. Services provided include: the protection of assets (people and property), the Downtown Cameral Program, fire/life safety programs, training and investigative/threat assessment responses. Name the main activities done to provide this service: Name The Activities Done To Provide This Service How Much Did We Do? (optional) Is The City Mandated To Provide This Service? 1. Asset Protection No Yes 2. Downtown Camera Public Safety Program No Yes 3. Fire/Life Safety Yes Yes 4. Training No Yes 5. Investigations/Threat Assessment Services No Yes Can The Level Of Service Be Changed? What is the current state of this service? The Corporate Security section is a 24/7 service that delivers five program areas: 1) Asset Protection Includes the protection of corporate assets, staff and the public who access our facilities and programs. These responsibilities are carried out using a combination of both technology and staff resources. All corporate facilities are monitored for intrusion, fire and other facility alarms through the centralized Security Operations Centre at City Hall. Contracted guard services are provided at major corporate facilities and mobile guard response is available city wide Draft for the City of London - December 8, 2014 Page 390

10 Guards routinely respond to manage disruptive individuals, crowd monitoring and provide control for meetings and protests. CCTV enhancements have been made at several facilities to assist in asset protection in In addition, emergency response procedures have been created or updated at a number of corporate facilities in 2014 with related training to be complete by year end. 2) Downtown Camera Program There are 17 camera locations in the core area of London that contribute to the overall downtown safety strategy. The program is run in conjunction with the Downtown Camera Program Steering Committee with representatives from the London Police Service, the public and the Downtown Business Association. Security staff are responsible for the operation and maintenance of the camera system and monitoring of the cameras, routinely reporting observed incidents and providing video evidence to the London Police Service. In 2014, additional cameras were added at the corner of Richmond and Dundas Streets providing a continuous 360 degree view of the area. 3) Fire/Life Safety This program is responsible for ensuring City facilities, staff and the public using our facilities have appropriate fire safety systems and procedures in place as defined by the Fire Code and Building Code. Over 40 corporate facilities are monitored for fire detection and system functionality. The program manages multiple fire related contracts relating to fire detection, inspection, testing and maintenance of both fire suppression systems and fire extinguishers. The program continues to hold fire safety sessions for staff including extinguisher training and best practices relating to fire safety. 4) Training Training is provided in all areas of security to staff, Boards and Commissions, and supporting agencies (e.g. Emergency Response Guide). 5) Investigation/Threat Assessments Investigations, both security related and assisting human resources, are conducted to resolve policy violations, workplace violence situations and an assortment of other issues. Safety tips and personal safety planning are routinely provided to corporate staff through individual sessions and non-violent crisis intervention workshops. We are reliant of London Police Service to assist in managing significant events such as large protests, criminal offences and trespass order enforcement. To assist with a growing demand for service, proven technology based approaches continue to be utilized in an effort to streamline costs while protecting corporate assets Draft for the City of London - December 8, 2014 Page 391

11 Recent Achievements Continued investigation and implementation of programs and technology to enhance the protection of corporate assets, staff and the public. Example City Hall Response Guide update and training Installation of additional Downtown Camera at Dundas and Richmond Streets Development and implementation of the Key Management Program which defines access level protocols to ensure appropriate and consistent security measures are in place based on a standardized assessment process in all corporate facilities. Commencement of the Security Documentation Program which will electronically map all existing physical security features for all corporate facilities, including all related security, safety and access protocols and procedures. Card access system upgrade A number of new facilities have come on line requiring additional resources for securing and protecting. Some of these facilities provide unique challenges given their size, location, access to vulnerable populations and criminal activities on site. Security upgrades at facilities across the City of London resulting in enhanced asset protection through security system update and increased camera coverage (Fire Central, Golf Courses, Community Centres) What has been done to manage the budget? The service area has been actively managing its budget by implementing management lead initiatives aimed at creating efficiencies, avoiding costs and generating revenue. These include the following: Efficiencies / Costs Avoided Previous 3 Years On-going use of contracted vendors to provide service in the most cost effective, efficient manner (Example Guard services, security system monitoring, testing and installations) Technical enhancements to the card access system will be updated completely in 2014 with the swap out of all card readers in all City of London facilities. Existing system has outlived its life expectancy, will be replaced with an up to date and generic system that will be much more efficient and allow for greater flexibility in vendor resource Draft for the City of London - December 8, 2014 Page 392

12 Installation of new camera and technologies on a trial basis at the intersection of Dundas and Richmond Streets provide for enhanced coverage of the intersection and surrounding area. What is the future direction of this service? What future initiatives can be contained within the maintain existing service level budget? 2015 Facility Security Documentation Program Upgrade of the software and back bone of card access system as part of card access update Fire Life Safety Program will be implementing a remote access system to allow remote monitoring of fire panels in City facilities. This will provide the ability to monitor and investigate fire trouble alarms without need to physically attend on site and provide immediate information on fire alarms. Commence overall facility security/fire life safety audits in all Corporate facilities (over 80 locations) On-going facility security/fire life safety audit What service adjustments do you plan to make? Integration of physical security systems Technology enhancements with a goal to integrate visual, card access and other security systems 2015 Draft for the City of London - December 8, 2014 Page 393

13 Key Performance Indicators How Much? Description of measure Number of guard hours provided 36,400 36,800 36,800 36,800 36,800 36, Number of incident responses Number of observed incidents How Well? Description of measure Number of service requests Is Anyone Better Off? Description of measure Percentage of incidents closed 95% 95% 95% 95% 95% 95% 6. Percentage of service requests completed 100% 100% 100% 100% 100% 100% 2015 Draft for the City of London - December 8, 2014 Page 394

14 Corporate Security 2015 As Submitted From Rates Explanation of Adjustments 2015 Maintain Revised Service Requested Actual Existing Adjustments Service Object Expenditures $ % Personnel Costs 568, ,812 (696) 571,116 (696) (0.1%) Administrative Expenses 4,522 9, , % Purchased Services 592, ,513 17, ,556 17, % Materials & Supplies 2,842 1, , % Furniture & Equipment 14,034 10,794 3,152 13,946 3, % Recovered Expenses (71,820) (72,131) (2,489) (74,620) (2,489) 3.5% Total Expenditures 1,110,511 1,126,061 18, ,144,458 18, % Revenue Other Municipal Revenues (144,427) (34,514) (656) (35,170) (656) 1.9% Sub-total - Non Property Tax Revenue (144,427) (34,514) (656) 0 (35,170) (656) 1.9% Net 966,083 1,091,547 17, ,109,288 17, % Additional Information / Commentary With Respect To The 2015 Draft Maintaining Existing Service Levels (Flow through from prior years, inflation, contractual obligations, efficiencies) Decrease in salary, wage and fringe benefits due to existing employment agreements. Increase in Administrative Expenses due to increase in subscription & memberships. Increase in Purchased Services due to increased costs for guard services and maintenance on alarm services. Increase in Furniture and Equipment due to health and safety requirements. Increase in expenses recovered from other service areas. Increase/ (Decrease) Over Draft for the City of London - December 8, 2014 Page 395

15 Net Property Tax Supported Prior Year 1,091,547 1,109,288 1,124,534 1,140,122 Maintain Existing Service Levels Increase / (Decrease) 17,741 15,246 15,588 15,936 Maintain Existing Service Levels 1,091,547 1,109,288 1,124,534 1,140,122 1,156,059 46,771 Increase / (Decrease) Over Prior Year % 1.6% 1.4% 1.4% 1.4% 4.2% Total 2015 Service Adjustments / 1,091,547 1,109,288 1,124,534 1,140,122 1,156,059 46,771 Increase / (Decrease) Over Prior Year 17,741 15,246 15,588 15,936 46,771 Increase / (Decrease) Over Prior Year % 1.6% 1.4% 1.4% 1.4% 4.2% Annual Average Increase: 1.4% Additional Information / Commentary With Respect To The : Maintain Existing Service Levels Minor inflationary increases are forecast in future years Corporate Security 2015 and From Rates 2014 Revised 2015 Requested to 2018 Projected Increase 2015 Draft for the City of London - December 8, 2014 Page 396

16 Corporate Security Staffing 2014 Revised 2015 Requested Maintain Existing Service Levels Full-Time Equivalents # Full-Time Employees # Service Adjustments Full-Time Equivalents # Full-Time Employees # Total Staffing Full-Time Equivalents # Increase / (Decrease) Over Previous Year Full-Time Employees # Increase / (Decrease) Over Previous Year Additional Staffing Information / Commentary: 2015 Draft for the City of London - December 8, 2014 Page 397

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