(City Council on April 16, 1998, adopted this Clause, without amendment.)

The Emergency and Protective Services Committee recommends that the City Clerk be directed to:

(1) reschedule future meetings of the Emergency and Protective Services Committee, commencing with the meeting scheduled for April 21, 1998, to start at 9:30 a.m.;

(2) re-assign the Committee Rooms for Standing Committee meetings as follows:

(a) Room A for the first day of a Standing Committee meeting; and

(b) Room C for the second day of a meeting when a second day is required.

The Emergency and Protective Services Committee submits the following communication (March 25, 1998) from Councillor Dennis Fotinos, Chair, Emergency and Protective Services Committee, addressed to the City Clerk:

"The workload of the Emergency and Protective Services Committee is clearly more than had originally been anticipated by staff. We are dealing with some very complex issues ranging from the licencing of taxis to the restructuring of the Fire Department. We cannot give proper consideration of these issues in one afternoon every month. Our March 24, 1998, meeting continued into the evening and into the next day.

Consequently, on behalf of the Committee, I am requesting that you take the appropriate actions to schedule all further meetings of the Emergency and Protective Services Committee, commencing with the April session, at 9:30 a.m. in Committee Room A. The second day, if needed, of the Urban Environment and Development Committee can be scheduled for Committee Room C. In fact, this should be the scheduling practice for all Standing Committees.

Therefore, if the Emergency and Protective Services Committee needs a second day we would meet in Committee Room C as well. This would allow Standing Committees to continue without disrupting other meetings.

I thank you in advance for your anticipated cooperation in this regard."

(City Council on April 16, 1998, adopted this Clause, without amendment.)

The Emergency and Protective Services Committee recommends that:

(1) a Task Force to Review the Taxi Industry be established composed of the following Members:

- three Members of the Licensing Commission (Councillors D. Minnan-Wong, H. Moscoe, and W. Saundercook);

- Councillor B. Ashton;

- Councillor B. Duguid;

- Councillor D. Holyday; and

- the Chair of the Emergency and Protective Services Committee; and

further, that a representative from the Mayor's office be invited to participate in the process;

(2) the Task Force to Review the Taxi Industry be requested to submit a report to the Emergency and Protective Services Committee within 90 days with recommendations on ways to revamp the taxi industry based on the following five guiding principles:

(i) the general public has the right to expect and demand clean, safe taxi cabs;

(ii) the general public has the right to expect and demand courteous, knowledgeable and experienced drivers;

(iii) drivers have the right to expect and demand a fair return for their labour;

(iv) plate holders have the right to expect and demand a fair return for their investment; and

(v) the City has the right to expect and demand that its by-laws will be obeyed; and

(3) the Emergency and Protective Services Committee hold a special meeting in the Council Chamber at Metro Hall to consider the report of the Task Force to Review the Taxi Industry and that a list of deputants be provided to Members of the Committee at least one day prior to such meeting.

The Emergency and Protective Services Committee reports, for the information of Council, having referred the following motion by Councillor Holyday to the Task Force to Review the Taxi Industry:

"That the five recommendations embodied in the joint communication (February 9, 1998) from the Chair and the President and Chief Executive Officer, The Toronto Board of Trade, be approved, in principle."

The Committee submits the following joint communication (February 9, 1998) and backgrounder document from Mr. R. Ross Dunsmore, Chair, and Ms. M. Elyse Allan, President and Chief Executive Officer, The Toronto Board of Trade:

"A number of recent articles in the Toronto Star have brought to the forefront once again the state of Toronto's taxi industry. This situation has been of particular interest to The Toronto Board of Trade because of its impact on the business community and Toronto's tourism industry.

Over the past year, the Board has facilitated a Working Group on Toronto's Taxi Industry with representatives from business, taxi owners, drivers and unions and the tourism industry. Through this consensus building process, the Board has developed a five point solution that we believe will serve as an important first step in reforming Toronto's ailing taxi industry.

We have attached a backgrounder document that highlights the key problem areas and our proposed solutions. This represents our starting point. We encourage you to examine the recommendations and to discuss them with your fellow councillors. We believe it is extremely important to get change happening and make real progress towards reform. The safety and comfort of our citizens, as well as Toronto's international reputation as a great city, are dependent on remedying the taxi problem. The Board and members of the Working Group urge you to act immediately on our recommendations."

Background:

The Working Group on Toronto's Taxi/Airport Livery Industry is a common effort of the industry facilitated by The Toronto Board of Trade. Membership includes representatives from the stakeholders in the industry including: taxi owners, drivers and unions; and the tourism industry. As well, the Metropolitan Licensing Commission (MLC), the municipal governing body with responsibility for the regulation of taxis, has been invited to participate in the process.

Purpose:

Toronto's taxi industry is in difficulty. The current situation is unfair to the drivers, the owners, the tourism industry and the public. The Working Group was struck in response to the need for immediate reform to improve quality through driver education. However, it was felt the development of the following Five Point Plan was required first to begin the process of rebuilding the industry.

The Five Point Plan:

The Working Group believes that the adoption of these important points of action will be a critical first step in improving and ensuring the quality and safety of Toronto's taxi industry.

Objective 1: Newer, More Reliable Taxis

Problem: There is a vehicle extension clause in By-law No. 20-85, the legislation governing the taxi industry, that has allowed aging vehicles to remain on the road. The result is newer, better quality and more reliable cars are not being introduced as the older cars are kept in service longer.

Solution: Eliminate the vehicle extension clause and require replacement of cars older than eight model years. In addition, require that used cars acquired as replacement taxis be no older than four model years.

Objective 2: Efficient and Effective Safety Inspections

Problem: Cabs are currently inspected every four months for compliance with criteria set solely by the MLC. The provincial Safety Standards Certification, as regulated by the Ministry of Transportation, is not recognized in this process.

Solution: The MLC should move to adopt the provincial Safety Standards Certification for inspection purposes which would bring it in line with other jurisdictions in Ontario.

Objective 3: Fair Leasing Arrangements

Problem: Presently, a driver's lease on a vehicle can be cancelled without cause with only a minimum of seven days notice by the plate owner. Consequently, there is a reluctance by drivers to put and maintain quality cars on the road since they have no long term guarantee of employment.

Solution: A formal notice of cancellation should be filed with the MLC. Valid reasons for cancellation should include:

· mutual agreement;

· if not mutual, with a minimum of at least 60 days notice;

· if the vehicle insurance has been cancelled; and

· if the driver no longer possesses a valid driver's license.

Objective 4: Pride of Ownership

Problem: Due to a lack of enforcement of parts of By-law No. 20-85, leasing arrangements have evolved in a manner that has negatively affected the commitment of individuals to the industry. Many drivers do not have ownership of the vehicle and those that do may often be removed from the service delivery side. In many instances, drivers end up buying a vehicle, transferring ownership to the plate owner and then renting the vehicle back. The result is that drivers have reduced or no vested interest in the vehicle and may not feel a strong responsibility for ensuring the quality and safety of the taxi.

Solution: Amend By-law No. 20-85 to permit joint ownership of the vehicle between the cab driver and the plate owner.

Objective 5: Regulate the Middleman

Problem: Over the years, there has been a significant growth in the number of individuals who act as middlemen in the delivery of taxi services. These 'designated agents' rent the license from plate owners and then subcontract to a driver. By-law No. 20-85 offers no recognition or regulation of these designated agents and their activities. With no direct interest in the taxi industry, and no statutory obligations to plate owners and drivers, designated agents are a liability in the industry.

Solution: Designated agents should be recognized under By-law No. 20-85 with regulations pertaining to licensing, testing of industry knowledge and the posting of performance bonds by the designated agents.

While we recognize that these five objectives are by no means an exhaustive list of remedies for an ailing industry, they are a necessary course of action. The Working Group fully supports these five objectives and urges the new Toronto City Council to move quickly in adopting these measures.

The following persons appeared before the Committee in connection with this matter:

- Councillor Howard Moscoe, North York Spadina;

- Ms. Louise Verity, Director of Policy; The Toronto Board of Trade;

- Ms. Gayle Souter, President, Toronto Taxi Alliance, Toronto, Ontario;

- Mr. Lagos Racz, Taxi Driver, Toronto, Ontario;

- Mr. Gene Meikle, Toronto, Ontario;

- Mr. Steve Anemi, Scarborough, Ontario;

- Mr. Alasdair Moore, Toronto, Ontario, and submitted a brief in regard thereto;

- Mr. Robert A. Stewart, B.A., LLB., Scarborough, Ontario;

- Mr. James Hunt Kee, Cab Association Brotherhood, North York, Ontario;

- Mr. Owen Leach, Toronto, Ontario;

- Mr. Ian Allaby, Toronto, Ontario, and submitted a brief in regard thereto;

- Mr. Nabil Charbel, Ontario Taxi Union, RW Canada Division of Steel Workers;

- Mr. Behrouz Khamsch, Toronto, Ontario;

- Mr. Asafo Addai, Brampton, Ontario;

- Mr. Attiq-ur Rahman, Mississauga, Ontario;

- Mr. Afshin Zaboli, Toronto, Ontario;

- Mr. Kuldip Singh, Brampton, Ontario;

- Mr. David Norman, Toronto, Ontario;

- Mr. Khan Walayat, Toronto, Ontario;

- Mr. Ali Sharif, Toronto, Ontario;

- Mr. Kamal Khosa, Toronto, Ontario;

- Mr. Jim Bell, General Manager, Diamond Taxicab Association (Toronto) Limited;

- Mr. Aly Mahmoud, Scarborough, Ontario; and

- Mr. Jerzy Roland Garnecki, Toronto, Ontario.

(City Council on April 16, 1998, adopted this Clause, without amendment.)

The Emergency and Protective Services Committee recommends that:

(1) the City of Toronto enter into a contract with Reg Quinn Ltd. until the end of August 1998 for the mechanical inspection of taxicabs, livery vehicles and driving school vehicles;

(2) the General Manager of the Toronto Licensing Commission be requested to submit a report to the Emergency and Protective Services Committee for its meeting to be held on July 2, 1998; and

(3) the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

The Emergency and Protective Services Committee submits the following report (January 29, 1998) from the General Manager of the Toronto Licensing Commission:

Purpose:

This report recommends the service provider for the mechanical inspection of taxicabs, livery vehicles (limousines) and driving school vehicles.

Source of funding:

(1) Licence fees; and

(2) Inspection fees.

Recommendations:

It is recommended that:

(1) the tender for the mechanical inspection of taxicabs, livery vehicles and driving school vehicles be awarded to Reg Quinn Ltd.; and

(2) the appropriate City of Toronto officials be authorized and directed to take the necessary action to give effect thereto.

Background:

By-law No. 20-85 requires that taxicabs, livery vehicles and driving school vehicles undergo periodic mechanical inspections by a mechanic designated by the Commission. Taxicabs are mandated (by the By-law) to be inspected tri-annually while driving schools and livery vehicles (limousines) are mandated (by the By-law) to be inspected annually.

The standards applied in inspecting licensed vehicles are the standards set out in the Highway Traffic Act, the manufacturers' replacement specifications (for mechanical parts/systems not covered in the Act) and the legislation regulating fuel systems using alternate fuels. The inspection of licensed vehicles by these standards have been contracted out since October, 1989.

The Toronto Licensing Commission operates on a cost recovery basis, therefore the cost of mandatory inspections have been included in licence fees for 1998. The cost of re-inspection, missed inspections and the inspection of new cars are cost recovered on a pay-for-use basis.

Comments/Justification:

Three quotes were received for the provision of services (Appendix 1) the lowest of the three meets all the required specifications.

Conclusions:

Based on the foregoing, The Toronto Licensing Commission at its business meeting held January 29, 1998 approved the tender from Reg Quinn Ltd. and directed that the report be sent to Council for approval and implementation.

Contact Name:

Roy Van Veen, Director Administration, 392- 3067

E-mail roy_van_veen@metrodesk.metrotor.on.ca

Summary Of Prices

102-97-00429

January 06, 1998

For the provision of services related to the mechanical inspection of taxicabs, livery cabs including stretch limousines and driving school vehicles as required in By-law No. 20-85 of the Metro Licensing Commission for the period May 1, 1998 to April 30, 2000 (with the option to extend for an additional one or two year period if all terms and conditions are agreeable to both parties).

Prices to include all charges but exclude all taxes.

(A copy of the Quotation submitted by Reg Quinn Ltd. was circulated to Members of Council with the agenda for the Emergency and Protective Services Committee meeting of March 24 and 25, 1998, and a copy thereof is on file in the office of the City Clerk.)

(City Council on April 16, 1998, struck out and referred this Clause to the Corporate Services Committee for consideration, with requests that:

(1) the Chief Administrative Officer:

(a) co-ordinate the development of a Corporate logo for the City of Toronto, such logo to be used by all City of Toronto Departments, Agencies, Board and Commissions; and

(b) submit to the Corporate Services Committee, for its consideration, a copy of the logo and slogan developed by Tourism Toronto; and

(2) Toronto Ambulance, the Toronto Police Services Board and the Toronto Transit Commission re-open consideration of their respective crests and insignias and participate in the development of the new Corporate logo.)

The Emergency and Protective Services Committee recommends the adoption of the report (March 3, 1998) from the Fire Chief, subject to deleting Recommendation No. (2) and inserting in lieu thereof the following new recommendation:

"(2) that the proposed design for the emblem of Toronto Fire Services be modified in order to incorporate a silhouette of New City Hall."

The Emergency and Protective Services Committee submits the following report (March 3, 1998) from the Fire Chief:

Purpose:

To present, for approval, the new official name as the "Toronto Fire Services" and the new emblem to be used as identification on uniforms, vehicles, equipment and other areas as required.

Financial Implications:

- 6 embroidered crests for each Member to change Tunic, Parka and Jacket $20,000.00

- 1998 Uniform needs for embroidered crests 35,000.00

- 1999 Uniform needs for embroidered crests 45,000.00

The total required is: $ 100,000.00

This is $80,000.00 related to 1998 and 1999 uniform costs as required in the Firefighters' Collective Agreement and $20,000.00 related transition costs for change in identity.

Recommendations:

It is recommended that:

(1) the official name be "Toronto Fire Services" and that this name be used on all appropriate areas such as letterhead and business cards;

(2) the attached design be approved as the emblem of Toronto Fire Services;

(3) this emblem be used as an embroidered or silk screened crest as required for uniform items issued to staff members; and

(4) this emblem be reproduced on items which may be sold for profit to help support the Education Centre and new public education efforts.

Background:

As part of the fire department amalgamation process, we considered there should be confirmation of an official name and we require a new crest to be used on uniforms, vehicles and other areas. This process will help in the unification of identity throughout the new City and will assist the unification of staff members, which is very important for a group that must operate as a team under emergency conditions.

The selection process started in November 1997. As part of my first video newsletter, I asked staff to forward designs for a new crest and suggestions for a name to be used by the new department. This request resulted in over 100 design submissions and several possibilities for the official name.

Early in February 1998 a committee of 14 members, two from each of the former fire departments and two representing the Firefighters' Association, was formed. This committee met with a facilitator to review the submission for both the crest and the name. Their task was to come to consensus on a name and crest design using submissions received. We consider the final decision of this committee was reached through true consensus. All members were encouraged to participate fully and no single idea was allowed to dominate.

To illustrate this consensus we think it is important to point out the final design is not from any one submission. The committee used major elements of designs submitted by Firefighter William Evans, of the former City of North York, and retired Firefighter Alex Zubatiuk, of the former City of Scarborough. These elements were put together with two smaller elements which were used in many submissions. Both gentlemen were contacted to confirm their agreement with this use of their designs. The committee also reviewed names that were submitted and those names that were included in the crest designs.

New Crest

The attached reproduction of the crest incorporated symbols used by the fire service world-wide and incorporates images unique to Canada and Toronto.

The main shape of the crest is the red stylized Maltese Cross outlined in gold. The Maltese Cross has been used as a symbol of the fire services since the first organized fire brigades. The cross is superimposed with the City name at the top and the word fire at the bottom in white. The right arm of the cross is superimposed with a ladder and pike pole which are two identifiable tools of the fire service. The left arm is superimposed with the staff and serpent representing our involvement in emergency medical response.

At the centre of the cross is a circle with a red maple leaf representing Canada, the distinctive Toronto skyline with the Skydome and the C.N. Tower. The six blue lines in the foreground represent Lake Ontario and the six fire departments that have come together to form the new Toronto Fire Services. The sky is black to better silhouette the skyline.

The "EST. 1998" has been placed within a banner shape at the bottom of the circle and extends into the cross to represent a tying together. This banner shape will also be used under the crest in some application with an appropriate slogan or motto.

Name

The name the committee selected is "Toronto Fire Services". We consider this to be appropriate as it represents all divisions. The name has been kept short and simple to improve impact on letterhead and other uses.

Conclusions:

We consider the new crest and name will represent us well, as we move together as a unified fire service for the City of Toronto.

Contact Name:

Alan Speed, 397-4300.

(A copy of the proposed design for the emblem referred to in the foregoing report was forwarded to all Members of Council with the Agenda of the Emergency and Protective Services Committee meeting of March 24 and 25, 1998, and a copy thereof is on file in the office of the City Clerk.)

(City Council on April 16, 1998, had before it, during consideration of the foregoing Clause, the following communication (April 3, 1998) from Councillor Bill Saundercook, York Humber:

The Community Council Chairs have been working with staff on the development of a corporate logo. The work was begun because of the need for the new City to begin developing a corporate identification program.

Concurrent to this process, other insignias have been developed for implementation.

You have before you today Clause No. 4 of Report No. 3 of The Emergency and Protective Services Committee, headed "Toronto Fire Services - Emblem and Name". This Clause recommends the adoption of an emblem for the new amalgamated Fire Department, subject to deleting Recommendation No. (2) and inserting in lieu thereof the following new recommendation:

"(2) that the proposed design for the emblem of Toronto Fire Services be modified in order to incorporate a silhouette of the New City Hall."

We also understand that the Ambulance Department has adopted a new insignia and media reports indicate that the Police Services Board has adopted a new crest.

We recommend that Council defer consideration of the adoption of the Fire Department emblem and instruct the Ambulance Department to reconsider its insignia selection. We also recommend that the Police Services Board re-open its consideration of its new crest.

It is critically important to the development of a recognizable identity for the new City that all insignia and identifying marks be developed in concert. We believe that the start to the process is the adoption of a corporate logo that will serve as the basis of our corporate identity program.)

(City Council on April 16, 1998, adopted this Clause, without amendment.)

The Emergency and Protective Services Committee recommends the adoption of the following report (February 25, 1998) from the Fire Chief and that the necessary Bill in Council be introduced to give effect thereto:

Purpose:

The by-law outlines the role, responsibility and authority of the Fire Chief and members of the Fire Department.

Background:

This by-law was compiled using by-laws from the six former municipalities and has been updated to reflect the recently passed Ontario Fire Protection and Prevention Act.

Recommendation:

It is recommended that a by-law be passed to establish a Fire Department for the City of Toronto.

Contact Name:

Alan Speed - 397-4300 or Brian Loreto - 395-7067.

Authority: Emergency and Protective Services Committee

Report No. , Date: , 1998

Intended for first presentation to Council:

Adopted by Council:

CITY OF TORONTO

BY-LAW No. ____________________

To establish a fire department for the City of Toronto

WHEREAS subsection 2(1) of the Fire Protection and Prevention Act, 1997 requires every municipality to establish a program in the municipality which must include public education with respect to fire safety and certain components of fire prevention and to provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances; and

WHEREAS subsection 2(2) of the Fire Protection and Prevention Act, 1997 permits a municipality, in discharging these responsibilities, to establish a fire department; and

WHEREAS subsection 5(1) of the Fire Protection and Prevention Act, 1997 requires a fire department to provide fire suppression services and permits the fire department to provide other fire protection services in the municipality; and

WHEREAS paragraph 31 of section 210 of the Municipal Act permits the council of a local municipality to pass a by-law for providing for fire-fighting and fire protection services and for establishing, operating, promoting and regulating life and property savings companies; and

WHEREAS subsection 2(1) of the City of Toronto Act, 1997 incorporated the City of Toronto as a body corporate on January 1st, 1998; and

WHEREAS subsection 2(2) of the City of Toronto Act, 1997 makes the City of Toronto a city and a local municipality for all purposes; and

WHEREAS subsection 2(4) of the City of Toronto Act, 1997 provides that the City of Toronto stands in the place of the old municipalities of the former Metropolitan Toronto; and

WHEREAS subsection 2(7) of the City of Toronto Act, 1997 provides that every by-law or resolution of an old council of an old municipality of the former Metropolitan Toronto that was in force before January 1st, 1998 is considered to be a by-law or resolution of the council of the City of Toronto and remains in force in respect of the geographic area of the old municipality to which it applied until the council of the City of Toronto repeals it or amends it to provide otherwise; and

WHEREAS the fire departments of the six old area municipalities of the former Metropolitan Toronto were established by by-law of the old councils of the old area municipalities and these by-laws were in force as of January 1st, 1998; and

WHEREAS the council of the City of Toronto intends to establish a single fire department in place of the fire departments of the six old area municipalities of the former Metropolitan Toronto,

The Council of the City of Toronto HEREBY ENACTS as follows:

1. Definitions

In this By-law, unless the context requires otherwise,

(a) "Budget Committee" means the Budget Committee established by the Council;

(b) "charges", in relation to section 14, include any interest payable pursuant to subsection 14(10) and any costs incurred by the City pursuant to subsection 14(13);

(c) "City" means the City of Toronto;

(d) "City of Toronto Act, 1997" means the City of Toronto Act, 1997, S.O. 1997, c. 26, c.2 (as may be amended or replaced from time to time);

(e) "Chief Administrative Officer" means the person hired as the first chief administrative officer for the City by the transition team appointed by the Lieutenant Governor in Council under the City of Toronto Act, 1997, in respect of whom the City is deemed under that Act to have taken all steps required to appoint this person to that office and whose duties and responsibilities are prescribed in By-law No.2- 1998 adopted by the Council on January 6, 1998 (as may be amended or replaced from time to time), and any successor to the first chief administrative officer appointed by the Council under the Municipal Act;

(f) "Council" means the council of the City of Toronto;

(g) "Deputy Fire Chief" means a person appointed as a Deputy Fire Chief by the Chief Administrative Officer under this By-law;

(h) "Division" means a Division of the Fire Department as provided for in this By-law;

(i) "Emergency and Protective Services Committee" means the Emergency and Protective Services Committee established by the Council;

(j) "fee" or "fee for services", in relation to section 14, means any fee imposed for services under and billed pursuant to subsection 14(5);

(k) "Fire Chief" means the person hired as the first fire chief for the Fire Department by the transition team appointed by the Lieutenant Governor in Council under the City of Toronto Act, 1997, in respect of whom the City is deemed under that Act to have taken all steps required to appoint this person to that office, and any successor to the first fire chief appointed by the Council under the Fire Protection and Prevention Act, 1997;

(l) "Fire Department" means the fire department of the City of Toronto and includes the firefighters and administrative support staff that comprise it, but, in sections 12 to 21, inclusive, and section 23, "Fire Department" does not include administrative support staff;

(m) "Fire Protection and Prevention Act, 1997" means the Fire Protection and Prevention Act, 1997, S.O. 1997, c. 4, as may be amended from time to time, or any successor legislation, and any regulation made thereunder;

(n) "Fire Protection Services" include fire suppression, fire prevention, fire safety education, communication, training of persons involved in the provision of fire protection services, rescue and emergency services and the delivery of all those services;

(o) "firefighter" means a person employed in, or appointed to, the Fire Department and assigned to undertake Fire Protection Services and includes an officer, but does not include a volunteer firefighter and administrative support staff;

(p) "member" means a firefighter other than an officer;

(q) "Municipal Act" means the Municipal Act, R.S.O. 1990, c. M.45, as may be amended from time to time, or any successor legislation, and any regulation made thereunder;

(r) "officer" means the Fire Chief, a Deputy Fire Chief, division chief, senior divisional chief, platoon chief, district chief, captain and such other person as may be designated as an officer from time to time by the Council;

(s) "owner", in relation to section 14, means a person who is shown as the assessed owner or tenant of the building or yard in the assessment rolls for the City and includes the registered owner or mortgagee in possession of such property and includes a person in actual occupation of the land on which the building is situated or that constitutes the yard,

(i) under an agreement with the assessed owner for the purchase of it, or

(ii) sold by the Director in accordance with the Veterans' Land Act (Canada), R.S.C. 1970, c. V-4 (as may be amended or replaced from time to time),

but

(iii) in the case of a condominium building, means the condominium corporation having control of the common elements of the building; and

(t) "rescue and emergency services" include any life or property saving activity that is unrelated to fire suppression and fire prevention.

2. Establishment

The Fire Department is established under the direction of the Fire Chief to provide Fire Protection Services for the City, and replaces the fire departments of the old area municipalities of the former Metropolitan Toronto, to wit, The Corporation of the Borough of East York, The Corporation of the City of Etobicoke, The Corporation of the City of North York, The Corporation of the City of Scarborough, The Corporation of the City of Toronto, and The Corporation of the City of York .

3. Composition

The Fire Department shall consist of the Fire Chief and such number of Deputy Fire Chiefs, senior divisional chiefs, platoon chiefs, division chiefs, district chiefs, captains and other officers, members, and clerical staff, including an executive assistant to the Fire Chief, as may be authorized or considered necessary from time to time by the Council or by the Chief Administrative Officer for the Fire Department to perform Fire Protection Services for the City efficiently and effectively.

4. Employment

The Fire Chief may recommend to the Chief Administrative Officer the employment in, or the appointment to, as the case may be, the Fire Department of any person, as an officer or member or as administrative support staff, who meets the qualifications and, if applicable, completes successfully criteria (including without limitation training courses and physical, skills and other examinations) and otherwise satisfies any hiring policies, practices or procedures established or approved by the Council for such employment or appointment.

5. Terms and Conditions of Employment

Subject to the Fire Protection and Prevention Act, 1997, the remuneration and other terms and conditions of employment or appointment of the officers, members and administrative support staff that comprise the Fire Department shall be determined by the Council or by the Chief Administrative Officer acting in accordance with policies and programs established or approved by the Council.

6. Organization

(1) The Fire Department shall be organized into Divisions such as:

(a) Fire Prevention & Public Safety,

(b) Fire Suppression,

(c) Training,

(d) Mechanical and Maintenance,

(e) Communications, and

(f) Administrative Services.

(2) The Fire Chief, with the prior approval of the Chief Administrative Officer, may re-organize or eliminate Divisions or establish other Divisions or all or any of them as may be required to ensure the proper administration and efficient operation of the Fire Department and the effective management of Fire Protection Services for the City.

(3) The Fire Chief may assign or re-assign such officers to a Division to assist him or her in the administration and operation of that Division.

7. Reporting

The Fire Chief shall report to the Emergency and Protective Services Committee on matters pertaining to the Fire Department unless otherwise directed by the Council or provided for in this By-law.

8. Responsibilities and Authority of Fire Chief

(1) The Fire Chief shall be the head of the Fire Department and shall be responsible for its proper administration and efficient operation.

(2) The Fire Chief shall be authorized to make such general orders, policies, procedures, rules, and regulations and to take such other measures as the Fire Chief may consider necessary for the proper administration and efficient operation of the Fire Department and the effective management of the Fire Protection Services for the City and for the prevention, control and extinguishment of fires, the protection of life and property, and the management of emergencies within the territorial jurisdiction of the City and, without restricting the generality of the foregoing,

(a) for the care and protection of all property belonging to the Fire Department;

(b) for arranging for the provision of necessary and proper facilities, apparatus, equipment, materials, services and supplies for the Fire Department;

(c) for determining and establishing the qualifications and criteria for employment or appointment and the duties of all officers, members and administrative support staff of the Fire Department;

(d) for the conduct and the discipline of officers, members and administrative support staff of the Fire Department;

(e) for preparing and, upon approval by the Council, implementing and maintaining an emergency fire service plan and program for the City;

(f) for coordinating any emergency fire service plan and program adopted or to be adopted by the Council with and assisting in the preparation, implementation and maintenance of any emergency plans, organizations, services or measures established or to be established by the City, alone or with others, and, if so requested or required, any emergency plan established or to be established by the Province of Ontario or the Government of Canada and for coordinating with and assisting any other public official in an emergency declared by the mayor of the City, the Premier of Ontario or the Governor in Council;

(g) for reporting to the appropriate crown attorney or other prosecutor or law enforcement or other officer the facts upon the evidence in any case in which there is reason to believe that a fire has been the result of criminal intent or negligence or in which there is reason to believe an offence has been committed under the Fire Protection and Prevention Act, 1997;

(h) for keeping an accurate record, in convenient form for reference, of all fires, rescues and emergencies responded to by the Fire Department;

(i) for keeping such other records as may be required by the Council;

(j) for preparing and presenting the annual report of the Fire Department to the Emergency and Protective Services Committee and the Council; and

(k) for preparing and presenting the annual estimates of the Fire Department to the Emergency and Protective Services Committee, the Budget Committee and the Council and for exercising control over the budget approved by the Council for the Fire Department,

provided that such general orders, policies, procedures, rules, regulations, and other measures do not conflict with the provisions of this By-law or any other by-law of the City, including without limitation those requiring the prior approval of or prior notice to the Council or the satisfaction of certain conditions (general or otherwise) specified by the Council before such measures can be implemented, or with the provisions of the Fire Protection and Prevention Act, 1997 or with the provisions of any collective agreement or other written agreement that may be applicable.

(3) The Fire Chief shall be responsible for the enforcement of this By-law and all general orders, policies, procedures, rules, and regulations made under this By-law and for the enforcement of any other by-laws of the City respecting Fire Protection Services, and shall review periodically such laws (and may for this purpose, establish an advisory committee consisting of such officers and other persons (including members of the general public) as the Fire Chief may determine from time to time to assist him or her in the discharge of this duty) and, in the case of such by-laws (including this By-law), recommend to the Council such amendments as the Fire Chief considers appropriate and, in the case of general orders, policies, procedures, rules, and regulations made under this By-law, revise or terminate any of them if the Fire Chief considers it appropriate.

(4) The Fire Chief shall have all powers, rights and duties assigned to a fire chief under the Fire Protection and Prevention Act, 1997, including without limitation the authority to enforce compliance with the fire code made under the Act.

(5) The Fire Chief shall have all of the duties and responsibilities of the Metropolitan Toronto Fire Coordinator for the purposes of Metropolitan Toronto By-law No. 31-96.

(6) The Fire Chief shall provide liaison with any union representing officers, members or administrative support staff of the Fire Department or any of them.

(7) The Fire Chief shall provide liaison with the Office of the Fire Marshal of Ontario and any other office or organization as required by the Council or as considered necessary or advisable by the Fire Chief for the proper administration and efficient operation of the Fire Department and the effective management of the Fire Protection Services for the City.

(8) The Fire Chief may utilize such officers, members and administrative support staff of the Fire Department as the Fire Chief may determine, from time to time, to assist in the performance of his or her duties.

9. Deputy Fire Chief

(1) The Deputy Fire Chief shall be the second ranking officer of the Fire Department and shall be subject to and shall obey all orders of the Fire Chief and shall perform such duties as are assigned to him or her by the Fire Chief and shall, when the Fire Chief is not on duty, have the powers and perform the duties of the Fire Chief.

(2) Where more than one Deputy Fire Chief has been appointed, when the Fire Chief is not on duty, the duties of the Fire Chief shall be performed by each of the Deputy Fire Chiefs from time to time on a rotating basis or such other basis as may be determined by the Fire Chief.

10. Supervision

The officers, members and administrative support staff of the Fire Department while on duty shall be under the direction and control of the Fire Chief or the next ranking officer present in any place.

11. General Duties and Responsibilities

Every officer, member and administrative support staff person shall conduct himself or herself in accordance with general orders, policies, procedures, rules, and regulations made by the Fire Chief under section 8(2), and shall give his or her other whole and undivided attention while on duty to the efficient operation of the Fire Department (and, in particular, shall use best efforts to see that all fires are extinguished with the least possible injury to persons and damage to property and to prevent unnecessary damage to property by water and other fire suppression methods) and shall diligently, cheerfully and faithfully perform the duties assigned to him or her to the best of his or her ability and in accordance with the Fire Protection and Prevention Act, 1997 and any collective agreement or other written agreement that may be applicable.

12. Property

(1) No person shall apply any apparatus, equipment or other property of the Fire Department to any personal or private use.

(2) No person shall wilfully damage or render ineffective or inoperative any apparatus, equipment or other property belonging to the Fire Department.

13. Fire Suppression

(1) The Fire Department may suppress any fire or other hazardous condition by extinguishing it or by other reasonable action, and, for this purpose, may enter private property, if necessary, to do so.

(2) The Fire Department may pull down or demolish any building or structure when considered necessary to prevent the spread of fire.

(3) The Fire Department may require other persons present at a fire to assist in,

(a) extinguishing fires;

(b) pulling down or demolishing buildings or structures to prevent the spread of fire;

(c) crowd and traffic control; or

(d) other reasonable ways.

14. Unsafe Conditions

(1) No person shall permit any building or yard to be kept in an unsafe condition that may result in fire or other dangerous risk or accident.

(2) Where the Fire Department finds that a building or a yard is in an unsafe condition as described in subsection (1), it may give the owner of the building or yard an order in writing specifying the unsafe condition and directing remedial action within such time as is specified in the order.

(3) In the event of an emergency, the order under subsection (2) may specify immediate compliance, and, where the owner is not available to receive the order, it shall be sufficient notice if the order is posted on the premises, but, in all other cases, notice of the order shall be sufficiently given to the owner by personal service on the owner or the occupant of the building or yard or by regular letter mail, in which event service shall be deemed to have been made on the third day after the day of mailing, or by electronic transmission or telephone transmission of a facsimile, in which event service shall be deemed to have been made on the first day after the day of transmission, or by some other method that allows proof of receipt.

(4) Where the owner does not comply with the order made under subsection (2) with the time specified in the order, or immediately in the event of an emergency, in addition to the City prosecuting the contravention of this order as an offence, the Fire Department on behalf of the City may take such action as may be considered necessary to guard against fire or other dangerous risk or accident, which may include without limitation the boarding up or barricading of the building or yard.

(5) Any expense incurred by the Fire Department for any action taken under subsection (4) shall be considered a fee imposed for services provided or done by or on behalf of the City under the Municipal Act and shall be billed as a fee for services to the owner of the building or yard, as the case may be.

(6) The methods of service provided for in subsection (3) for "all other cases" have equal application to the service of invoices for services billed under subsection (5).

(7) Where there is more than one owner, their liability for payment under subsection (5) shall be joint and several.

(8) Any invoice for services billed pursuant to subsection (5) shall describe the service provided or done by the Fire Department, when and where the service was provided or done, the reason for the service, the fee for the service, the terms of payment of the fee prescribed in this section, and the consequences of failing to pay the fee for the service as provided for in this section.

(9) The fee for services shall be payable to the City, by cash, money order, cheque or credit card, no later than thirty days from the date of the invoice for the service.

(10) Where the fee for services remains unpaid, in whole or in part, for a period in excess of thirty days from the date of the invoice for the service, the owner shall pay, in addition to the outstanding balance of the fee, interest on the outstanding balance, such interest to be calculated at a rate equal to the prime lending rate charged to the City by its banker from time to time plus one per cent (1%) per annum.

(11) The fee for services, plus any interest that may have accrued on the outstanding balance under subsection (10), shall constitute a debt of the owner to the City.

(12) The City may take such action as it considers necessary and as is permitted by law to collect the debt constituted under subsection (11).

(13) The owner shall be liable to pay to the City any costs incurred by the City in collecting the debt constituted under subsection (11); and such costs shall also constitute a debt of the owner to the City; and subsection (12) shall apply to the recovery of such costs, with necessary modifications.

(14) Without restricting the generality of subsections (12) and (13), where the fee for services or charges or all or any of them remains unpaid, in whole or in part, for a period in excess of ninety days, such fee or charges or all or any of them shall be added to the tax roll for any real property within the territorial limits of the City owned, in whole or in part, by the owner and shall be collected in a like manner as municipal taxes.

(15) All of the owners of the real property to which tax roll the fee for services or charges or any or all of them were added pursuant to subsection (14) shall be liable jointly and severally for paying such fee and charges, and such fee and charges shall be collected in a like manner as municipal taxes.

(16) Subsections (14) and (15) do not apply to a fee or charge for services provided or done to a condominium building, which fee or charge may be recovered by action.

(17) Nothing in this section prevents the City from prosecuting a contravention of subsection (1) or a contravention of an order made under subsection (2) as an offence.

(18) Nothing in this section derogates from any powers, rights or duties of the Fire Chief or his or her delegate under the Fire Protection and Prevention Act, 1997.

15. Refusal to Assist

No person present at a fire shall refuse to assist in,

(a) extinguishing fires;

(b) pulling down or demolishing buildings or structures to prevent the spread of fires;

(c) crowd and traffic control; or

(d) other reasonable ways,

if required to do so by the Fire Department.

16. Refusal to Leave

No person present at a fire shall refuse to leave the immediate vicinity when required to do so by the Fire Department.

17. Conduct at Fires

(1) Subject to section 16, during a fire and for the time after it has been extinguished that is required to remove the apparatus and equipment of the Fire Department and render the location and vicinity safe from fire, no person, either on foot or with a vehicle of any kind, shall enter or remain upon or within,

(a) The portion of any street or lane upon which the site of the fire abuts or upon any street or lane for a distance of fifteen (15) metres on each side of the property damaged by fire; or

(b) Any additional street or lane or part of a street or lane or any additional limits in the vicinity of the fire as may be prescribed by the Fire Chief or the next ranking officer present at the fire.

(2) The provisions of subsection (1) shall not apply to a resident of any street or within any limit or to any person authorized by an officer of the Fire Department or by a police officer.

18. Inspection of Premises and By-law Enforcement

Such officers and firefighters of the Fire Department who have been appointed for this purpose shall be authorized to enter at all reasonable times upon any property to ascertain whether this By-law or any other by-law of the City respecting Fire Protection Services is being obeyed, and to enforce or carry into effect such by-laws.

19. Interference

No person shall impede or interfere with or hinder the Fire Department in the performance of its duties.

20. Responding to Rescues and Emergencies

(1) The Fire Department may respond to rescues and emergencies other than fires with the approval of the Fire Chief or, when the Fire Chief is not on duty, the next ranking officer.

(2) Where the Fire Department responds to rescues or emergencies as provided for under subsection (1), sections 12 to 19, inclusive, apply with necessary modifications.

21. Fire Alarm

No person shall prevent, obstruct or interfere in any manner whatsoever with the communication of a fire alarm to the Fire Department or with the Fire Department responding to a fire alarm that has been activated.

22. Offences

Every person who contravenes any of sections 12 and 13, subsection 14(1), sections 15 and 16, subsection 17(1) and sections 19 to 21, inclusive, or who contravenes an order made under subsection 14(2) is guilty of an offence and on conviction is liable to the penalty established by the Provincial Offences Act, R.S.O. 1990, c. P.33 (as may be amended or replaced from time to time), being on the date of enactment of this By-law, a fine not exceeding $5,000 exclusive of costs.

23. Outside Fires and Emergencies

Subject to any agreement entered into by the City of Toronto under the Fire Protection and Prevention Act, 1997 or by any of the six old area municipalities of the former Metropolitan Toronto under this Act or any predecessor legislation and still in force, and subject to any mutual aid plan established under the Fire Protection and Prevention Act, 1997 or any predecessor legislation and still in force, and subject to any procedures established by the Fire Chief to deal with such situations, the Fire Department may respond to fires and rescues and emergencies outside of the territorial limits of the City of Toronto or receive Fire Protection Services from a fire department situated outside of the territorial limits of the City of Toronto.

24. Distinguished Service

A person who distinguishes himself or herself at a fire, rescue or emergency by performing a gallant or heroic act shall be eligible to receive a medal or other reward as the Council may direct on the recommendation of the Fire Chief.

25. Conflict

Where this By-law may conflict with any other by-law setting out the powers and duties of a municipal officer or a municipal department, this By-law shall supersede and prevail over that other by-law to the extent of the conflict.

26. Number and Gender

Unless the contrary intention appears, words importing the masculine gender include the feminine or neuter gender and words in the singular include the plural, and vice versa.

27. Severability

If any section or part of this By-law is found to be illegal or beyond the power of the City's council to enact, such section or part or item shall be deemed to be severable and all other sections or parts of this By-law shall be deemed to be separate and independent therefrom and to be enacted as such.

28. Repeal

(1) By-law No. 4-88 of The Corporation of the Borough of East York, By-laws Nos. 222, 1981-125 and 1981-126 of The Corporation of the City of Etobicoke, By-law No. 31662 of The Corporation of the City of North York, By-law No. 22098 of The Corporation of the City of Scarborough, By-law No. 1994-0715 of The Corporation of the City of Toronto, By-law No. 1222-87 of The Corporation of the City of York, and any amendments thereto, all of which were passed by the councils of the old area municipalities of the former Metropolitan Toronto and all of which were in force immediately before the coming into force of the City of Toronto Act, 1997 and, by virtue of section 2(7) of the Act, are deemed to be by-laws of the Council and remain in force in respect of the part of the urban area to which they applied immediately before the coming into force of the Act, are repealed.

(2) Any other by-law (or part of it) and any resolution of any of the six old area municipalities of the former Metropolitan Toronto relating to the establishment of a fire department (and any amendments thereto) and not expressly mentioned in subsection (1) are also repealed.

(3) This By-law does not repeal Metropolitan Toronto By-law No. 31-96, which remains in force until expressly repealed or replaced by the Council.

(4) This By-law supersedes By-law No. 6-1998 of the City of Toronto adopted by the Council on January 6, 1998.

ENACTED and PASSED by a majority of the members of the Council present and voting this day of , A.D. 1998.

___________________________ __________________________

Mayor Novina Wong

City Clerk

(City Council on April 16, 1998, amended this Clause by adding thereto the following:

"It is further recommended that:

(1) the Fire Chief, in consultation with the Commissioner of Community and Neighbourhood Services, be requested to submit a report to the next meeting of the Emergency and Protective Services Committee on whether exemptions to the false alarm fee should be made for any of the City's Departments, Agencies, Boards and Commissions, with specific reference to the City's Homes for the Aged, Hostels and Housing program; and

(2) the Commissioner of Community and Neighbourhood Services be requested to submit a report to next meeting of the Emergency and Protective Services Committee outlining recommendations for addressing the special problems in regard to Metropolitan Toronto Housing Authority properties as it relates to false alarms.")

The Emergency and Protective Services Committee recommends the adoption of the following report (March 4, 1998) from the Fire Chief and that the necessary Bill in Council be introduced to give effect thereto:

Purpose:

To establish a fee structure for services provided through the Fire Prevention Division, for false alarm responses and vehicle incident responses.

Financial Implication:

It is difficult to give an accurate estimate of income generated due to the possibility of reimbursement requests for false alarms and the efforts to reduce false alarms, which will reduce income. We have reviewed information from the six fire departments for the past year and estimate total revenue should be $500,000.00 to $700,000.00 per year.

Recommendation:

That this by-law be accepted and approved.

Background:

It has been practice for the Fire Departments of the old municipalities to charge a fee for services when the service is requested. The requests are received most often related to the sale of properties and for licencing. The request usually includes a date for completion, which must be met and is for a service that is outside the normal staff routine. The reports generated usually become part of the documentation for the sale.

THE fees listed in schedule "A" were arrived at through review of fees charged under existing by-laws. The review included by-laws from the six former departments as well as information from other departments in the Greater Toronto Area (G.T.A.). The fees are in line with what was charged and are most often lower than the highest for each service.

Our main goal related to false alarms is to reduce this type of response. The main reason for a fee for false alarms is to encourage building owners to take action to prevent these situations. False alarms divert valuable resources that could be required for a true emergency. This can cause delayed response to the true emergency.

In all municipalities that have enforced a by-law related to fees for false alarms, the responses have been reduced.

The section of the by-law related to reimbursement of false alarm fees is designed to assist the building owners, as there is often a cost related to the action they must take and there is no intent to cause them to pay twice.

Further to this, members of the Fire Prevention Division are prepared to meet with building owners and assist them in the effort to reduce false alarms.

Conclusions:

We consider this by-law will enable staff to administer the fees for service and false alarm programs in an effective manner.

Contact Name:

Alan Speed - 397-4300 or Brian Loreto - 395-7067

Authority: Emergency and Protective Services Committee

Report No. , Date: , 1998

Intended for first presentation to Council:

Adopted by Council:

To impose fees and charges for services and activities provided or done by the Fire Department of the City of Toronto

WHEREAS section 220.1 of the Municipal Act, R.S.O. 1990, c. M.45, as amended, permits a municipality to pass by-laws imposing fees or charges on any class of persons for services or activities provided or done by or on behalf of it, among other things, subject to the terms, conditions and limitations set out in the section; and

WHEREAS subsection 2(1) of the City of Toronto Act, 1997, S.O. 1997, c. 2 incorporated the City of Toronto as a body corporate on January 1^st, 1998; and

WHEREAS subsection 2(2) of the City of Toronto Act, 1997 makes the City of Toronto a city and a local municipality for all purposes; and

WHEREAS subsection 2(4) of the City of Toronto Act, 1997 provides that the City of Toronto stands in the place of the old municipalities of the former Metropolitan Toronto; and

WHEREAS subsection 2(7) of the City of Toronto Act, 1997 provides that every by-law or resolution of an old council of an old municipality of the former Metropolitan Toronto that was in force before January 1st, 1998 is considered to be a by-law or resolution of the Council of the City of Toronto and remains in force in respect of the geographic area of the old municipality to which it applied until the council of the City of Toronto repeals it or amends it to provide otherwise; and

WHEREAS the old councils of the six old area municipalities of the former Metropolitan Toronto imposed by by-law fees or charges for services or activities provided or done by their respective fire departments; and

WHEREAS these by-laws are now by-laws of the Council of the City of Toronto and remain in force;

WHEREAS the Council of the City of Toronto intends to impose fees or charges for services or activities provided or done by its Fire Department and replace those imposed for services or activities provided or done by the fire departments of the six old area municipalities of the former Metropolitan Toronto,

The Council of the City of Toronto HEREBY ENACTS as follows:

1. Definitions

In this By-law, unless the context requires otherwise,

(a) "City" means City of Toronto;

(b) "charges" include any interest payable pursuant to section 7 and any costs incurred by the City pursuant to section 10;

(c) "Council" means the council of the City of Toronto;

(d) "fee" or "fee for services" means any fee for services imposed under section 2 and billed pursuant to section 3;

(e) "false fire alarm" means malicious false alarm and nuisance false alarm;

(f) "Fire Department" means the fire department of the City of Toronto established under By-law No. - 1998, as may be amended or replaced from time to time, and includes its officers and members;

(g) "malicious false alarm", as referred to in Schedule "A", means the negligent or intentional misuse of a fire alarm system resulting in the activation of the system, but does not include the activation of a fire alarm system under circumstances that would have caused a careful or prudent person to believe that a fire related emergency was in progress at the owner's building or in circumstances where the owner has notified the Fire Department in advance of work being done on the fire alarm system that could cause a false fire alarm;

(h) "nuisance false alarm", as referred to in Schedule "A", means the activation of a fire alarm system through a mechanical failure, equipment malfunction or improper maintenance or installation of the system, but does not include the activation of a fire alarm system where the activation occurred as a result of accidental damage to the system;

(i) "owner" means a person who is shown as the assessed owner or tenant of real property in the assessment rolls for the City in respect of which property services and activities were provided or done by the Fire Department and includes the registered owner or mortgagee in possession of such property and includes a person in actual occupation of such property,

(i) under an agreement with the assessed owner for the purchase of it; or

(ii) sold by the Director in accordance with the Veterans' Land Act (Canada);

but

(iii) in the case of a false fire alarm originating from a condominium building, means the condominium corporation having control of the common elements of the building, and

(iv) in the case of a vehicle, means person who is the registered owner of the vehicle and includes person who is licensed to operate the vehicle.

2. Fee for Services

The City shall impose the fee for services set out in Schedule "A" for services or activities (including without limitation inspections) provided or done by the Fire Department.

3. Payment of Fee

(1) The owner of any property or vehicle to which services set out in Schedule "A" were provided or done by the Fire Department, regardless of whether requested by the owner or an agent of the owner or not, shall pay the fee imposed for such services under section 2 and billed to the owner by the City.

(2) Where there is more than one owner, their liability for payment shall be joint and several.

4. Service of Invoice

An invoice for services billed pursuant to subsection 3(1) may be served by personal service on the owner or by regular letter mail, in which event service shall be deemed to have been made on the third day after the day of mailing, or by electronic transmission or telephone transmission of a facsimile, in which event service shall be deemed to have been made on the first day after the day of transmission, or by some other method that allows proof of receipt.

5. Invoice for Services

Any invoice for services billed pursuant to subsection 3(1) shall describe the service provided or done by the Fire Department, when and where the service was provided or done, the reason for the service, the fee for the service, the terms of payment of the fee prescribed in this By-law, and the consequences of failing to pay the fee for the service as provided for in this By-law.

6. When and How Fee to be Paid

The fee for services shall be payable to the City, by cash, money order, cheque or credit card, no later than thirty days from the date of the invoice for the services.

7. Interest

Where the fee for services remains unpaid, in whole or in part, for a period in excess of thirty days from the date of the invoice for the services, the owner shall pay, in addition to the outstanding balance of the fee, interest on the outstanding balance, such interest to be calculated at a rate equal to the prime lending rate charged to the City by its banker from time to time plus one per cent (1%) per annum.

8. Debt of Owner

The fee for services, plus any interest that may have accrued on the outstanding balance under section 7, shall constitute a debt of the owner to the City.

9. Collection of Debt

The City may take such action as it considers necessary and as is permitted by law to collect the debt constituted under section 7.

10. Collection Costs

The owner shall be liable to pay to the City any costs incurred by the City in collecting the debt constituted under section 7; and such costs shall also constitute a debt of the owner to the City; and section 9 shall apply to the recovery of such costs, with necessary modifications.

11. Addition to Tax Roll

(1) Without restricting the generality of sections 9 and 10, where the fee for services or charges or all or any of them remains unpaid, in whole or in part, for a period in excess of ninety days, such fee or charges or all or any of them shall be added to the tax roll for any real property within the territorial limits of the City owned, in whole or in part, by the owner and shall be collected in a like manner as municipal taxes.

(2) Subsection (1) does not apply to a fee or charge for false fire alarms originating from a condominium building, which fee or charge may be recovered by action.

12. Joint and Several Liability

All of the owners of the real property to whose tax roll the fee for service or charges or any or all of them were added pursuant to section 11 shall be liable jointly and severally for paying such fee and charges, and such fee and charges shall be collected in a like manner as municipal taxes.

13. False Fire Alarm Reimbursement

(1) Subject to subsection 13(3), where an owner of a building has paid a fee for services set out in Schedule "A" for services or activities provided or done by the Fire Department in respect of a false fire alarm at the owner's building and the owner has since the false fire alarm installed in the building a proper security system or taken other measures to reduce the likelihood of the occurrence of a false fire alarm at the building in the future, the owner may apply to the City to be reimbursed for the fee so paid.

(2) An application for reimbursement under subsection 13(1) shall include proof of the installation of a proper security system or of the other measures taken to reduce the likelihood of the occurrence of a false fire alarm at the building in the future, or both.

(3) Where the Fire Chief, in his sole judgment, is satisfied that the owner has installed a proper security system or taken such other measures that the Fire Chief considers sufficient to reduce the likelihood of the occurrence of a false fire alarm at the owner's building in the future, the City, on the recommendation of the Fire Chief, may reimburse the owner up to a maximum of ninety per cent (90%) of the fee paid by the owner for the false fire alarm at the building in respect of which the services of the Fire Department were provided.

(4) The reimbursement under subsection 13(3) shall not include reimbursement of any charges levied against the owner under this By-law in respect of an overdue fee or the collection of such fee by the City.

14. Number and Gender

Unless the contrary intention appears, words importing the masculine gender include the feminine or neuter gender and words in the singular include the plural, and vice versa.

15. Severability

If any section or part of this By-law or any item in a schedule to this By-law is found to be illegal or beyond the power of the City's council to enact, such section or part or item shall be deemed to be severable and all other sections or parts or items of this By-law shall be deemed to be separate and independent therefrom and to be enacted as such.

16. Repeal

(1) Schedule H of Chapter 91 of the Etobicoke Municipal Code with respect to Administrative Fees, being By-law Nos.1991-7-78 and 1994-55 of The Corporation of the City of Etobicoke, By-law Nos. 32771 and 32773 of The Corporation of the City of North York, By-law Nos. 24794 and 24971 of The Corporation of the City of Scarborough, Paragraph 178-14 of the Toronto Municipal Code, being By-law No. 1996-0091 of The Corporation of the City of Toronto, By-law Nos. 3250-96 and 3439-97 of The Corporation of the City of York, and any amendments thereto, all of which were passed by the councils of the old area municipalities of the former Metropolitan Toronto and all of which were in force immediately before the coming into force of the City of Toronto Act, 1997 and, by virtue of section 2(7) of the Act, are deemed to be by-laws of the Council and remain in force in respect of the part of the urban area to which they applied immediately before the coming into force of the Act, are repealed, but only to the extent to which any such by-law deals with the imposition of fees or charges for services or activities provided by the fire department of the old area municipality.

(2) Any other by-law (or part of it) and any resolution of any of the six old area municipalities of the former Metropolitan Toronto relating to the imposition of fees or charges for services or activities provided by the fire department of the old area municipality (and any amendments thereto) and not expressly mentioned in subsection (1) are also repealed, but only to the extent to which the by-law or resolution deals with the imposition of such fees or charges.

ENACTED and PASSED by a majority of the members of the Council present and voting this day of , A.D. 1998.

___________________________ __________________________

Mayor Novina Wong

City Clerk

Fee Schedule - All Fees include G.S.T. where required. Schedule 'A'

SERVICES/INSPECTIONS FEE

1. Day Care/Group Homes $100.00

2. Provincial Licensing - L.L.B.O. 160.00

3. Provincial Licensing - Teletheatre 160.00

4. Industrial/Mercantile/Service <1000m2 120.00

5. As above - each additional 1000m2 35.00

6. Multiple Unit Occupancy - Building In General 120.00

7. Multiple Unit Occupancy - Per Unit 75.00

8. Office Building - first storey 120.00

9. Office Building - each storey above or below first storey 30.00

10. Office Building - Per Office Unit 75.00

11. Residential Building - first storey 120.00

12. Residential Building - each storey above or below first storey 30.00

13. Residential Building - Per Subsidiary Unit 75.00

14. Two unit residential occupancy 150.00

15. Residential Retrofit - first storey 500.00

16. Residential Retrofit - each storey above or below first storey 50.00

17. Residential Retrofit - Per Subsidiary Unit 75.00

18. Fire Route processing and approval - if not on Building Permit 200.00

19. Letter related to Fire Prevention issues 70.00

SERVICES/INSPECTIONS FEE

20. Copies of Fire Report or Information from files 60.00

21. Copies of Fire Inspection Reports from file 60.00

22. Additional units in same building - Per Unit 10.00

23. Fill in the blank Fire Safety Plans 25.00

24. Fireworks display permit 200.00

25. Special request services/person hour - minimum of 4 hours 45.00

26. Third and subsequent malicious false alarms for same address,

per year, per fire vehicle dispatched 300.00

27. Third and subsequent nuisance false alarms, for same address,

per 2 month period, per fire vehicle dispatched 300.00

28. Emergency Response to vehicle incident - non-City resident

First hour or part thereof, per fire vehicle 300.00

29. Emergency Response to vehicle incident - non-City resident

Each additional half hour or part thereof, per fire vehicle 120.00

(City Council on April 16, 1998, struck out and referred this Clause back to the Emergency and Protective Services Committee for further consideration.)

The Emergency and Protective Services Committee recommends:

(1) the adoption of the joint report (March 10, 1998) from the Chief Administrative Officer, the Commissioner of Works and Emergency Services, and the Commissioner of Corporate Services subject to:

(a) the adoption of the report (March 24, 1998) from the Fire Chief; and

(b) amending the Terms of Reference appended to the aforementioned joint report by adding under the section headed "Selection Criteria" a further criteria, viz: "Expertise in Fire Protection Services";

(2) that the Steering Committee and the consultant report on a monthly basis with progress updates on the study to the Working Group on Fire and Ambulance Services;

(3) that for coordination purposes, the consultant be directed to report to the Chief Administrative Officer (or his designated staff), the Fire Chief and the Acting General Manager of Ambulance Services;

(4) that the Chief Administrative Officer, in consultation with the Fire Chief and the Acting General Manager of Ambulance Services be requested to submit a report to the Emergency and Protective Services Committee through the Working Group on Fire and Ambulance Services, outlining the proposed $935,000.00 expenditure for renovations to the current Ambulance Services Headquarters at 4330 Dufferin Street to accommodate the Fire Services at the same location; and

(5) that the Ambulance Services Headquarters be confirmed as the location for a combined Fire Services and Ambulance Services Headquarters Facility and that the consultant be requested to address the headquarters facilities plan as a priority so that related requirements can be considered in preparation of the 1999 Capital/Operating Budget and that the Terms of Reference be amended accordingly.

The Emergency and Protective Services Committee submits the following joint report (March 10, 1998) from the Chief Administrative Officer, the Commissioner of Works and Emergency Services and the Commissioner of Corporate Services:

Purpose:

This report provides a summary of the terms of reference for a Request for Proposals to hire a consultant to assist the City of Toronto in determining requirements and most suitable locations for fire and ambulance stations, headquarters, training, maintenance and mechanical, and storage and supply facilities in order to serve the geographic area of the amalgamated City of Toronto. The study supports recommendations of the Toronto Transition Team for greater collaboration among the Emergency and Protective Services and incorporates the recommendations of the former Metro Council respecting a cost-benefit review of ambulance facilities as identified in the Review of Ambulance Services completed by Ernst and Young in October 1996.

Funding Sources, Financial Implications and Impact Statement:

Funding for this project is provided for in the 1998 Fire Services' transition capital budget in the amount of up to $700,000.00. It is anticipated that long term savings may result from this study through the potential sale of properties and efficiencies gained among Fire Services and Ambulance Services in the sharing of resources.

Recommendations:

It is recommended that:

(1) Council adopt the Terms of Reference for a Fire and Ambulance Facilities Study as described in Appendix "A" of this report;

(2) the amount of up to $700,000.00 identified in the 1998 transition capital budget of Fire Services be approved;

(3) the Chief Administrative Officer, in consultation with the Fire Chief, Acting General Manager of Ambulance Services, and Commissioner of Corporate Services be authorized to issue a Request for Proposals and contract consulting services for the purposes of conducting the Fire and Ambulance Facility Study at a cost not to exceed $700,000.00;

(4) the Chief Administrative Officer forward the final selection of the consultant to the Emergency and Protective Services Committee and Council for information;

(5) the final report and recommendations of the consultant be forwarded to the Emergency and Protective Services Committee, Budget Committee, and Council for consideration as part of the 1999 Capital and Operating budgets; and

(6) the appropriate City of Toronto officials be authorized to take the necessary action to give effect thereto.

Council Reference/Background/History:

The amalgamation to the new City of Toronto presents opportunities to improve efficiency through the sharing of facilities and resources among Fire Services and Ambulance Services. The Toronto Transition Team recommended the following, in part, with respect to Emergency Services:

"A review should be undertaken of fire station service areas to see if response times could be improved by realigning boundaries, now that there is to be a city-wide fire service.

Opportunities should be explored for greater collaboration among emergency services, including the potential consolidation of fire and ambulance communication centres and headquarters, and an integrated approach to emergency vehicle repair and maintenance."

Further, in 1996, a review of Ambulance Services was completed by Ernst and Young that recommended, in part, that Ambulance Services replace its 36 stations with three megastations. In consideration of this item, the former Metropolitan Council at its meeting on November 6, 1996, recommended that "the Department of Ambulance Services, in consultation with the Corporate and Human Resources Department and CUPE Locals 43 and 79, prepare a facility restructuring plan including a detailed cost-benefit study of consolidation of the current 36 ambulance stations to a minimum of three megastations or a combination of stations and megastations; the impact on staff under a full fluid deployment model and other Corporate efficiencies that could result from such a move." Corporate Services staff hired a consultant to prepare a building audit of ambulance stations that was completed in October 1997. The balance of work has been on hold pending the amalgamation process.

The review of headquarters facilities is required to resolve the newly-created need for a City of Toronto Fire Services headquarters following amalgamation. Representatives of Fire Services and Ambulance Services discussed the possibility of a joint headquarters facility at the current Ambulance Services headquarters located at 4330 Dufferin Street. The building has some vacant space that could be occupied in the short term by Fire Services staff with some modifications. In addition to the vacant space, Ambulance Services agreed to relocate some staff to accommodate the short-term head office needs of the Fire Services.

In order to meet the long-term head office needs of the Fire Services, more space than that easily vacated by the Ambulance Services is required. It is apparent that a complete needs assessment of Fire Services and Ambulance Services headquarters functions is necessary to determine whether 4330 Dufferin Street is the most suitable head office solution. Further, the potential reconfiguration of space and relocation of some existing Ambulance Services functions needs to be assessed in a larger context. For example, there are possible savings and efficiencies in establishing centralized and combined Fire Services and Ambulance Services training, maintenance and mechanical, and storage and supply facilities.

Recognizing the need for both services to review facilities and the potential to benefit from facility integration, Fire Services and Ambulance Services staff decided to combine their study efforts through a Request for Proposals. The final document is comprised of two key sections, namely, station facilities, and headquarters facilities including training, maintenance and mechanical, and storage and supply requirements.

Comments and/or Discussion and/or Justification:

Due to the magnitude and complexity of this project and the emerging potential to share and integrate facilities, external consultants with appropriate expertise should do the work. The purpose of the study is to develop a facilities strategy that is efficient and cost-effective and is sensitive to the needs and concerns of all stakeholders including affected staff and the public. The study will result in a facilities plan that can be used as a blueprint for meeting future challenges. The facilities network will support the excellent service provided by Fire Services and Ambulance Services. The study will provide:

(1) A grid pattern identifying optimal number and locations for fire stations based on an evaluation of response times.

(2) A station facility plan supported by an evaluation of the existing 80 fire stations and 36 ambulance stations respecting the recommended grid pattern based on location, site, and functionality of the facility. Recommendations for facility integration must give consideration to the unique operating needs and distinct cultures of the Ambulance Services and the Fire Services. A process of consulting with stakeholders including management, union representatives, and the public must be incorporated into the study proposal. A cost analysis, implementation plan, and communication plan must support the plan.

(3) A headquarters facility plan including a needs assessment for the Fire Services and Ambulance Services head office requirements. The plan must also include a cost analysis, implementation plan, consultation process and communication plan.

(4) Recommendations respecting training, mechanical and maintenance, and storage and supply facilities including a cost analysis, implementation plan, consultation process and communication plan.

The study purpose, objectives, deliverables, scope, timing, and evaluation are included in the detailed Terms of Reference attached as Appendix A to this report. The terms of reference were developed by a staff team comprised of representatives of Fire Services, Ambulance Services, Corporate Services, and the Chief Administrator's Office.

Due to the extensive nature of this study and the need to consult and communicate with stakeholders on a regular basis, it is likely that the work will take approximately six to eight months to complete. It is important to proceed as quickly as possible as the recommended changes will likely improve operations for the Fire Services and Ambulance Services and result in overall savings for the City of Toronto. The consultant will work closely with management and union staff from both Fire Services and Ambulance Services to compile information and address key issues. Corporate Services facilities staff will provide support throughout the study respecting the purchase and sale, renovation and management of facilities. For coordination purposes, the consultant will report to staff of the Chief Administrator's Office. The results of the study and recommendations will be reported to the Emergency and Protective Services Committee for approval.

The process to hire the consultant will follow established procedures and selection will be based on evaluation of the criteria described in this report. The consultant will be chosen by a staff committee comprised of staff from Fire Services, Ambulance Services, Corporate Services, and the Corporate Policy and Planning Division of the Chief Administrator's Office. This team will refine the terms of reference, review submissions, conduct briefing sessions and interviews, and check references prior to making a decision.

It is estimated that the study could cost $700,000.00, an amount that has been identified in the 1998 transition capital budget of the Fire Services. Once Council approves this budget, staff can proceed with the issuance of the Request for Proposals and the hiring of the consultant. There is a requirement to proceed as quickly as possible and complete the study by November 1998, to ensure that the recommendations can be considered as part of the 1999 budget process.

Therefore, it is recommended that Council adopt the Terms of Reference for a Fire and Ambulance Facilities Study as described in Appendix A of this report and the amount of $700,000.00 identified in the 1998 transition capital budget of Fire Services be approved. Further it is recommended that the Chief Administrative Officer, in consultation with the Fire Chief, Acting General Manager of Ambulance Services, and Commissioner of Corporate Services be authorized to issue a Request for Proposals and contract consulting services for the purposes of conducting the Fire and Ambulance Facility Study at a cost not to exceed $700,000.00 and that the Chief Administrative Officer forward the final selection of the consultant for information and the final report and recommendations to the Emergency and Protective Services Committee for consideration as part of the 1999 Capital and Operating budgets.

Conclusions:

A comprehensive study of fire and ambulance facilities by external consultants will ensure that efficiencies resulting from amalgamation will be implemented in the best interests of the residents of the City of Toronto. The facilities plan will take into consideration the emerging interrelationships of these essential services and their unique operating needs through broad consultation with stakeholders. The plan must also ensure that the station, headquarters, training, mechanical and maintenance, and storage and supply facilities are cost-effective and efficient while providing support for the excellent service delivery provided by Fire Services and Ambulance Services.

Contact Names:

Katherine Borron, CAO's Office 392-4318

Deputy Chief Bill Stewart, Fire Services 397-4304

Ron Kelusky, Ambulance Services 397-9240

Han Kwan, Corporate Services 392-8449

Terms Of Reference

The Proposal Structure:

The consultant will work closely with a Steering Committee comprised of representatives of Fire Services, Ambulance Services, Corporate Services, and the Chief Administrator's Office to conduct the analysis and develop the objectives. The final report will be the subject of a report to the Emergency and Protective Services Committee and Council.

Purpose of the Study:

The purpose of the study is to hire a consultant to assist the City of Toronto in determining the best locations for fire and ambulance stations, headquarters, training, maintenance, and storage and supply facilities to serve the amalgamated City of Toronto.

Objectives of the Study:

The objectives of the study are:

(1) To recommend the appropriate response time standards, allocation of resources and fire station location grid pattern to best serve the needs of the City of Toronto.

(2) To investigate best practices in the delivery of Fire protection services related to response time standards, facility locations and the allocation of resources.

(3) To recommend a station facility plan to meet the needs of the Toronto Fire Services and the Toronto Ambulance Services, in the context of existing Fire and Ambulance station facilities giving consideration to best practices and the overall costs and benefits.

(4) To undertake a needs assessment of Fire and Ambulance Services headquarters space requirements and recommend a solution to best accommodate headquarters functions, giving consideration to alternative sites and the existing Ambulance Services headquarters located at 4330 Dufferin Street.

(5) To recommend facility plans for training, maintenance and mechanical, and storage and supply facilities for the Fire Services and Ambulance Services.

Deliverables:

(1) A well-managed consultation and communications process.

(2) Regular briefings and interim reports of key City of Toronto personnel and Councillors.

(3) A fire station location strategy for the amalgamated City of Toronto, taking into consideration the existing locations and functionality of existing fire stations and ambulance stations.

(4) A plan to accommodate the headquarters, training, mechanical and maintenance, and storage and supply requirements for the Fire Services and Ambulance Services.

(5) An Executive Summary of the final report.

(6) Final report presenting an overall strategy to implement recommendations of the consultant including a cost analysis and communication plan.

(7) Attendance at appropriate Committee and Council meetings and presentations as required.

Scope of the Study:

Station Facilities Evaluation:

The evaluation of the locations of the fire stations in the former six municipalities of East York, Etobicoke, North York, Scarborough, Toronto and York consists of assessing various levels of service scenarios for fire protection and determining the most suitable location for fire stations now that the service boundaries have been eliminated. The scope of the study includes:

(1) response time standards;

(2) risk analysis;

(3) fire station location grid;

(4) fire station assessment;

(5) integration opportunities with the Ambulance Services;

(6) allocation of resources;

(7) recommended facility plan;

(8) cost analysis;

(9) implementation plan;

(10) consultation and communications plan.

Ambulance Services and Fire Services Headquarters:

The study also includes the evaluation of headquarters requirements for the Fire Services and Ambulance Services to determine the best solution to accommodate the headquarters functions. As an interim solution, the former Ambulance headquarters facility at 4330 Dufferin Street now also accommodates some of the Fire Services headquarters functions. In assessing whether the building can fully accommodate the long-term headquarters requirements for the Fire Services and Ambulance Services, a needs assessment and building evaluation is required. The existing building accommodates Fire Services executive offices and key management, staff and Ambulance Services management and administration. In addition, Ambulance Services operates a station as well as training facilities, vehicle maintenance, storage and supply from the 4330 Dufferin Street location. These Ambulance Services operations must be specifically evaluated in the context of relocation, possibly with existing Fire Services facilities, or other sites available within the property inventory of the new City of Toronto. The scope of the study includes:

(1) Fire Services and Ambulance Services headquarters needs assessment;

(2) evaluation of 4330 Dufferin Street;

(3) evaluation of alternative Fire Services headquarters locations;

(4) recommended headquarters facility plan;

(5) recommended strategy for training, maintenance and mechanical, and storage and supply functions;

(6) cost analysis;

(7) implementation plan; and

(8) consultation and communications plan.

Station Facilities Evaluation:

Response Time Standards:

The establishment of response time standards for the Toronto Fire Services is a critical factor in determining an optimal location plan to best serve the needs of the residents of the City of Toronto. Response time for the purpose of this evaluation is measured from the point in time a dispatched vehicle leaves the station to the time the vehicle arrives at the emergency scene. In addition, response time will be measured from the time that Fire Services dispatch receives the call. The recommended response time standards must recognize the full scope of services delivered by the Fire Services including emergency fire response and tiered response.

The consultant is required to:

(1) Present an overview of response times based on existing station locations. The analysis must include demand by station, giving consideration to street and traffic patterns, time of day demand, and weekday/weekend demand patterns.

(2) Review the Fire Services industry respecting response time standards and report best practices. Efforts should be made to include Canadian comparisons where possible. It will also be necessary to use American examples recognizing the size of the new Toronto Fire Services. Differences in operations due to American versus Canadian legislation and operating environment should be discussed.

(3) Recommend response time standards that should be adopted by the Toronto Fire Services.

(4) Generate response data related to new fire station location options and address the impact/improvement to the existing response times.

(5) Examine response times for first through nine response vehicles.

(6) Provide optional fire station locations for road response times of 2.5 minutes, 3.0 minutes, 3.5 minutes and 4.0 minutes for 90 percent of responses measured from the time the vehicle leaves the station. In addition, response times should be determined from the time that fire dispatch receives the call. Colour coded maps for each station response is required.

(7) Review the fire station response districts and provide optional district models.

Risk Analysis:

The evaluation must be based on a risk analysis of fire hazards and public safety parameters.

The consultant is required to:

(1) evaluate the pump coverage related to risk;

(2) evaluate future development of the Downsview lands and the north east area of the City;

(3) evaluate the seasonal demands i.e., C.N.E., Molson Indy, Bluff Rescue, Taste of the Danforth, Caribana, Toronto Islands;

(4) evaluate the aerial ladder coverage related to risk; and

(5) evaluate the specialized unit coverage related to risk (Rescue, Haz-Mat, High-rise, confined space, subway systems, hospitals, waterfront).

Fire Station Location Grid:

An ideal fire station location grid provides a geographical blueprint of service areas based on an ideal number of fire stations to serve the City of Toronto.

The consultant is required to recommend an ideal fire station location grid based on an evaluation of demand, best practices, efficiency, cost, and response time standards.

Fire Station Assessment:

An assessment of the 80 existing fire stations will be provided to the selected consultant. The continued use of stations or closure of facilities must give consideration to the priorities of the Fire Services in delivering the best emergency service possible.

The consultant is required to, in the context of the recommended ideal fire station location grid pattern, assess the conditions of the existing 80 fire stations and recommend a course of action for each station. This may include no action, renovation, build, or closure.

Integration Opportunities with the Ambulance Services:

In the context of the changes being considered following the review of Ambulance Services as described above, and the amalgamation of the former six fire departments into one, there may be opportunities to integrate some or all of the ambulance and fire station facilities to achieve efficiencies.

The consultant is required to:

(1) Evaluate the existing 36 ambulance stations in the context of ability to support the recommended fire station grid pattern. Consideration must be given to station location, site characteristics, and state of repair, functionality and flexibility. Recommend a course of action for each station that may include no action, renovation, build, or closure.

(2) Propose an accommodation plan for ambulance personnel at combined facilities giving consideration to costs, work method and environment, and labour relations issues.

Allocation of Resources:

The six former fire departments all had various levels of staff and equipment resources. In the context of the recommended facility plan, there is potential to reallocate resources to improve consistency and efficiency.

The consultant is required to:

(1) Review management structure, staff allocations and equipment distribution and provide options for consideration. Opportunities to gain revenues and reduce costs through disposition of excess resources should be explored. The evaluation may result in the sale of redundant equipment or a reduction of staff, which may be addressed through attrition and reassignment to Fire Prevention and Education or downsizing, if necessary.

(2) Determine resource deployment in terms of response time and response from each station.

Facility Plan:

In the Amalgamation Report dated August 1997, the Fire Chiefs expressed their preference respecting Emergency Response. "It is the opinion of the Fire Chiefs that the citizens are best served by a uniform service delivery. Example: a pumper in each fire station with additional vehicles strategically placed in accordance with the needs of the local community, such as: high rise unit in dense area of high rise buildings; Haz-mat vehicles near heavy industrial areas; rescue vehicles near highways, etc. With uniform distribution of pumper vehicles, it provides multiple options for selection of additional vehicles to respond to major alarms or numerous fires simultaneously throughout the large city area."

Ambulance Services work using a combined station-based and mobile deployment model. Fire Services and Ambulance Services also work together in the interest of public safety using tiered-response protocols for life-threatening emergencies.

The consultant is required to:

(1) based on the evaluation described above, examine new fire station locations and recommend preferred options for new fire station locations with rationale;

(2) based on the inventory of fire and ambulance stations, recommend a facility plan that addresses existing facilities that meet the current need, existing facilities that require renovation to meet the current need, surplus facilities, and new facilities required; and

(3) describe other ideas to improve efficiency, reduce cost, or improve the overall service of the Fire Services related to facilities and equipment.

Cost Analysis:

The consultant is required to provide a cost analysis of the recommended solution or alternative solutions addressing both capital and operating costs including any standby costs. Outline the main features of the proposed recommendations and/or alternatives addressing specifically sites to be maintained, renovated, sold, or purchased and developed. The cost analysis must also address any other factors that impact costs such as staff and equipment distribution.

Implementation Plan:

The consultant is required to indicate the steps required implementing the recommended course of action specifically with respect to maintaining services during the transition and communications with staff and the public. The implementation plan should include a schedule addressing the specific time period to complete the recommended course of action and any milestones in the context of the approval processes required for the City of Toronto.

Consultation Process and Communications Plan:

The method of consultation proposed must involve all key stakeholders in the study process including Fire Services and Ambulance Services management and union representatives, Facilities Management staff, and the public. The communications plan must address specifically concerns of the public impacted by the closure of any fire station or ambulance station and the commitment to public safety as a priority.

Ambulance Services and Fire Services Headquarters:

Early in 1998, Ambulance Services and Fire Services worked together and determined that the Fire Services administration requirements could be temporarily be accommodated at Ambulance Services headquarters, located at 4330 Dufferin Street. This has required the relocation of some Ambulance Services staff to accommodate some of the management functions of the Fire Services. This interim solution has provided an environment for the Fire Services to assemble a management team to work together to implement the amalgamated Fire Services. In addition, the cohabitation of Fire Services and Ambulance Services headquarters functions presents an opportunity to share resources within the headquarters facility.

Phase one of the Fire Services move to the Ambulance headquarters building is in progress and involves the Fire Services executive and key management staff. These short-term needs were developed into a plan by City of Toronto Corporate Services staff and $935,000.00 has been identified in the Corporate Services' transition capital budget to complete renovations to accommodate approximately 75 Fire Services staff by September 1998. This plan does not accommodate the long-term needs of the Fire Services. The accommodation of all head office staff requires a detailed needs assessment and the potential relocation of some Ambulance Services functions such as training, mechanical and maintenance, and storage and supply.

Fire Services and Ambulance Services Headquarters Needs Assessment:

The needs assessment for Ambulance Services headquarters functions must address all operations currently accommodated at 4330 Dufferin Street. The needs assessment for the Fire Services headquarters functions must address all requirements provided in the proposed organizational plan provided by the Fire Services. The evaluation must also consider potential areas that can share resources between Fire Services and Ambulance Services. The evaluation must address the following criteria:

(1) location requirements;

(2) adjacency to other functions;

(3) image;

(4) public accessibility; and

(5) space and functional requirements projected over 10 years.

Evaluation of 4330 Dufferin Street:

Based on the above assessments of Fire Services and Ambulance Services requirements, the consultant must evaluate 4330 Dufferin Street to determine its capability of accommodating both Fire Services and Ambulance Services headquarters requirements. The evaluation must include a cost-benefit analysis of various options to renovate the site to meet the proposed needs.

Evaluation of Alternative Fire Services Headquarters Locations:

The consultant must evaluate alternative options to accommodate the Fire Services headquarters to confirm whether or not the combined Fire Services and Ambulance Services headquarters at 4330 Dufferin Street is the best option for the City of Toronto with respect to cost, efficiency and operational benefits. The consultant may choose to recommend that Ambulance Services headquarters remain at 4330 Dufferin Street and the Fire Services headquarters be developed or moved to an alternative location.

Recommended Headquarters Facilities Plan:

The consultant must prepare a facilities plan indicating space allocation by function, based on City of Toronto planning principles, to accommodate Fire Services and Ambulance Services headquarters requirements.

Recommended Strategy for Training, Maintenance and Mechanical, and Storage and Supply Functions:

The consultant must recommend alternative locations for training, maintenance and mechanical, and storage and supplies, which may involve sharing facilities off-site.

With respect to fleet maintenance and garage operations, reference should be made to the Corporate Fleet Management and Consolidation of Garages Study that will be carried out in 1998, for the rationalization of optimizing existing facilities across the City of Toronto.

Cost Analysis:

Provide a cost analysis of the recommended solution including standby requirements, planning, design, construction, permits, moving, furniture and other ancillary costs.

Implementation Plan:

The consultant is required to indicate the steps required implementing the recommended course of action specifically with respect to maintaining services during the transition. The implementation plan should include a schedule addressing the specific time period to complete the recommended course of action and any milestones in the context of the approval processes required for the City of Toronto.

Consultation Process and Communications Plan:

The consultation process proposed must involve the key stakeholders in the process including Fire Services and Ambulance Services management and union representatives, Facilities Management staff, and the public. The consultant is required to provide a communications plan for staff of the Fire Services and Ambulance Services, politicians of the City of Toronto, and the public to ensure a smooth transition to accommodate headquarters, training, mechanical and maintenance, and storage and supply facilities.

Timing:

It is expected that the selected consultant will begin work by May 1998 and complete the study by November 1998. This accelerated timeframe is important to ensure that the recommendations can be considered in the preparation of the 1999 capital and operating budgets.

Selection Criteria:

Submissions from consultants will be evaluated against a range of criteria including:

(1) understanding of the project scope and objectives;

(2) qualifications of the firm and experience of the project team;

(3) proven expertise on recent projects of similar size and scope;

(4) ability of the proponent to deliver a successful project;

(5) suitability of the proposed approach to the project (task identification, level of detail);

(6) understanding of the range of issues including the impact on City of Toronto staff and the public with respect to changing current fire and/or ambulance station locations;

(7) suitability of the proposed communication plan;

(8) study completion date and report format;

(9) completeness, organization and presentation of submission and compliance with all requirements set out in the RFP;

(10) project fees; and

(11) ability to respond within the specified timeframe.

The criteria are not listed in any intentional order of priority.

The Emergency and Protective Services Committee also submits the following report (March 24, 1998) from the Fire Chief:

Purpose :

To present, for approval, amendments to Fire Services and Ambulance Services Facilities Study Terms of Reference.

Financial Implications:

Not applicable.

Recommendations:

It is recommended that:

(1) the Steering Committee be comprised of representatives of Fire Services and Fire Fighters Association, Ambulance Services and Ambulance Union, Corporate Services and the Chief Administrator's Office;

(2) the following be added under the heading "Objectives of the Study" (Appendix A, Page 6)

Point One: to recommend the appropriate response time standards (add the following) "in accordance with established staffing standards and response capability for assembling two pumpers, one aerial ladder vehicle, one Chief Officer and staffing complement at the scene of a residential structure fire.";

Point Two: To investigate best practices in the delivery of fire protection services related to response time standards, facility locations and the allocation of resources, (add the following) "giving consideration to credible documented authorities including current practices, recent studies from the six amalgamating fire departments and relevant information from fire departments of comparable size, geography and demographics.";

(3) the following be added under the heading "Deliverables" (Appendix A, Page 6): "Regular briefings for the benefit of the Steering Committee be conducted by the consultant, at least monthly, during the study period";

(4) the following be added under the heading "Response Time Standards", Appendix A, Page 8 point Five: Examine response times for first through nine response vehicles (add the following) "in accordance with established staffing standards and response capability for assembling two pumpers, one aerial ladder vehicle, one Chief Officer and staffing compliment at the scene of a residential structure fire"; and

(5) the following be added under the heading Risk Analysis, page 9, point two, Evaluate future development of the Downsview Lands, the North East area of the City (add the following) "and the Harbourfront area"; and

(6) the following be added under the heading, Fire Station Location Grid, Page 9, Recommend an ideal fire station location grid based on an evaluation of demand, best practices, efficiency, cost, and response time standards, (add the following) "in accordance with response capability criteria".

Conclusion

Having reviewed the Ambulance Services and Fire Services Terms of Reference, we believe the above noted amendments will enhance the effectiveness of the Study.

Contact Name

Alan Speed - 397-4300.

(City Council on April 16, 1998, amended this Clause by adding thereto the following:

"It is further recommended that the joint report dated March 30, 1998, from the Acting General Manager, Toronto Ambulance, and the Commissioner of Works and Emergency Services, headed 'Confirmation of Toronto Ambulance as the Provider of Ambulance Service in the City of Toronto', embodying the following recommendations, be adopted:

'It is recommended that:

(1) Toronto Council affirm its desire that Toronto Ambulance be the sole, licensed provider of ambulance service in the City of Toronto; and

(2) the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.' ")

The Emergency and Protective Services Committee submits the following report (March 2, 1998) from the Acting General Manager of Toronto Ambulance; and reports having requested the Acting General Manager of Toronto Ambulance to submit a report directly to Council for its meeting on April 16, 1998, with respect to the City of Toronto's acceptance as being the sole provider of ambulance services in the new City of Toronto:

Purpose:

To apprise Toronto Council of the specific impacts that the process of Provincial downloading has had on Toronto Ambulance, and on its budget in particular.

Funding Sources, Financial Implications and Impact Statement:

Provincial downloading has resulted in Toronto Ambulance having to request a budget increase as part of the City of Toronto's 1998 Operating Budget Process. This has been necessary to cover the budget shortfall created by downloading, and to allow the Department to maintain its service delivery standards.

Recommendations:

It is recommended that this report be received for information.

Council Reference/Background/History:

At the Emergency and Protective Services Committee meeting of January 13, 1998, a request was made of the (then) Commissioner of Ambulance Services to report on the impact of the elimination of the Provincial subsidy on ambulance services.

Comments and/or Discussion and/or Justification:

Toronto Ambulance entered the new City of Toronto as a service which was already single and consolidated. However, it was also a service which had strong linkages - financially, legislatively, and operationally - with the Ministry of Health.

The unification of Metropolitan Toronto and the six area municipal governments into one municipal government structure - and the absorption of the 'Toronto Ambulance' service into it - came at the same time that the Ministry of Health was starting the process of divesting itself from the funding and operation of ambulance services throughout the Province.

Thus, on January 1, 1998, not only was there a new City of Toronto governance and organizational structure, there was also a significant change to the structure which had provided for the delivery of ambulance service in the new City of Toronto.

Historical Funding of Toronto Ambulance:

In 1975, the (Metro) Department of Ambulance Services was formed. It amalgamated a number of private, municipal and provincially operated services into one municipal service, largely as a result of complaints and concerns which had been raised about both the privatized and decentralized nature of the service delivery which was available at the time. It was publicly felt that the disparity in quality and service standards between different services was not acceptable.

Both Metro Toronto and the Province wholly supported the consolidation of ambulance services, and agreed to share the cost of funding the, now single, service.

Cost sharing ratios have varied over the many years, but in the last decade the split has been roughly 50:50 between the Province and Metropolitan Toronto. In general, the Province has always provided the larger share of funding, by way of conditional grants.

Down-loading - On-Paper Costs:

With Provincial downloading, all Upper Tier Municipalities (UTMs, of which Toronto is one) are now responsible for 100 percent of the funding of the ambulance service delivery within their regions. For Toronto, this would normally have amounted to the elimination of the annual provincial grant for ambulance service. In 1997, (Metro) Toronto's Ambulance Service budget was $61.9 million. Of this, the Provincial grant portion was $34.892 million. Therefore, for 1998, the cost of downloading of ambulance services for the City of Toronto should have been a straight $34.892 million (there were discussions between the Province and the four regions surrounding Toronto with respect to the recovery of some of these funds through a GTA 'pooling' formula, but those discussions have been put in abeyance indefinitely).

Downloading - Additional Costs:

It must be noted, however, that for 1997 - and for many years preceding - the funds the Province provided Toronto's ambulance service through formal grants did not cover the full cost of providing the service. Two main areas where Toronto Ambulance has received additional 'subsidy' have been in the areas of (1) ambulance vehicles, and (2) emergency supplies and equipment. For Toronto Ambulance, these are the two major additional impact areas of Provincial downloading.

Prior to 1992, funds for the yearly purchase of ambulance vehicles were drawn from the Department's operating budget. In 1992, in response to increasing budgetary and staffing pressure which preceded and which were expected to include the government of the day's 'Social Contract', the Ministry of Health began supplying the Department with all its ambulance vehicles. The understanding held by both parties initially was that the vehicles would be on 'loan' to Metropolitan Toronto. Therefore, it was not captured as part of Metro's portion of our operating budget, nor as part of the Ministry's portion of its grant funding.

The 'loan' became extended from one year to the next, with the Ministry indicating each year that the arrangement was not intended to be a permanent one, and that they reserved the right to recall the vehicles at any time, with suitable notice.

The equivalent annual purchase price of the provided vehicles, based on a replacement cycle of 24 vehicles per year, is estimated at $2.500 million. This represents an amount that Toronto has, in fact, been "supplemented" with for the last six years (the need for 24 replacement ambulances a year is based on a six year, repeating fleet replacement cycle).

With the Provincial downloading associated with the formation of the new City of Toronto, the Province will no longer be supplying our Department with its ambulance vehicles. Thus, Toronto Ambulance has had to increase its budget request by the amount required to acquire 24 vehicles each year.

Through a bulk purchase arrangement with the Ministry, the amount necessary in 1998 is identified as $1.948 million (in the absence of a bulk purchase deal, the amount would be closer to the $2.500 million).

In addition to this, the Department will also have to purchase equipment and supplies which have also been supplied to our Department, at no cost to (Metro) Toronto, over the last six years. These represent specialized types of Ministry-introduced mandatory and disposable items which are required in an ambulance, based on the Ministry's specifications. They are equal to an amount of approximately $500 thousand per year.

There have been no formal written agreements between the Ministry and our Department regarding these vehicles and equipment. Late last year, the Ministry did advise us that, technically, they still owned the vehicles and that they might 'bill' Toronto for the equivalent outstanding residual value of them. However, they have since determined that they will transfer all the vehicles to Toronto at no charge (there may be some provincial tax costs associated with the transfer, but this is still being negotiated). The equivalent value of these assets is approximately $4.5 million, a cost that the City of Toronto will not have to incur.

Below is an itemized list of the financial impacts of the Province's down-loading of ambulance services to the City of Toronto, as reproduced from our 1998 Operating Budget submission. The total additional cost for 1998 is anticipated to be about $2.5 million.

($000)

Provincial Downloading: $34,892.00

________________________________________________________

Additional Downloading Costs:

Replacement of 24 ambulances per year based

on current Ministry standards (and through

bulk purchase with Ministry) 1,948.00

Average annual cost of equipment provided

by the Ministry of Health, not included in subsidy 400.00

Provincial subsidy for the supply of medical

equipment to Metro area Fire Department as

part of Tiered Response 78.00

Annual vehicle licence fees paid for by the

Ministry of Health for ambulances provided

for Metro's use 8.00

Estimated vehicle repair costs for Ministry owned

vehicles not billed to Metro 30.00

Projected replacement of Ministry of Health provided

Emergency Support Unit. Annual contributions to the

vehicle reserve for replacement over a 6 year period 12.00

Total $2,476.00

_______________________________________________________

Total Downloading Costs:

Elimination of Grant Funding and Additional Costs $37,368.00

Communications Centre - Funding Support:

The Ministry of Health has indicated that, from 1998 and on, it will be assuming the cost of operating Toronto Ambulance's Communications Centre. The Ministry had traditionally provided direct funding for all the Central Ambulance Communications Centres (CACCs) in the Province, except for Toronto's. However, it had also suggested that, historically, CACC funding was built in to its previous grant co-funding.

Under Bill 152, the Province will retain operational control and funding of all ambulance communications centres. In Toronto's case, it will permit Toronto Ambulance to continue the day to day operation of the centre.

The amount of funding which the Province will make available has been set at $8.0 million. Discussions between Toronto Ambulance and the Ministry of Health aimed at confirming the amount are presently taking place. This has been presented to the Budget Committee, and will form part of the Department's final budget outcome.

The amount the Ministry provides to Toronto Ambulance for its communications centre will also

reduce the overall downloading figures accordingly. Funding of $8.0 million will reduce the overall downloading cost from $37,368 million to $29,368 million.

Secondary Impacts of Downloading:

The above figures represent the direct financial impacts of downloading on Toronto Ambulance. Indirect impacts will also be felt, and will be matters of concern to both Toronto Ambulance and the City of Toronto.

The first of these is the matter of 'cross border' service delivery. Under the previous 'seamless' system of ambulance service delivery, ambulances in Toronto would move freely across the political borders of the surrounding GTA regions. If a Toronto ambulance was the closest resource to an emergency call in Mississauga, for example, then that ambulance would be dispatched to service the call. Cost recovery was not an issue, since the Province funded all services, either partially or wholly.

As of January 1, 1998, this is no longer the case. Since Upper Tier Municipalities are now responsible for the funding of ambulance services in their regions, any 'cross border' movements are potentially billable. Bill 152, the Services Improvement Act, allows for cross border and mutual aid agreements between adjacent municipalities. This is particularly important as the Communication Centres controlling ambulance services will remain under Provincial control. Ambulances will be selected and dispatched to emergency calls based on their geographic proximity to the calls, and not on their municipal home base.

Of approximately 265,000 ambulance responses in 1997, almost 6,000 were to areas outside Toronto. Similarly, non-Toronto ambulances also crossed into Toronto's borders, but on a much smaller comparative scale. These calls represent a potential source of 'cost recovery' revenue for Toronto, but will require the appropriate Toronto and regional officials to strike suitable cross border fee structure agreements.

Officials of Toronto Ambulance will be meeting with representatives of the four regions to discuss this issue further, with a view to establishing some form of mutually agreeable cross border billing arrangement. From there the Ministry of Health and then City of Toronto corporate representatives (e.g., the office of the Chief Administrative Officer) will need to become involved.

A second indirect impact of downloading is related to health services restructuring, and to hospital closures. This is an external 'downloading' pressure on Toronto, but one which its ambulance service is expected to absorb without any increase in its resources. A significant rise in the amount of time hospitals are becoming overextended and therefore unavailable to ambulance patients is resulting in a rise in the call transport and call completion times of our service. Citizen frustration levels are also running high as patients are being diverted from 'unavailable' neighbourhood hospitals to hospitals farther away.

The Ministry of Health had indicated there would be a reinvestment in community based health care, and in health care delivery agents, in response to health services restructuring. For ambulance services, however, this has not happened thus far. Toronto Ambulance is being pushed to the limits of its system flexibility in order to compensate for the demands created as a result of the present hospital situation.

Timing Difficulties:

A last impact of the process of Provincial downloading pertains to the awkward position Toronto Ambulance found itself in with respect to the budgetary process for purchasing new vehicles, and how that tied in to the formation of the new City of Toronto.

It was only November 1997, when the new City, through the Chief Administrative Officer and the Toronto Transition Team, formally confirmed on behalf of Toronto its intent to assume full control over the provision of ambulance services in Toronto (since Toronto had already been providing the service to itself anyway). Therefore, it was only at that time that Toronto Ambulance found itself in a position - for the first time in six years - of having to make arrangements for the acquisition of replacement ambulances (ambulances are only available from two suppliers in Canada, and have to be ordered several months in advance of when they are actually needed).

This posed a difficulty in timing: the Department was still required to satisfy its operating needs (through the purchase of vehicles) but the formal municipal approval mechanisms were in transition. As well, the downloading liability and the necessity for a budget increase to offset it was, at the time, a good distance away from being dealt with through the new City budget procedures. In a very real sense, Toronto Ambulance got 'caught' in inauspicious timing.

The vehicle issues have currently been addressed through the present Committee, Council and budget processes. Approval for the purchase was granted by Toronto Council at its meeting of March 4, 5 and 6, 1998.

Conclusions:

Provincial downloading has had significant effect on Toronto Ambulance, specifically in the areas of ambulance vehicles and equipment. For the last six years, the Ministry of Health has provided the Department with both, at an annual expenditure equivalent of at least $2.5 million. As a consequence, the Department is asking for a budget increase for the first time since 1991, in order to help offset the increased costs. Unfortunately, this also comes at a time when the entire Corporation is looking for substantial expenditure reductions.

Downloading also had an indirect effect on Toronto Ambulance in as much as the timing of the financial impacts did not coincide favourably with formalization of new City's governance and administrative structure. As well, indirect impacts of downloading include the need to address the matter of cross border service delivery, and the demands being placed on ambulance service by the increasing incidence of hospital closures.

Contact Name:

Ron Kelusky - 397-9240 - Fax: 392-2115.

(City Council on April 16, 1998, had before it, during consideration of the foregoing Clause, the following report (March 30, 1998) from the Acting General Manager, Toronto Ambulance:

Purpose:

To seek Toronto Council's formal endorsement of Toronto Ambulance as the sole licensed provider of ambulance service in the City of Toronto. This is necessary so that the Ministry of Health can complete the transfer of vehicle and equipment assets to Toronto Ambulance.

Funding Sources, Financial Implications and Impact Statement:

There are no direct funds involved in this initiative. However, the Province will not complete the formal transfer of vehicle and equipment assets worth approximately $5,000,000.00 to Toronto Ambulance until Toronto Council has declared its affirmation of the Department as the provider of ambulance service in this city.

Recommendations:

It is recommended that:

(1) Toronto Council affirm its desire that Toronto Ambulance be the sole, licensed provider of ambulance service in the City of Toronto; and

(2) the appropriate City Officials be authorized and directed to take the necessary action to give effect thereto.

Council Reference/Background/History:

One of the services that has been downloaded to municipalities by the Province is ambulance service. Previously, ambulance service had been provided to the (then) Metro Toronto municipality by the (then) Metro Toronto Ambulance. Toronto operated the service, with funding that was shared roughly half and half by both the Province and Metro Toronto.

Under Bill 152, the 'Services Improvement Act', all Upper Tier Municipalities (UTMs) are now responsible for the full funding of land ambulance services in their jurisdictions. In addition, as of January 1, 2000, all UTMs will be wholly responsible for the full funding and the full proper provision of ambulance services. A two year 'protection period' (January 1, 1998 to January 1, 2000) has been extended to those UTMs who wish to take time to determine which service provider or service delivery model will best meet their community's needs. During the two year period the Province will continue to arrange for service delivery but will charge the full cost back to municipalities.

Bill 152 provided UTMs with the option of declaring their desire to bypass the two year protection period, and to commence direct service delivery themselves. This has been the case in Toronto.

Comments and/or Discussion and/or Justification:

Toronto is in a very unique situation with respect to ambulance service delivery. It has already provided its own ambulance service for the last 23 years, under the auspices of a licence granted directly to the (then) Metro Toronto. Under the new City of Toronto this structure is continuing. Toronto Ambulance is a service that Toronto already knows, and controls. It already has a fully established and corporately linked service, organizational and operational infrastructure. Particularly in light of the many activities and decisions the new city is already facing as part of the municipal transition process, Council will not have to undertake any involved exploration of other service delivery options, save for the efficiencies which are being pursued through strategic partnership with the Toronto Fire Services under the Works and Emergency Services cluster.

When Bill 152 was released, Metro Toronto officials began the process of notifying the Ministry of Health that Toronto was in a position to declare that it would bypass the 'protection period' and assume responsibility for the complete operation of ambulance services in Toronto. This notification was initiated and conducted because of a deadline that the Province had imposed on municipalities, that they must advise the Province of their intention to operate ambulance services by January 1, 1998.

Unfortunately, this time frame conflicted with the time frame for the formation of the new City of Toronto. In effect, there was, at first, no one in a position to authoritatively make such a decision on behalf of the new City, and the Council of Metro Toronto was not able to decide on a matter that would extend well beyond the end of its governing mandate. In consultation with the Acting CAO of Metro Toronto and the newly appointed CAO of the City of Toronto, the Toronto Transition Team was approached and asked to provide the authority to allow the new CAO to make the decision on behalf of the new City. In December, 1997, correspondence was sent to the Ministry confirming the decision and, as of January 1, 1998, Toronto Ambulance has continued to provide land ambulance service to the City.

Since that time, Toronto Ambulance has been in discussions with the Ministry of Health with respect to the transfer of certain material assets. The most notable of these are ambulance vehicles and some items of equipment. In 1992, the Ministry began supplying Toronto with all of its ambulances, vehicles which Metro Toronto had previously had to purchase itself out of its annual operating budgets. The Ministry offered this assistance based on the budgetary constraints at the time, and to help Toronto Ambulance maintain staff service levels in the face of the Province's 'social contract' program (purchasing vehicles would otherwise have had to come at the expense of staff). After the social contract expired, the Ministry continued to supply vehicles, but always with the proviso that such assistance could end at any time, and that the Ministry technically 'owned' the vehicles and might choose to recall them, if ever necessary. The value of these 115 vehicles is estimated at $4,500,000.00. In addition, the Ministry has, over the years, supplied Toronto Ambulance with ambulance equipment estimated approximately to be worth another $500,000.00.

The Ministry has indicated that it will now transfer these assets entirely to the City of Toronto, at no cost to the City. However, it has advised that it requires Toronto Council's confirmation of the December, 1997, letter sent by the CAO in which Toronto's intent to operate its own land ambulance service was registered.

Conclusions:

The request by the Ministry of Health for confirmation of Toronto Council's desire to operate its own land ambulance service represents simply a formalization of the service practice which has existed since 1975. Toronto Ambulance is already an amalgamated service, and Toronto has already been successfully operating its own service for the last 23 years. The only thing that has changed with downloading is the issue of funding, an issue which is being addressed through the 1998 operating budget process.

Confirmation of Toronto as the service delivery agent will ensure the consignment of the approximately five million dollars worth of assets. In the absence of such confirmation, the City may have to assume the amount as a liability, and will then also have to reimburse the costs of ambulance service delivery to the Province.

It is reasonable that, for the reasons described above, Toronto Council continue to endorse Toronto Ambulance as the sole licensed provider of ambulance services in the City of Toronto.

Contact Name:

Ron Kelusky, Phone: 397-9241, Fax: 392-2115.)

(City Council also had before it, during consideration of the foregoing Clause, a communication (April 1, 1998) from the Executive Director, The Ontario Ambulance Operators' Association Inc., providing, for information, a document (March 1998), entitled "Transition Issues for Ambulance Service in the Province of Ontario".)

(City Council on April 16, 1998, received this Clause for information, subject to adding thereto the following:

"It is further recommended that, notwithstanding subsection 128(5) of the Council Procedural By-law:

(1) the Chair of the Toronto Police Services Board be requested to submit a report directly to Council for its Special Meeting to be held on Wednesday, April 29, 1998, for consideration with the 1998 Operating Budget of the Toronto Police Service, on the land acquisition plans for 51 Division; and

(2) the City Clerk be requested to forward a copy of the report dated March 2, 1998, from the Acting General Manager, Toronto Ambulance, as listed under Item (o), entitled 'Impact of Hospital Restructuring on Toronto Ambulance', to the Minister of Health.")

(a) Police Complaints Process.

The Emergency and Protective Services Committee reports having deferred consideration of the following communication to the next meeting of the Committee to be held on April 21, 1998:

(February 4, 1998) from Councillor Joe Mihevc, York Eglinton, advising that he has received concerns from various members of the community regarding the development of the new police complaints process; that he has suggested to the new Chair of the Police Services Board, Councillor Norm Gardner, that this would be an excellent opportunity for the Police Services Board to bring forward its concerns, and its efforts at allaying community concerns, in dealing with police complaints; and recommending that the Committee encourage greater public awareness and debate of any new proposed policy.

(b) 1998 Operating Budget - Toronto Fire Department.

The Emergency and Protective Services Committee reports having received the following communication for information:

(March 18, 1998) from the Budget Committee, forwarding the 1998 Operating Budget for the Toronto Fire Services, together with the recommended amendments proposed by the Budget Committee on March 10, 1998, for review and comment thereon to the Budget Committee.

(c) 1998 Capital Budget - Toronto Fire Department.

The Emergency and Protective Services Committee reports having received the following communication for information:

(March 18, 1998) from the Budget Committee, forwarding the 1998 Capital Budget for the Toronto Fire Department, together with the recommendation proposed by the Budget Committee on March 10, 1998, for review and comment thereon to the Budget Committee.

(d) 1998 Operating Budget - Toronto Ambulance Services.

The Emergency and Protective Services Committee reports having received the following communication for information:

(March 18, 1998) from the Budget Committee forwarding the 1998 Operating Budget for the Toronto Ambulance Services, together with the recommended amendments proposed by the Budget Committee on March 10, 1998, for review and comment thereon to the Budget Committee.

(e) 1998 Capital Budget - Toronto Ambulance Services.

The Emergency and Protective Services Committee reports having received the following communication for information:

(March 18, 1998) from the Budget Committee forwarding the 1998 Capital Budget for the Toronto Ambulance Services, together with the recommendation proposed by the Budget Committee on March 10, 1998, for review and comment thereon to the Budget Committee.

(f) 1998 Operating Budget - Toronto Licensing Commission.

The Emergency and Protective Services Committee reports having received the following communication for information:

(March 18, 1998) from the Budget Committee forwarding the 1998 Operating Budget for the Toronto Licensing Commission, together with the recommended amendments proposed by the Budget Committee on March 10, 1998, for review and comment thereon to the Budget Committee.

(g) 1998 Operating Budget - Toronto Police Service.

The Emergency and Protective Services Committee reports having:

(1) recommended to the Budget Committee, and Council, that the target policing initiative be approved; that the necessary funds be provided in the 1998 Operating Budget for the Toronto Police Service for this initiative for five months in 1998; and that the costs of this program be submitted to the Budget Committee for consideration during its budget deliberations;

(2) requested the Toronto Police Services Board to report:

(a) to the Emergency and Protective Services Committee on the flying squad; and

(b) to Council on a revised human resources strategy that identifies the changes recommended by the Budget Committee; and

(3) referred the following motion by Councillor Nunziata to the City Solicitor with the request that he submit a report thereon to the Emergency and Protective Services Committee:

"That the following recommendation adopted by the Metropolitan Toronto Council on October 18, 1993, be resubmitted to the Province of Ontario:

'that the Province be requested to grant authority for municipalities and the Police to charge back the costs of enforcement prosecution and inspections as they relate to house parties, to the organizers of such parties or owners of the properties where such parties take place and the authority to add such charges, where unpaid, to the collector's roll and collected as municipal taxes.'"

(i) (March 18, 1998) from the Budget Committee forwarding the 1998 Operating Budget for the Toronto Police Service, together with the recommended amendments proposed by the Budget Committee on March 11, 1998, for review and comment thereon to the Budget Committee;

(ii) (March 23, 1998) from the Chief of Police addressed to Councillor Fotinos, Chair, Toronto Police Service Budget Working Group, providing additional information with regard to the 1998 Operating Budget for the Toronto Police Service; and

(iii) (February 17, 1998) from the Chairman, Toronto Police Services Board addressed to Councillor Fotinos, Chair, Toronto Police Service Budget Working Group, providing information on a request submitted to the Working Group by Councillor Nunziata that a recommendation pursued a few years ago by the Board and the Metropolitan Toronto Council "that municipalities and the police services be given the authority to charge back the costs related to the enforcement, prosecutions and inspections as they pertain to "house parties" be resubmitted to the Province of Ontario.

The following persons appeared before the Emergency and Protective Services Committee in connection with the foregoing matter:

- Councillor Norman Gardner, Chairman, Toronto Police Services Board;

- Deputy Chief Steve Reesor and Mr. Frank Chen, Director of Finance and Administration, Toronto Police Service; and

- Councillor Olivia Chow, Downtown.

(h) 1998 Capital Budget - Toronto Police Service.

The Emergency and Protective Services Committee reports having:

(1) recommended to the Budget Committee, and Council, that the necessary funds be provided to secure property for the replacement of 51 Division recognizing that:

(a) the Emergency and Protective Services Committee identifies the replacement of 51 Division as its priority; and

(b) capital funds for this purpose were approved in the 1997 Capital Budget for the Toronto Police Service;

(2) recommended to the Budget Committee that the relocation of 14 Division is a priority capital budget issue; and

(3) requested the Chief Administrative Officer to freeze the sale or any other disposition of the Toronto Transit Commission's Lansdowne Garage until such time as the Toronto Police Services Board has evaluated this property against its needs; and, further requested the Chief Administrative Officer, in consultation with the Toronto Police Services Board, to submit a report to the April 21, 1998, meeting of the Emergency and Protective Services Committee on whether this site meets the requirements for the new 14 Division Headquarters.

(March 18, 1998) from the Budget Committee forwarding the 1998 Capital Budget for the Toronto Police Service, together with the recommended amendments proposed by the Budget Committee on March 11, 1998, for review and comment thereon to the Budget Committee.

The following persons appeared before the Emergency and Protective Services Committee in connection with the foregoing matter:

- Councillor Norman Gardner, Chairman, Toronto Police Services Board;

- Deputy Chief Steve Reesor and Mr. Frank Chen, Director of Finance and Administration, Toronto Police Service; and

- Councillor Olivia Chow, Downtown.

(i) Parking Enforcement.

The Emergency and Protective Services Committee reports having deferred consideration of the following communication until its next meeting to be held on April 21, 1998:

(February 20, 1998) from Councillor Dennis Fotinos, Chair, Emergency and Protective Services Committee, providing a copy of a letter forwarded to Superintendent Beamish, Parking Enforcement, requesting that a presentation be made to the Emergency and Protective Services Committee on March 24, 1998 on parking enforcement policies and procedures for the new City and that he report on ticket issuance geographically; the revenue generated (analysed geographically); the policies that are implemented by the parking enforcement officers; parking enforcement policy for private property; options on how to achieve equitable distribution of tag issuance; and the policy regarding disagreement on tags.

(j) Exchange of Information Between Departments.

The Emergency and Protective Services Committee reports having referred the following communication to the Commissioner of Urban Planning and Development Services, the Toronto Police Services Board and the Commissioner of Works and Emergency Services, with the request that they submit a report thereon to the Emergency and Protective Services Committee:

(February 11, 1998) from Councillor Betty Disero requesting that the Committee look into the possibility of allowing the free exchange of information between the Toronto Police Service, the Urban Planning and Development Department, the Fire Department and the Toronto Licensing Commission.

(k) Liquor Licenses.

The Emergency and Protective Services Committee reports having deferred the following communications to the next meeting of the Committee to be held on April 21, 1998:

(i) (February 13, 1998) from the City Clerk advising that City Council, at its meeting held on February 4, 5 and 6, 1998, referred to the Committee a Motion moved by Councillor Nunziata, seconded by Councillor Fotinos, recommending that Council request the Provincial Government to amend the Liquor Licence Act and any other appropriate related legislation to give municipalities greater control over the issuance of liquor licences; and that such amendments include, but not be limited to, the ability of the municipality to place appropriate and necessary restrictions on liquor licences and to hold public meetings prior to the granting of a liquor licence;

(ii) (March 23, 1998) from Councillor Rae, Downtown, in support of the recommendation to amend the Provincial Liquor Licence Act to give municipalities greater control over the issuance of liquor licences; and

(iii) (March 24, 1998) from Councillor Korwin-Kuczynski, High Park, forwarding a submission to formulate resolutions regarding liquor licences.

(l) Alignment of Police Districts and Divisions with Political Boundaries.

The Emergency and Protective Services Committee reports having referred the following motion to the Commissioner of Corporate Services, the Commissioner of Works and Emergency Services and the Chairman, Toronto Police Services Board, with the request that they submit a report thereon to the Emergency and Protective Services Committee and to the Special Committee to Review the Final Report of the Toronto Transition Team:

(February 13, 1998) from the City Clerk advising that City Council, at its meeting held on February 4, 5 and 6, 1998, referred to the Committee a Motion moved by Councillor Moscoe, seconded by Councillor Disero, recommending that:

(1) the Emergency and Protective Services Committee review the prospect of aligning the Police districts and divisions to coincide with political boundaries within the City of Toronto to facilitate community policing and encouraging the elected representatives and the Police to work more closely together at the neighbourhood level; and

(2) if this concept is supported, this request be forwarded to the Toronto Police Services Board with a strong recommendation from Council.

(m) Traffic Violations.

The Emergency and Protective Services Committee reports having referred the following motion to the Commissioner of Works and Emergency Services, the City Solicitor and the Toronto Police Services Board with the request that they submit a report thereon to the next meeting of the Committee to be held on April 21, 1998:

(February 13, 1998) from the City Clerk advising that City Council, at its meeting held on February 4, 5 and 6, 1998, referred to the Committee a Motion moved by Councillor Mike Feldman, seconded by Councillor Fotinos, recommending that the Chair of the Toronto Police Services Board, in consultation with the City Solicitor and appropriate City staff, be requested to submit a report to the Emergency and Protective Services Committee meeting of March 24, 1998, for subsequent report thereon to City Council on April 15, 1998, on the feasibility of creating a City-run, unarmed constabulary to issue citations for all traffic violations, including traffic signal, stop sign, no turn restrictions, parking and speeding infractions, such report to address:

(1) the possibility of enforcement without the necessity for stopping vehicles;

(2) a timetable for the implementation of this initiative; and

(3) the feasibility of self-financing of enforcement and preventive initiatives through revenues collected from citations issued.

(n) Award of Contract for the Construction of the

Toronto Police Service Forensic Examination Centre.

The Emergency and Protective Services Committee reports having recommended to the Budget Committee, and Council, the adoption of the following report:

(February 27, 1998) from the Chairman, Toronto Police Services Board, regarding the award of a contract for the construction of the Toronto Police Forensic Examination Centre; and recommending:

(1) the approval of the construction award for the Toronto Police Service Forensic Examination Centre to Atlas Corporation at a cost of $5,070,000.00 and that the funds be provided from the Toronto Police Services Board's 1996-2000 Capital Budget; and

(2) that this report be forwarded to the next meeting of Council for approval.

(o) Impact of Hospital Restructuring on Toronto Ambulance.

The Emergency and Protective Services Committee reports having received the following report for information:

(March 2, 1998) from the Acting General Manager, Toronto Ambulance, advising of the current and potential impacts of hospital closures and hospital restructuring on Toronto Ambulance, both in the short and long term basis; and recommending that this report be received for information.

Councillor Gardner, North York Centre, declared his interest in the foregoing matter in that he is a Member of the Board of Directors of the Branson Hospital.

(p) Toronto Ambulance Assistance During Eastern Ontario Ice Storm.

The Emergency and Protective Services Committee reports having received the following report for information:

(March 2, 1998) from the Acting General Manager, Toronto Ambulance, advising of the assistance that Toronto Ambulance, at the request of the Ministry of Health, provided to communities in eastern Ontario during the "Great East Ice Storm" in January 1998; and recommending that this report be received for information.

(q) Transitional Project - Radio Communication System.

The Emergency and Protective Services Committee reports having referred the following report to the Budget Committee for consideration during the budget process:

(March 24, 1998) from the Fire Chief recommending that:

(1) transitional funding in the amount of $26.0 million be approved for a radio communications system; and

(2) the City of Toronto Fire Services proceed with the implementation of a fully integrated 800 MHZ radio communications system.

(Councillor Gardner, at the meeting of City Council on April 16, 1998, declared his interest in Item (o), headed "Impact of Hospital Restructuring on Toronto Ambulance", embodied in the foregoing Clause, in that he is a Member of the Board of Directors of the North York Branson Hospital.)

(Councillor Giansante, at the meeting of City Council on April 16, 1998, declared his interest in Item (o), headed "Impact of Hospital Restructuring on Toronto Ambulance", embodied in the foregoing Clause, in that he is a Member of the Board of Directors of the Etobicoke General Hospital.)

Respectfully submitted,

DENNIS FOTINOS,

Chair

Toronto, March 24 and 25, 1998

(Report No. 3 of The Emergency and Protective Services Committe, including additions thereto, was adopted, as amended, by City Council on April 16, 1998.)

Clause Page

1 Emergency and Protective Services Committee
- Time of Meetings 1968

2 Establishment of a Task Force to
Review the Taxi Industry 1969

3 Proposals for the Provision of Services Related
to the Inspection of Taxicabs, Livery Cabs
Including Limousines and Driving School Vehicles 1974

4 Toronto Fire Services - Emblem and Name 1977

5 By-law to Establish Fire Department
for the City of Toronto 1980

6 By-law to Establish a Fee Structure for Fire Prevention 1994

7 Fire Services and Ambulance Services Facilities
Study - Terms of Reference 2002

8 Impact of Provincial Downloading on Toronto Ambulance 2017

9 Other Items Considered by the Committee 2026