Business Plan Summary
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1 Owner: Business Plan Summary Program Corporate, Operational & Council Services Service grouping Corporate Services Service Type Internal Service Mike Bushby Division Manager Fleet Services and Departmental Resources, Planning, Environmental & Engineering Services Strategic Priority Infrastructure Renewal and Expansion Purpose The office is an internal communications centre that provides vital information and support to operations crews and their Supervisors by managing the two way radio and telephone traffic. communications includes organizing and coordinating underground and overhead utilities in conjunction with road, sewer and water projects. Emergency calls such as accidents, health and safety incidents, winter storm dispatching and contacting stand by crews. The dispatch office is a 24/7 operation and during the off hours becomes the public service and complaint inquiry line and is an integral part of our emergency response plans. Key processes Communication Service Financial & Staffing In $000s Operating budget 2010 Actual 2011 Revised Expenditure: Non-tax revenue: Net (tax supported): Capital budget 2010 Revised Revised Expenditure: 0 0 Non-tax revenue: 0 0 Net (tax supported): 0 0 Staffing FTEs: Percentage of expenditures budget (all rate sources): Annual per household cost of net budget ($): is the 2-way radio system headquarters and manages the calls into the centre 24 hours a day 7 days a week. Calls during the day are typically of an operational nature and provide an important link between staff, supervisors, customer Service, Utilities, and emergency services After Hour Service and Public Inquiry Centre After hours the focus of the dispatch Centre becomes a call centre for public inquires. issues such as illegal parking, vehicle collisions, water main breaks, snow complaints, flooding are common calls that are managed and dispatched to appropriate on-duty and on-call staff for action Radio System Management Management of the radio assets of over 600 units 0 50 Page 1 of 5
2 Regulatory/Policy landscape Service Delivery method Discretionary Non-legislative New council direction, new regulations, legislative changes Responsiveness to Public Inquiries, valued services Responsiveness to emergencies Current state of this service continues to be an important element to the functioning of the Department. The service has heavy demands during situations of high call volume such as winter storms and service utility locates. Staffing the 24/7 operation continues to be a challenge and overtime is needed to ensure business continuity. The after hours dispatch proves to be extremely useful as a methodology to respond to off hours inquires and concerns. In cases of emergency and immediate action the centre is effective in triggering the required response. In terms of assets the radio system and two-way radios are the foundation of our communication strategy in Operations. Recent enhancements to economy, efficiency and effectiveness Cost containment measures include overtime reduction strategy which has translated into saving over $10,000. Features that have led to the saving are more trained operators to assist in backfill situations to reduce backfilling with overtime. Communicating the expense report for overtime on a weekly basis to management staff. Reducing replacement shifts during non-peak times. Future direction of this service Exploring communication strategy as a Corporate Service. Many operations have internal communication needs and a model of Corporate service delivery needs to be explored. Technology continues to change in the communications business with the addition of Homeland security measures and alternative services and products on the market. This is reflected in the new P25 change out occurring later this year. Radio Assets are a multi million dollar asset and essential to our operations. We will need develop a plan to ensure the radio system is managed as a municipal asset. It is the public's expectation that there is an effective plan for communicating information about public works activities especially in circumstances such as weather events, basement and surface flooding, and traffic detours. also has a role in providing support to the PIC (Public Inquiry Centre) during emergencies. Objectives next 4 years Complete Radio Change Out All radio assets replaced and/or modified to be P25 compatible. This upgrade will provide a digital platform capable of providing inner-operability between agencies during emergencies and provide a technologically advanced operating system that is secure. Page 2 of 5
3 Expected completion year 2012 Division responsible Departmental Resources & Fleet Services Actions Implementation plan Programming work Fleet Services for radio locations and shop facility Contractor and sub contractors coordination Outcomes and measures Fully integrated P25 system with the capability to provide one voice communications between agencies. Radio system upgrade - P25 Harris System with programming efficiencies and one voice compatibility. Emergency preparedness and communicating between agencies will be dramatically improved. Continue to Enhance Customer Service Model Training for staff Feedback on performance Determining value of service and expectations The benefit will include engaged staff that understand the value of service, the customers expectations and role they play in delivering on those commitments. Expected completion year 2012 Division responsible Departmental Resources & Fleet Services Actions Team Meetings Performance Measures Provide direction to manager Surveys and feedback forms will be used to monitor performance. Outcomes and measures Enhanced customer service image. Reactive and valued service. Emerging issues and challenges Economy The cost of a 24/7 dispatch office can be very expensive as we manage all vacant shifts. This is not a new issue but call centre options to providing this service may be a solution to cover off at least some of the low call volume times. Regulation In 2011 we have been planning a major radio project that will be upgrading our operating platform to a P25 digital system and also upgrading all our hardware and programming Service changes with financial impact (+/-) Page 3 of 5
4 Statistics and performance measures A Activity measures Total number of calls to dispatch office 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 34,591 Additional calls reflective of growth, additional construction work (which leads to public calls, traffic detours, signs down etc.), and aging infrastructure like pavement condition, sewer and watermains, also more severe storms and winter conditions as of late. New performance Total number of calls logged for action 10,097 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 New performance Total number of utility locate requests processed 930 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 More construction has increased the number of locate requests. In addition the dispatch centre now services construction administration's projects. New performance measure, therefore, historical data is not available. Total number of animal removal requests: small animals 1,672 1,700 1,680 1,750 1,750 1,750 1,750 1,750 1,750 Increase in wildlife on roads is predicted as development continues. New performance Page 4 of 5
5 Total number of animal removal requests: large animals Increase in wildlife on roads is predicted as development continues. New performance B Efficiency measures C Effectiveness/Quality/Satisfaction measures Page 5 of 5
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