DOCSLIB.ORG

Performance Measurement and Benchmarking Report

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

2011 Performance Measurement and Benchmarking Report CITY MANAGER’S OFFICE MARCH 2013 NUMBER (000’S) COST ($) RATE (PER CAPITA) VOLUME (M3) DISTANCE (KM) FREQUENCY (%) AREA (HECTARES) TIME (MIN:SEC) 2011 Performance Measurement and Benchmarking Report TABLE OF CONTENTS Section Page Reference Introduction 1 Context How much and what types of taxes did an Ontario family pay in 2012? 2 How much tax did each order of government receive from the average 2 Ontario family in 2012? How did the City of Toronto spend its 8.9 percent share of taxes paid by 2-3 the average Toronto family in 2012? What's New in this Year's Report? 4 Summary of Toronto’s Performance Results 4 Internal Comparison of Toronto’s 2011 vs. 2010 results Service/activity level indicator trends 5 Performance measurement result trends 6-7 Comparing Toronto’s 2011 results externally to other Canadian municipalities Service/activity level indicators (quartile results) 8 Performance measurement results (quartile results) 9-10 Continuous Improvement Initiatives – What Actions are Toronto’s Service Areas Taking to Further Improve Operations and Performance Initiatives to improve customer service 11-12 Efficiency improvement initiatives 12-13 Initiatives to improve effectiveness 13-15 Initiatives to improve the quality of life of Torontonians 15 Other Methods of Assessing Toronto’s Progress Toronto’s award-winning initiatives 16 The City Manager's Awards for Toronto Public Service Excellence 16 Other indicator reports 17 Toronto in international rankings and reports 17-21 Global City Indicators 22-23 Guide to the Summaries of Toronto’s Performance Measurement Results Toronto’s performance measurement framework for service delivery 24 Comparing Toronto’s results internally over time 25 Comparing Toronto’s results externally to other Canadian municipalities 26-27 How to interpret charts throughout this report 28-29 Basis of costing used in this report 30 2011 Performance Measurement and Benchmarking Report TABLE OF CONTENTS - CONTINUED Section Page Reference Consolidated Summary of Toronto’s Results by Service Area 33 -75 Detailed Results, Charts and Initiatives by Service Area 1. Accounts Payable Services 78 - 82 2. Building Services 84 - 94 3. Bylaw Enforcement Services 96 - 101 4. Children’s Services 102 - 111 5. Clerk's Services 112 - 122 6. Court Services 124 - 131 7. Cultural Services 132 - 137 8. Emergency Medical Services 138 - 150 9. Fire Services 152 - 163 10. Fleet Services 164 - 170 11. General Revenue Services 172 - 176 12. Governance and Corporate Management 178 - 181 13. Hostel Services 182 - 189 14. Information and Technology Services 190 - 197 15. Investment Management Services 198 - 202 16. Legal Services 204 - 207 17. Library Services 208 - 216 18. Long-Term Care Services 218 - 225 19. Parking Services 226 - 231 20. Parks Services 232 - 240 21. Payroll Services 242 - 247 22. Planning Services 248 - 255 23. Police Services 256 - 270 24. Purchasing Services 272 - 279 25. Road Services 280 - 291 26. Social Assistance Services 292 - 303 27. Social Housing Services 304 - 310 28. Solid Waste Management Services 312 - 320 29. Sports and Recreation Services 322 - 335 30. Taxation Services 336 - 342 31. Transit Services 344 - 352 32. Wastewater Services 354 - 362 33. Water Services 364 - 373 2011 Performance Measurement and Benchmarking Report Introduction Presently, there are two key reports issued by the City Manager's Office that are used to report on Toronto's progress: This annual report on Toronto's Performance Measurement and Benchmarking results, based on 2011 results of Toronto and comparative municipalities. It should be noted that the annual data collection process for the information published in this report is a result of a joint effort with other OMBI municipalities. Therefore, the 2012 data and results will not be available until mid-2013. More timely information provided on a quarterly basis through the Management Information Dashboard that provides the most current information available for Toronto on economic, social and divisional indicators. The most recent report for 2012 Quarter 4 is available at http://www.toronto.ca/legdocs/mmis/2013/ex/bgrd/backgroundfile-56578.pdf, and includes data on: o Key economic indicators such as office and industrial vacancy rates, unemployment rates, bankruptcies, retail sales, exports, home sales, and average home prices. o Broader social indicators such as food bank usage and mortgages in arrears. o Revenue sources such as TTC user fees, building fees and the Land Transfer Tax. o Monthly or quarterly data for a number of measures and indicators also found in this benchmarking report such as: . Development indicators like the number of planning applications and construction values of building permits issued. Social indicators such as shelter use, social assistance caseloads, and the size of waiting lists for subsidized childcare and social housing units. Recreation program and library use as well as transit ridership. Crime rates. Toronto is unique among Canadian municipalities because of its size and role as Ontario's and Canada's economic engine and centre of Ontario's business, culture, entertainment, sporting and provincial and international governance activities. Therefore, the most accurate comparison for Toronto is to examine its own year-over-year performance and longer term historical trends. Toronto's 2011 Performance Measurement and Benchmarking report provides service/activity level indicators and performance measurement results in 33 of the City’s service areas and includes up to eleven years of historical data, colour-coded summaries of results, and supporting charts to describe those trends. Web links have been included where similar neighbourhood-based data are available through Wellbeing Toronto to complement the city-wide information in this report. This report also provides an external perspective, using colour-coded summaries to rank Toronto’s 2011 results by quartile in comparison to the other 15 municipalities that comprise the Ontario Municipal CAOs' Benchmarking Initiative (OMBI), which now includes the Cities of Calgary and Winnipeg. It builds on the October 2012 report entitled OMBI 2011 Performance Benchmarking Report by focussing on Toronto's results. All of Toronto’s service areas continue to look for opportunities to improve operations and performance. Many of these improvement efforts completed in 2012 or planned for 2013 are summarized on pages 11 to 15, and can also be found at the end of each service section. 1 2011 Performance Measurement and Benchmarking Report Context For context on Toronto’s service delivery performance from the perspective of an average Toronto family, it is important to consider: How much and what different types of taxes an average Toronto family pays over the course of a year; What order of government these taxes are paid to and in what proportions; How the City of Toronto uses its share of these tax dollars received; and How other orders of government use their share of tax dollars. How much and what types of taxes did an Ontario family pay in 2012? Families pay taxes throughout the year in many different forms. Some taxes, such as income tax, Employment Insurance and Canada Pension Plan premiums, are deducted directly from gross salaries. Consumption-based taxes such as the HST (Harmonized Sales Tax) are paid at the point of purchase. HST amounts to 13 percent of the item's purchase price, while other sales taxes such as gasoline, liquor and tobacco taxes are embedded in the purchase price and are not always evident. Property tax is based on a percentage of the assessed value of land and buildings. Approximately 71 percent of the property tax bill is used for municipal purposes, while the remainder is used for educational purposes. Property tax is highly visible and is the only form of tax where taxpayers receive a bill. Figure 1 on the next page provides a summary, based on the work of the Fraser Institute, of the types and amounts of all forms of taxes paid to all three orders of government by an average Ontario family of two or more. Their 2012 estimates are based on a family income of $96,865. It is estimated that the average family will pay approximately $42,823 in all forms of taxes to all orders of government. How much tax did each level of government receive from the average Ontario family? As illustrated in Figure 2 on the next page, the estimated $42,823 in all forms of taxes paid by the average Ontario family in 2012, is split as follows: Federal government - $23,319 or 54.5 percent. Provincial government - $15,679 or 36.6 percent. City of Toronto - $3,823 or 8.9 percent, which includes the municipal portion of property taxes and the solid waste fee for a medium-sized bin. How does the Toronto government spend its 8.9 percent share of taxes paid by the average Toronto family? Figure 2 also illustrates how the City of Toronto government spends its 8.9 percent share of all taxes, or $3,823, to deliver the wide the range of municipal services provided to Torontonians that are vital to their daily lives. This report provides performance measurement and benchmarking results for 33 of the major services the City of Toronto provides with its 8.9 percent share of the total tax dollar, as well as information on key improvement initiatives intended to improve the efficiency and effectiveness of operations. 2 2011 Performance Measurement and Benchmarking Report Applicable tax Applicable tax as Applicable Tax Taxes paid ($) as % of total % of total
Recommended publications
  • Associations Between Greenspace and Street Crimes in Toronto: Evidence from a Spatial Analysis Study at Dissemination Area Level

    Associations Between Greenspace and Street Crimes in Toronto: Evidence from a Spatial Analysis Study at Dissemination Area Level

    Associations between Greenspace and street Crimes in Toronto: Evidence from a spatial analysis study at dissemination area level by Odunayo Onifade A thesis presented to the University of Waterloo in fulfilment of the thesis requirement for the degree of Master of Science in Geography Waterloo, Ontario, Canada, 2020 © Odunayo Onifade 2020 Author’s Declaration I hereby declare that I am the sole author of this thesis. This is a true copy of the thesis, including any required final revisions, as accepted by my examiners. I understand that my thesis may be made electronically available to the public. ii Abstract Introduction: Earlier criminologists have explored various factors generating or attracting crime in urban cities coupled with crime studies focusing on the influence of social, built and natural environments in urban centres. According to Statistics Canada (2019), the Crime severity index of Canada and Toronto has been on the rise since 2014, which found the violent crime severity index showing higher trends than non-violent crime severity. This study, first, examined the crime trends and seasonality in Toronto. Next, the association between greenspace variables and street crime rates across the city at the dissemination level using the spatial statistical methods were explored. Previous crime studies have also investigated the relationship between the crime rate (property and violent) and greenspace, albeit this study only focused on analyzing crime that usually occurs outsides, namely “street crimes.” There are two schools of thought concerning the association between crime rates and greenspace. The first belief suggests greenspace facilitates criminal activities because it conceals the offender from the victims/bystanders, while the second belief insists that greenspace deter criminal activities.
  • Canadian Relocation "Newcomer Phone Directory" Toronto Ontario ______

    Canadian Relocation "Newcomer Phone Directory" Toronto Ontario ______

    CANADIAN RELOCATION "NEWCOMER PHONE DIRECTORY" TORONTO ONTARIO ___________________________________ Print this handy directory and use it during your move to Toronto. ALL NUMBERS ARE AREA CODE (416) UNLESS OTHERWISE NOTED. When dialing within Toronto add the area code to the number. A new area code - 647 - has been added to the same geographical area as 416, not to replace but to co-exist with it as an "overlay" providing more numbers to meet Toronto's growing needs. ACCOUNTANTS/LAWYERS The Institute of Chartered Accountants of Ontario: 962-1841 The Law Society of Upper Canada: 947-3300 APARTMENT RENTAL http://relocatecanada.com/easyrent.html ART, ENTERTAINMENT, ACTVITIES Art Gallery of Ontario: 979-6648 CN Tower: 868-6937 Newcomers Club of Toronto: 760-3949 Ontario Science Centre, PH: 696-3145 Toronto Symphony OrchestraPH: 598-3375 The St. Lawrence Centre for the Arts: 366-7723 Royal Ontario Museum: 586-8000 The Second City Theatre: 343-0011 Canadian Opera Company:363-8231 FINANCIAL SERVICES Daniel Chan Clarica Travel & Life: 416-818-7376 or 905-763-8888 extension 230 Bank of Montreal: 867-5050 CIBC: 1-800-465-2422 HSBC: 868-8000 Laurentian Bank: 1-800 522-1846 Royal Bank: 974-7763 Scotia Bank: 932-2161 TD Canada Trust: 982-4364 City Savings & Credit Union: 225-7716 Metro Credit Union: 252-5621 Ontario Civil Service Credit Union: 314-6772 TORONTO BUSINESS The Toronto Board of Trade: 366-6811 Canadiana Flowers: 265-6867 Dove Cleaners: 413-7900 Greater Toronto Home Builders' Association: 391-3445 The Toronto Port Authority: 863-2000 Metro
  • Ontario Firefighters' Wages in Neoliberal Times

    Ontario Firefighters' Wages in Neoliberal Times

    Braedley 129 A LADDER UP: ONTARIO FIREFIGHTERS’ WAGES IN NEOLIBERAL TIMES Susan Braedley Postdoctoral Fellow, CHSRF/CIHR Chair in Health Services Research, York University, Toronto, Ontario, Canada INTRODUCTION They deserve it. You can’t put a price on people that are in a profession of saving people’s lives…You cannot compare people who save lives to people who pick up garbage or cut grass. If they [the other unions] try to use that comparison, we will blow them out of the water. (Toronto City Councillor Rob Ford, quoted in Gray 2007, commenting on firefighters' wage increase). he seismic economic shifts that came to the surface in 2008, dumping thousands of workers out of private sector work. They Tare beginning to hit public sector workers, who are experiencing pressure to make concessions and apprehension that they will be next for lay- offs. Although some governments have shown willingness to accumulate debt in these times, public sector workers are bracing themselves for an expected round of re-structuring, justified by declining government revenues. As this economic crisis closes the curtain on rampant neoliberalism and opens on what, at first glance, looks like a “revisionist” neoliberal next act, it is worth considering how one public sector unionized occupation – professional firefighting 1 - has been able to adapt to neoliberalism better than other public sector occupations. How and why have firefighters been able to maintain and even strengthen their labour position during a neoliberal period characterized by attacks on public sector wages and working conditions? This paper contributes to discussions about labour inequities by investigating the relations that have supported this masculinized labour sectors’ position.
  • City of Toronto Emergency Services Is in Agreement with the Introductory Statements and Observations

    City of Toronto Emergency Services Is in Agreement with the Introductory Statements and Observations

    Frank Pappone Division Chief William A. Stewart Emergency Services Tel: 416 338-9401 Fire Chief Head Quarters Fax: 416 338-9404 4330 Dufferin St. William Blair Toronto ON M3H 5R9 Police Chief Bruce Farr Emergency Medical Services Chief April 4, 2008 Director General, Spectrum Engineering Branch, Industry Canada, 1943B, 300 Slater Street, Ottawa, Ontario, K1A 0C8. Canada Gazette Notice SMSE-004, Proposed Revisions to the Frequency Plan for Public Safety in the Band 700 MHz. The City of Toronto’s Emergency Services welcomes the opportunity to provide comment on Canada Gazette Notice SMSE-004, Proposed Revisions to the Frequency Plan for Public Safety in the Band 700 MHz. Since 2000 the City of Toronto has operated a common voice radio system infrastructure utilizing approximately 7000 terminals for its Emergency Services agencies. Collectively, Toronto Police Services, Toronto Fire Services and Toronto Emergency Medical Services form one of the country’s largest Public Safety groups representing over 10,000 first responders. Because of this common interest and the impact of the proposed revisions to the frequency plan we felt it best to provide comment as a single unified voice. The comments contained herein represent the consensus of the three agencies. The decision by the FCC in the United States, in August 2007, to amend the 700 MHz band plan to accommodate broadband services in that band has caused a great deal of concern and uncertainty for Toronto’s public safety agencies. Toronto is currently planning a radio system replacement with every intention of operating in the 700 Mhz band. It is imperative that revisions to this plan be finalized and implemented in the most expedient manner possible that recognizes and prioritizes the needs of the public safety community above other interest groups.
  • YOUTH ARMED VIOLENCE INTERVENTIONS: the Caribbean and Its Toronto Diaspora

    YOUTH ARMED VIOLENCE INTERVENTIONS: the Caribbean and Its Toronto Diaspora

    YOUTH ARMED VIOLENCE INTERVENTIONS: The Caribbean and its Toronto Diaspora Sandra Chadwick-Parkes, PhD Project Ploughshares 57 Erb Street West Waterloo, Ontario Canada N2L 6C2 Tel: (519) 888-6541 Website: http//www.ploughshares.ca About this Paper This paper was prepared for the Small Arms Working Group of Peacebuild. Project Ploughshares was the Coordinator of the Small Arms Working Group from 2004 through to 2010. The paper is part of a series that explored the relationship between armed violence and development. Peacebuild Peacebuild, the Canadian Peacebuilding Network, is a member-based network of Canadian non-governmental organizations and institutions, academics and individuals engaged in a wide range of activities related to addressing the cause and consequences of violent conflict, Peacebuild 207-145 Spruce Street Ottawa, Ontario, KIR 6P1, Canada Tel: (613) 232-0647 www.peacebuild.ca Project Ploughshares Project Ploughshares is a non-governmental organization that works with churches, nongovernmental organizations, and governments, in Canada and abroad, to advance policies and actions that prevents war and armed violence and build peace. Project Ploughshares 57 Erb Street West Waterloo, Ontario N2L 6C2 Canada 519-888-6541 Fax: 519-888-0018 [email protected] www.ploughshares.ca Acknowledgment This research was undertaken with the financial support of the Government of Canada provided through the Canadian International Development Agency (CIDA). Disclaimer Peacebuild and Project Ploughshares Working Papers are published to contribute to public discussion and debate of peace and security issues. The views and policies presented in this paper are the author’s and do not necessarily reflect the policies of Peacebuild, Project Ploughshares and its sponsoring churches and agencies, or the Canadian International Development Agency.
  • CRIME and INDIVIDUAL and NEIGHBOURHOOD SOCIODEMOGRAPHIC CHARACTERISTICS in the CITY of TORONTO BY: GABBY LEE BA Geographic Analysis, Ryerson University, 2016

    CRIME and INDIVIDUAL and NEIGHBOURHOOD SOCIODEMOGRAPHIC CHARACTERISTICS in the CITY of TORONTO BY: GABBY LEE BA Geographic Analysis, Ryerson University, 2016

    CRIME AND INDIVIDUAL AND NEIGHBOURHOOD SOCIODEMOGRAPHIC CHARACTERISTICS IN THE CITY OF TORONTO BY: GABBY LEE BA Geographic Analysis, Ryerson University, 2016 A MRP presented to Ryerson University in partial fulfillment of the requirements for the degree of Master of Spatial Analysis in the program of Spatial Analysis Toronto, Ontario, Canada, 2017 ©Gabby Lee, 2017 Abstract: The overall objective of this study is to determine what neighbourhood and offender-related demographic characteristics impact crime rates in the City of Toronto. By doing so, quantitative and qualitative approaches were implemented in this study. This study includes both property and violent crime datasets from 2014-2016 and census related information from the 2011 Canadian Census. The advancing techniques of Geographical Information System (GIS) has been explored and applied to achieve a thorough understanding of crime occurrences and patterns in the city. Hotspot and Kernel Density mapping were applied to analyze the spatial distribution of crime occurrences and account for spatial autocorrelation. Findings revealed that property and violent crimes across the three years of study showed similar distribution of significant hotspots in the core, Northwest, and East end of the city. An Ordinary Least Square (OLS) regression was conducted to examine the ways in which individual and neighbourhood demographic characteristics predict the effects of crime occurrences. The OLS model was a good predictor for offender-related demographics as opposed to neighbourhood level demographics at the 0.05 significant level. These findings revealed that social disadvantaged neighbourhood characteristics such as low income, unemployment, low education, female lone parent were poor predictors of property crimes but good predictors for violent crimes.
  • Materials from the Website for the Sex Crimes Unit, Toronto Police Service

    Materials from the Website for the Sex Crimes Unit, Toronto Police Service

    Home Events Archive FAQ Contact Us Go Advanced Search Sex Crimes Unit Sex Crimes Unit Newsroom Investigative Section · Home · News Releases The investigative section of the Sex Crimes Unit · Sexual Assault Squad · News Conference Audio is composed of 24 officers who are all trained · Behavioural Assessment · Major News Reports · Child Exploitation Section and qualified as specialists in this field. · Unsolved · Publications · Links · Public Information This Unit enjoys an equal mix of both male and female officers, detectives and detective constables. In addition to investigative experience, the Unit looks for officers with demonstrated victim sensitivity. Community Safety The Unit is governed by TPS Procedure 05-05. All SCU investigators are required to have · TPS Mailing Lists completed the Ontario Major Case Management course and the Sexual Assault Child Abuse · Newcomer Outreach course within 3 months of joining the squad. The officers take great pride in their abilities to · Sex Crimes Unit manage the wide range of concerns and needs expressed by all victims of sexual assault. · Crime Prevention · Crime Stoppers In 2001, all officers gained additional experience by attending a half-day training session · Domestic Violence dealing with the special concerns of the gay and lesbian community and also received a · Graffiti Eradication two-day training seminar in the preparation of search warrants. · Victim Services · Child Seat Safety The investigative section investigates all mandated sexual assault occurrences 24 hours per · Community Programs day 7 days per week. Assigned officers are on call from home every day between midnight and 7:00 am but respond directly from their headquarters unit from 7:00 am to midnight.
  • Race, Place and Crime Through the Lens of Toronto's Print Media By

    Race, Place and Crime Through the Lens of Toronto's Print Media By

    Race, Place and Crime through the Lens of Toronto’s Print Media By Vanessa N. Rhodes A Thesis Submitted in Partial Fulfillment of the Requirements for the Degree of Master of Arts in The Faculty of Social Science and Humanities Criminology University of Ontario Institute of Technology July 2015 © Vanessa N. Rhodes, 2015 RACE, PLACE AND CRIME IN MEDIA Abstract Geographical areas with high concentrations of impoverished racialized groups tend to experience disproportionate rates of violence in Canada. As news media heavily focuses on crime reports, violence often comes to characterize the affected neighbourhoods. News reports can impact audience levels of fear and scholars argue that disproportionate reporting of crime-related events can instil fear among the public. To date, there has been no study that examines a moral panic of neighbourhoods. Therefore, this thesis examines how the racialization of crime and the criminalization of place coalesce to create a moral panic of a neighbourhood. To examine the media’s role in creating fear, two Toronto newspapers were sampled over a 14-year period. A frame analysis was conducted to investigate how Toronto newspapers framed Kingston- Galloway between 1998-2012. Findings suggest that Toronto newspapers racialize crime and criminalize place, which may aid in the construction of a moral panic of a neighbourhood. Keywords: Crime, frame analysis, moral panic, race, racialization i RACE, PLACE AND CRIME IN MEDIA Acknowledgements I would first like to thank my committee members, Dr. Steven Downing and Dr. Carla Cesaroni for your support throughout this process. Also, Dr. Scot Wortley for your insight and thoughtful advice.
  • St. Michael's Hospital

    St. Michael's Hospital

    CASE STUDY St. Michael’s Hospital, Toronto, Ontario, Canada At a Glance St. Michael’s is a leading teaching and research hospital located in downtown Toronto, Ontario. The project involved the design, supply and installation, verification, and maintenance of a new two stage addressable fire alarm system at St. Michael’s 61 Queen Street East Medical Clinic Building. It also included overseeing approvals by the City of Toronto and other authorities. This case study details the challenges tackled during installation, the solutions used, and the benefits of selecting Mircom. Safer • Smarter • More Livable Buildings levels of parking. There are approximately 172,000 Project Background patient visits per year to the various health clinics. Founded in 1892, St. Michael’s Hospital is a leading The existing fire alarm system at 61 Queen Street East downtown teaching hospital located in Toronto, was a single stage MIRTONE 790, with the installation Ontario. As downtown Toronto’s adult trauma having been done in the 1970’s. The building is fully center, the hospital is a hub for neurosurgery, sprinklered with dry sprinkler systems in the below complex cardiac and cardiovascular care, diabetes grade levels. and osteoporosis care, minimally invasive surgery and care of the homeless and disadvantaged. St. In addition to the design, supply and installation, Michael’s is also one of the province’s major sites verification, and maintenance of a new two stage of care for critically ill patients. The hospital is also addressable fire alarm system, Mircom was also affiliated with the University of Toronto, and is a tasked with overseeing various approvals.
  • Toronto Fire Services 2019 Annual Report

    Toronto Fire Services 2019 Annual Report

    TORONTO FIRE SERVICES 2O19ANNUAL REPORT 2019 HIGHLIGHTS TFS responded to more than 835 media inquiries representing 22.5% of all City of Toronto media The Communications Centre requests. achieved the NFPA Call Processing Time standard of 64 seconds 96% of the time. Conducted Ontario Fire Code inspections of 79 shelters and social housing sites. Inspections of 7,886 properties were conducted across the city (this number represents unique addresses and therefore Responded to does not include multiple 133,081 emergencies, inspections at the same representing a 0.3% address). increase over 2018. Conducted inspections of 100% of vulnerable 984 Children attended occupancies in Fire Safety Camp at day Toronto (including camps across the City. care occupancies, care and treatment occupancies, or retirement homes) to protect the most vulnerable residents in the city. Firefighters attended 10,178 Toronto Community Housing Fulfilled 1,136 truck requests homes as part of for events and station tours. the Alarmed for Life campaign. 2 | TORONTO FIRE SERVICES Trained 107 new operations firefighter recruits. 2,140 high-rise residential buildings were inspected in 2019 (this number represents unique addresses and therefore does not include multiple inspections at the same address). 58,995 children were educated through presentations, events, workshops and displays. 305,499 times, TFS crews 36% of the operations firefighter responded to recruits hired in 2019 self-identified emergency incidents, as members of a designated group representing a 0.3% increase (females, Indigenous over 2018. peoples, and visible minority groups). 214 re-inspections were conducted by the Operations Re-Inspection program. Learn more about the program on page 57.
  • AGENDA Page 1 Toronto Public Library Board Meeting No. 9: Monday, November 20, 2017, 6:00 P.M. to 7:00 P.M. Toronto Reference Li

    AGENDA Page 1 Toronto Public Library Board Meeting No. 9: Monday, November 20, 2017, 6:00 P.M. to 7:00 P.M. Toronto Reference Li

    AGENDA Page 1 Toronto Public Library Board Meeting No. 9: Monday, November 20, 2017, 6:00 p.m. to 7:00 p.m. Toronto Reference Library, Boardroom, 789 Yonge Street, Toronto The Chair and members gratefully acknowledge that the Toronto Public Library Board meets on the traditional territory of the Huron-Wendat, Haudenosaunee, and Mississaugas of New Credit First Nation, and home to many diverse Indigenous peoples. Members: Mr. Ron Carinci (Chair) Councillor Jim Hart Ms Lindsay Colley (Vice Chair) Ms. Dianne LeBreton Councillor Paul Ainslie Mr. Strahan McCarten Councillor Sarah Doucette Mr. Ross Parry Councillor Mary Fragedakis Ms. Archana Shah Ms. Sue Graham-Nutter Ms. Eva Svec Closed Meeting Requirements: If the Toronto Public Library Board wants to meet in closed session (privately), a member of the Board must make a motion to do so and give the reason why the Board has to meet privately (Public Libraries Act, R.S.O. 1990, c. P.44, s. 16.1). 1. Call to Order 2. Declarations of Conflicts of Interest 3. Approval of Agenda 4. Confirmation of October 23, 2017 Toronto Public Library Board Meeting Minutes 5. Approval of Consent Agenda Items All Consent Agenda Items (*) are considered to be routine and are recommended for approval by the Chair. They may be enacted in one motion or any item may be held for discussion. 6. Business Arising from the Minutes *7. City Librarian’s Report 8. Communications AGENDA Page 2 Toronto Public Library Board Meeting No. 9: Monday, November 20, 2017, 6:00 p.m. to 7:00 p.m.
  • Plan 2015-2019 Master Fire Plan

    Plan 2015-2019 Master Fire Plan

    CD2.1 Attachment 1 City of Toronto Master Fire Plan 2015-2019 Toronto Fire Services 1 2015-2019 Master Fire Plan Toronto Fire Services 2 2015-2019 Master Fire Plan Toronto Fire Services Executive Summary The Toronto Fire Services' (TFS) 2015-2019 Master Fire Plan supports the Division's ongoing efforts to increase fire safety and fire prevention through education and prevention mechanisms and to provide high quality, efficient, and effective emergency response such that life safety outcomes are improved for all residents across the city. This Master Fire Plan provides strategic direction for TFS and outlines the critical initiatives that TFS will implement over the next five years in order to achieve its strategic objectives. The Plan is meant to offer a foundational and adaptable toolkit such that TFS has the means to navigate through ongoing challenges and capitalize on opportunities. It is meant to be a living document that is continuously evolving and improving as new information is gathered and analyzed. Plan Inputs Several critical elements have directly informed the development of the Master Fire Plan. These include: • The City's Strategic Action Plan for 2013-2018 • Toronto Fire Services Strategic Plan 2013-2018 • Toronto Fire Services A Path to Diversity Report • Legislation, regulations, and industry standards • Carry forward items from the 2007 Master Fire Plan • Recommendations put forward by the Core Service Review; Service and Organizational Review of Toronto EMS and Toronto Fire Services; the Auditor General's Report on Training and Recruitment; and the Fire Underwriters Survey • Consultations with public, staff, other City Divisions, and other fire departments • Findings from public survey • Findings from environmental scan Major Issues There are a number of major issues that are addressed in this plan and that form the basis of the work to be carried out over the five year term of the plan, including: 1.