In January, I launched a community survey on the question of Regionalizing Fire Services in York Region. While I am legally unable to publicly share the specific results due to the survey being conducted on my personal website, one thing is abundantly clear: there is overwhelming public support within East Gwillimbury to explore this issue further.

Since then, I have engaged in numerous conversations with key stakeholders—firefighters (both full-time and paid-on-call), union leaders, media outlets, elected officials, and industry experts. One critical question continues to emerge: What is continuous improvement in the service delivery model?

It is evident that our current system, with fire services operating within municipal boundaries, there are opportunities for improvement. The benefits of regional collaboration—enhanced region wide training, improved equipment procurement/shared use, and integrated data/communication systems—are undeniable.

To explore options, government turns to traditional consultants to assess service models. However, through my outreach, I’ve discovered that innovation is already taking place across the country through technology and data-driven research in this area. One standout example is a 2023 initiative funded by the federal government’s Defence Research and Development Canada (DRDC)under the Canadian Safety and Security Program. The City of Halifax received grant funding to conduct a similar undertaking after amalgamation, which led to the creation of the Canadian Emergency Services Collaboration Innovation Lab (CESCIL)(CESCIL.ORGrg). This not-for-profit organization brings together data scientists, universities, and industry experts to analyze fire service models using AI-driven data analysis along with machine learning that also delivers cost-benefit evaluations on the impact of amalgamation.

While I am not specifically advocating for CESCIL’s model, their approach highlights a crucial point: We must explore continuous improvement using advanced analytical tools that eliminate indirect government bias and reliance on past human experiences shaped by the current system. Simply put, we need an evidence-based approach that prioritizes data over past assumptions.

Moving forward, leadership is required at both the provincial and regional levels to drive this discussion forward. We must act as a catalyst for change—not just for the sake of efficiency, but to ensure we are delivering the strongest continuous improvement possible in fire protection for our communities.

As the Town of East Gwillimbury takes next steps with exploring service level standards for the community in the spring, it will be important to engage both the province and region in the opportunity to improve. 

The decisions we make today will shape the safety and well-being of our communities for years to come. By taking a proactive approach—one rooted in innovation, collaboration, and data-driven analysis—we can ensure that our fire services continue to evolve to meet the needs of a growing East Gwillimbury and changing York Region.

The time for action is now. Let’s work together to build a fire service model that not only grows stronger but also smarter, continuing to ensure the highest level of safety for every resident across York Region today, and in the future.