HomeMy WebLinkAbout09.17.90 Council Packet AGENDA
COUNCIL MEETING
REGULAR
SEPTEMBER 17, 1990
1. CALL TO ORDER
2. APPROVE AGENDA
3. APPROVE MINUTES
a. September 4, 1990 - Regular
4. CITIZENS COMMENTS
5. PUBLIC HEARINGS
6. PETITIONS, REQUESTS AND COMMUNICATIONS
a. Request to Pro Rate Therapeutic Massage License Fee - Doris Louis dba Rite Touch
b. Sidewalk Replacement - 101 Spruce Street
7. ORDINANCES AND RESOLUTIONS
a. Accept Assessment Roll/Set Public Hearing - Project No. 89-3
b. Accept Assessment Roll/Set Public Hearing - Project No. 90-3
c. Accept Assessment Roll/Set Public Hearing - Project No. 90-6
8. UNFINISHED BUSINESS
a. Project 87-7 - Water Main Easement Agreement
b. Project 87-7 - Approve Construction and Service Agreement
c. Project 87-7 - Award Contract - Fairgrounds Utility Improvement
d. Possible Liquor Store Relocation
9. NEW BUSINESS
a. Fall Clean Up Day
10. MISCELLANEOUS
a. Review ALF 5 Year Plan
b. Project No. 89-7 - Flagstaff Bridge Replacement
11. CONSENT AGENDA
a. School/Conference Request - Rescue Squad
b. Pay Estimate No. 1 - Project No. 89-3 and Change Order No. 2
c. Final Pay Estimate - Project No. 90-4 - 1990 Seal Coat Project
d. Final Pay Estimate - Project No. 90-5 - 1990 Sidewalk Maintenance Project
e. Pay Estimate No. 1 - Project No. 90-3 - Dakota County Estates Sixth
f. Approve Payment of the Bills
12. ADJOURN
THE AGENDA IS CLOSED OUT AT NOON ON THE TUESDAY PRECEDING THE MEETING.
AGENDA REQUEST FORM
ITEM NO. __Aa(r
NAME: Larry Thompson
DEPARTMENT: Administration /
J / - �
DATE: August 30, 1990 r
MEETING DATE: September 17, 1990
CATEGORY: Miscellaneous /
SUBJECT: Review ALF 5 Year Plan
EXPLANATION: Per request of ALF Board
REFERENCE MATERIAL/RESPONSIBILITY: 5 Year Plan - Larry Thompson
REFERRED TO: (NAME) DEPARTMENT:
Larry Thompson Administration
Karen Finstuen Administration
Wayne Henneke Finance
Dan Siebenaler Police
11 :772tre
SIGNATUA
U N E
..
14200 Cedar Avenue South
Apple Valley, Minnesota 55124
Phone — 612-432-5664
MEMORANDUM
TO: Apple Valley, Lakeville and Farmington City Councils
FROM: Kevin J. Raun, Ambulance Director
DATE: August 28, 1990
SUBJECT: ALF Ambulance Five Year Plan
The ALF Ambulance Joint Powers board was presented with the ALF Five Year Plan
at their Board meeting of August 23, 1990. This plan is designed to cover
operating years 1991 - 1996 and is broken down into four basic areas:
A. Proposed Capital Equipment Purchases
B. Proposed Staffing
C. Proposed Budgets
D. Proposed Revenues and Subsidies
The Board has directed that this proposed plan be circulated to the City Councils
and staff of the three member cities for their review and comment prior to the
adoption of the plan by the Board.
Please find attached a synopsis memo of the Five Year Plan to the Board, as
well as the draft Five Year Plan.
I am available to meet with individual City Councils if you should so desire or
please feel free to call me with any questions or comments you might have.
Thank you.
KJR
.: 155'A o� Hc
14200 Cedar Avenue South
Apple Valley, Minnesota 55124
Phone — 612-432-5664
MEMORANDUM
TO: ALF Ambulance Joint Powers Board
FROM: Kevin J. Raun, Ambulance Director
DATE: July 30, 1990
SUBJECT: ALF Ambulance Five Year Plan
The ALF Ambulance Five Year Plan is submitted herewith for review and comment
by the Operations Board.
I wish to highlight for the Board the rationale that was used in compiling this
plan and some of the items and conclusions that are contained within it. This
plan covers operating years 1992 - 1996.
Due to an increasing service area population and changing demographics, this
plan allows for an increased call load within the next five years. It is not
always easy to predict and project what lies ahead, but our past operating
record is a good barometer as to what we might anticipate for the future.
The two main goals in mind during the preparation of this plan were:
(1) Providing and maintaining proper levels of emergency medical
care to the ambulance service area, and
(2) Accomplishing the first goal through prudent and responsible
fiscal management and utilization of resources.
With that in mind, I believe this plan is designed to ensure the realization
of those goals.
A. Proposed Capital Equipment Purchases
This plan reflects that in 1992 it will be operationally prudent to upgrade
our (16) hour unit to a full (24) hours. Of course, the final determining
factor will be the call volume experienced in the down hours of this unit
between the hours of 11:00 p.m. to 7:00 a.m. With that increase in coverage
we would also anticipate more wear and tear on ambulances and equipment.
In the years 1995 and 1996 we would anticipate additional hours of staffing
on a third unit may be necessary. This staffing would occur via a power
shift utilizing part-time personnel to cover peak call volume periods.
Once again, as we draw closer to these years, the picture will be clearer
on this need.
The largest capital expenditure that the reader will see in this plan has
to do with our ambulances. In 1995 we are projecting the purchase of a
new fourth ambulance with all associated equipment. I felt the need to
show this purchase as it would correlate to our anticipated growth. I
feel there is good rationale to place it in the plan knowing it would be
easier to extract it (rather than add it), if the need cannot be demon-
strated.
The plan also shows the continued upkeep of our present ambulances. The
system I have used for the repower, rechassis and eventually the replacement
of the units is a sound one and economically viable. I am very pleased
with the outcome of Medic Unit #11 which was recently repowered and refur-
bished for a total of $13,700. This system puts an almost new ambulance
back on the street for another 80,000 to 100,000 miles with a cost savings
of just over $30,000 compared to if the patient module had been remounted
on a new chassis.
B. Proposed Staffing
As has been indicated earlier, this plan calls for the upgrade in coverage
for the second unit to a full (24) hours in 1992, call load permitting.
The plan also calls for power shifting of a third unit in 1995, (8) hour
days, (3) days a week. Power shifting in 1996 is planned at (8) hour days,
(5) days a week.
The board should notice that this plan has removed the in-house position
of clerical-billing. This is a result of earlier discussions during our
budget hearings, in which the Board stated they would be inclined to remain
with private contractual services. Discussion should probably be held on
this decision to confirm the Boards' desire on this position. From my
perspective the contractual arrangement is working out very nicely. The
major reason this position has been included in past plans was for ALF to
gain more independence with their clerical needs, while at the same time
taking care of our billing needs in-house. I firmly believe that contractual
billing is cost effective for us as long as we can continue to rely on the
Cities for in-kind clerical support.
C. Proposed Budgets
All line items here have been calculated with estimated cost of living
increases, as well as costs for additional staffing and equipment as
reflected in this plan.
2
Capital equipment purchases are taken from our equipment escrow account.
The assumption here is that escrow monies will remain at an adequate
level to ensure sufficient funds for capital purchases as identified in
this plan. The Board may still wish to consider special funding to this
account as per the proposal of the City of Lakeville during this years
budget process. The overall objective of this fund, of course, to maintain
adequate funding. The Board has expressed a desire to not issue debt in
this area. Current escrow funds appear very adequate at this time and
they will continue to be monitored for appropriate reserve levels.
D. Proposed Revenues and Subsidies
I believe most of the good news is contained on this page. While per
capita subsidy rises in 1992 to fund the level of (2) twenty-four hour
ambulances, by year 1996 it progressively drops to $.18 per capita.
Assumptions used here are, constant population growth, a growing run
volume and user fee increases at the level of 4% per year with a slightly
higher increase for year 1996.
We have found in the past that we have been conservative on our population
estimates and from time to time they have been adjusted. The results of
the 1990 census should give us a good baseline to work from.
The reader should be cautioned that numbers on this page are vulnerable to
change, and could therefore, change the bottomline. However, given almost
five years of operating history, I feel the numbers reflect very closely to
where the service should be in the years listed.
If you should require further information or explanation of the materials
contained herein, please feel free to give me a call .
Thank you.
KJR
3
DRAF
A.L.F. AMBULANCE
FIVE YEAR PLAN
P
1992 - 1996
•
IDRAF/T
A.L.F. AMBULANCE
FIVE YEAR EQUIPMENT AND PERSONNEL PLAN
PREFACE
This document has been prepared for the ALF Ambulance Board to assist
them in the planning process for the future growth of the ALF Ambulance Ser-
vice. It is well known that the Cities that comprise the ambulance service
area are growing at a very rapid pace and it appears that residential and
commercial growth will not be slowing for some time. Met council estimates
currently place the entire ambulance service area population at just over
70,000.
This plan will outline proposed major equipment purchases, staffing needs,
projected operating budgets and revenues for the five year period covering
1992-1996. All budget computations have been calculated as accurate as possible,
but the reader should be cautioned that these amounts are extremely vulnerable
to inflation and other market factors.
ALF Ambulance is currently in a growth phase and this plan allows for an
orderly growth as well as replacement needs for aging equipment. The goal over
this five year period is to ensure that the service is able to respond on
demand to normal call loads well as maintaining our vehicles and capital equipment
in a reasonable manner to the demands and needs of our service.
The Operations Board is committed to providing quality emergency medical
services for the residents of our area and in that endeavor it may be necessary
to review and update the plan on an annual or as needed basis.
BIOGRAPHY
1986
January: ALF Ambulance begins operations with (6) full-time paramedics
and (1) Ambulance Director. ALF Ambulance maintains (2) fully-
equipped licensed advanced life support ambulances. One unit
operational 24 hours a day.
June: (4) Part-time paramedics hired to cover vacation and sick time
leave. Additionally utilized as on-call paramedics.
October: (5) additional part-time paramedics hired. Staff of (9) part-
timers utilized to staff second ambulance for a power shift.
Second unit is operated four days a week, 8 hours a day.
1987
January: Service area coverage and manpower remains at same level as that
of October 1986. One full-time paramedic promoted to Ambulance
Supervisor/Paramedic.
1988
January: (5) additional part-time paramedics hired. Staff of (14) part-
timers utilized to staff second ambulance for a power shift.
Second unit is operated seven days a week, 8 hour days on weekdays
and 10 hour days on weekends. One more full-time paramedic
hired to cover full-time leave and power shifts.
August: A third fully equipped ambulance is purchased.
1989
January: (4) additional full-time paramedics hired. One ambulance operated
24 hours a day with a second ambulance operated 16 hours a day
(0700 - 2300 hrs), seven days a week. Staff of (6) part-time
paramedics for on-call status to cover vacation and sick time
leave.
1990
January: Service area coverage and staffing remains at same level as that
of 1989. One full-time paramedic promoted to Ambulance Supervisor/-
Paramedic for a total of two shift supervisors.
February: One paramedic is placed in the position of Community Education/-
Promotions. Responsibility includes coordinating and conducting
first aid and CPR training for citizens and allied first responder
personnel. This position also covers open shifts due to leave
requests and/or training needs of other personnel .
FIVE YEAR PLAN
A. PROPOSED CAPITAL EQUIPMENT PURCHASES
ITEM PURCHASE YEAR COST
1. Repower/Refurbish Medic #12 * 1992 $ 18,200.00
2. Miscellaneous Office Furniture 1992 1,200.00
3. Airway Manikins 1992 1,200.00
4. (1) Battery Support System 1992 1,800.00
5. (1) M.A.S.T. Suit 1992 500.00
6. (2) Backboards 1992 600.00
TOTAL 1992 $ 23,500.00
7. (1) EKG Monitor/Defibrillator 1993 $ 9,500.00
8. CPR Manikins 1993 1,000.00
9. Miscellaneous Office Furniture 1993 500.00
10. (1) Backboard 1993 250.00
11. (3) Pulse Oximeters 1993 4,500.00
12. (2) Portable Suction Units 1993 1,500.00
TOTAL 1993 $ 17,250.00
13. Repower/Refurbish Medic #10 * 1994 $ 18,900.00
14. (2) Portable Radios 1994 3,000.00
15. (2) Pagers 1994 800.00
16. (1) M.A.S.T. Suit 1994 500.00
TOTAL 1994 $ 23,200.00
17. Type III Ambulance ** 1995 $ 82,000.00
18. Mobile Radio/Telephone 1995 6,500.00
19. Defibrillator/Monitor 1995 9,800.00
20. Misc. Equipment for New Ambulance 1995 7,000.00
TOTAL 1995 $ 105,300.00
21. Rechassis/Remount Medic #11 *** 1996 $ 48,000.00
22. (2) Portable Radios 1996 3,400.00
23. (2) Backboards 1996 700.00
24. CPR Manikins 1996 1,000.00
25. Miscellaneous Office Furniture 1996 750.00
TOTAL 1996 $ 53,850.00
* Repower/Refurbishment of an ambulance is estimated to be done at 100,000
miles. It is possible that more or less miles may be obtained before a
unit is ready for refurbishment. Refurbishment is contingent upon the
overall chassis condition of the unit. If a chassis is found to be in
poor repair/condition it may be more prudent to opt for a new chassis
remount. A refurbished vehicle should be able to obtain an additional
80,000 to 100,000 miles of us.
** The purchase of a new ambulance and necessary equipment has been included
in this plan to allow for anticipated growth and expansion of the service.
In 1995 we are predicting that a third ambulance will be placed into
service on a power shift basis (partial coverage during peak call load
hours). This is subject to change as call volume and population growth
in the service area will be the final determining factor on this purchase.
*** Re-Chassis/Remount of an ambulance includes the remounting of the patient
module onto a new vehicle chassis. The patient module can either be
totally or partially stripped depending on refurbishment needs of the
module at the time. This procedure generally has a price tag slightly
higher than half the cost of a new ambulance.
B. PROPOSED STAFFING
YEAR STAFFING LEVEL
1992 (1) Ambulance Director/Paramedic
(3) Ambulance Supervisors/Paramedics
(9) Full-Time Paramedics (24 Hours)
(8) Part-Time/On-Call Paramedics
Increase the second unit to a full 24-hour .day (two 24-hour units).
Consider staffing the third unit on a power shift basis.
YEAR STAFFING LEVEL
1993 (1) Ambulance Director/Paramedic
(3) Ambulance Supervisors/Paramedics
(9) Full-Time Paramedics (24 Hours)
(8) Part-Time/On-Call Paramedics
Continue to maintain staff and hours of operation at the 1992 level .
Consider staffing the third unit on a power shift basis.
YEAR STAFFING LEVEL
1994 (1) Ambulance Director/Paramedic
(3) Ambulance Supervisors/Paramedics
(9) Full-Time Paramedics (24 Hours)
(8) Part-Time/On-Call Paramedics
Continue to maintain staff and hours of operation at the 1993 level .
Examine hours and needs for staffing the third unit on a power shift
basis.
YEAR STAFFING LEVEL
1995 (1) Ambulance Director/Paramedic
(3) Ambulance Supervisors/Paramedics
(9) Full-Time Paramedics (24 Hours)
(10) Part-Time/On-Call Paramedics
Maintain two 24-hour units and staff the third unit as a power shift
with part-time personnel working 8-hour days, 3 days a week.
YEAR STAFFING LEVEL
1996 (1) Ambulance Director/Paramedic
(3) Ambulance Supervisors/Paramedics
(9) Full-Time Paramedics (24 Hours)
(10) Part-Time/On-Call Paramedics
Maintain two 24-hour units and staff the third unit as a power shift
with part-time personnel working 8-hour days, 5 days a week.
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