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Windsor Heights Fire and EMS

Volunteer/Paid-per-call/Paid-on-callFull-time staffPart-time staffCombination of full, part and/or POCJoint departmentContract for servicesPublic safety model

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Traditional Options for Delivery of Fire/EMS Services

Merged department with the City of CliveIn-house staffing combination varietiesContracting for services

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Options Explored In Detail

Options Explored In Detail

Currently a combination Fire Department made up of:

5 full-time employees (24-hr & 9am-9pm)8 part-time employees that cover 2 additional FTE positions (6am – 6pm)14 paid-per-call (POC) firefighters serving evening/overnight hours every third day

Staff in-station 1–3 positions with 24-hour paramedic level response capabilities

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Staffing Issues - WHTS

POC Staff are difficult to retain41 personnel have left since 2011Average length of commitment has been less than 3 years

Prior to spring of 2015 POC staff were being depended upon for all fire/EMS services from 6pm – 6am

Results were monthly non-responses and subpar delivery of services

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Staffing Issues - WHTS

In the spring of 2015 Windsor Heights took action to reorganize into a public safety administrative model

Resulted in 24-hour paramedic staffing Hiring two additional full-time firefighter/EMT-B

positions Campaign to hire new POC firefighter recruits to

bolster citizen involvement

Total added investment ~ $80,000 annually6

Staffing Issues – WHTS

Approach similar staffing needs collectively Leverage proximity of communities to create

a new fire district that may serve as a future model for other metropolitan collaborations

Reduce combined fleet and save on long-term capital expenditures

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Merger Concept Overview

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Proximity of Communities

1.43 calls per day (Windsor Heights) 3.93 calls per day (Clive) 5.36 calls per day (Combined)

65-80% of annual call volume in each department is EMS related

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Call Volume (CY 2014 data)

A merged operation New identity Look of an independent fire & EMS district Serving all of Windsor Heights and Clive

Westside Fire Station 22 will continue to exist and serve communities of western Clive and portions of West Des Moines

Staff & apparatus are combined Flexible staffing plan of 6 personnel 24/7/365

Provides an ambulance and engine, or Three ambulances, or An engine and ladder

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Merger Concept

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Station on Harbach covers nearly all of East Clive and WHTS with 4-minute drive time.

4-minute drive factors into an 8-minute response

90 percentile goal

4-Minute Drive Time

Proximity of Stations East of I80 – Combine into One Location

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Cost Sharing

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Population Valuation

Calls for Service

Cost Sharing

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Population/Property Valuation/Calls for Service Based Assessment Modelv2 8/7/15

33.3%Weighted

Population1 Percent Valuation2 Percent Calls3 Percent PercentWindsor Heights 4,875 22.2% 236,655,633$ 15.9% 521 26.7% 21.6%Clive 17,052 77.8% 1,256,048,578$ 84.1% 1,433 73.3% 78.4%Total 21,927 100.0% 1,492,704,211$ 100.0% 1,954 100.0% 100.0%

1 Based on 2014 United States Census Bureau estimates2 Based on 1/1/2013 Taxable Valuations, including TIF for FY 14/15 Tax Levies, Iowa Dept of Mgt3 Based on CY 2014 data, excludes mutual aid given

Cost Sharing

911 Calls Answered by Polk County Police dispatched by Polk County Fire/EMS dispatched by WestCom

Fee paid in by Windsor Heights is initially 0.5% of WestCom’s overall annual operating budget

NOTE: Windsor Heights will pay $55,000 penalty to Polk County for early termination of a fire dispatch agreement and may be subject to user fees for 911 referrals to WestCom

Estimated fees below – does not include above notation

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Dispatching for Windsor Heights

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Financial Impact

Anticipated Merger Costs

3% Inflation Factor used to calculate annual rise in operating expenses and capital equipment

Modeling is based upon continuation of staffing six positions at the Harbach Station (#32) throughout 20 year forecasting table

NOTE: Under the merged model operating cost projections do not include Windsor Heights’ need to contract for Rental Inspection Program services that are currently managed by their fire department

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20 Year Cost Projections

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Merged operation as one entity (no band aids or partial sharing arrangements)

New organizational name (not Clive or Windsor Heights) “West Metro Fire & EMS Department”

Equal oversight by a Management Committee consisting of officials from both communities

WestCom would be the dispatching agency for Fire/EMS in the new district

Existing community outreach / special events continue All personnel will be retained in the new entity

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Merger Conceptual Summary

Modern, updated facility 6 employees staffing the facility comprised

of mostly career full-time staff in-house at all hours of the day 24x7x365

An experienced and veteran career fire chief to provide administrative and operational oversight

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Merge with Clive Pros

The intangible positives of collaboration

Potential long-term sustainable costs

Lower levy rate and levy potential

Training, pooled resources, recruitment and retention

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Merge with Clive Pros cont’d:

Large service area for EMS which encompasses areas as far northwest as Meredith and Warrior Lane, with a reduction down to two ambulances

Loss of individual control of costs and services

Loss of WHFD identity, culture and traditions

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Merge with Clive Concerns

As Clive’s population grows, the ability to meet the long-term needs of both cities with a crew of six(6) at the Harbach station diminishes and thus potential for increased staffing

$55,000 penalty for exiting agreement early with Polk County

Increasing costs (As Clive’s population increases – costs increase)

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Merge with Clive Concerns Cont’d:

Rental inspections will need to be contracted out or completed by staff that cannot commit the time necessary

During times of emergency responses, Clive’s issues are usually our issues and vice-versa, such as Walnut Creek flooding, weather, rush hour (prioritization? staffing?)

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Merge with Clive Concerns Cont’d:

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Windsor Heights Stand alone

Modeling for

Full-time paramedics 24x7x365 2 new Firefighter/EMT-B 24x7 for Firefighter/Police Enhanced part-time roster Recruit Academy for paid-per-call

= $80,000 investment

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Staffing Crisis Averted (For Now)

Still much of day 1 or 2 person response 2/3 of day rely on paid-per-call/mutual aid Status quo staffing

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Hours Status Quo Apparatus Options Available

0600-0900 FT paramedic + 1 PT Ambulance

0900-1800 FT paramedic + 1 PT + FT FF/EMT-B Ambulance or Engine; Combination of Ambulance or Engine + Paramedic/Duty Officer response vehicle

1800-2100 FT paramedic + FT FF/EMT-B + POC Ambulance or Engine; Combination of Ambulance or Engine + Paramedic/Duty Officer response vehicle

2100-0600 FT paramedic + POC duty crew Ambulance or Engine; Combination of Ambulance or Engine + Paramedic/Duty Officer response vehicle

Staffing-Current (Status Quo)

Continue the $100 overnight stipend as necessary

Add a 6th full-time firefighter (3rd FF/EMT-B) Possible future need of Deputy Chief Potential elimination of the Community

Service Officer position allocated to the Police Department

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Incremental In-House Needs:

Tighten the budget in all areas Enhance revenues where and when possible Convert the Council Chambers storage area or FD

OIC office into sleeping quarters to house male and female employees separately overnight

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Incremental In-House Needs Cont’d:

Morale is high and improving, along with a sense of community

Improved outlook for POC staffing as a result of the most recent recruitment

Long-term financial control Stability and operational control Predictability

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Status Quo with Staff/Facilities Fix Pros

Appropriate staff to handle WH call volume now and in the future

Maintain WHFD traditions, culture and identity

Ability to implement staffing plan in phases with the first phase already completed = two(2) new FF/EMT-Bs

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Status Quo with Staff/Facilities Fix Pros Cont’d:

Already added $80,000 (FY ‘16 Budget Amend forthcoming) to avert the staffing crisis, plus $100/night until POC staff are fully trained

Additional $$ needed, up to $120,000 annually depending on certain variables

Potential levy and levy rate increase

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Status Quo with Staff/Facilities Fix Concerns

Female sleeping quarters

The need to retain general fund revenues, including ATE, and enhance revenue streams

The potential for no new staff in other departments, including previously authorized staff

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Status Quo with Staff/Facilities Fix Concerns

Cont’d:

Already shifted to 24-hour operation and added two full-time staff members; a third FF/EMT-B is needed and possibly a Deputy Chief in the future

Can no longer rely on POC members to be first or second available responder to calls for service but must sustain program as overnight resource

Future staffing model has two responders in-house at all times and a third during the day; POCs continue to play a role as additional overnight responders and backfill roles on engine response Operating costs will increase in excess of $100,000 annually

from cost projections of merged model within 15 years40

Summary: Stand Alone Fix

City of Windsor HeightsTrust & Agency Levy AnalysisSeptember 25, 2015

1 Fiscal Year Ending: 06/30/11 06/30/12 06/30/13 06/30/14 06/30/15 06/30/16

2 Commercial Valuation: $41,887,340 $40,443,960 $39,176,480 $36,632,607 $31,604,641 $29,940,2733 Valuation Growth: -3.45% -3.13% -6.49% -13.73% -5.27%

4 Other Valuation: $146,581,922 $152,003,347 $149,219,512 $158,368,441 $162,012,356 $165,898,4545 Valuation Growth: 3.70% -1.83% 6.13% 2.30% 2.40%

6 Total Valuation: $188,469,262 $192,447,307 $188,395,992 $195,001,048 $193,616,997 $195,838,7277 Trust & Agency Levy: $3.77921 $4.44073 $4.90651 $4.63612 $4.73124 $4.67997

8 Trust & Agency Revenue: $712,265 $854,607 $924,367 $904,048 $916,048 $916,519

9 Fiscal Year Ending: 06/30/17 06/30/18 06/30/19 06/30/20 06/30/21 06/30/22

# Projected Commercial Valuation: -5.00% $28,443,259 $27,021,096 $25,670,042 $24,386,539 $23,167,213 $22,008,852# Projected Other Valuation: 2.54% 170,111,569 174,431,680 178,861,503 183,403,825 188,061,502 192,837,464# Total Valuation: $198,554,829 $201,452,776 $204,531,544 $207,790,364 $211,228,714 $214,846,316# Trust & Agency Revenue @ FY16 Levy: $929,231 $942,793 $957,201 $972,453 $988,544 $1,005,474

# Additional Revenue Over FY16: $12,711 $26,274 $40,682 $55,933 $72,025 $88,955

# Trust & Agency Expense: 3.00% 70,000 72,100 74,263 76,491 78,786 81,149

# Revenue Surplus/(Shortfall) -$57,289 -$45,826 -$33,581 -$20,558 -$6,761 $7,806

# Increase/(Decrease) to FY16 TA Levy: $0.28853 $0.22748 $0.16418 $0.09893 $0.03201 -$0.03633

# Increase/ (Decrease) to Debt Service: 613 10,925 15,787 (73,000) (146,738) (144,783) #Increase/ (Decrease) to Debt Service Levy: $0.00308 $0.05423 $0.07719 -$0.35132 -$0.69469 -$0.67389

# Total Levy Impact: $0.29161 $0.28171 $0.24137 -$0.25238 -$0.66268 -$0.71022

Notes:Commercial valuation growth is isolated from all other growth due to unknown impact of multi-residential rollback. A 5% decline is assumed (Row 10). 'The 5-year average of 2.54% is assumed for growth of other valuation (Row 11).Trust and Agency expenses are assumed to grow at 3% annually (Row 15).The reduction of debt service expense may have a positive impact on the total levy;additional debt, growth in TIF valuation, and changes in other City levies not shown here will impact the total levy as well (Rows 18-20).

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Potential Levy Rate Effects

City of Windsor HeightsProjected Fire/EMS Impact AnalysisSeptember 25, 2015

1 Fiscal Year Ending: 06/30/11 06/30/12 06/30/13 06/30/14 06/30/15 06/30/16

2 Commercial Valuation: $41,887,340 $40,443,960 $39,176,480 $36,632,607 $31,604,641 $29,940,2733 Valuation Growth: -3.45% -3.13% -6.49% -13.73% -5.27%

4 Other Valuation: $146,581,922 $152,003,347 $149,219,512 $158,368,441 $162,012,356 $165,898,4545 Valuation Growth: 3.70% -1.83% 6.13% 2.30% 2.40%

6 Total Valuation: $188,469,262 $192,447,307 $188,395,992 $195,001,048 $193,616,997 $195,838,7277 $8.10 Revenue: $1,526,601 $1,558,823 $1,526,008 $1,579,508 $1,568,298 $1,586,294

8 Fiscal Year Ending: 06/30/17 06/30/18 06/30/19 06/30/20 06/30/21 06/30/22

9Projected Commercial Valuation: -5.00% $28,443,259 $27,021,096 $25,670,042 $24,386,539 $23,167,213 $22,008,852# Projected Other Valuation: 2.54% 170,111,569 174,431,680 178,861,503 183,403,825 188,061,502 192,837,464# Total Valuation: $198,554,829 $201,452,776 $204,531,544 $207,790,364 $211,228,714 $214,846,316

# $8.10 Revenue: $1,608,294 $1,631,767 $1,656,706 $1,683,102 $1,710,953 $1,740,255

# Additional Revenue Over FY16: $22,000 $45,474 $70,412 $96,808 $124,659 $153,961

# Fire/EMS Expenses: 3.00% 50,000 51,500 53,045 54,636 56,275 57,964

# Revenue Surplus/(Shortfall) -$28,000 -$6,026 $17,367 $42,172 $68,383 $95,998

Notes:Commercial valuation growth is isolated from all other growth due to unknown impact of multi-residential rollback. A 5% decline is assumed (Row 10). 'The 5-year average of 2.54% is assumed for growth of other valuation (Row 11).Trust and Agency expenses are assumed to grow at 3% annually (Row 15).

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Potential Budget Effects

Both of the models most closely analyzed have advantages and disadvantages to work through. The ability to eliminate or mitigate the disadvantages and capitalize on the advantages while also providing the best services at the lowest cost should be one of the factors that play the most pivotal role in the final determination.

In addition, numerous other variables must be considered, along with the ability to control the variables to some extent. Finally, and certainly high on the level of importance is what level of service the public desires and how much they are willing to pay for that service.

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Conclusion