City Council Packet - 01/18/1988 Revised 1/15/88
TIGARD CITY COUNCIL PUBLIC NOTICE: Anyone wishing ,to speak on an
REGULAR MEETING AGENDA agenda item needs to sign on the appropriate
BUSINESSS & STUDY AGENDA sign—up sheet(s). If no sheat is available,
JANUARY 18, 1988, 6:30 P.M. ask to be recognized by the Chair at the start
TIGARD CIVIC CENTER of that agenda item. Visitor's agenda items are
13125 SW HALL BLVD. asked to be to 2 minutes or less. Lunger, matters 1
TIGARD, OREGON 97223 can be set for a future Agenda by contacting
either the Mayor or City Administrator.
1. BUSINESS & STUDY MEETING:
1.1 -
Call To Order and Roll Call
1.2 Call To Staff and Council For Non-.-Agenda :Items
3. PUBLIC IMPROVEMENTS AS CONDITIONS OF DEVEL-OPMENT DISCUSSION
o Development Services Manager-
2. FANNO CREEKCONFERENCE REPORT
o Community Services Director
4. JOINT WORKSHOP WITH TUALATIN RURAL FERE PROTECTION DISTRICT BOARD �
.911`. .ALS Discussion. . .Other. .
o Mayor Brian
5. MUNICIPAL COURT STUDY REPORT
a Community Services Director
6 NON--AGENDA ITEMS: From Council and Staff
7. EXECUTIVE .SESSION: The Tigard City Council will go into Executive
Session under the provisions of ORS 192.660 (1) (d), (e), -& (h) to
discuss labor, relations, real property transactions, and current and
pending litigation issues. .
8. ADJOURNMENT
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COUNCIL AGENDA - JANUARY 18, 1988 — PAGE 1
MEMORANLDUM
CITY OF 'TIGARD', OREGON
TO: Honorable Mayor_& City Cour cil January 15, 1988
FROM: Loreen Wilson, City Recorder\a
SUBJECT: Supplemental Packet for the 1/18/88 Council Meeting
Enclosed please find the following material for the 1/18/88 meeting:
Revised Agenda Agenda Item Nos. 2 and 3 have been reversed in
order as to their scheduled time for discussion. (The Fire
District: advised they would not be able to meet: until 8:30 P.m.)
The agenda item-numbers were left' the "same but rearranged on the
Page as to time:
Memorandum from Randy , Clarno, DevelopmentServices Manager, ;
concerning Agenda Item No. 3 - Public ImprovementsasConditions
of Development Discussion,
Non--Agenda - Item No. 6 City Center Market Study Contract.
cw/2767D
T�IGA'RRDD CITY 000NC_I L
REGULAR MEETING MINUTES — JANUARY .18, 1988 — 6:35 PM
I. °ROLL CALL: Present: Mayor Brian, Councilors Jerry Edwards, Carolyn
Eadon, Valerie Johnson and John Schwartz. Staff present: Randy Clarno,
Development Services Manager; Bob Jean, City ,Administrator; Keith Liden,
Senior Planner; Bill Monahan, Community Development Director; Jill Monley,
Community Services Director; Tim Ramis, City Attorney; Catherine Wheatley,
Deputy Recorder; Randy Wooley, City Engineer.
2. CALL TO ORDER: The meeting was called to order at 6:35 p.m, by
President Pro--Tem Johnson. City ,Administrator advised there would be no
Executive Session.
Councilor Edwards arrived: ,6:36 p.m.
3. PUBLIC IMPROVEMENTS AS CONDITIONS OF DEVELOPMENT DISCUSSION.
a. Community Development Director summarized this agenda item. The
public - and staff had raised concerns with current policy and
development code positions when considering placing < public
improvement related conditions on new development. The item of most
concern appeared to be half-street improvements. Community
Development Director indicated staff would outline current policy
and show the advantages and disadvantages of half.--street
improvements.
' b. Development Services Manager reviewed with Council a discussion
outline on public improvements as conditions of development, Public
improvements would include: storm drainage sewers, sanitary sewers,
streets, utilities, greenways, bikepaths, parks, etc. City Engineer
noted that staffwould, at a later date, present to Council
recommendations for the storm drainage as part of the Storm Drain
Master Plan.
C. There was discussion on nonremonstrance agreements. Staff noted
that because there was no assessment associated with a
nonremonstrance, a nonremonstrance did not: represent a lien on the
property; however, there would be the potential for assessment on
property. There was discussion about other alternatives to provide
funding for public improvements such as a reimbursement agreement.
Chief Lehr, arrived: 7:04 p.m.
d. Development Services Manager continued through the outline noting
that improvement' requirements are currently dictated by standards
and provisions within the Community Development Code and by
established City policies. Most standards and provisions for
streets and utilities are contained in Section 18.164 of the
Community Development Code. He detailed what the improvements would
include for storm drainage, sanitary sewer, other (construction of-
bikeways, undergrounding of utilities, dedication of floodplain),
and streets.
Page 1 COUNCIL MINUTES JANUARY 18, 1980
Improvements - to streets would encompass street width, grade,
alignment in intersection requirements; right--of--way 'r•equir•ements;
half-street requirements, including pr-ovisions for, "future"
impr•ovcment obligations in the event half..•-streot improvements are
not constructed; access requirements; and tr•aff-ic signal
reduim ments,
e. Development; Services Manager* then reviewed half street
improvements. Current: 'City policy and Code provisions reexuir;e that-
half-street: improvements be installed unless:
"Where the City Engineer determines that a r•equir,ed st:r•eet
improvement would not be timely, or where lack of support by the
other property owners would prevent a complete street improvement,
the City Engineer, may accept a fui:ure impr-ovement Uar•antee. in a
form approved by the 'Public Works Director,.
If det:er•mined it would be inappropriate to rertu:ir•e the improvements
at the time of do velopment, a "future guarantee" in the form of a
Waiver of Remonstrance is cut^rently obtained.
f-. There was: discussion on Site Development Reviews (SDR) and what
t:r•iggers the SDR process. For, example, a SDR,would be initiated if
there was a' change in property usage. What constitutes a "change in
use" was discussed; an example would be a change from a grocery
store to a warehouse. Community Development Director advised that
traffic impacts associated with the use would determine whether or-
riot
rriot additional traffic 'controls (i.e., extra laries, turn lanes or
traffic signals) would be needed.
g. Continuing with the outline of the meeting, Development Sor•vices
Director noted some of the advantages and disadvantages with
half-street improvements.
Advantages:
o Improvements are completed with development.
o Future L.I,D. hearing and administrative problems are potentially
avoided.
o In developing areas, half--street improvements can piece together
in a relatively short period of time,
o Sometimes traffic capacity and safety improvements can be f'
accomplished.
f
Disadvanta-ces:
o Improvements occur in areas where other- complementary I
improvements are not likely.
o It is often a long time period before achieving a meaningful
street improvement.
o Quality of a "piocemealed" product is less than a complete
improvement. Future maintenance may be higher-.
o When considering a complete improvement, construction and #
administr-ative costs will be higher-. t
o Sometimes value of the development is less than the cost; of
improvement.
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Page 2 - COUNCIL MINUTES - JANUARY 18, 1988
t
ere advantages and disadvantages of
Also listed in the outline w
t
"future guarantee" provisions.
Advantages:
o Delayed expenditure until an entire i.mprauement is made.
ment is less expensive than a series of-
o Usually a complete improvesmall improvements. '
o Obligation of each property based upon impact (L.T..D.).
i
Disadvantages: j
o Gathering a sufficient perce.ntage Of waivers to support an L.I.D. 1i
(nonremonstrance agreements). s
remonstrance agreement.
o Legality question surrounding waiver' of
o Sometimes immediate improvement demand is created without
immediate improvement.
o Implication of "future obligation" is riot clearly passed on to ;
future owners.
o Administration of future improvements guarantee documentation .
(bonds, nonremonstrance agreements,
accounts,,etc),
improvements P
h. There was general discussion on possible Possible
provisions. City engineer distributed a page which was a
amendment to Section 18.164.030(a)(3):
t a future improvement guarantee in
(3) The city Engineer may accept i
lieu of street improvements if one
or more of the following
conditions exist
(A) A partial improvement is riot feasible due to inability to
achieve proper design standards.
rovement will potentially r•epr•esent a safety
im
(B) A partial p i
hazard to motorists or pedestrians.
ort b other property owners or,
(C) There is a lack of supe y
lack of development potential that would prevent a
complete street improvement.
(D) The improvement would be in conflict with a capital E
E
....improvement plan, €
is a land partition on property zoned
(E) The development
residential.
Mayor Brian arrived: 8:01 p.m.
ion i, ofuture improvements;
Council and staff cumulate untild sue astheimprovementswould
interest would ac discussed
be ready to be done. Of concern was whether or not the accumulated
interest 'on this money could be retained by the City. City Attorney
ld be retained by the City; there ar'e
explained the interest cou
Stage regulations governing this practice.
page 3 COUNCIL MINUTES W JANUARY 18, 1988
j . City Administrator commented on Traffic Impact Fees (T,I.F.) as a
collection alternative. Such fees have, been collected by the County
g, for new development; however, problems have been experienced with
the administration of the T.I.F fund.
k. Development Services Manager presented a slide show illustrating
half—street improvements which have and have riot been satisfactory
at various sites throughout the City.
1. There was general discussion about all. public improvements and the
need for clarification of policy. City Administrator rioted that 100
percent of the costs must be determined as to source of revenue,
i.e., latecomer fees, half--street improvements, etc,
M. Mayor asked what percentage of the time was the current policy not
working. City Administrator responded that the policies in place
were rational, equitable and can get the job done; however, they do
cause some awkwardness. There have been complaints where a mix of
policies have existed (present example: Walnut Street).
Eventually, the improvements would be accomplished, but in the
meantime., this was an awkward situation.
City Administrator also commented that the policy was not clear on
how much to "oversize" improvements to allow room for growth.
i
n. There was discussion about scheduling a Council workshop in February
or, March to study public improvement issues including
nonremonstrance' agreements.
City engineer, introduced Gary Alfson, Transportation Engineer to the City
Council.
s.
Meeting recessed: 8:30 p.m.
Meeting reconvened: 9:40 p.m. ;
(Fanno Creek Conference Report was postponed until later in the meeting.)
Q. JOINT WORKSHOP WITH TUALATIN RURAL FIRE PROTECTION DISTRICT (TRFPD)
BOARD
a. Others present for this agenda item: Diane Brandt, Tualatin 911; l
Phil Edin, TRFPD Board; J.D. Fuiten, Metro West; R. Carl Goebel,
Economic Resource Associates, Inc.; Larry D. Goff, (TRFPD); Lou Ane
Mortensen, NPO #3; Dennis Murphy, Springfield Department of Fire and
Life Safety; Frank Oulman, Beaverton Fire; John Vor-hees, TRFPD Board.
b. Introductions were made. Mayor Brian referenced the Agenda and i
noted the first topic for discussion would be the 911 report. `s
C. City Administrator indicated that the draft of the 911 report was
now available; however, no one on Council had studied the report in
depth and some had viewed it for the first time that evening.
t:
City Administrator explained the purpose for, this workshop was to go
over some of the elements in the 911 report.
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Page A - COUNCIL MINUTES - JANUARY 18, 1988
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13011 551
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d, City Administrator introduced° the consultant on the project, Mr. R.
Carl GoebelofEconomic Resource Associates Inc.
Mr. Goebel explained that the Request- for Proposal asked many
questions that, primarily dealt with the issue of costs for services
rendered. For example, had Tigard and other jurisdictions paid too t
much, too` little, orjust enough for services rendered for the 911
program. Mr. Goebel explained that his firm proposed to look at the E'
issue differently;than from what most people generally clo. ,
The approach employed in this study was to first determine the
i
nature of function of the work to be accomplished, The work then
determines staffing, equipment, and other- cob's of the 9.11 center.
The cost shares to communities participating in the center results
in the tasks which are required to complete the work demanded. To
this end, :Mr. Goebel developed analytical framework which relied s
upon demands for service (work volumes) by communities in projecting
and allocating casts to each of the agencies receiving service from
the Tualatin Rural Fire Protection District communication/911 €:
iliring this approach, he developed a
center. He noted that in ui. f
41cost per call.
Mr. Goebel went through the draft report and noted some of the S
assumptions made in preparing the report and in reaching their
conclusions.
e. The group discussed the assumptions and asked for clarification from
Mr. Goebel on several different points (i.e., capital expansion,
upgrade to equipment, etc.) l
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f. Each jurisdiction would have the opportunity to review the draft t
report and send comments to Mr. Goebel by February 5, 1988.
Mr. Goebel asked that commerits be compiled so he would 'receive only
one comment letter per jurisdiction. s
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Meeting recessed: 9:41 p.m.
Councilors Eadon and Edwards left the meeting.
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Meeting reconvened 9:52 p.m.
5. ADVANCED LIFE SUPPORT TRANSPORT DISCUSSION i
a. Mr. Larry Goff (TRFPD) introduced Mr. Frank Oulman, Beaverton Fire
District
b, Mr. Oulman distributed the following material: f
o Letter dated December 8, 1987 from Charles S. Crookham, Circuit ._ 4
Judge, from the Circuit Court of Oregon, Fourth judicial District
regarding; Care Ambulance u. Multnomah County, Nn, Fl6702-01003;
AA Ambulance v; Multnomah County, No. Fl6702-01020 & NO,
A8702-01031. I
Page 5 — COUNCIL MINUTES JANUARY 18, 1988
o Master Plan for EMS Transportation of the :[ll and Injured
presented by the MS Division of Washington County Fire District
r'#1, Beaverton Fire Department and Tualatin Rural Fire Protection
l• District (dated 12/18/87).
o Emergency Medical. Services Statistics (Statewide) and graphs
depicting statistic summaries for. ambulances, oporators and
emergencymedical technicians.
C. Mr. Oulman then outlined the advantages of local fire departments
providing the ALS transport. Points brought up by Mr. Oulman
included:
o 9-1--1 Center was initial contact for emergency situations.
o Fire Department was usually the first r•ospondent to an
emergency--medical scene.
o Cost effectiveness: personnel on _ standby and equipment
available. Also could offer, such services as a' "membership
program" whereby citizens in area would be basically covered for
any ambulance service needed for a fee (i.e. , $35 annually).
o Illegal for Fire Department to "go on strike; therefore, work
force would be stable.
o Revenues could offset expenditures and user, savings could be
realized up to 257.
o ALS service in the area could be begun July 1, 1988.
d. J.D. Fuiten of Metro West was also present; Mr. Fuiten answered
questions by Council concerning private industry and the service
they provide. Mr, Fuiten noted that a "no 'strike" clause-could be
negotiated' in private contracts to assure that emergency personnel
was always available.
e. Mr. Oulman introduced Chief Dennis Murphy from the Springfield
Department of Fire and Life Safety, Chief Murphy described the
transition experienced in his City from private ambulance service to
public service. Chief Murphy maintained that the public sector can
offer the best service at the lowest price.
6. MUNICIPAL COURT STUDY REPORT -- Postponed (Note: This was discussed
during Council Study Session on February 1, 1988.)
7. NON—AGENDA ITEMS
a City Center Markel: Study Contract (contract for the downtown
market study)
The Central City Plan Task Force received 14 proposals in response
to its Request for- Proposals for a market study. Five finalists
were interviewed. The firm ranked highest was Hobson and
Associates. Contract negotiations with this firm had been concluded
and a copy of the contract and the 'firm's proposal had been
Page 6 — COUNCIL. MINUTES JANUARY 18, 1989
Attorney's office had reviewed and
distributed to Council. The City to form. Stat'f recommeruied
approved the contract documents
council approve the contract with tiobson and Associates,
Motion by Councilor Johnson,
seconded by councilor' Schwartz, to
approve the contract with Hobson and Associates.
Approved by a'
unanimous vote of Council present.
p, Mayor noted he had attended the first anrnaal public meeting to thhe
e
Washington Square Estates Homeowners"Ah `tcitir_ensiiregarcli yd the
received many
positive comments from
recent annexation of the area. They have beerWep�ea pLwith
1 hin public
provided by the City; i.e, street sweeping,
areas, police response, sanding of roads, etc.
8. FANNO CREEK CONFERENCE REPORT involvement and
This ac Enda item was discussed briefly. City
agenda r
influence on agenda topics
this Cu ierencer,wotuldceuentuallyncilor os�upply
She said st�E had
Schwartz
its own momentum to continue in
eraltudiscussion; coun cilo's with less �ri legs City
involvement, There was ge
advised that the Council and staff' should have more of a feel -or•
the future of this event after this first conference.
4
9, ` EXECUTIVE SESSION: Cancelled.
10. ADJOURNMENT: 11:35 P.M.
the Tigard City Council on February 22, 1988. }
Approved by i
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of Tisa
Deputy Recorder - y h
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ATTEST:
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Mayor — City of 'Tigard t
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CW/2956D
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Page 7 — COU14CIL MINUTES - JANUARY 18, 1988
TIMES PUBLISHING COMPANY PANY Legal
P.O.BOX 370 PHONE(503)684.0360 Notice
BEAVERTON,OREGON 97075
Legal 1.11clice Advertising
® ❑ Tearsheet Notice RECEIVED
L3¢v Z . v"�1 e ❑ Duplicate Affidavit
JAN 1988
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AFFIDAVIT OF PUBLICATION
STATE OF OREGON, )
COU Y OF WASHINGTON, )ss.
being first duly sworn, depose and sp-that I aT fhe-Advertising
Director,or his principal clerk,of the 4o ma 4vwer
a newspaper of general circu, I !\n as efi ed in ORS 193.010
and 193.020;published at in the
afo id county and tate;that e
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a printed copy of which is hereto annexed,was published in the
entire issue of said newspaper for Lsuccessive and
consecutive in the following issues:
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MEMORANDUM
CITY OF TIGARD, OREGON
T0; Honorable Mayor and City Council January 8, 1988
FROM: Loreen Wilson, City Recorder
SUBJECT: Fanno Creek Conference Report
This item will be handcarried the 18th with a verbal presentation.
lw/2636D
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Section 18.1Gh.d30(a)(3)
Possible amendment t�
> t a future improvement quar•antee in lieu of
(3) The. City.. Engineer may accept �
more of the following conditions exist:
street improvements if one or ,
(A) .A partial improvement is not feasible due to inability to achieve
proper design standards.
(B) ;A partial improvement will potentially represent a safety hazard to
motorists or pedestrians.
(C) There is a lack of support by other- property owners or lack of
development potential that would prevent a complete street
improvement.
conflict with a Capital improvement plan.
(D) The improvement would b� in co p
(E) The development is a land partition on property zoned residential.
dj/2774D,
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CITY OF TTGARD, OREGON
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COUNCIL AGENDA ITEM SUMMARY
AGENDA OF: January 18 1988 DATE SUBMI17 ED; Januar�9, 1986����
ISSUE/AGENDA�TITLE: Public Improve PREVIOUS ACTION None
meats as Conditions of Development
—Half--Streets Discussion PREPARED BY: Development Services M r
DEPT HEAD 01( ITY ADMIN OK REQUEs(ED BY Community Development Dept:
r
POLICY ISSUE
Should the City consider changes with current policy and Development Code !.
provisions concerning half-street improvement requirementsplaced on new 1
development? i
INFORMATION SUMMARY 3
The public and staff have raised concerns wit[i current policy and Development: ,
Code provisions when considering placing public improvement related conditions
on new development; It appears the item of most concern is half-street
improvements.
--As part of our discussion for this meeting, staff would like to focus on
half-street improvements. For, this 'discussion, staff will outline current ,
policy and show the advantages and disadvantages of half-.street improvements.
Staff is also prepared to recommend possible changes in current policy that ?
would address some concerns raised. Our presentation will be oral, with 4;
appropriate drawings or photos to illustrate problems and possible
alternatives. '
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ALTERNATIVES CONSIDERED
t
To be discussed.
FISCAL IMPACT
E
N/A
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1
M SUGGESTED ACTION
To be discussed,
br/2629D
PUBLIC IMPROVEMENTS AS CONDITIONS OF DEVELOPMENT"
Discussion Outline
A. Public Improvements Defined
Q. Overview of Current Policy and Code Provisions
C. l=ocus on Half--Street Improvements
1. When are half--streets r•equi;red?
2. Advantages and disadvantages with half street construction and future
guarantees,
3.; Staff suggestions on improvements to code provisions.
4. Options on "future guarantee" and futurediscussions,
PLEASE NOTE: The following pages detail the above outline and will be used
for our discussion.
F;
PUBLIC IMPROVEMENTS AS CONDITIONS OF DEVELOPMENT Page 1
E
n
A. Public Improvements Defined
1, Storm Drainage
i
2. Sanitary Sewer
3. Other (other underground utilities, greenways, bikepaths, parks, etc.)
4. Street f.
B. Improvement requirements are currently dictated by standards and
provisions within the Community Development Code and by established City
policies. Most standards and pr•ovisi.ons for streets and utilities are 1
contained within Section 18.164 of the Community Development Code.
For storm drainage these include:
1, _ Design standards for storm and flood water run-off.
x+
2. Easement requirements
3, Accommodation of upstream drainage required. '
4, Negative downstream effect .is unacceptable -- improvement required
prior to receiving development permit.
.. For sanitary sewers these include;
1. Additional provisions contained within the City's agreement with
Unified Sewerage Agency (Ordinance 84-58)` 1,
a, Design standards
b. Fee schedules as adopted for the City (Ordinance 85-02).
C. Facilities development charge ($3,000) required for properties
hooking up that have not contributed to cost of the mainline k;
system.
2. Accommodation of upstream flow required.
3.- Deficiencies within existing system which violate State of Federal
Standards or threaten public health or safety must be corrected prior
to allowing a development permit,
4, Current City policy provides for properties to install septic systems d
if not within 300 feet of a public sewer and approved by the
Washington County Health Department:. In addition, a waiver of
remonstrance providirig for participation in a future L.I,D. is
required.
For the category identified as Other these include; '
1, Construction of bikeways when required by the adopted
pedestrian/bikeway Plan.
PUBLIC IMPROVEMENTS AS CONDITIONS OF DEVELOPMENT" Page 2
2. Undergrounding of most utilities.
3. Dedication of flood ;plain and other lands when required by ,the
adopted greenway/open 'space plan.
For streets these include:
1. Street width, grade, alignment and intersection requirements.
2. Right—of•-way requirements.
3. Half—street requirements including provisions for - "future"
improvement obligations in the event half-street improvements are not
constructed.
4. Access requirements
5. Traffic signal requirements
C. Focus on half-street improvements
1. Half-street improvements
Current City policy and code provisions require that half--street
improvements be installed unless,
"Where the City Engineer• determines that a required street
improvement would riot be timely, or where lack of support by the
other property owners would prevent a complete street improvement,
the City Engineer may accept a future improvement guarantee in a form
approved by the Public Works Director." C
If determined it is inappropriate to require the improvement at the
time of development, a "future guarantee" in the form of a waiver of
remonstrance is currently obtained.
2. Some of the advantages and disadvantages with half—street
improvements are:
Advantages:
a. Improvements are completed with development.
b. Future L.I.D. hearings or administrative problems are
potentially avoided.
C. In developing areas, half—street improvements can piece together
in a relatively short period of time.
d. Sometimes traffic capacity and safety improvements can be
accomplished.
Disadvantages;
a. Improvements occur in areas where other complementary
improvements are not likely.
PUBLIC IMPROVEMENTS AS CONDITIONS OF DEVELOPMENT Page 3
b. It is often a long time period before achieving a meaningful
street improvement..
C. Quality of a "piece-mewled" product is less than a complete
improvement. Future maintenance may be higher.
d'. When considering a complete improvement, construction and
administrative cost will be higher.
e. Sometimes value of the development is less than the costofthe
improvements.
Advantages and disadvantages of "future guarantee" provisions:
Advantages;
a. Delayed expenditure until an entire improvement is made.
b. Usually a complete improvement is less expensive than a series
of small improvements.
C. Obligation of each property based Upon impact (L.I.D.)
Disadvantages:
a. Gathering of sufficient: percentage of waivers to support an
L.I.D. (Nun-remonstrance agreements)
b. Legality question surrounding waiver of remonstrance agreement.'
C. Sometimes immediate improvement demand is created without
immediate improvement.
d. Implication of "future obligation" is riot clearly passed on to
future owners.
e. Administration of future improvement guarantee documentation
(bonds, non-remonstrance agreements, accounts, etc.)
3. Open discussion regarding possible improvements to code provisions
with Staff.
Page A
PUBLSC IMPROVEMENTS FlS CONDITIONS OF DEVELOPMENT
t
ssion of options regarding "future guarantee."
4. council/Staff discu
a. Continue with present method of requiringhalf street
improvements and accepting waivers of remonstrance?
b. Consider other methods of "future guarantee":
(1) Fee equal to construction cast estimate.
(2) Bond equal toconstructioncost estimate,
(3) Deposit equal to construction cost .estimate.
{
C. Raise SDC fees and City builds improvements.
d. Consider policy similar to washington County that involves
Traffic Impact Fee.
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MEMORANDUM /
CITY OF TIGARD,` OREGON
TO: Bob Jean, City Administrators .
January B, 1988
FROM: Don Palmer, Accounting Supervisor
SUBJECT: 9--1-1 Emergency Telephone Tax Update
9 - the 1987•-1988
We don't expect to collect the $72,000,00 originally-adopted in
adapted budget. The supplemental budget will. reflect a lower revenue estimate
the
of $54,000.00. We just received a third 36aymen� The
paymenstate
twe bringing the tin
total collected for 9-•1-1 money to
' ` telephone
� ao
nd
September was impacted by theechanestta � a normal distribution.
distribution. Thus, the Septemberpayment not
Management Division in Salem, T,
After talking to Dave Yendell at the Emergency
am confident that the next quarter, will be normal and our anticipated revenues ,
for the year should total approximately $59,000,00.
The fallowing amounts have been recognized as revenue in 1987--1988:
Date
Period Amount
07-13-87
April 87 - June 87 $16,586,21
10-09-87 July 87 - Sept 87 $12,532.03
Oct 87 - Dec 87 $14,84,7.94
01-08--88 $44,366.18
The amount we have paid to the Fire District for 1987-1988 totals $29,518.24.
Currently there is $2.,981.76 left in budget authority the City caay the
Fire District. Any additional payments would require additional appro p
io
from General Fund contingency.
We will be holding this third quarter payment until the 9-1-1 emergency
telephone tax study is determined.
cc; David Lehr, Chief- of Police
Wayne Lowry, Finance Director
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OREGON
December 29, 1987
Board of Directors
Tualatin Rural Fire Protection District
P. 0: Box 127
Tualatin, OR 97062
Dear Sirs:•
The Tigard City Council appreciates opportunitiesto meet with
governing 'boards of other local government agencies to exchange
information and explore new and better ways to enhance interagency
cooperation.
It has been some time since the Tigard Council and the Tualatin Fire
Board have had an opportunity to meet. We would lake to extend an
invitation to the Board to meet with the Council at Tigard City Hall
at .8:00 p.m, on_January 18,' 1988, if that date is convenient to the
Board.
We would like to suggest the following agenda items:
1. 9-1-1 Cost Study results
2. A.L.S. transport
3. Other public safety issues
If you have other specific items you would want to place on the
agenda, please contact Mr. Bob Jean, City Administrator, at 639-4171.
We look forward to meeting with you on the 18th.
SincerAly,
Tom Brian
Mayor
TB:mh
„:' 93125 SW HCIfi Sivd„P.O.Box 23397,Tigard,Omoon 97223 (503)639-4171-�------
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COST OF SERVICE
for
TAKING ' -1 EMERGENCYCALLS
at
TUALATIN RURAL FIRE PROTECTION DISTRICT
COMMUNICATION/9-1-1 CENTER
JANUARY. 1988
Prepared by:
Economic Resource Associates, Inc.
Prepared for
CITY OF TIGARD, OREGON
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TABLE OF CONTENTS
Page
SUMMARY AND CONCLUSIONS
EXISTING CONDITION AND METHODS . 8
TUALATIN RURAL FIRE DISTRICT OVERVIEW 9
POPULATION . . . . . . . . • • ' . . 11
WORK VOLUME ESTIMATES AND PROJECTION'S . .
TASKS AND TIME VALUES OF DISPATCHER AND CALL TAKER 14
POSITIONS 18
STAFFING OF-THE-CENTER 20
CALLS >HELD .
21
HISTORICAL COST AND REVENUE ESTIMATES 21
9-1-1 OPERATING COSTS • • • • • • . 22
COMMUNICATIONRELATEDCAPITAL OUTLAYS • • • . 2
COMMUNICATION CENTER' CAPITAL COSTS 3
23
9-1-1 CALL TAKING RELATED CAPITAL COSTS ?6
ADMINISTRATIVE OVERHEAD COSTS 27
TOTAL COST OF CALL TAKING . .28
COST BY CENTER 30
REVENUE BY CENTER . . . • 31
BALANCE BY CENTER - THE BOTTOM LINE .
33
PROJECTED COSTS AND REVENUES . . • •
COST PROJECTIONS 33
33
?ROJECTED COSTS BY CENTER . . . . . . . . . 35
PROJECTED CENTER REVENUES 34
PROJECTED BALANCE BY CENTER-THE BOTTOM LINE 38
PROJECTED BALANCE BY JURISDICTION . .
40
APPENDIX
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SUMMARY AND CONCLUSIONS
t ;
The city of Tigard and other governmentalentities providing
emergency services participate in the Tualatin Rural Fire Protec-
tion District Communication/9-1-1 Center's 9-1-1 system and share 4,
in paying for the system's capital and operations costs. The �
purpose of this study is to review the costs and determine the
appropriate share distributions among affected agencies. '
The city of Tigard's participation in _funding the Tualatin j
Rural Fire Protection District Communication/9-1-1 Center's 9-1-1
system began in 1982, when telephone excise tax receipts became E
available. Since that time, the city of Tigard and other juris-
dictions have paid the Tualatin Rural Fire Protection District
Communication/9-1-1 Center one hundred percent (100?6) of the f
funds from this source. One of the primary questions to be
addressed in the ' course of the work is what portion of these
funds should be paid to the Tualatin Rural Fire Protection District
t
Communication/9-1-1 Center for call taking services.- €
s
The Center provides distinct and separate services. It 4
serves as a primary Public Safety Answering Point (PSAP) for six €
(6) separate telephone central offices. These offices serve most
of Southeastern Washington County and Southwestern Clackamas
Countv. Fire and medical calls coming to Tualatin Rural Fire
Protection District Communication/9-1-1 Center are dispatched
directly by the Center. In addition, the Center dispatched f
police calls for the city of Sherwood in 1986. The Tualatin '
Rural Fire Protection District Communication/9-1-1 Center also
serves as a fire alarm office for the Fire District. This service •.
involves dispatching fire and medical equipment for seven fire
stations in a 110 square mile area.
However, the costs of the communication center have not been
specifically assigned to each of the services provided. Thus, it
is not readily apparent how much each of the jurisdictions should
pay for the call taking function.
The approach employed in this study is to first determine
the nature and function of the work to be accomplished. The work
then determines staffing, equipment and other costs of the 9-1-1
center. Fair-cost shares to communities participating in the
Center result from the tasks which are required to complete the �.
work demanded. To this end, we have developed an analytical
framework which relies upon the demands for service (work volumes)
by communities in projecting and allocating costs to each of the
agencies receiving service from the Tualatin Rural Fire Protection
District Communication/9-1-1 Center.
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In the first Dart of the project, the work volumes which
have occurred at the Center are reviewed, analyzed and associated g ,
with communities and participating agencies. Next, needed tasks (I
and theirtime values are identified to establish a basis for
separating "joint" costs into call taking and dispatching func- `
tions. ,
In the follo7;ing section of the report; costs, resources,
personnel- and capital related_ information is gathered, analyzed E
and categorized. Operating expenses are separated from other
costs and split into those needed for each of the Tualatin-Rural
Fire -Protection District Communication/9-1-1 'Center's functions.
Capital costs receive special treatment to determine depreciation
and return on equity.
"Cost-of-Service" estimates are made for the call taking
functions of the Tualatin Rural Fire Protection District 'Com-
munication/9-1-1 Center. Comparisons are then ,made between the
estimated and projected cost assignments and the actual and ,
-projected-receipts from the telephone excise tax.
The _primary conclusions of this report are:
e o_Derating pexenses `of the Tualatin Rural Fire
While the _ �
Protection District Communication/9-1-1 Center are
expected to increase with inflation, the total cost of
providing call taking services to the participating
jurisdictions is expected to remain at existing levels
throughout the projection period.
ua a in - en er
` CALL TAKING COST BY FISCAL YEAR
1 280
` v260
1 240
u
220 -
'82 200 -
180 E
160 - 7
140
0 120
1 as
90
80-81 83-84 86-87 89-90 92-93 �
Fiscal Year
d OPERA'T'ING ADMIN. a :APITAL �
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Tigard 9-1-1 Cost-of-Service Page 4
Charging jurisdictions for service on the basis of the
telephone tax receipts collected has resulted in over
and under charges.
A more 'equitable means of charging for call taking
service is to calculate the costs per call . " Each
center will then be charged for the number of calls
handled.
During the first two years of Tualatin Rural. Fire
Protection District Communication/9-1-1 Center operation
after the telephone excise tax, the receipts from the
jurisdictions were not sufficient to pay for the costs
of the service-provided.
Starting with the third year after the inception of the
telephone"excise tax, the Tualatin Rural Fire Protection
District Communication/9-1-1 Center's actual and pro-
jectedreceipts exceed the estimated cost of call
taking service.
en er
BALANCE BY FISCAL YEAR
200
F"n., 150
0-0
100
o 50
c 'a
a a
-50
ra v
-100
m
-150
80-81 83-84 86-87 89-90 92-93
Fisc,a? Year
TIGARD ES3CLACKAMAS WAsHrPSGTON
At the end of 1986-87, the prior call taking expenses
and receipts were almost in balance. The Tualatin
Rural Fire Protection District Communication/9-1-1
Center is estimated to have expended nineteen thousand
dollars ($19,000) more than it received.
The three communication centers receiving service from
E, the Tualatin Rural Fire Protection District communica-
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tion/9-1-1 Center are rjrojected to _pay more than the
cost of call taking service if all of the 'telephone- i
excise tax receipts are contributed to the Center. In
1987-88, they are estimated to overpay the Tualatin
Rural Fire Protection District Communication/9-1-1
Center by more than ' thirty five thousand dollars
(S35,000) This represents a twenty one percent (21%) �.
contribution in excess of costs. By 1994-95, a seventy ;,
three percent (73%) surplus .contribution .will be made
by the centers if the formula for contributing funds
remains unchanged.
The Oregon State Law specifically allows cities to
spend-less than the total telephone tax distribution on
emergency telephone '
g _hone service. According to Section 20
(2) , "moneys not then being used may be invested by a
city or county:"
If cities retain some of the telephone tax receipts, '
the use of these funds ' is limited to "planning, in-
stallation, operation and improvement of an emergency_
telephone system. " Section 20-(1)
The costs per call of the Tualatin Rural Protection
District Communication/9-1-1 Center were compared to
some othercentersin Oregon. On the Basis of some
very cursory information, it appears the operating 4
costs per call of the Center are higher.
omparison Or Communication Centers E;
OPERATING COSTS PER CALL
4
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TUALATIN .SALEM METCOM POLK
Communication Center
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Economic Resources recommends that:
A pricing method for call taking be established by
the Tualatin Rural Fire Protection District Com-
munication/9-1-1 Center which is understood and
agreed to by the purchaser of the service.
A written contractual relationship between the
Tualatin Rural Fire Protection District Communica-
tion/9-1-1 Center and the participating centers.
Call taking prices be established each year prior
to DarticiAating centers' budget preparation on
the basis of then current cost of service.'
Participating centers be given the opportunity to
review` and ,comment on call taking prices prior to
their adoption by the board of Tualatin Rural Fire
Protection District.
The Tualatin Rural Fire Protection District Com-
munication/9-1-1 Center compare its costs to other
centers in Oregon.
The benefits;and costs of consolidating and enhanc-
ing the communication centers in Washington'County
be undertaken in an effort to Drovide more ef-
fective and/or efficient service to residents of
the Countv.
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EXISTING CONDITION AND METHODS:
In this chapter of the report , work volumes , staffing,
budgets and activities of the Tualatin Rural Fire Protection
District Communication/9-1-1 Center are discussed. The information
presented has been derived from a variety .of sources. Much of it
has been provided directly by the Center. The cooperation and
openness of the Center's staff is very much appreciated. To our
knowledge, the information isthebest and most accurate data
currently available. However, care should be taken in the sue of
the information_as- in some cases it is derived from observations
during brief periods of the year and' some' was derived through the
application of experiences in other Oregon centers.
TUALATIN RURAL FIRE DISTRICT OVERVIEW
The following information is intended to provide an overview
of the facility, staffing, equipment design and 'canabilities of
the Tualatin Rural Fire Protection ,District Communication/9-1-1
Center`.
The 'Center provides three distinct and separate services. It
serves as a primary Public Safety Answering Point (PSAP) for six
(6) separate telephone central offices. These,offices serve most
of Southeaster Washington County and Southwestern Clackamas
County. By name they are:
Tigard,
Stafford,
Tualatin,
Sherwood,
Wilsonville, and
Charbonneau.
There are currently fourteen (14) 9-1-1 circuits which come
from the telephone central offices into the Tualatin Rural Fire
Protection District Communication/9-1-1 Center's system. Law
enforcement calls are transferred to the appropriate agency for
screening and dispatching. Transfers are made to the following
agencies:
Washington County Dispatch (also serving Tualatin in
1986) ,
Clackamas Dispatch (also serving Wilsonville and River-
grove in 1986) ,
Tigard Police Dispatch, (also serving King City and
Durham in 1986) ,
Lake Oswego 9-1-1 Center,
Oregon State Police/Beaverton,
Newberg 9-1-1 Center, and
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Other Centers and Agencies. t
Fto Tualatin Rural. Fire Protec-
ire and medical calls coming
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tion District Communication/9-1-1 Center are dispatched directly E
by the Center. In addition, the Center dispatched police calls
for the city of Sherwood in 1986.
The Tualatin Rural Fire Protection District Communication/9-
1-1 Center also serves as a fire alarm office for the Fire 'Dis-
This service involves dispatching fire and medical equip-
trict. t
ment for seven fire stations in-a 110 sau are mile area.
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Lastly, the Center has recently become a contract dispatch �
center for all the fire departments in Washington County except
for the far Western portion of the County. The area includes 19
additional fire stations and approximately 225,000 citizens in
about 500 square miles.
The Tualatin Rural Fire Protection District Communication/9-
1-1 Center is staffed with twelve (12) positions each working 24
hour and then getting 48 hours off. For each shift, one of the
positions is assigned to be Shift Supervisor. This position is
responsible for shift activities and reports. According to Fire
District Personnel, "one operator from each shift is dedicated to
and funded by 9-1-1
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POPULATION !-
The population of. each of the jurisdictions served was 4 `
provided by the Tualatin Rural Fire District as shown below.
At the start of the decade, the population of jurisdictions i
being served by the communication center currently stood at under k -
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50 ,000 . Because of the rapid growth in the cities , current i
(1987) population is just under 62,000 `
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TABLE 1 l
POPULATION OF MRISDICPIONS
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JURISDICPICN 1980 1981 1982 1983 1984 1985 1986 1987
WASHING" COUNTY --- 9.711 10,019 10,019 9.995 9,903 9,889 10,238 10,420
s :
TUALATIN 7,483 8,700 8,700 9.464 9.752 10,154 10,364 10,625 '
SH94ill 1 2.386 , 2,425 2,427 2,554 2.520 2.595 2,694 2,880 3
DIUMAM 707 700 700 700 680 685 720 785
KING CITY 1.853 1.860 1,860 : 1,860 1.800 1;800 1,830 1,965
TIGARD 14.799 15.500 16.094'' 18.004 "18.221 19,111- 20,265 20,782
CLAMMAS COUNTY 8.630 8,657 8,573' 8,664 8,613 8,694 8.725 8,857
W11SCNVILLE 2,970 3,385 3,385 3.390 3.320 3,475 3,705 4,180
RIVERG ME 314 325 325 325 320 320 310 310
LAKE 09EM 1.013 1,013 1,013 1,013 1,013 1,124 1,124 1,124
49.866 52.584 53,096' 55.969 56,142 57.847 59,975 61.928
In Table 2, the population of the jurisdictions participating }
in the Tualatin Rural Fire Protection District Communication/9-1- 4
1' Center are projected. The projections were made on a trend
line basis from the information provided in Table 1. The projec-
tions are, therefore, rough estimates of expected changes in the
number of people served. By 1995, almost 75,000 people will be
served by the Tualatin Rural Fire Protection District Communica-
tion/9-1-1 Center. It should be noted that these are only the
jurisdictions which were served in 1986. Now allowances have
been made to changes in service territory since that time.
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TABLE 2
POP VIOLA PR1)E(TIONS
JURISDICfICN 1988 1989 1990 1991 1992 1993 1994 1995
WASHINGTON COU,11Y 10,321 10,388 10.454 10,521 10,587 10.653 10,720 10,786
MAI.ATIN 2.836 2,899 2,961 3,024 3,087 3.150 3,212 3,275
SHERWDOD 11,262 11,678 12,095 12,511 12,927 13,343 13,760 14,176
DURHAM 748 755 762 -769 776 783 789 796
KING CITY 1,874 1,878 1.883 1,888 1,892 1.897 1.902 1,907
TIGARD 21.868 22,761 23,653 24,546 25,439 26,331 27,224 28,116
CLEICKAMAS CITY 8.800 8.827 8,853 8,880 8,907 8.933 8,960 8,987
WIISCNVILLE 4,023 4,145 4.267 4,390 4,512 4.634 4,756` 4,879
RIVERG€OW 321 319 318 316 315 313 312 310
LAKE OSHM 1,141 1,161 1,181 1,201 1,220 1.240 1;260' 1,280
63.194 64,811 66.428 68,044 69,661 71,278 72,895 74,512
WORK VOLUME ESTIMATES AND PROJECTIONS
During the latter part of 1985, 1986 and 1987, the Tualatin
Rural Fire Protection District Communication/9-1-1 Center staff
has been tracking the number of phone calls coming into the
center by the central telephone office from which they originate.
In addition, they have recorded the PSAP to which each of the calls
was transferred.
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:
TP.BL.S 3
CALLS MD TRANSFERS i
TELEPiONE CENTRAL OFFICE--- --- --
P ---TICARD SEIE£bV00D WILSt� j=L TUALATIN STAFFOM CHARB(IV�Il?AU T IAL PER CAPITA
WASHIN= OO[Mi 2,199 ---- 382 124 2.060 15 0 4.779 0.23 4
CLACKAMAS CaMy 623 67 1.041 44 457 67 2.299 0.18
LAKE OSiCEGO 882 0 2 18 651 0 1,552 1.38 j
TIGARD 4,128 170 0 756 0 0 5,054 0.22
OREGON STATE POLICE 501 45 307 131 21 0 1.005 0.02
01HM 182 9 40 14 0 0 244 0.00
PC11 AL TRANSFERS8.514 -- 642 1,514 3.022 1.144 -- 67 14.934 0.25 .
TOTAL HELD 10,958 2,710 4,392 3,391 1,894 266 19,973 0.52 �
- 3,638 -0.06
TUALATIN
MAND TOTAL 19,473 3,382 5.906 6.413 3,038 333 38,545
On average, during the three years the Tualatin Rural Fire_
Protection District Communication/9-1-1 Center- received a total
of almost thirty nine thousand ( 39 ,000) calls per year. The
greatest proportion of the calls received were dealt with directly r
at the Center. The remainder (about 40%) were transferred to
`s
other agencies.
Every four (4) citizens called the center once a year on a
police related matter which was transferred to another agency for
dispatch. This level of demand is the same as 9-1-1 calls received
and dispatched by the Salem Communication Center for police related
incidents. However, there is a considerable diversity by agency
in this statistic. The Washington County and Tigard PSAPs are
within an acceptable range of this standard considering that they
serve a more rural area than Salem. However, the Lake Oswego
experience of more than one call per person is very high and has
not been explained.
According to Tualatin Rural Fire Protection District Com-
munication/9-1-1 Center staff, the number fire and ambulance calls
during this period was 3,457 with another 181 calls handled for
Sherwood police. On a per capita basis, one call was made for
every sixteen (16) persons within the district. Once again this
is comparable to the experience in Salem where one out of every
thirteen (13) people called.
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The values shown in the per capita column of ,Table 3 were
used to make estimates of the work load of the Tualatin Rural
Fire Protection District Communication/9-1-1 Center. The results
are shown in Tables 4 and 5: It was assumed that the following
agencies were served by the>PSAPs:
Washington County Dispatch -" Washington County Sheriff,
Clackamas Dispatch Clackamas County Sheriff, Wilson-
ville and'Rivergrove Police,
Lake Oswego 9-1-1 Center Lake Oswego Police,
Tigard Police Dispatch- Tigard, King City, Durham and
Sherwood Police,
Oregon `State Police/Beaverton - Oregon State Police, and
Other Centers and Agencies.
Over the fifteen year period from 1980 to 1995, the work
volume of the Tualatin Rural Fire Protection District Communica-
tion/9-1-1 Center is expected to increase by almost fifty percent
(50%) . The most significant growth component results from the
agencies served by the Tigard' PSAP. The demand for communication-
service from this these areas is calculated to increase:by almost
eighty percent (80%) as a result of rapid increases in population.
TABLE 4
WORK VOLUPI ESUMATES
CaMi ICATIM CENTER 1980 1981 1982 1983 1984 1985 1986 1987
WASHINGTM ODMYTY 2.503 2,583 2,583 2,577 2,553 2,549 2,639 2.686
CLACKAMAS O1JNIY 2.389 2,480 2,463 2,483 2,457 2,505 2,555 2,677
LAKE OS%BM 1,554 1,554 1,554 1,554 1,554 1,725 1,725 1,725
TIGARD 6,703 7,185 7,332 8,021 8,117 8,455 8,831 9,118
0REG x'V STATE POLICE 929 979 989 1,042 1,046 1,077 1,117 1,153
OTHER 225 238 240 253 254 262 271 280
TOTAL PAW-IRS 14,304 15,019 15,161 15,930 15,981 16,573 17,138 17,639
HELD CALLS 19,131 20,087 20,276 21,305 21,374 22,1.64 22,921 23,590
TIW.ATIN 3,209 3,388 3,421 3,610 3,622 3,726 3,866 3,994
GRAND TOTAL 36,644 38,494 38,859 40,845 40,977 42,463 43.925 45.223
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TABLE 5
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WORK VOUM PROJECTIONS S
s
CMCNICATIM CEN18R 1988 1989 1990 1991 1992 1993 1994 1995 t
WASHINGIM COILM 2.661 2,678 2.695 2,712 2,729 2,746 2,763 2,781
CLACKAMAS CU{]KIY2.636 2.665 :2.695 2.725 2,754 2,784 2.813 2.843
LAKE OS GO 1.751 1.782 1,812 1,842 1,873 1,903 1,934 1,964
TIGARD 9.500' 9.840 -10,181 10,521 10,862 11,202 11,543 11,883 k
OREGON STATE POLICE 1.177 1,207 1,237 1,267 1,297 1,327 1,357 1.388
0M 286 293 300 308 315 322 330 337
TOM 'II2MFERS 18.010 18,465 18,920 19,375 19.830 20,285 20,740 21,195
IMED CALLS 24.087 24.695 25,304 25,912 26,521 "27,1.30 27,738 28,347 ;
TUALATIN 4.076 4,181 4.286 4,391 4.496 4.601 4,706 4,811
I ,
----- ------ ----- - -- '--- ---' z
(RAND T IAL 46.173 47.342 48,510 49,679 50.847 52,016 53.184 54,353
a_
TASKS AND TIME VALUES OF DISPATCHER AND CALL TAKER POSITIONS
Tualatin Rural Fire Protection District Communication/9-1-1
Center personnel must carry out a variety of tasks when a call is
received, transferred and/or dispatched. Not only do they need to
answer the phone and dispatch police or fire agencies, they must
make calls, monitor alarms , write reports, have conferences,
operate the computer. . .etc.
Tasks shown in the Table 6 are the results of direct observa-
tion of people doing call taking and dispatching at METCOM Center '
(a communication center in the Salem, Oregon metropolitan area) .
Writewell Writing Services conducted this Task Performance Evalua-
tion Project which was completed in April of 1984.
Economic Resources has since presented the results of this ('
- study to other center personnel for confirmation of the accuracy '
of Writewell's findings'. While no other center contacted had pre-
cisely the same information, there was unanimity that the tasks
and times shown in Table 6 were " ^easonable" and consistent with
their experience. In addition, the manager of Tualatin Rural
Fire Protection District Communication/9-1-1 Center reviewed and
concurred with the use of these statistics as reflective of the
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Center's operations.
The average amountof time _reauired for each task is shown
Table 6. For example, each computer operation requires 1 .17
_minutes and each report takes 1.75 minutes of an operators-time.
The Metcom study, went into great detail on the volume of
work which is conducted by Center personnel. The amount of time
and activity conducted by an individual actually at the work
station was provided for each function.
i
TABLE 6
R
TASKS AND TIMES OF
CALL TAKERS AND DISPATCHERS
)
UNIT NUMBER TOTAL
TYPE OF ACTIVITY TIME UNITS TIME .
------------=---- ------- - ----- ------
OTHER CALLS 1 04 92.62 96.32
' INCIDENT CALLS 2.00 33.01 66.02
MAKE CALLS 1.17 26.85 31 .41
COMPUTER OPERATION 1.17 40.96 47.92
RADIO OPERATION _ 0.4.5 232.33 104.55
ALARM MONITORING 1.00 1.38 1 .38
REPORT WRITING 1.75 22.92 40.11
CONFERENCES 3.50 6.54 22.89
MISCELLANEOUS 3.50 12.05 42.18 '
PLUS REPORTS 0.00 0.00 0.00
------ ------- ------
1.02 468.66 480.00
Calls are separated into those which generate an incident
and "other" calls. The reason for this is that incident calls
generally require considerably more staff time than those which
do not result in an incident. In the case of the Tualatin Rural `
Fire Protection District Communication/9-1-1 Center, the only
incident calls are those assigned to Tualatin. These are the
calls dispatched for fire or medical purposes. All other calls
either do not result in dispatch (those are held and addressed '
directly by Center personnel) or they are transferred to other
PSAPS such as the Tigard Police Communication Center.
Table 7 shows the assumptions made about activity to call re-
lationships.
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TABLE 7
UNITS PER KEY PARAMETER
TYPE OF ACTIVITY TOTAL INCIDENT
--_- _---___-_--- %CALLS CALLS
OTHER CALLS 1 .00
INCIDENT CALLS 1 .00
MAKE CALLS 0.21
COMPUTER OPERATION 0.19 1 .05
RADIO OPERATION 7.04
ALARM MONITORING 0.01
REPORT WRITING 0.69
CONFERENCES 0.05
MISCELLANEOUS 0.10
For examine, we could not decide whether making a call was
more closely associated with an incident or another type.of call.
Making a call was thus associated with ;the total call ,volume
(incident and other) coming into the Center. It is anticipated
that approximately one (1) call will need to be made for every
five (5) calls coming into the Consolidated Center. Items shown
in the Incident Calls Column of Table 7 are more closely as-
sociated with an incident call than with other calls coming into
the center . Thus it is expected that more than seven radio
operations and more than one computer operation will be performed
for every incident handled by dispatchers in the Consolidated
Center.
Once again, the values and the assignment of activities to
the type of call were discussed with the manager of the Tualatin
Rural Fire Protection District Communication/9-1-1 Center.
To determine the number of positions by type in the Tualatin
Rural Fire Protection District Communication/9-1-1 Center, each
of the activities was assigned to call takers, dispatchers or
administrative functions. For example, "other calls" are primarily
the responsibility of call takers. Therefore, the time required
for this activity was allocated to the call taker positions.
Likewise, radio operations are primarily made in association with
an incident. As incidents are the primary responsibility of
' dispatchers, radio operations were also allocated to these po-
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sitions.
Discussions have 'taken Mace with Center Aersonnel regarding
the staffing issue . One of the concerns expressed by other
centers is that the dispatchers work is incident or emergency
related. Furthermore, the work will not come to the center in
the smooth manner. In order toaddressthese concerns, one
dispatch position has been added to each hour's work and is kept
in reserve to assure the Center is able to process emergency and
incident related work without interruption.
It is unreasonable to assume that every minute of each day
will be filled with work for Center personnel. A ,twenty percent
(40%) factor has been built into the final call taker personnel
components for "slack" time. In the case of dispatchers,_ the
"slack" time has been incorporated into the added position assigned
to this function.
Lastly, Center personnel are allowed eight (8) hours of sleep
time for 'every twenty 'four (24) hours on duty. The results of
these calculations are shown in Table 8. The distribution of
work by time of day, was taken from 9-1-1 call` logs of the Salem
Center. -There is no reason to believe that emergencies would be
distributed differently at Tualatin Rural Fire Protection District
Communication/9-1-1 'Center. Thus, at 1 o'clock in the morning
(0100) , 133.60 minutes of time are required to carry out all of
the assigned functions and to provide for sleep and relief.
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TABLE8
TIME ALLOCATION BY FUNCTION
CALL, ADMIN. WITH WITH '
TAKERS DISPATCH ' TIME SHIFT SLEEP "
HOURS RELIEF TIME
0100 18.67 65.82 3.18 100.20 133.60
0200 15.37 64.80 2.62 94.62 126.16
0300 9.88 63.08 1.69 " 85.32 113.75
0400 10.43 63.25; 1.78 86.25 115.`00
0500 7.14 62.23 1.22 80.66 107.55
0600 4.39 61.37 0.75 76.01 101 .35 E
0700 7.14 62.23 1.22 80.66 107.55
0800 15.37" 64.80 2.62 94.62 126.16
0900 7.69 62.40 1.31 81.60 108.79
1000 20.31 66.34 3.46 102.99 137.32
1100 25.26 67.88 4.31 111.36 148.48
1200 17.57 65.48 3.00 98.34 -131.12
1300 21.41 66.68 3.65 104.85 139.80
1400 31.30 69.76 5.34 121.60 162.13
1500 30.20 69.42 5.15 119.74 159.65
1600 26.35 68.22 4.49 113.22 150.97
1700 28.55 68.91 4.87 116.94 155.93
1800 26.35 68.22 4.49 113.22 150.97
1900 31.30 69.76 5.34 121.60 162.13
2000 39.53 72.33 6.74 135.55 180.73
2100 28.00 68.74 4.78 116.01 154.69
2200 24.16 67.54 4.12 109.50 146.00
2300 28.00 68.74 4.78 116.01 154.69
2400 30.75 69.59 5.24 120.67 160.89
TOTAL 505.12 1597.58 86.15 2501.55 3335.40
From this analysis, it would appear that twenty four percent ;'
(24%) of the time of the shift positions of the Center are ,ded-
icated to call taking with the remainder carrying out dispatching
functions.
STAFFING OF THE CENTER
In Table 9 below, the Center staffing is presented
which results from the time commitments shown in Table 8. The
positions shown are illustrative of, the total level of staffing
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required for the Center given the current work volume and pop-
ulations served. It is surprising how closely the estimated
staffing conforms to the actual staffing which 'existed at the
Center; in 1986-87.
TABLE>9
TUALATIN COMMUNICATION CENTER POSITIONS
SHIFT POSITIONS 6.95
VACATION AND SICK LEAVE 0.96
TRAINING (10%) 0.69
TURN OVER (5%) 0.35
DIRECTOR 1.00
TOTAL POSITIONS 9.95
` The position requirements shown in Table 9 were calculated
on the following basis:
The assumption is that out of, each 2088 hours in a year
for a position, actual on work time will be 1800 hours.
i
Training time is estimated to take approximately ten
percent of the time on shift.
Allowances are made for a five percent (5%) Turn over in
staff each year. Four positions will be needed to meet
this requirement.
Thus, the Tualatin Rural Fire Protection District Communica-
tion/9-1-1 Center is estimated to be staffed with ten positions.
This estimated result is consistent with the actual staffing of the
Center prior to the current fiscal year.
In summary, using work volumes supplied by the staff of the
Tualatin Rural Fire Protection District Communication/9-1-1
Center, task and time -statistics developed from observations at
the METCOM Communication Center and work load distributions from
the Salem Communication Center, Seven (7) shift positions are
required to accomplish the 1986-87 work volume of the Center.
The other three positions were required for training, turnover,
vacation and sick leave relief and management of the Center.
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Just under one quarter of the shift positions work involved 9-1-1
call taking work. The remainder of the positions are required
for dispatching activities.
CALLS HELD
To determine how the 'calls held should be distributed,
Tualatin Rural Fire Protection District Communication/9-1-1
Center- staff was requested to monitor the calls held for a one
week period and record the purpose of the call. The following
resultswereobtained.
TABLE 10
PURPOSE OF CALLS HELDBY ,CENTER,
PURPOSE NUMBER PERCENT
NO ONE ON LINE 126 46.2
PERSON_CONFUSED 41 15.0
,.. CHILDREN 27 9.9
GENERAL INFORMATION 79 28.9
TOTAL 273 100.0
It aDDears that the "held" calls are not specific to any one
center. They are as a result of the 9-1-1 system being available
and should, therefore, be allocated to all of the users of the
system on the basis of their service demands.
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'HISTORICAL COST AND REVENUE ESTIMATES
In this chanter, the current costs and revenues of the
Tualatin Rural FireProtection District Communication/9-1-1
Center are analyzed to determine the appropriate Der unit amounts.
These are then used to estimate the historical costs and receipts
of call taking by center.
9-1-1 OPERATING COSTS
The staff of 'Tualatin Rural Fire Protection District' Com-
munication/9-1-1 Center was reauested to Drovide detailed in-
formation on the expenses incurred by the Fire District on com-
munication services since 1980-81.
The; communication operations_were accounted for in two
separate divisions . One was the General Fund Communication
Division whose detailed expenses for each fiscal year are shown
in Table 1 of the ADoendix. The other was the 9-1-1 Fund of the
Fire District. These expenses are shown in Table 2. Because the
separation of monies was not maintained consistently since 1980-
81, the;operating expenses of the Communication Division and 9-1-
1 Fund were combined and are shown in Table 3 of the Appendix.
The combined direct operating costs of the Tualatin Rural
Fire Protection District Communication/9-1-1 Center areas follows:
TABLE, 11
OPERATING EXPENSES OF THE COMMUNICATION CENTER
FISCAL YEAR AMOUNT
FY 80-81 $318,858
FY 81-82 $315,753
FY 82-83 $464,628
FY 83-84 $555,740
FY 84-85 $478,572
FY 85-86 $512,941
FY 86-87 $534,130
To determine the amount of the Tualatin Rural Fire Protection
District Communication/9-1-1 Center's operating expenses which
are needed to carry out the call taking (rather than dispatching)
function, the ratio of call time to total shift time required was
used applied to these operating expenses. In other words, the
ratio of the amount of time dedicated to each function by the
center. The ratio is 505 minutes out of every 2,102 or 24%. The
one exception to the use of this ratio was for the TELEPHONES
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EMERGENCY line item. This was allocated totally to the call
taking function. The details of the computations are shown in
Table 4 of the Appendix and are summarized in Table 12 below.
TABLE 12
CALL TAKING OPERATING EXPENSES
FISCAL YEAR AMOUNT
FY 80-81 $ 92,104
FY 81-82 $ 81,527
FY 82-83 $129,191
FY 83-84 $166,152
FY 84-85 $132,544
FY 85-86 $128,695
FY 86-87 $147,399
COMMUNICATION RELATED CAPITAL OUTLAYS
Since 1980-81 , the Fire District has expended funds for
communication related equipment. The amounts expended for the
equipment in the year of purchase is shown in Table 13.
TABLE 13
CAPITAL OUTLAY ITEMS
FY 80-81 FY 81-82 FY 82-83 FY 83-84 FY 84-85 Fy 85-86 FY 86-87
KICF=VE SYSTEM $871.548 $33.968
COvoU'1772 SV= $172.764 $44,434 $50.013 $76,486 $700 $5.580
911 PRONE EQUIPMENT $233.103
C{lliEf2 911 EQUIP $5,650 $14,983 $26,016
011M 911 EQUIICNS FS�7IP $103.141 $70,561 $16,603 - $5,934 $11,068 $5.746
aMq $233.103 $275,905 $986,543 $106,233 -$97.403 $11.768 $37,342
TOM
Thus since 1980-81 , the Fire District has expended more than
1.7 million on communication related equipment. The following
types of equipment are included within the items shown in Table
13
A Siemens SD192MK computer-controlled private exchange.
It has a 192 station line capacityand 64 trunk line
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capacity. F
The Communication Center is-equipped with plant telephone
eauipment, 100 button call directors (5) . Currently, _
these are at 2/3 of their capacity.
The radio system has the following configuration,
Washington County Fire Frequencies F1, F2, F3, F4 and
State Fire Net with transmitters located at Mt. Road,
Bald Peak and Cooper Mountain.
- County receiver coverage on all frequencies.
Computer controlled tone encoder which contains all
tones for Washington County fire and medical emergen-
cies, as well as a 50 button plectron encoder at each
Dosition.
A 20-channel Dictaphone recording system. This is a
24-hour- continuous recording system for all telephone
lines and all radio frequencies in the Communication
Center.
The communications Center is aided and functions totally
on a computerized dispatch program. This dispatch
program is part of an overall configuration of a dis-
trict-wide management information system. The geographic
base file of the computer is used to determine the
appropriate police agency for a location given by a 9-1-
1 caller. The computer aided dispatch function assigns
the appropriate record keeping numbers and also keeps
track of the responsible agency.
The Fire District is totally operational with a 96
channel redundant microwave loop system. A total of 18 „
microwave channels are utilized for 9-1-1. This system
has increased radio transmission capabilities from both
Mountain. Road and Bald Peak. Costs of many telephone
radio and data lease lines have been eliminated through
the use of the microwave system.
COMMUNICATION CENTER CAPITAL COSTS
The amounts shown above are the expenditures of .the Fire {
District for communication related equipment. These line items t
do not represent the use of the equipment rather they are sash
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outlays. Such an accounting is adequate in most governmental
ouerations because the commodities and services producedwiththe
capital is either not sold or sold to people living within the
same jurisdiction which bought the equipment.
However, when part of the service is sold to jurisdictions
which did not directly pay for the 'equipment and theseagencies
have no ownership right to the capital, more appropriate means
must be developed to recover the cost of capital. In addition to
operating expenses, the owner of the capital (in this case Tualatin
Rural Fire Protection District Communication/9-1-1 Center) is
entitled to recover:
Capital Depreciation Costs - This is a charge for the use
of cauital. In this 'case, it is assumed that all capital
has "a useful life of ten years. Thus the value of the
depreciation is eaual to one tenth (1/10) of the original
cost of the equipment
Return on Equity - When capital is purchased, cash is
invested in capital . This cash could be earning a
return for the Fire District if it were put into finan-
cial "instruments. The District is therefore, entitled
to earn a return on the equity ( original cost less
depreciation) . In this study, we assume a seven percent
(7%) rate of return on equity.
Using the above assumptions, the total cost of communication
eauipment in each of the years is shown in Table 14.
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TABLE 14
CO5P OP CCNMUNICATION EQiIIPMN BY YEAR
FY 80-81 FY 81-82 FY 82-83 FY 83--84 FY 84-85 FY 85-86 FY 8687
WCRGtIdAVE SYSTEM
$0 $0 $87,155 $90,552 $90,552 $90,552 $90,552
OnAPUTER SYSIpv[ $0 $17,276 $21,720 $26,721 $34,370 $34,440 $34,998 4
911 PHONE EQUIPNM $23,310 $23,310 $23,310 $23,310 $23,310 $23,310 $23,310
OTHER 911 E)TIP $0 $0 $0 $565 $2,063 $2,063 . $4,665
001M)NICATIONS EQUIP $0 $10,314 $17,370 $19,030 $19,624 $20,731 $21,305
moi--TUTAL DEpWIATION $23,310 $50,901 $149,555 $160,178 $169,919 $171,096 $174,830
CAPITAL EQUITY $209,793 $434,797 $1,271,785 $1,217,840 $1,145,324 $985,997 $848,509
RETURN ON EQUITY $14,685 $30,436 $89,025 $85,249 $80.173 $69,020 $59,396 "
TOTAL CAPITAL COST $37,996 , $81,337 $238,580 $245,427 $250,091 $240,115 ' $234,225
The annual cost of communication equipment rises to ap-
proximately $240,000 in 1982-83 and then stays at approximately
that level to the current time.
9-1-1 CALL TAKING RELATED CAPITAL COSTS I,
Only a portion of the capital costs shown in Table 14 are
related to the call taking function. The following assumptions
are made in allocating capital cost: k
As 18 of the 96 channels available in the microwave
system are utilized for 9-1-1 , the microwave costs were
split on this basis.
The computer line item includes costs for the purchase
of two computers. One financial/administrative and the
other for. communication purposes. These computers back
each other up. Computer costs were first split to
isolate the communication computer. The ratio of call
gime to total shift time was then applied to this
amount.
All capital costs associated with equipment specifically
purchased for the 9-1-1 function are included.
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Other communication equipment was split on the basis of
the number of consoles dedicated to the call taking
function (1 out 5,)
Return on equity is assigned to the call taking function
on the samebasisas depreciation shares.
The result of, these assumptions are shown below.
TABLE 15
9-1-1 PORTION OF CAPITAL COSTS
FY 80-81 FY 81-82 IN 82-83 FY 83-84 FY 84-85 W 85-86 FY 86-87
MICROWAVE $0 $0 $16,342 $16,978 $16,978 $16,978 $16,978
COMP(m"r" SYSTEM . $0 $8.638 $10,860 $13,361 $17,185 $17,220 $17,499
911 PHONE EQUIPMENT $23,310 $23,310' $23,310 $23,310 $23,310 $23,310 $23,310
OTIIM 911 EQUIP $0 $0 $0 $565 $2,063 $2,063 $4,665
COMUNICATIW EQUIP $0 $2,063 $3,474 $3,806 $3,925 $4,146' $4,261
SLB-TOTAL DEPRECIATION $23;310 $34,011 $53,986 $58,020 $63,462 $63,718 $66,713
9-1-1 SHARE OF EQUITY $14,685 $20,337 $32,136 $30,879 $29,943 $25,704 " $22,665
9-1-1 CAPITAL COST $37,996 $54,348 $86,122 $88,899 $93,405 $8.9,422 $89,378
The call taking portion of the capital costs rise to ap-
proximately $90,000 a year and remains there for the remainder of
the period.
ADMINISTRATIVE OVERHEAD COSTS
The Fire District incurs some costs for the Tualatin Rural
Fire Protection District Communication/9-1-1 Center which are not
included directly within their budgets. These are the costs of
administering the operational units of the District. Among the
costs which must be incurred are budgeting, finance, personnel
administr.ation. . . .etc. The budgets for these activities are
maintained in the Administrative Division of the General Fund.
Without a detailed analysis of the budgets and activities of
the Fire District, a common means used for allocating the ad-
ministrative expenses to the components of an agency is to apply
a percentage of administrative expense to total _dollars spent.
The activity budgets of the Fire District are shown in Table 5 of
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t.
the Appendix. Overhead computations percentage computations were
made using this information and are shown below in Table 16.
t
TABLE 16
OVERHEAD/ADMINISTRATIVE COSTS
FISCAL YEAR PERCENT
FY 80-81 4.83, p,
FY 81-82 25. 15
FY 82-83 6.01
FY 83-84 5.49
FY 84-85 7.00
FY 85-86 7.54 '
FY 86-87 8.75
The general overhead percentages appear to be in line with
what can be expected for other units of government However, it
should be _noted that there is an upward trend in the percentage
of costs being allocated to this function. The amount "shown in
FY 81-82 is anomaly resulting from a one
year change in .the Fire ,
District's accounting practices. In that year, _it centralized '
all personnel benefit payments within the Administrative Division.
TOTAL COST OF CALL TAKING
- The various cost items noted above have been combined in ;
Table 17 to demonstrate the total cost of call taking by fiscal
year.
TABLE 17
9-1-1 TOPAZ COSTS
FY 80-81 FY 8182 FY 82-83 FY 83-84 FY 84-85 FY 85-86 FY 86-87
5
DIRKT OPERATING $92,104 $81,527 $129,191 $166,152 $132,544 $128,695 $147,399
ADMINISIRATM- $4,451 $20,505 $7,769 $9,129 $9,283 $9,698 $12,903
CAPITAL COSTS $37,996 $54.348 $86,122 $88,899 $93,405 $89,422 $89,378
TGIAL 9-1-1 COST $134,551 $156,380 $223,082 $264,181 $235,2,42 $227,816 $249,681
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"COST BY CENTER
The costs for call taking were allocated to the centers on
the basis ofthecalls received by the Tualatin Rural Fire Protec-
tion District -Communication/9,-1-1 Center. The first step in the
process ofallocating the costs to the centers was to determine
the cost Der call This was done by dividing call taking costs
and calls in each fiscal year. The results are shown in Table
18.
TABLE 18
COSTS PER CALL
FISCAL YEAR COST/CALL
FY '80-81 $3.58
FY 81-82 $4.04
FY 82-83 $5.60
FY 83-84 $6.46
FY 84-85 $5.64
FY 85-86 $5.27
FY 86-87 $5.60
The price per call shown in Table 18 was then applied to the
number of calls estimated to be received for each center (Table
4) The results of this computation are shown in Table 19.
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TABLE. 19
C06T PER MUM ONLY
CaMICATION CENTER FY 80-81 FY 81-82 FY 82-83 FY 83-84 FY-84-85 FY 85-86 FY 86-87
WASHINGM (DLNIY $9.108 $10,443 $14,441 $16,562 $14.384 $13,683 $14.915
CLACKAW COUNTY $8.720 $9,994 $13,843 $15,949 $13.988 $13,342 $14,652`
LAKE OSUEGO $5,567 $6.285 $8,701 $10,038 $9,245 $9.097 $9,661
TIGAF7D ' $24,869 $29,347 $42,970 $52,107 $46,721 $45,586 .,$50,270
OREGON STATE POLICE $3,416 $3,979 $5,685 $6,741 $5,984 $5,786 $6,358
am $829 $966 $1,380 $1.637 $1,453 $1,405' $1,544
TOM TRANSFERS $52,510 $61,014 $87,020 $103,033. $91,775 $88,899 $97,401
HEIR CALLS $70,228 $81,601 $116,382 $137,799 $122,742 $118,895 $130,265
TUALATIN $11,813 $13,766 $19,680 $23,349 $20,715 $20,022 $22,015
GRAND TOTAL $134,551 "$156,380 $223,082 $264,181 $235,232 .$227,816 $249,681
of
Thus, for example, the cost of providing service for all
calls transferred to the Tigard- Center is estimated to be just
under $25,000 in 1980-81. Because both the number and cost per
call increased, by 1986-87 the direct service cost had risen to
over $50,000.
The Tualatin Rural Fire Protection District Communication/9-
1-1 Center holds a considerable number of calls. Most of them
are "junk". The remainder are requests for information. These
calls are part of a call answering system and are not specific to
any one of the centers. In Table 20, the cost associated with
the "held" calls are distributed to the centers on the number of
calls received for each of the centers. As a result of this
adjustment , the cost to the Tigard Center for the 9-1-1 call
answering service has more than doubled.
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TABLE 20
COST PER GMM INCLDDIM HELD CALLS
OM NICATICN MOM FY 80-81 FY 81-82 FY 8283 FY 83-84 FY 84-85 FY 85-86 FY 86-87
WASHIN= COIgM $19,052 $21.839 $30,191 $34,620 $30,079 $28,619 $31,185
CLAC4ZAMAS CGUNPY $18,240 $20,899 $28,941 $33,339 $29,252 $Z7,907 ,$30,636
LAKE OSMM $11,645 $13,144 $18,192 $20,982 $19,332 $19,027 $20,200
TIGAM $52,021 %$61,371 $89,839 $108,920 $97,699 $95,346 $105,108
CREGON STATE POLICE $7,146 $8,320 $11,885 $14,091 $12,514 $12,102 $13,294
OIIiF3t $1,735 $2,020 - $2,886 $3,421 $3,038 $2,938 $3,228
TOTAL MZNG`ERS $109,840 _ $127,593 $181,935 $215,374 $191,915 $185,939 $203,651
HELD CALLS $0 $0 $0 $0 $0 $0 $0
MAIMIN $24.711 $28;787 $41,147 $48,808 $43,317 $41,877 $46,030
MM TOTAL $134,551 $156,380 $223,082 $264,181 ,$235,232 $227,816 '$249,681
REVENUE BY CENTER
The 'actual receipts to the Tualatin Rural Fire Protection
District Communication/9-1-1 Center from jurisdictions currently
served by the centers was used to construct Table 21.
TABLE 21
9-1-1 F(1OS BY CENTM
MM, FY 80-81 I•Y 81-82 FY 82-83 FY 83-84 FY 84-85 FY 85-86 FY 86-87
WASHINCItiV $5.280 $24,506 $27,415 $29,496 $32,918
C[4agm $8,765 $10,100 $85,962' $35,601 $40,056
TIM $73,672 $91,167 $98,381 $102,947 $116,319
TOTAL $87,717 $125,774 $211,757 $168,044 $189,293
For example, Clackamas County, Wilsonville and Rivergrove
receipts are shown in the row-entitled -Clackamas as these three-
jurisdictions are being served by the 'Clackamas Center. In the
same manner, the monies from Tigard, Durham, Tualatin, Sherwood,
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and King City are in the row called Tigard Center.
To verify our computations and for use in projections, per,
capita computations on Tualatin Rural Fire Protection. District
Communication/9-1-1 Center receipts from the centers were made
and shown in Table 22
TABLE 22
RECEIPTS PER CAPITA BY CENTER
CENTER -FY 82-83 FY 83-84 FY 84-85 FY 85-86 "FY 86-87
WASHINGTON $0.53 $2.46 $2.77 $2.93 $3.19 `
CLACKAMAS $0.71 $0.82 $6.95 $2.82 $3.07
TIGARD $2.36 $2.78 $2.92 $2.93 $3.19
Since 1985-86, the receipts of funds has been consistent
among the centers. The Tigard and Washington centers contribute
more per capita than the Clackamas Center. Apparently, the
Clackamas Center deducts an "administrative fee° ,prior-to con-
tributing the 9-1-1 fundsto Tualatin Rural Fire Protection
District Communication/9-1-1 Center.
BALANCE BY CENTER - THE BOTTOM LINE
To determine whether the Tualatin. Rural Fire Protection
District Communication/9-1-1 Center was overpaid for the services
provided to the centers, the allocated estimated costs and re-
ceipts by center were subtracted from each other. The balances
for the years in which the Tualatin Rural Fire Protection District
Communication/9-1-1 Center was supported by contributions from
the centers and not from property tax revenues are shown in Table
23.
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TABLE 23
BALANCE/(OVER-EXPENDITURE) BY CENTER
CENTER FY 82-83 FY 83-84 FY 84-85 FY 85-86 FY 86-87
-------- ------ -------- -------- ------
WASHINGTON ($24,912) ($10,113) ($2,664) $877 $1,733
CLACKAMAS ($20,177) ($23,239) $56,710 $7,694 $9,420
TIGARD ($16,167) ($17,753) $681 $7,601 $11,211
TOTAL ($61,255) ($51,106) $54,727 $16,172 $22,363
Because of non-payment by the ClackamasCenter and payment
for service less than estimated cost ;by the other two centers,
the first two years of call` taking operation resulted in sig-
nificant "over-expenditures" by the Tualatin Rural Fire Protection (,
District Communication/9-1-1 Center. ' The receipts were not
sufficient to cover the estimated cost ofprovidingservice to
the three centers. '
(
Since 1984-85, the Tualatin Rural Fire Protection District "
Communication/9-1-1 Center has been receiving more monies than it
costs to provide service to the three communication centers. In .
1984-85 this occurred primarily because the Clackamas Center paid
up its arrears. Since then, it has occurred because the receipts
exceed the cost of service. `
In summary, if all years over and under payments are ag-
gregated, it appears that the Tualatin Rural Fire Protection
District Communication/9-1-1 Center has been underpaid a total of
$19,099.
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PROJECTED COSTS AND REVENUES
In this chapter, the costs, revenues and balances for call
taking of the Tualatin Rural Fire Protection District` Communica-
tion/9-1-1 Center and the participating centers are computed
through 1994-95. Operating costs are inflated at a rate of five
percent (5%) per year to offset -the effect of inflation.
COST PROJECTIONS
Current cost of call taking is projected in Appendix-Table 6 `
using a five percent (5%) rate of inflation for each year. Costs
of the Tualatin Rural Fire ProtectionDistrict Communication/9-1-
1 Center might be understated slightly using ;this approach as
some cost changes might occur.with increasesin expected work
load. When 1994-95 work total work loads (includingdispatching
of calls) was placed into the model, the personnel requirements
of the Center changed by less than one position. Thus, using
only inflation adjustments is realistic in making the Centers
cost projections.
Capital requirements are projected as indicated in the
capital sections above. Depreciation of each capital Tine item was
continued until the original value was entirely depleted. It was
assumed that
No additional equipment would be needed over the pro-
jection, and
Equipment, although depreciated, would continue to be
available for use.
TABLE 24
CALL TAKIM 005PS PME M
FY 87-88 FY 88-89 FY 89-90 Fy 90-91 FY 91-92 FY 92-93 FY 93-94 FY 94-95
DIFWr OPERATING $154,769 $162,507 $170,633 $179,164 $188,123 $197,529 $207,405 $217,775
AMNISTRATIVE $12,382 $13,001 $13,651 $14,333 $15,050 $15,802 $16,592 $17,422
CAPITAI, COM $84,708 $80,o38 $75,369 $46,862 $43,493 $8,421 $4,990 $4,638
TOTAL 9-1-1 COW $251.859 $2;15,546 $259,652 $240,360 $2A6,665 $221,752 $228,987 $239,836
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In spite of direct operating expenses_ rising at an estimated
five percent (5%) per year over the projection period, the total
cost of call taking is expected to decrease. The reason for this
is that the 'cost of capital will fall over time ,as the Fire
District's equity in the system decreases and expense recognition
is discontinued on equipment fully depreciated.
PROJECTED COSTS ,BY CENTER
Once again, the total call taking cost were transformed into
per unit costs and then applied to the projected work volumes by
center to estimate the costs applicable to each of the participa-
ting communication
articipating- communication centers
TABLE 25
COSTS PER CALL
FISCAL YEAR COST/CALL
----------- --------
FY 87-88 $5.51
FY 88-89 $5.47
FY 89-90 $5.42
FY 90-91 $4.90
FY 91-92 $4.91
FY 92-93 $4.31
FY 93-94 $4.35
FY 94-95 $4.46
The cost of handling a call at the Tualatin Rural Fire
Protection District Communication/9-1-1 Center is expected to
decrease by more than a dollar by 1994-95. The cost implications
for each center are shown in Table 26. Once again, the cost for
"held" calls were distributed to participating centers on the
basis of their relative shares of the work load.
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TABLE 26
t
pROJECPED COSTS BY CENTER
OMJNICATICN CENTER Fy 87-88 FY 88-89 FY 89-90 FY 90--91 FY 91-92 FY 92-93 FY 93-94 FY 94-95
WASHINGIM COLNN $30.803 $30.499 $30.426 $27.669 $27,909 $24,673 $25,067 $25,843
CIACKAMAS COUNIY $30,604 $30,284 $30,354 $27,732 $28.100 $21,954 $25,464 " $26,365
LAM 09EM $20,024 $20,181 '$20,349 $18,699 $19,055 $17,015 $17,456 $18,168
TIGAM $107,252 $110,484 $113,374 $105,933 $109,673 $99,421 $103,479 $109,197
CRBGCN STATE POLICE $13,423 $13,618 $13,840 $12,814 $13,153 $11,827 $12,215 $12,796
OTHER $3,259 $3,306 $3,360 $3,111 $3,193 $2,871 $2,966 $3,107
TOTAL 1RANS WS $205,365 $208.373 $211,703 $195,958 $201,083 $180,761 $186,646 $195,476
HELD CALLS $ 0 $ 0 $ 0 $ 0 '$ 0 $ 0 $ 0 $0
TUALATIN $46,494 $47.174 :$47,949 $44:402 $45,582 $40,991 $42,341' $44,360
GM TOTAL $251,859 $255,546 $259,652 $240,360 $246,665 $221,752 $228,987 $239,836
Call hang
dlin costs for the Washington and Clackamas centers
is expected to decrease by between fifteen and twenty percent
(15%-20%) .` On the other hand, total call taking costs for the ( ,
Tigard Center are:anticipated to remain fairly constant because
the increases in work volume offset the decreases in per unit
costs.
PROJECTED CENTER REVENUES
Telephone tax revenues are derived from a three percent (3%)
excise tax on phone charges. Section 10 to 20 of chapter 533,
Oregon Laws 1981 provides:
"There is imposed on the amount charged for exchange
access 'services a "tax equal to three percent of the
amount charged
"This section shall apply to taxable years beginning on
or after January 1, 1982, but before January 1, 1992. " '
The distribution to be "to cities on a per capita basis
and to counties on a per capita basis for each county's
unincorporated area."
The amount of monies collected is therefore related to the
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charges imposed by the telephone company. As a result of the
restructuring of the telephone industry, rates have risen dra-
matically since 1980 (about 18% per year) This trend is not ;
expectedto continue. According to sources at the telephone
company, they estimate future` price changes to be in line with
the rate of inflation. We are, therefore, projecting the following. ,,
receipts per capita from the telephone excise tax.
TABLE 27
PER CAPITA EXCISE`RECEIPTS BY C wim
CC's NICATICN C ffM PY 87--88 FY 88-89 FY 89-90 FY 9x-91 FY 91-92 FY 92-93 FY 93-94 FY 94-95
WAS11IN= $3.85 $3.51 $3.69 $3.87 $4.07 $4.27 $4.48 $4.71 .
Mal $3.22 $3.39 $3.55 $3.73 $3.92 $4.12 $4.32 $4.54
TIC-AID $3.35 $3.52 $3.69 $3.88 $4.07 $4.28 $4.49 $4.71
6 It should be noted that we have extended the excise tax
receipts beyond the January 1, 1992 cut off. The reason for this
is that there is ,a high probability that the tax will be continue ;
in some form. If this does not happen, the local jurisdictions
must find some other source of funds to offset the call taking
costs. It is outside the scope of this report to devise such _
alternate funding sources.
e.
Once again, the Clackamas excise fee is below that shown for
the other two centers because of an imposed administrative fee by
Clackamas County. ;
In Table 28, the telephone- tax excise fees are applied to
the estimated populations served by center to determine the amounts
expected in each of the fiscal years.
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TABLE 28
i
EXCISE RECEIPT PAYWffM BY=- !R I
Oa,*MCATION CRM FY 87-88 FY 88-89 FY 89-90 FY 90 91 FY 91-92 FY 92-93 IY 93-94 F1'94-95
WASHING" $34,704 $36,382 $38,446 $40,626 $42,927 $45,357 $47,923 $50,631
CLAGKAMAS
$42,708 $44,749 $47,510 $50,436 $53,536 $56,820 $60,298 $63,982
TICS $126,683 $138,178 $150,196 $163,071 .$176,857 $191,.614 $207,405 $224,295
T, $204,095 $219,309 '$236,153 $254,133 $273,320 $293,791 $315,625 $338,909
PROJECTED BALANCE BY CENTER-THE BOTT014 LINE
To determine whether the telephone excise fee receipts are
sufficient to _pay for the cost of call taking in the future, the
balances (receipts less costs) were calculated for each of the
centers. The results are shown in Table 29.
TABLE 29
MECIED BALMaB/(.GJER-EXPEMIT(42E) BY CRUM
OMNICATICN CFNM FY 87-88 FY 88-89 Fy 89-90 FY 90-91 FY 91-92 FY 92-93 FY 93-94 FY 94-95
$5,884 $8,021 $12,957 $15,018 $20,684 $22,855
WASdIIIIGPCPI $2A,788
$3,901
ASHIAh�S $12,104 $14,464 $17,156 $22,705 $25,436 $31,866 $34,835 $37,617
CIM
TICAM $19,431 $27,694 $36,822 $57,138 $67,183 $92.193 $103,925 $115,098
$35.436 $48,042 $61,999 $92,800 $107,638 $144,743 $161,616 $177,504
TOMThe three communication centers receiving service from the
Tualatin Rural Fire Protection District Communication/9-1-1
Center are projected to pay more than the cost of call taking
service if all of the telephone excise tax receipts are used to
pay for this service. In 1987-88, they are estimated to overpay
the Tualatin Rural Fire Protection District Communication/9-1-1
Center by more than thirty five thousand dollars ($35,000) . This
represents a twenty one percent (21%) contribution in excess of
costs. By 1994-95, a seventy three percent (73%) surplus contribu-
tion will be made by the centers if the formula for contributing
funds remains unchanged.
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PROJECTED BALANCE BY JURISDICTION
To assess the impact of a change in pricing on the jursidic
tions being served by the participating centers, population and
calls are projected in Appendix Tables 7- and 8. These values
were then applied to the telephone tax receipts per capita and
the_ cost ,per- call. The results are shown in Table 30.
The accumulated balance of telephone tax receipts between
1982-83 and 1994-95 would be more than eight hundred thousand
dollars ($800,000) after payment of the cost of call taking. it
is important to emphasize that the amounts below refer only to
the portion of the population served by the Tualatin Rural Fire "
ProtectionDistrict Communication/9-1=1 Center.
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TABLE 30
PROJECM) FINANCIAL VALUES BY JURISDICTION
FY 87-88 FV 88-89 FY 89-90 FY 90-91 FY 91-92 FY 92-93 FY 93--994 FY 94-95
WASHIMIIDN OOUNIY CENTER
WASHIr1;I1ON COUNTY
RECEIPTS $34.701 $36.382 $38,446 $40,626 ''$42,927 $45,357, $47,923, $50,631
COSTS $30,803 $30,499 $30,426 $27,669 $27,909 $24,673 $25,067 $25,843
BALANCE $3,901 $5,884 $8,021 $12.957 $15,018 $20,684 $22,855 $24,788
TIGARD CENTER
TUAIATIN
RECEIPTS $22,549 $10,086 $10,822 '$11,6(Y7 -`$12,443 $13,333 $14,282 $15,292
COSTS $19,090 $8,065 '$8,169 $7,540 $7,716 $6,918 $7,126 $7,445
BALANCE $3,459 $2,021' $2,653 $4,067 $4,727 $6,415 $7,156 $7,847
SHERW3 D
RECEIPTS $23,690 $40,351 $43,906 $47.715 $51,796 $56,165 $60,842 $65,847
COSTS $20,057 $32,263 $33,142 $30,996 ,$32,120 $29;142 $30,356 $32,057
BALANCE $3,633 $8,087 $10,764 $16,719 $19,676 $27,023 $30,487 $33,790
I7U[IfIAN!
RECEIPTS $2.568 $2,643 $2,801 $2,968 $3,145 $3,331 $3,529 $3,738
CATS $2,174 ' $2,114 $2,114 $1,928 $1,950 $1,729 $1,761 $1,820
BALANCE $394 $530 $687 $1,040 $1,195 $1,603 $1,768 $1,918
KING CITY
RECEIPTS $6,430 $6,600 $6,947 $7,312 $7,697 -$8;102 $8,528 $8,977
{OSIS $5,444 $5,277` $5,244 $4,750 $4,773 $4;204 $4,255 $4,370'
BALANCE $986 $1,323 ' $1,703 $2,562 $2,924 $3,898 $4,273 $4,606
TIGARD
RECEIPTS $71,446 $78,499 $85,721 $93,468 $101,776 $110,682 $120,223 $130,442
COSTS $60,487 $62,766 $64,705 $60,718 $63,114 $57,429 $59,982 $63,505
BSE $10,959 $15,733 $21,015 $32,750 $38,662 $53,253 $60,241 $66,937
CLACKA6IAS COUNTY CENTER
CLACKAMAS MY
RECGIPIS $28,467 $29,839 $31,425 $33,096 $34.856 $36,708 $38,659 $40,713
COSTS $20,399 $20,194 $20,078 $18,198 $18,295 $16,121 $16,325 $16.777
BATANCE $8,068 $9,645 $11,318 $14,899 $16,561 $20,587 $22,334 $23,936
WILSONVILLE
RECEIPTS $13,225 $13,827 $14,953 $16,157 $17,444 $18,820 $20,289 $21,858
COSTS $9,477 $9,358 $9,554 $8,884 $9,156 $8,265 $8,508 $9,007
BALANCE $3.748 $4,469 $5,400 $7,273 $8,288 $10,555 $11,721 $12,851
RIVERGROVE
RECEIPTS $1,017 $1,083 $1,132 $1,183 $1,236 $1,292 $1,350 $1,411
COSTS $728 $733 $723 $650 $649 $567 $570 $582
AAIAIICE $288 $350 $409 $532 $587 $725 $780 $830
TOTAL $35,436 $48,042 $61,999 $92,800 $107,638$144,743 $161,616 $177,504
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�kAPPEVDIX-TABLE i
EV-mm-,URFS FOR OQ�,G NICATIMS DIVISION- G"VERA:. FLN-0
F1 80-81 FY 81-82 FY 82-83 FY 83-84 FY 84-85 FY 85-86 ' FY SG-87
CCMNvJNICATICNS SPECIALIST 5159.250 $128.877 $141-1,323 $231,952 $229.197 $235.510 $167.851
R ESOT SPECIALIST' S0 SO SO SO
CW?CICATIC S OFFICER S0 S28,557 $22,326 $29,786 533.672 S32,695' $14.842
ELEMMICS TEM SO $26.439 527.180 SO 532,520 531,018
CO"'.. SHFT SUPERVISOR 50 SO SO $2.833
OVERTII' & CALLPAa< 54.883' 516,693 534.630 S31,162 S43.442 541,652
SOCIAL, SEC'u:RI.514.208 $12,175 $22,189 522.606 524.718 518.245
NOMAN'S COMP $i.i08 $1,416 $6.226 $9,046 $0 SO
L.�IE'dPLOYMENr CC:PENSATICN $280 54,728 $2.825 SO $0
RETIRMW 531.771 $31,792 $45.952 546,816 $48.443, 533.161
HEALTHAIFE/DISABILITY IN $13.420 $22,311 530,722 $25,796 $25.233 • $15,310
FYASICAiS 5526 $724 S182
GF\MRAI MATERIALS & SERVICES $0
OFFICE SMFLIES 52,414 53.923 5355 S5 S752
SIATION SUPPLIES $139 $104 $55 $259
PHIDTO'SUPPLIES S35 $45 $17
GAS & OIL ALTOS $919
MAPPING PROJECT SO $8,575 $2,423
FaD S45 SO
P&M STATION EOUIP "_ $48 SO S32
R&M COMl,iONS EQUIP. $10.705 $24.153 $22.791 $61.460 (52,023) 513,157' $16,692
CONTRACT DSPATQ1 SERVICES $0 $3,147 $2.322
R&M. STAT.IO�TST $938 5123 $508
F&y. STATION EOUI.FE\T S75 $188 $257 $24 $82 5184
PROFESSICNA., SERVICES SO 5116 $4.055
L\IFO£Z�S S1,236 5404 5859 S300 $289
PHYSICALS $1,116 $i,i97 $1,597 $1,390
jE^,,.r^uiONES-BUSII�SS 58,865 S10,556 $11,476 $12.885 $13,427 530.757 $13,547
TQ EF.MNES-EN'cRG^r NGY S20,153 $7.561 $23.175 $38.397 SO 57,355 $3,044
ELEMICITY-MICMi-N
SOPIWARE $1,429 $3.413 52.438
TRAVEL $1.834 5185 $1.292 5258 $898 $915
CMTLR CE EXYE-\ScS $23 $131 $1.790 S619 5295
LIVING ETIMES $1,362 $651 $775 $1.868 $1.298 $1.115
IRJES & SLBSCRIPPIOW $184 $211 $203 $236 S75 $125
TJITION 5613 $115 SO S609 51.583 51,689
MIcROWA%r EOCIPM c 5413,251 $67.195
T7;LEP'CR Bi- LEASE
ALTCN Ir EOUIRVLY: $5.543
aMUNICATIM El $103,141 $70,561 $16,603 $5.934 $11.068 $5,746
TOTAL 5271.902 5349.509 $483.536 $572,343 $425.585 $523.822 $379.481
r
IM IN
APPRMIX-TABLE 2
,j,VMI7j S CONNICmCATIO\S- 911 ?UND
rl 80-81 FY 81-82 _Y 82-83 FY 83-84 FY 84-85 FY 85-86 FY 86-87
MAGES & MISS 546.956 $96.409 $121.273
$85.951
CODV,,Ni ICATIQ\'S SPECIALISTS
RESOURCE SPECIALIST
$1.649
CUN NICATIONS5 OFFICER
ELECIRQVICS=i524.172 $3.446
CM. Sh-T S'�' EWISO, $1.417
7
OVERTM & CALLBACK $
$$ .786
TSOO{CyIIA/L.,'SECURq'_,'mI"s 7.639
L',DpIt Y-\7 CC`nEA'S<,TIGN $14,155
mIRLtin_
I'LT'AL.:I/LIFE/DISABILT in' i\SC 1C�"r $7.655
P-I'i'SICA_S
G,MERAL MATERIALS & SERVICES 516,227 $3.118
OFFICE SL?PLIES
STATION SLrPLIES
Rim SUPPLIES
GAS & OIL AMNO•
MAPPIAU PFn.Jxr
M $26
I&M SiATIOi QL'IT'tSE\T
F'f, COD' NICATT_ONS E`UJP�'. .\T $14.111 $1.467
CMRA^T DSPAM SERVICES
RW.STATION'S
R&&u SlINHOS:QLIPvuE\i
MFESSIM, SFH,7!CrS
UNIrRY"S
PHYSICAIS
;r�kl'HtTIES-�'SI�'ESS
TELEPia\TS-EDT `CY 520.425 $22.230
ELEMICITY-DTICR(R4AVi $187 $187
SOFTWARE
LPAV
CO\'FE'RE\CE DUDEfiSES
LIVIM E PENSES
TUTS & SL3SMIPTIONS
TUITION
V.,TMMVErr"N;IPDwC:
T� ri0\r EOliIP.Gn-T-LEASE ' $82.W,7 $75.458 $75.608
ALM'I(Ii'IVE FAL"IPNDr
COWNICATIONS EXT 529.519 $285 $6.404 $23,187 $24.500
�Ar, $158.512 $188.379 $199.999 $6.404 $82.108 $187 $184,894
t
k
E
k
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APPENDIX TABLE 3 1
i
OPERATING Imo'1FNDITURES. CO<BING3 GLIIZAL FL`s AAD 911 FLtiD
FY 80-81 FY 81-82 FY 82-83 IY 83-84 FY 84-85 -FY 8-3-86 FY 86-87
$46,956 $96so so so
.409 $121.273
$0
AGES & FRIM rS $0
a MONICATIM-3 SPECIALISP S159.250 $128.877 ` $141.323 5231.952 $229.197 5235.5 $253.802
SO $O � �
POOL.RC:: SPECIALIST $0 672 $32,b95 $16.491
CCW-NICATIM'S OFFICM $0 $28.557 $22.326 $29,786 4.172 $32.520 $34.464
$p 50 $26.439 S0 SC $0 $4.250
���,CS�Cii $o $o So
OQ�. SIFT SL'PERVISCR So $16.693 $34.630 $31.162 543.442 S%-439
a&.T,IMF & CALLfiAa( $4,883
SOCIAL SECURITY $14.208 SO $12.175 $$6,226 $22.606 $24.7so $25,88450
L "�i4I�'S IXI`Il' $I 08 50 $1.416 $6.226 $9.046 $0 $0
SO $0 $4.728 $2.825
Yp--\' ATI S280 So $31.792 $45.952 $46.816 548.443 $47.317
R-1T S3�,.771 722 $25.796 S25.233 $22,964
ISA::?/LTFE/DISA3ILi�` $13.420 $0 $22.311 $30, $0
$724 50 $182 50 $C
RESICA.S 5526 $ $0 50 50
UER
$0 $16,227 $3.118 S752
G , MAIA�'& Sr�VICFS $0 $2.414 $3.923 $355 5259
OFFICE S<+,PPLIES $0 5139 5104 S55
STATICN SUPPLIES $O $0 $0 5C 3 $45 S17
�
PHOTO STPPLIFS 50 so
SO $0 $0 SO
50 50 $919 $O
GAS & OIL ALTOS $0 $0 $0 $8.5$0 $2.423
MAPPINE PROJECT $o $0 $71 32 $0
50 � � � 532 �
FOM � $0 $48 so
fm STATION EOUIP�"P 512.088 S13.157 $18.158
RSV :YtL�iCATI0i�5 ECUIP. Si0.7C5 $24.153 $22.7991 $61,4 so so $3.147 ^x2,322
CO\M1RACP ASPATCF S�110ES s $123 S5O8 $0
50 50 $0 $938
R&N; STAT_O:S 50 $188 $25i $24 SII2 Si84
R&tii STATION EQ IP.'07. $75 $0 $0 Sil6 S .C$0
� � 5289.. 50
PROFESSIGgA, SFPITICES SO $859 S300
$1.236 50 $404
UNIFO m $0 $0 $0 $1,116 $1.197 $1.597 $1.390
R SICALS
$12.885 $13.427 $30.7
IELEPdO\ -BLSI $8.� $10,556 $11.476 57 $25.273
T'cuEE'i0\ S- » $20.153 $7.561 $23.175 $38.3 $20.425 $7.355 50
SO $o $137 $187
ELECIRICITY - �lICROt�AVE `38 c$0 SO 50 $0
SO-EMN E S1.429 $3,413 $2 5 $1.292 $258 $898 $915
WEI $i.834 SO $185 $131 $1.790 S619 5295
CcrNT ^tFCC EK ESS $050 $23 S so $23 $775 $1.868 $1,298 S1.115
LIVID. EVa\SES S1.362 $203 $236 $75 $125
$184 $0 $211 $0 $609 $1.583 S1.689
TUITION
ION& 5u3SCRIPPICvS $613 $0 5]15
uIT
:t1immVE FAUIF'0�
TE MPIONE EQUIMN-1 - L^ASE
Eurn V TILT' EOUIPC�
Cwiu'1ICATI NS EQUIP _ _
S318.858 $315.753 $464.628 5555.740 $478 572 5512.941 $534.130
\,) pb
TABLE 4
9-1-1 OPrERATIIM COSTS
? 80-81 FY 81-82 FY 82-83 FY 833-84 ;Y 8/r-85 FY 85-86 FY 86-87
WAGS& FRING S 511.269 $23.138 $29.106 $0 SO SO SO
CC�VANICATICICS SPECIA.IST $38.220 530.930 $33.918 $.55.663 $55.007 $56.522 $60,912
RESOURCE SPECIALISE SO $0 5O 50 $0 $0 SO
UM:LNICATIONS OFFICER 50 $6,85A $5.358 $7.149 $8.081 $7.847 53.958
EIECIRS'ICS TECH SC SO , $6.345 56.523 $5.801 $7,805 58,271
0M. SHT SUPERVISOR 50 50 50 $0 50 SO $1.020
Gv= & CALTIACd $1,172 $0 $4;OCv` 58.311 $7.479 510,426 ` $13,545
SOCIAL SECURITY $3,410 SO $2.922 55,325 S5,-25 $5.932 $6,212
WDRKi"A\'S Ca" $266 50 5340 S1,49- S2.I71 SO 50
L:\'EYn'IM, CC)VPc1SATION 5280 SO SO S4,723 $2,825 $0 $0
RETIRL"ii $7,625 $0 $7.630 Si1,028 $11,236 511,626 $11,356
1TALTIH/LI_-c/DISAB 1LIIV $3,221 $0 55,355 57,373 $6,191 $6,056 55,511
PHYSICALS 5175 $0 5241 $0 S61 50 SO
------- --- -
PERSONAL SERVICES $65,638 $60,922 $95,221 $107,601 5104,278 $106,215 $110,786
GEN. MATERIAL &SEW-ICES 50 $3,894 $748 $0 $O $0 $0
OFFICE SUPPLIES $0 $0 $579 $941 $85 $1 $180
STATICN SUPPLIES 50 $0 $0 $33 $25 $13 $62
PHOTO SUPPLIES SO SO $0 SO $8 $11 S4
GAS & OIL AL'ICS 50 SO $221 SO 50 50 $O
MAPPING PROJECT SO - $0 $0 S0 $0 $2,058 $581
FOCI 50 $0 SO SO $17 $0 $0
R&M, STATION EqM,= SO 50 S12 Sa 50 $8 $0
Re''CCNEKL�ICATIOtS E ;IP. $2,569 55,797 551470 514,750 52;901 $3.158 $4.358
CON-MACT DSPA'TCH SERVICES 50 SO $0 $O SO $755 $557
Rc4c�i STA IONS 50 50 SO $225 $29 $122 50
RM STATION EQUIMEN7 $18 SO $45 S62 $6 $20 $44
POFESSICNA S°RJI SO $O 50 SC $0 $28 $973
LNIFCItvu 5297 SO $97 S206 $72 S69 50
PH5'SICAIS $0 $0 $0 $268 $287 $383 5334
TE HOM- -BUSIIESS $2,128 $2.533 $2.754 S,9,092 $3.222 $7,382 $3.251
TELEI'.HCMS--aMEENCY $20,153 $7,561 $23,175 S38,397 $20,425 $7.355 $25,273
E'iEECIRICITY-MICROWAVE SO $0 50 50 $45 S43 SO
SOMMECE 5343 5819 5585 S0 $0 50 SO
TRAVEL $410 $0 $44 $310 $62 $216 $220
COVTF.�'tEP'Cr^, cru. ZS SO $O $6 $31 5430 $149 $71
LIVIM DMiSFS S327 $0 $156 $186 5443 $312 $268
mms & SUBSCRIPTIONS S44 50 $51 S49 $57 S18 530
TUITION $147 $0 $28 $0 $146 $380 5405
MATERIAL& SERVICES $26.466 $20.605 $33.970 $58,552 $28.267 $22.481 536,613
GRXM TOTAL --$92.104 $81,527 $129,191 $166,152 $132,544 5128,695 .$147,399
4
f o
APPMIX TABLE 5
TOTAL EXPE MITUES ALL DMSIM (EXCLUDED ARE INTrMi RW TRA%5FER5)
FY 80-81 FY 81-82 Fv 82-83 FY 83-84 FY 84-85 FV 85-86FY 86-87
AMIX $268,454 $1,345,761 5382,218 ' $303,383 $488.479 $510,344' $618,728
OPERATIONS $2,518,781 $1,989,389 $2,607,579 $3,320,543 $3,912,760 $4,257,619 54,454,785
FIEv PPEMMON $286,767 $228,112 $368,459 $391,464 $519,343 $497,689 2489,150
011WU'NI(ATIMS $271,902 $349,509 5483,536 $572,343 $425.540 $523,822 $379,481
T2AINIM $127,083 $87,958 $176,656 $188,860 $155,099 5169,871 $234,078
m 5486.341 $432.068 5680,031- $101,234 $109,941 $94,790` $67,245
SUPPORT SVCS $431,969 $340;822 $440,843 $472,617 $693,992 $546,069 $478,270
TOTAL GEN FUND $4.391,297 $4,773.619 $5,139,322 $5,350,446 $6,305,154 $6,600,206 $6,721,738
CAP PROJFM FiJtv^, $839,577 $217,886 $850,857
MW-P & SI(X FESF.RVE $0 $0 $0 $0 $0 $1.709 $3,636
BWTCM DEBT FUMM $165.470 $168,270 $166,053 $164,596 $168,296 $166,603
911 FCBD $158,512 $188,379 $199,999 $6,404 $82,108 $0 $184,894
FIRST AID FM $334 -$0 $0 so $0
FIRE & LIFE SAFETY $0 $34 $0 $0 $O
BT% A:ARYM FUND $O $2.500 $0 $0 SO
PlcOPEKIY RESERVE $0 $0 $0 $0 $0 $3.660 $109,779
CM NICATIM ECPIP. $0 $0 $0 $0 $0 $0 531,243
MvLpiTPF2 EC'[Jc IPbM7 $0 $0 $0 $0 $0 50 $16,608
APPARAMS MStErr, $0 $0 $0 $0 5419.059 $0 $0
TOTAL ALL'RZW $5.555.190 '$5,350,688 $6.356,231 $5,521,446 '$6,974,617 $6,772,178 $7,067,898
AIXMINIMI TIVE% + 4.= 25.15% 6.01% 5.49% 7.00% 7.54% 8.75°
AP?"VDIX-ABLE G
DEEM! D COST PROJECTIONS
t
FY 87-88 FY 88-89 FY 89-90 FY 90-91 FY 91-92 FY 92-93 FY 93-94 FY 94-95
WAGES & FRINGES � $0 -----so ----so ---- SO $0 $0 $0 SO
COK%*'NICATIC\S SPr".C. $63,958 $67.156 $70,514 $74.039 $77,741 $81,629 "S&5,710 $89,995
RrSOGRCE SPECIALIST $o SO so So 50 $0 50 $0
°11 $5,051 $5,304 $5,569 $5,847
CCW,. OFF. $4,156 54.363 $4,582 S4.8.
ELECTRONICS 1EM $8.685 $9,119 $9,575 $10,0.54 $10,557 $11,084 $11,639 $12,221
CffiP1. SHIT SUPER. $1,071 Sl,125 $1,181 $1,240 51,302 $1,367 $1,435 $1,507
OVERTBE&CALLBACK $14,223 514;934 $15,68. SIG,L6u 517,288 $18,152 $19,060 $20,013
SOCIAL SECURITY $6,523 $6,349 $i $7,551 $7,928 $8,325 $8,741 $9,178
AOFrti�'.AN'S = SO SO SO So S0 SO $0 $0
UvrMPLOVIVENT CDMP. $0 $0 SO 50 $0 $0 $0 SO
R-ErIRDEW $11,924 $12,520 $13,146 $13,803 $14,493 $15,218 $15,979 $16,778
HFALTH/LIFE/BIS.INS. $5,787 $6,076 56.380 56,699 $7,034 $7,386 $7,755 $8,143
PHYSICAUS $0 $0 SO SO $0 $0 $0 so '
$116,326 $122,142 5128,249 5134,662 $141,395 $148,464 $155,888 $163,682 t
GLMRAL M& S 50 50 SO 50 $0 $0 SO $0 i
OFFICE SUPPLIES $190 $199 $209 $219 5230 $242 $254 $267 i
STATIQQ SUPPLIES $65 $68 S72 S75 $79 $83 $87 $92 i
PHO-i"J SUPPLIES S4 S5 S5 $5 S5 $6 $6 $6 +
GAS & OIL ALTOS $0 So $o SC SO $0 $0 $0 4
MAPPiN3 Pa IE.'T $611 $641 5673 $707 $742 $779 $818 $8559 F
FOCI) $0 5o So So s 5o so
MA,. SfAT19\EDuIP. $0 $0 $0 SO 50 SO SO $o
RkM COMA[. EQUIP. 54,576 $4,805 55,045 55,297 $5,562 55,840 $6,132 $6,439
CON. DSPPCii SSV.', $585 $614 $645 $677 $711 S747 $784 $823
R&M STATION'S $0 5n SO 50 $0 $0 $0 $0
R&'4 STATION BWIP- S46 $49 S51 S54 $56 S59 $62 $65
PROFESSIG�AL SERVICE 51.022 $1,073 51,127 $1,183 $1,242 $1,304 $1,369 $1,438
LNIRGM, $0 $0 $0 SO SO SO $0 $0
M. ICALS $350 S,368 5386 5406 $426 $447 $469 $493
TI;iI17HODTS-BUSINESS $3,414 53.585 53.764 53,952 54,150 $4,357 54,575 54,804
TELFP.402N^rS-EN,MNCY $26,537 $27,864 $29,257 $30,720 $32,256 533,869 535,562 $37,340
ELECTRICITY-MICRD. 5o $0 $0 SO $0 $0 SO $0
SOFTWARE SO $0 $0 So SO $0 $0 $0
TRAV� $231 5242 $254 $261 5280 $294 $.'309 $324
CONTERENCE EXPENSES $74 $78 $82 S86 $90 $95 $100 $105
395
LIVING EXPEMS $281 $295 $310 $325 $342 $$40 $$42 $$44
MES & SUBSCRIPTIONS S32 S33 $35 S36 S38 $40 542 $44
i1ITI0N $426 $447 $/=69 5493 $517 $543 $570 $599
i+".AiFRIAL & SERVICE $38.443 $40,365 $42,384 544.503 $46,728 $49.064 $51,518 $54,093
DICECT OPERATI\I; $154,769 $162,507 $170,633 $179,164$188,123 $197,529 $207,405 $217,775
AMINISTRATIVE 512,382 513,001 $13,651 $14.333 $15,050 $15,802 $16,592 $17,422
CAPITAL COSTS $84.708 $80,038 $75,369 546,862 $43,493 $8,421 54,990 $4,638
TOTAL 9-1-1 CST $251-859 $255.546 $259,652-$240-360$246,665 $221,752 $228,987 $239,836-
APPF1'DIX-TABLE 7
POPULATICV1 PftOJECTIQVS BY`JURISDICTIO\
:�' 87-88 FY`88-89 FY<89-90 FY 90-91 FY 91-92 FY 92-93 FY 93-94 FY 94-95
WASHMIbN COUIti'IY CENlM
%ASHIIIIMNCOIIA'FY 10.371 10,355 '10,421 10,487' 10,554 10,620 10,687 10,753
TIGAF'li CF-N7M
7LXATI\ 6,730 2,867 2,930 2,993 3,055 3,ii8 3,181 3,244
ShrrR45DOD 7,071 11,470 11,887 ' 12,303 12,719 13,135 13,552 13,968
B,'I�-IAM 766 751 758 765 772 779 786 793
KING CITY 1,919 1,876 1,881 1,885 1,890 1,895 1,900 1,904
TIS ` 21,325 22,315 23,207 24,100 24,992 25,885 26,777 27,670
CLAaww COUNTY CENTER'
CIACKAMAS MY 8,828 8,813 8,840 8,867 8,893 8,920 8,947 8,973
WIISUNVILLE 4,101 4,084 4,206 4,329 4,451 4,573 4,695 4,818
RIV._I2 MVE 315 320 318 317 315 314 312 311
0:n"c'Ra
1AM OSSGO 1:133 1,151 1,171 1,191 1,211 1,230 1,250 1,270
TO--V- 62,561 64,002 "65,619 67,236 68,853 70,470 72,087 73,703
APP&N'DIX--TABLE 8
t,
CALL RESMIBILITY BY XRISDICfION
n, 87-88 FY 88-89 FY 89-90 FY 90-91 FY 91-92 FY 92-93 IY 93-94 FY 94-95
WUXIDti Cgul\TY CEN=.,
WASHIN-uIDN CO.'IY 5,589 5,580 5,616 5,651 5,687 '5,723 5,758 5,794
TICAM Cc"IvUR
ILAIATIN 3,464 1,476 1,508 1,540 1,572 1,605 1,637 1,669
SHEftADOD 3.639 5,903 6,117 6,331 6,545 6,759 6,973 7,187
DJRHAvI 394 387 390 394 397 401 404 408
KIAEG CITY 988 966 968 970 973 975 977 980
TIGAM 10,975 11,484 11,943_ 12,402 12,861 13,320 13,773 14,237
CIACKORS CM,\'IY Crrl^-'R
CL4CKAN,AS MY 3.701 3,695 3,706 3,717 3,728 3,739 3,750 3,761
WILSaWILI.F- 1,720 1,712 1,763 1,815 1,866 1,917 1,968 2,019
RIVEW- VE 132 134 133 133 132 132 131 130
OTroE s
LAKE OSWEOD 3,633 3,693 3,756 3,819 3,883 3,946 4,010 4,073
OSP 2,436 2,492 2,554 2,617 2,680 2,743 2,806 2,869
OTHERS` 591 605 620 635 651 666 681 _696
Tin 8,436 8,631 8,850 9,069 9,288 9,507 9,726 9,945
T UAL 45,698 46,757 47,926 '49,094 50,263 51,431 52,600 53,768
. l
►•. ra ,
U�l,vY,ca---
OPERATORS
AMBULANCES
" , '; CITY/COUNTY/FIRE
CITY/COUNTY/FIRE DISTRICT ;:„ ; ' r DISTRICT
46.2%
42.5%
.
rr '
,
:OMMUNl7Y u „
,
VOLUNTEER
'' COMMUNITY �
17.8% "''""""' VOLUNTEER HOSPITAL
22
HOSPITAL .SS 6.9`. �
`. ;+
6.8%
INDUSTRIAL,
AIR S
AIR, PRIVATE 11.3% '
PRIVATE INDUSTRIAL
27.4% 5.5% 13.1X :
EMERGENCY MEDICAL TECHNICIAN5 `.
CITY/COUNTY/FIRE DISTRICT
56.7%
....
HOSPITAL
COMMUNITY ` PRIVATE
VOLUNTEER - 15.2%
22.45
j:
EMERGENCY MEDICAL SERVICES STATISTICS'
(STATEWIDE)
CITY/COUNTY/FIRE 'DISTRICT COMMUNITY VOLUNTEER
Operators 4 Operators
Ambulances 138— Ambulances 58
EMT 1 775 EMT 2 2q3 EMT 1 308 EMT 2 143_
EMT 3 135 EMT 4 72 EMT 3 71 EMT 4 16_
TOTAL EMTs 1235_ TOTAL EMTs 488
PRIVATE INDUSTRIAL & AIR
Operators 21 Operators _2__
Ambulances $9_' " Ambulances 2
EMT 1 FS EMT 2 5i,5 EMT 1 EMT 2 A_
EMT 3 47 EMT 4 156 EMT 3 EMT4
TOTAL EMTs_ TOTAL_ EMTs
HOSPITALS TOTALS
' Operators < ,1 Operators 15_fi_
Ambulances :_22 Ambulances 325
EMT 1 43 EMT 2 .; 40 EMT 1, -1150 EMT 2 541
-EMT 3 _24_ EMT 4 EMT 3 : EMT 4 257
TOTAL EMTs 1.?� TOTAL EMTs 91A1 ,
it
14-C Cq GQ D u F
t-
6(,YJ Lk-(m0-v�
Master Plan for E M S
Transportation of the Ill and Injured
4
presented by the EMS Division
of
Washington County Fire District #1
Beaverton Fire Department
Tualatin Rural Fire Protection District
12/18/87
G
1
Table of Contents
Introduction.. ... .. .2
Executive Summary... . .. . .. . ..3
Definitions. .. .. .4
Basic Questions...... .. . .. ...8
Conclusions. ... .......... .. .21
Exhibits 1-3
Exhibit 4
Exhibit 5
Exhibit 6
Exhibit 7
Introduction
At the direction of the Fire Service Intergovernmental Council, Tualatin Rural
Fire Protection District's Board of Directors, Washington County Fire District
#11s Board of Directors, and the City of Beaverton City Council,, the Fire
Service has investigated the feasibility of it providing the ambulance service
for the ill and injured people within the boundaries of its consolidated
jurisdictions. (exhibit 1)
Considering the recommendations of the Tualatin Rural Fire Protection "
District's Blue Ribbon Emergency Medical Services Task Force and what is
operational in other areas of the State, even the Nation, the Fire Service
would be remiss to not implement a public ambulance service system for the
citizens of these communities.
The basis for conclusions were drawn from review of established programs in
Cottage;Grove, Eugene, Albany, Klamath Falls, Oakridge, Seattle, Springfield,
Sweet Home, Bend, Belleview, Lebanon, Corvallis, Salem, and Polk County. The
general themes in all cases were:
The public system was more cost effective and less expensive.
Even with the implementation of user fees, user costs were reduced, as
were general fund obligations.
The general public had a closer bond with the Fire Service.
The public work force was more stable and dependable.
The system was a complete system when in the public safety sector.
The program was self supporting.
This document contains methods of defining and determining Fire Service
Emergency Medical Services costs, call volume and generation of revenue,
system variations, and the Fire Service implementation proposal.
b
d
s -2
Executive Summary
In order to enhance the Emergency Medical Services System and reduce the cost
to the citizens of our communities, the Fire Services of Washington County
Fire District #1, Tualatin Rural Fire Protection District, and the City of
Beaverton fire Department petition Washington County and the State of Oregon
Health Division for an ambulance service area (ASA) that encompasses and is
limited to its entirecombined jurisdiction.
This designation will minimize the effects of artificial boundaries and
geographical barriers onresponsetimes and will facilitate the quickest
response to our citizenry. The Fire Service offers a complete system for
emergency medical carefromthe 9-1-1 emergency answering point to assistance
on the scene. By providing ambulance transportation services, coordination of
services will be enhanced. . The Fire Service will operate an efficient total
system.
The Fire Services personnel are multi-role, multi-skilled people who are
trained not only to contend with medical emergencies, but extrication,
firefighting, hazardous materials responses, and rescue.
The Fire Service meets County, State, and National response standards and, in
regards to preventative maintenance programs, quality assurance and continuing
education programs, has a history exceeding the minimum standards.- The area
requested as the Fire Service ambulance service area is financially sufficient
to support ,the level of service and excludes a population base and an area
that is also sufficient to support the level of service required.
Based upon the desire to eliminate duplication, reduce costs and the ability
to improve the efficiency of the Emergency Medical Services system; the Fire
Services of Washington County Fire District #1, Tualatin Rural Fire Protection
District, and the City of Beaverton request being directed to pursue the
establishment of an Ambulance Service Area and the ability to provide the
transportation of the sick and injured.
_g^
4
y
f
l
i
a MINES
is
DEFINITIONS
ADVANCED LIFE SUPPORT SERVICES (ALS): Prehospital and interhospital emergency
care which encompasses, in—addition to basic life support functions,
cardiac monitoring, cardiac defibrillation, administration of
antiarrhythmic agents, intravenous therapy, administration of
medications, drugs, and solutions, use of adjunctive medical
devices, and other techniques and procedures.
Affil TREATMENT PROTOCOLS: A uniform set of treatment protocols that have been
adopted by the Medical Advisory Board and EMS Policy Board for use by i
all ALS providers in the system.
AMBULANCE: Any publicly or privately owned motor vehicle that is regularly
provided or offered to the provided for emergency and/or non-emergency
transportation of persons suffering from illness or injury. Vehicle
type and style generally addressed by State regulations.
i
AMBULANCE SERVICE AREA (ASA): A geographic area made up of a county a portion
of a county les , or two or more contiguous counties and served by one
ambulance provider which is determined by'a county or two or more !
contiguous counties in Ambulance Service Area Plansdeveloped under !
ORS 485.573.
AMBULANCE SERVICE PLAN (ASP): A plan which addresses the need for and
coordination of ambulance services and establishes ASA consistent with
the plan and ORS 485.573.
Basic Life Support (BLS): The level of care provided by an Emergency Medical
Technician I. This level of care allows sustaining of life, but few I
techniques are utilized which may be ,called invasive. Examples of EMT I
skills are cardiopulmonary resuscitation, mouth—to—mouth resuscitation,
wound dressing, splinting of fractures and immobilization of potential
spinal injuries.
CAPTAIN/FIREMEDIC (CPT/FM): A firemedic with the rank of captain.
CONSOLIDATED EMS: With the functional consolidation of EMS, this term will be
used in place of listing Washington County Fire District #1 , Tualatin
Rural Fire Protection District, and Beaverton Fire Department in this
document.
COUNTY: Washington County
DEDICATED POSITIONS: Positions that are appropriated to one purpose, i.e.,
dedicated solely to medic units. i
EMERGENCY: Any non—hospital occurrence or situation involving illness, injury
or disability requiring immediate medical or psychiatric services,
wherein delay in the provision of such services is likely to aggravate
the condition and endanger personal health or safety.
_G.
E
EMERGENCY MEDICAL SERVICES (EMS): Those prehospital functions and services
epare for and respond to emergencies, including
which are required to prK
tment, communications, evaluation and
first responder, ambulance, trea
public education. .
Emergency Medical Dispatch (EMD): This is a system of questioning callers and
sending responders based on a matching of callers' answers to
predetermines responses. ; Flip cards in the dispatch office list
equipment and speed of response based on severity of injury or illness.
1s may be trained to the
Emergency Medical Technician (EMT): Theseindividualsy €.
EMT I, EhIT II, EMT III, EMT IV level and are empowered,under Oregon Law
to provide prehospital emergency care ranging from non-invasive life
sustaining techniques to invasive life improvement techniques.
EXCESS PRODUCTION CAPACITY: Time not utilized in emergency response or other k,
assigned duties, i .e.hydrant maintenance, business inspections, etc. a
LIEUTENANT/FIRE MEDIC (LT/FM): A fire department paramedic with the rank of a
lieutenant.
FIREFIGHTER/FIRE MEDIC (FF/FM): A fire department paramedic with the rank of
a firefighter.
or IV Ore
-FIRE MEDIC: Afire .department. EMT III on State certified, assigned 9
to a rescue or ALS engine.
FIRST RESPONDER: An individual or apparatus of an organization which is
usually closer to the scene than an ambulance. Normally, this
organization provides only basic life support and no transport.
FRANCHISING: A particular privilege or right granted by a government, as the
right to vote, to operate a railroad, or to form and exercise the powers
of a corporate body.
io
stem
H---- videnccetal Medicalgency Centerdand1locatedeina -theiryoperated
Providence
Emergency Department.
MAN DOWN: A person down, often on the street, for unknown reasons with no
history or obvious signs of any injury or illness.
MEDICAL CONTROL: Instruction, direction, advice, and professional support
given to an EMT via radio or telephone communications by personnel at
the receiving hospital, for the purpose of assisting in the provision of
prehospital on-site and in-transit basic and advanced life support
services.
MEDICAL ADVISORY BOARD: The Emergency Medical Services Medical Advisory Board
established by the Washington County Ordinance 277. Pertinent medical
issues are considered by this group.
MASS CASUALTY INCIDENT PLAN (MCI): A plan for handling situations of varying
magnitude adapted by the EMS Policy Board. Consists of the following 3
levels.:
-S
,M
MCI LEVEL I : Conditions exist that will require a response of five to
eight Advanced Life Support (ALS) _ambulances and Regional Hospital
has activated the Hospital Emergency Administrative Radio System
(H.E.A.R.)_,
MCI LEVEL II: Conditions exist that would require nine to eleven
Advanced Life Support (ALS) ambulances. City and County resources
are still able to handle the call load; outside agency assistance
is not requested.
MCI LEVEL III: Conditions exist that would require twelve or more
Advanced Life Support (ALS) ambulances. Level III requires a major
commitment of City and County medical manpower and resources, and
State and/or Federal resources may be required torespondto
incidents such as hazardous materials, earthquake, etc.
MEDICAL RESOURCE HOSPITAL (MRH): Medical Resource Hospital is Oregon Health
Sciences University, which provides an alternative source of physician
medical control to paramedics in the field via UHF radio and/or
telephone. It also is .the central point in the Trauma System for
tracking and delegating trauma patient delivery.
MULTI.ROLE/MULTI SKILLED: Cross-trained to perform multiple functions, such
as firefighter/paramedics.
NO PATIENT/NO TRANSPORT: A situation when a transporting agency arrives on
scene and circumstances are such that transportation is not needed or
utilized causing response, but no transport of patient results.
OHSU:
Oregon State Health Sciences University (see Trauma System)
ORDINANCE 277: The legal authority for Emergency Medical Services in
Washington County. This Ordinance provides for the following:
Ambulance Service Area creation and assignments, intergovernmental
agreements, Medical Advisory Board, rulemaking by the Policy Board,
quality assurance and administrative office with enforcement capability
and an overall assignment to regulate the quality and quantity of
prehospital care ambulance providers. Ordinance 277 also provides for
Administrative Rules in the areas of protocols, mass casualties,
dispatch procedures, Ambulance Service Area assignments and so forth.
ORS: Oregon Revised Statutes.
PARAMEDIC: The highest level Emergency Medical Technician — EMT IV.
PATIENT: An individual who is suffering from illness or injury and requires
medical attention.
PEER REVIEW: This is a committee made up of paramedics who review calls and
check for appropriate care. They are the lst level of investigation and
often issues are resolved at this point.
�6_
d
IN!11,11mil
5
POLICY BOARD: Body of elected 'officI s responsible for adoption of Emergency
Medical Services rules in Washington County.
PROPOSAL (1 or 2): System designs that offer alternatives to the present
system. Included are certification incentives and a career ladder,
initiated over a 3 year period.
i
QUALITY ASSURANCE: A Quality Assurance committee setup by the EMS Policy
Board which randomly samples and/or looks at specific cases with regard
to call dispatch,,'appropriateness of patient care, and receiving
hospital .
RATE COMPARISON (1-5): Alternative fee schedules, examined to determine '
length of;payback and preference.
READY RESERVE: Apparatus that is not staffed but equipped and available to be
put into service immediately.,
RESOURCE HOSPITAL: Any hospital providing consultation to field responders.
RESPONSE TIME: From notification, the length of time expended for 'emergency
responders to arrive at an emergency scene.
SCENE RESPONSE: Response to an emergency incident location, not including
most "Transfer"; locations, BLS contract functions or "Standby" ambulance
contract services.
TRANSFERS: To convey patients from one ,place to another, usually rest home
to hospital or hospital to hospital.
TRAUMA SYSTEM: A dynamic system set up in the Tri-County area mandating that
patients with certain injuries, or potential for them, be entered into a
system through Medical Resource Hospital to direct them to the
appropriate trauma center, which is at that time equipped and staffed to
handle that emergency.
TRIAGE: The screening and classification of sick or injured people to
determine priority needs for efficient use of medical personnel ,
equipment or facilities.
_7_
Basic Questions
The basic questions that need to be discussed at this point are:
1 . What does the contemporary Fire Service EMS System provide this
community?
2. What is the cost of the,present Fire Service ALS system?
3. Will the community have a better system if the Fire Serviceprovides
ambulance services?
4. What is the State and National trend in respect to who provides
transportation of. the ill and injured?
5. How much will it cost for the Fire Service to provide ambulance service?
6. Could the Fire Service reduce staffing if Advance Life Support was
provided solely by the private sector?
;. Can the cost of Emergency Medical Services be offset by revenues
generated?
8. If the Fire Service provides ALS EMS now, and is able to provide
transport at little or no additional cost, why should it start charging
for the transporting of patients?
g. What is Ambulance Membership (subscription) Service?'
k
1 . What does the contemporary Fire Service Emergency Medical Services
System provide the community?
i
The Fire Service Emergency Medical Services program is a complete system. In
review of the needs of the public in emergency prehospitalcare, it is the
Fire agency's desire to have highly trained individuals respond quickly to
provide emergency medical care. The basic component parts for providing that
care are direct access by the public, skilled personnel, the available
equipment, the efficient use of resources, accountability, comprehensive
continuing education, and a history of reliability.
In review of most Emergency Medical Services systems,` there are First
Responders or Basic Life Support responders, with rapid response times that
provide immediate rudimentary care. A lesser amount of Advanced ,Life Support
responders follow to 'continue care but at a more advanced level. As a general
rule, private ambulance providers rely on a public agency to provide the First
Responder care. This is also the case in our community.
In this community the Fire Service 'agencies provide First' Responder, Basic
Life Support and Advanced Life Support care to all prehospital medical
emergencies. all engine companies and truck companies are staffed with State
certified EMT I's. This is provided by the EMS division of the Fire Service.
Also provided, are Rescue companies, staffed by Advanced Life Support , K
personnel. ' While Rescue companies are emergency medical responders, they are
also firefighters, skilled in extrication, hazardous materials and ,
firefighting, etc. They additionally are appropriately clothed and equipped' {
to perform these functions safely. Each Rescue unit has extensive
communications capabilities. Other functions these personnel perform include ,
fire prevention activities and public education activities.
In responding to emergency medical calls, in the present system, the Fire
Service is the First Responder. It also provides Advanced Life Support, and i
on occasion, when an additional person is needed in an ambulance to provide ;
care to the patient, assists in transportation.
y:
It is the contention of the Fire Service, that the Tualatin EMS Task Force
findings are valid. The Fire Service subsidizes private enterprises by
providing dispatch, first responder care, additional ALS personnel when
necessary, and a back up transportation system. The Fire Service performs
almost all the functions in Emergency Medical Services. It now should
transport the emergency medical patient for optimum patient care and, in line
with the EMS Task Force recommendation, make the system complete. {
L
9
2. What is the cost of the present Fire Service Advanced Life Support EMS
system?
(
4
Included in the present EMS budgets of the Fire Service are costs that do not
apply to the provision of Advanced Life Support services. They are included
because the Fire Service provides a complete service that is based upon, and
begins with, the capability of insuring the patient's arrival at a primary
health care facility.
k
These budgets include all the personnel costs associated with the multi
role/multi skilled 'Firemedics, their equipment and supplies (to include 4
medical as well as 'fire suppression), the administrative costs of the program,
recertification), and capital expenditures.
training (certification and
What is not generally realized is that their EMS budgets also provide the s
funding and supplies used on the First Responder apparatus, in
for
offices; and on staff vehicles: The funds for providing the EMT I training
and recertification also are located in the EMS
programs for certification }
budget as are the funds for providing public education and the Citizen
Cardio-Pulmonary Resuscitation (CPR) program. A portion of the dispatch
center is funded by_EMS and appears in an EMS budget. ¢:
For these reasons the total figure of $3,193,007 is not an accurate accounting R
of the cost of the Fire agency's Advanced Life Support services. As long as
the Fire Service continues to utilize personnel in a multi-role capacity
and/or to provide even only First Responder services, a major portion of this
budget will still be in existence.
Even to acknowledgethat emergency medical calls for assistance outnumber fire
calls by a ratio of 3:1 does not mean that 75% of the total EMS budget shouldn
be attributed to EMS. As stated before, the training of multi role/multi ,
skilled people, equipment and supplies etc., must be viewed in proper s
perspective. Purely for the sake of interest, this figure of $2,394,755 is
provided.
There appears to be only one. accurate way of determining the cost of providing
the public with Advanced Life Support Services. It is a given that Firemedics
are multi-role/multi-skilled personnel. They are firefighters with additional
training, one portion being Advanced Life Support. That additional cost
associated with ALS needs to be identified. Isolating Advanced Life Support
certification and recertification costs, differential pay costs, a specific
portion of materials and services costs, a related portion of capital outlay
and a portion of the administrative costs, would result in an accurate
figure: For the purposes of calculations for this document, ALS differential
pay was included, and it was added to all the EMS administrative costs, all
EMS materials and services costs, and all capital outlay costs. This method
of cost computation produces a figure -6—f $524,316.
This method for computing the ALS EMS cost can also be justifiedby
considering another fact. The community's fire protection rating is
calculated by taking a number of factors into consideration. Water source,
-10-
number of apparatus, staffing of fire apparatus, etc., are examined by an
officer of the national rating bureau, and, after extensive calculations, a
communityreceives an "insurance rating." Rescue units do not count as fire
apparatus but their personnel count as "fire apparatus staff." In order to
enjoy our excellent insurance rating, they are considered by the 'Fire Services
as firefighters. This supports the exclusion of the basic personnel costs
from the EMS budget.`
—11-
3. Will this community have a better system if the Fire Service provides
ambulance services?
The Tualatin Rural Fire Protection District's Emergency Medical Services Task
Force, after reviewing tremendous amounts of documentation and listening to - ,
many hours of testimony came to the conclusion that the community would be
best served if the Fire Service provided emergency ambulance services. ,
4
This group looked at the utilization of resources and the Fire Service's
multi-skilled/multi-functioning personnel in;place of single skilled
employees. It was their finding that the Fire Service was better 'suited to
provide a total service.- Issues such as total communications systems, `
controlled emergency incident procedures, a stable workforce, a reliable
response organization, cost consciousness but community service motivation`,
and a "systems" approach for disaster preparedness led them to their_ a
conclusion.
s
With the Fire Service providing the ambulance service there would also be a
reduction in duplication of services. This must translate into a cost
reduction. If the Fire Service .did not have personnel and equipment in place,
ready to provide the service, there would only be`a shift in costs. The Fire
Service is able to undertake the duty without an increase in cost to the
consumer. In actuality the cost to the consumer will be decreased even with
the upgrading program costs of the Fire Service EMS program. ;
There is no doubt in the mind of the Fire Service that this community would be
better served if the Fire Service provided the ambulance service. :
E,
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-�2-
4. What is the State and National trend in respect to who provides
transportation of the ill and injured?
By pre-hospital care standards, the Journal of Emergency Medical Services
(JEMS), is the magazine that represents the industry most accurately.
Periodically it performs surveys in regards to various subject matter. In
1987 ,it published its national survey of the most populated 100 cities in the
United States. The intent of this survey was to specifically address who the
primary paramedic providers of EMS systems were. The "providers" were broken
down into 3 main types; City/County, private, others. In the "others
category were hospitals, volunteer organizations, etc. The results were shown
as follows:
73% of the primary paramedicproviders were City/County services,
20% were private and
7% were "other".
In the City/County category 51 (or 70%) of the 'primary paramedic providers
were Fire Departments. The remainder were either in the Police Department or
a 113rd service;" a separate EMS department.
On the State level there is also some interesting data. The Oregon State
Health' Division in 1984 produced the most recent study, "EMS Agencies and
Personnel Summary by County."
46.2% of all ambulance operators in the State were City or County Fire'
agencies, 22.5% were community volunteer non-profit organizations, and 13.1%
were private sector operators. Hospitals, Industry, and Air Services made up
the remainder. The statistics change if the Portland Metropolitan area
(Multnomah, Clackamus, and Washington County) was eliminated. In that case_`
private operators would have been reduced to 6.9%. Today, instead of 13.1%,
only 10.6% of the ambulance operators are from the private sector. This is
due to business turnover or elimination of the service.
Who employs the EMT's? The same study has the City or County Fire agencies
with 56.7% of the EMT's, Community volunteers with 22.4%, and the private
sector with 15.2%. If Multnomah, Clackamus, and Washington counties were
excluded only 5.5% of the EMT's would be employed by the private sector.
How are the ambulances distributed statewide? In 1984 there were 325 licensed
ambulances. Of those 42.5% were City or County Fire Department ambulances,
27.4% were private ambulances, 17.8% were community volunteer and the
remainder were hospital , industrial, or air ambulances. If the tri-county
area were excluded, the private sector figure would be reduced to 8.9%.
In Oregon since 1980there have been some changes in the exclusive provision
of ambulance services. In all cases it has shifted from the private sector to
the Fire service. This was the'case in Salem, Albany, Eugene, and
Springfield. In 1985 Klamath Falls Fire Department took over the previously
private ambulance service.
-13-
NEW
5. How much will it cost for the Fire Service to provide ambulance services?
To present a cost or revenue figure to provide ambulance service by the Fire
_agencies it must first be resolved what portion of the transportation market
is involved.. Presently there are 9-1-1 Center answered emergency calls, there
are non-emergency 9-1-1 Center answered calls, and there are non-emergency
calls that are answered by ambulance companies directly. These non-emergency
calls may be unscheduledtransports of individuals or they may be scheduled
transfers of individuals.
In the consolidated EMS jurisdictions, W.C.F.D.#1 , Beaverton, and Tualatin
Rural FireProtection District, in 1986 there were 7760 calls for emergency
medical assistance that came thru the 9-1-1 Communications Center. Of these
7760 calls approximately 2012 were true emergency calls requiring Advanced
Life Support responders. 2716 may have been emergencies but generally
required no more than Basic Life Support responders. For the remainder of the
calls, the people were not transported. (Exhibit 2)
While an eleven year computation of EMS incidents per 1000 population for the
City of Beaverton would indicate an 1'1%increase of calls, for a larger area
but for a-shorter period of time (3:years) the average increase in call' volume
per year has been 6.4%. Accepting the validity of both figures, for the
purposes of this document, the average figure of 8.7% will be used to
determine expected call volume/increases. (Exhibit 3)
To provide the transportation of the 9-1-1 generated emergency calls (Advanced
Life Support) it would be possible to ,operate on contemporary budgets. Given
the direction that the Fire Service transport all the 9-1-1 generated calls,
Advanced Life Support :and Basic Life Support, to overcome some inequities in
today's system, there would-be additional costs. It is expected however, that
should the role of the Fire Service be increased, user fees would
appropriately pay these costs.
Two proposals were submitted to the Joint Chiefs to exemplify possible costs.
In both, incentives and a career ladder were included Utilizing the
information from the proposals it was calculated that the costs would range
from $688,583 in year one, for the provision of all emergency calls, to
$1,157,588 in year one, for the provision of total ambulance services,
emergency and non-emergency.
-14-
6. Could the Fire Service reduce staffing if Advanced Life Support was
provided solely by the private sector?
If the Fire ServiceAdvanced Life Support personnel were "single function
personnel, ;and the "function" was eliminated, a staffing reduction could be
made. Firemedics are multi-skilled/multi-role personnel however, and have an
important function at various emergency, incidents. Manpower could not be
reduced without jeopardizing a number of things.
Firemedics would still be needed on fire emergencies, hazardous materials
incidents, Rescues, and as First Responders.
Reduction of those forces would decrease not only the emergency incident
response, the insturance rating, but also the ability of the private sector to
provide the appropriate standard of pre-hospital patient care at even today's
high cost.
It is the contention of the Fire Service that there would be no staffing
decrease should the private sector be the sole Advanced Life Support provider.
i
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7. Can the_cost of emergency medical services be offset by revenues
generated?
While there is no question that the fire service could provide emergency
transport, at little to no additional charge to the public, there will be
modifications made in the fire service to accomodate this.
There will have to be commitment to maintenance of manning levels, at all
times, and_ a slight increase to overtime costs Operationally the Fire
Service will have to consider periodic relief for Firemedics and rotate them '
to engines. Advanced Life Support engines will also have to be considered.
To transport the 9-1-1 non-emergency patients definitely increases workload `
and stress Without funds, what ,isn't provided is the,ability to entice, and
keep, personnel in the EMS field, and on the rescues. That is one reason fees
for service or user fees are proposed. Another reason to propose user fees is
to discourage system abuse. Firemedics should not be confronted with people
who misrepresent their medical condition inorderto obtain free
transportation.
Due to County EMS' resolve to have ambulance service provided by only an ALS
certified transport agency, it the Fire Service's desire to look at
charging fees based on userrequestfor service. Various rate comparison I '
scenarios were developed.
r
f
Rate Comparison #1 "
Rate Comparison #1 is based on the premise that all 9-1-1 calls are answered
by Consolidated EMS and was developed to keep the basic cost of BLS near $150
and ALS near $250. Procedures that are performed on an ALS call are added'to
the B1,,S charges. These procedures are intervenous lines, oxygen, therapy, and
heart monitoring. Mileage is also charged. To show the difference between
this rate structure and what current providers charge refer to exhibit 4.
Acutal bills were utilized to draw the comparisons. The bills are located in
exhibit 5. As demonstrated, the savings to the consumer is from a low of
29.1% to a high of 46.4% for one company, and from a low of 36.9% to a high of
43.4% in another. (exhibit 6) _
Rate Comparison #2
Rate Comparison #2 would be an option to be imposed should transport be ;
limited to only ALS 9-1-1 calls. It is the same as Rate Structure #1 but BLS
calls would not be transported by Consolidated EMS and therefore not charged
for by Consolidated EMS. Exhibits 4-6 again will demonstrate differences
between the various providers. At this time it does not appear likely that
the County will allow Consolidated EMS' ALS crews to turn BLS patients over to
BLS ambulances. If that is the case this scenario is not an option.
-16- r
Rate Comparison #3 ,
According to most industry providers ALS is,considered an economic liability.
It is an undependable income (a great number ofnotransport and no
collection, and a higher total overhead of operation) that is basically
subsidized by the lucrativeness of BLS, where there is a higher collection
rate, generally a transport, and a much lower overhead. It was explained that ,
the only reason the Multnomah and Washington County providers disagree is that
they include, in figuring BLS charges, contracts they made, whereby
unrealistic contractualcharges for service to a few alter the rate structure.
This rate comparison is the total cost for_service based upon the ALS and BLS '
ratio of $150 and $250 respectively, plus the charge of $75 for non-emergency
transfers/transports. When calculating this Rate Comparison new factors must
be taken into consideration.
Due to the volume of non-emergency transports, interhospital transfers, and
pre-arranged transports, along with the workload the multi-functioning
multi-role personnel currently function under, Fire Department existing
resources would have to be expanded. Utilizing statistics from the private
sector the anticipated call volume would increase by 55%* or 4268 transports.
The Fire Service could add 3 day cars and hire single role medics, for the
sole purpose of providing this non-emergency transfer service. While this
would increase operational' costs there would also be benefits. There would be .
a total provision of ambulance service to the community and it would be
possible to have an "in house" source for future Firemedics.' To provide this
non-emergency ,transfer/transport service would involve additional
expenditures,' both in start up costsandannual 'costs. " Another solution would
be to contract for the provision of ambulance transfer services. Again
exhibits 4-6 offer comparative charges. ;
Rate Comparison #4
Rate comparison 4 is a total cost for Service based upon the
Eugene/Springfield model. These charges are derived from a combination of
true costs per item and reimbursable rates of Medicare and other third party
payers. By initiating this rate structure, income from third party payers is
maximized. This becomes important if in two years, an ambulance membership
subscription plan is desired. To compare these rates with rates of other
providers refer to exhibits 4-6.
Rate Comparison #5
This rate comparison presented here is based upon ,the Fire Service providing
all 9-1-1 emergency medical services care. Excluded are the non-emergency
transfers. The Eugene/Springfield model of user fees provide the revenue
generated.
from "quoted material" (Exhibit 3)
-1.7-
a
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t
In examination of costs and revenues riat
generated it is felt that the s
field is the most appropriate rate ,structure to follow. I i
Eugene/Spring ears without the need for a rate
proven and has withstood the last three y
s in some
increase. Implementing this schedule would lower 15seperethousand. cases by
provide additional savings
as much as 25% and should reduce the tax rate by ¢ p ,
Implementing other Fire Service innovations could p
to the user and the taxpayer.
NMI -111
to
8. If the Fire Service provides ALS EMS now, and isable
it providtart e
n transport at little or no additional cost, why should
.. for the transporting of patients?
It has been the endeavor of the Fire Services to examine all costs and
services. EMS is an availability of service that is provided by taxes. The
addition of transportation services to EMS is felt not appropriately a burden
of all taxpayers. Charging the system users nominal fees for transportation
reduces their costs, while it also generates revenue to offset the taxpayer's
burden. This application of fees for service addresses the inequities of the
out of state I-5 motorists who are involved in a motor vehicle accident and
require transportation; as well as the system abuser who desires
transportation for real or imaginary ailments.
9. What is ambulance membership (subscription) service?
Ambulance membership hi subscription) services are gaining popularity throughout
the state. Along the I-5 corridor from Cottage Grove toSalemiandfrom
or in
Klamath Falls to Bend on Highway 97 the "Fire Med" program prog place
the process of coming into existence.
For an annual fee of $35 per household the member and their immediate family
is free from paying for ambulance service charges in excess of what regular
insurance (private or Medicare, etc.) covers. Those people not participating
in the program pay the regular charges for service and are responsible for
paying the ,amount,not covered by insurance.
With the fees from the participants (10-17% of the area's households)
reimbursement from third party insurers, and fees from non-subscribers the
Fire Med EMS programs are securely funded.
Utilizing statistics from other agencies, the additional income generated in
the first year would be at a minimum $350,000. Because,that segment of
society that is the greatest participant in the Fire Med program is the senior
citizen, this area could experience a greater rate of subscriber than in other
communities`. And while it holds true that usage would increase, those using
the system would have real needs. System abusedeclinesunder the Fire Med
program.
The Fire Med program is a public agency service. Should our consolidated
agencies desire to participate, it must be understood that State law requires
a two'-year waiting period before a new ambulance provider can participate.
This 'would seem appropriate as the -two year timeframe would allow`the,private
sector time to make adjustments and it would give the Fire Service time to
initiate the necessary start-up actions. .
For more indepth information turn to exhibit 7.
20
(
Conclusion
In today's economic situation .it is becoming increasingly important to the a
Fire agencies and the consumer to provide cost effective services in the most
efficient manner. By utilizing the excess production capacity found in the
Fire Service, for Emergency Medical Services, there is a,capitalization of
4
resources that cannot be found in other ambulance systems., ;
The fire Service has a total system in place. The consumer enters the system '.
with a telephone call to the 9-1-1 public communications center and from there
on they receive a complete public response, if the last phase, transportation,
becomes provided by the public:sector.
Not only is the Fire Service capable of providing the transportation service,
but it can provide thesameor_better service for lower user costs and a lower
system cost. To provide transportation of 9-1-1 emergency patients there
would not even be a big start up cost for the Fire Service. For a number of
years the EMS system was developed to insure the delivery of the ill and
injured patients to health care facilities. If the contemporary ambulance y
provider had vehicle problems, went on_strike, had equipment failures, etc.,
the Fire Service was, and still is, ready to transport.
v
But that is duplication. Today the cost of duplication is too expensive.
Therefore the best affordable provider of service must be obtained. It is the fl• .
contention of the Fire Service that the Fire Service can, and should `
definitely be the sole provider of emergency ambulance services. For the
private sector to provide a total response system from first responder to
patient transportation there would be new capital expenditures and increased
user fees. If the Fire Service continued with first responders, the EMS
budgets would not be greatly reduced and the public sector would continue to
subsidize the private sector. The only true system savings is for the Fire '
Service to provide both first responder and emergency transportation services.
In order to provide the best emergency service to this community, and leave
- that portion of the contemporary system, where duplication does not exist
intact, the Fire Service proposes that July 1, 1988, all 9-1-1 emergency EMS
calls be answered by, and transported by, the Fire Department EMS Systema `
The proposed fee schedule is based on the one used by Eugene/Springfield.
Undertaking this would shift some general fund expenditures to user fees, but
the.user fees would be lower than they presently are. In the first year,
after collections begin to be realized on a regular basis (there is at least a
90 day lag time in collections), it is expected that the funding of EMS would
be self sufficient.
Preliminary review of the recent Multnomah County court case appears to not
affect this proposal in any way. Therefore, the Fire Service requests that
the Intergovernmental Council, the Boards of Directors for Washington County $
Fire District #1 and Tualatin Rural Fire Protection, and the City Council of '
Beaverton, set a date for a consolidated Public Hearing in order to receive
taxpayer input.
-21-
The proposed system outlined, should assist in achieving the desired community
goal of maximizing available;resources, minimizing expenditures to the
citizens and eliminating duplication, while at the same time maintaining
and/or improving current levels of service. This proposal, due to its
importance and timeliness should be given the 'highest consideration by;those
people responsible for seeing that the needs of;the public of East Washington,
County, are met,
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Exhibit 1
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Exhibit 2 ,.
NUMBER OF EMERGENCY MEDICAL SERVICES CALLS
THAT ARE LIFE THREATENING MEDICAL EMERGENCIES (ALS)*
QUOTES
1 . "It is estimated that elevenpersons in 1,000 experienced a life
threatening medical emergency annually."
(James 0. Page, Emergency Medical Services For fire Departments
National Fire Protection Association - Publisher, 1975, p. 23
2. "The Long Beach Budget and Research Report addresses that factor by `
reporting that in January, 1973, only twenty-three percent of the cases
handled by the firemen-paramedics required that these personnel
accompany the patient to the hospital
(James 0. Page, Emergency Medical Services for Fire Departments, $
National Fire Protection Association - Publisher, 1975, -p-.35)
3. "Emergency Medical Services - 911 calls: '
1 Approximately 45% of total volume
2. 40-45% No Transport
3. 20-25% ALS calls
4. 30-40% BLS calls'
(Bob Denbo, Ambulance Service Report the Emergency Medical Services
Ambulance Rate Task Force, 9/10/85,-p.1
4. Disposition of EMS Calls - FY 85:
A. Treated and transported 51.1%
B. Treated, not transported 25.2%
C. No service 20.5%
D. Suppression activity 3.1%
(Emergency Medical Services Plan, Fairfax County Va., Aug. 87, p. 46)
FORMULAS USING QUOTE INFORMATION: To forecast the number of ALS calls
1. Consolidated EMS' population in 1,000's x 11
210x11 = 2310 2310
2. 1986 EMS calls x 23%
7760 x .23 1785 1.-785
3. 1986 EMS calls x 25%
7760 x .25 1940 1940
Average
6035 2012
* Material from "The Portland Fire Bureau Feasibility Study", Jan, 1986
Number of Emergency Medical Services Calls That
Are Not Life Threatening Emergencies (BLS)
Formula Using Quoted Material : To forecast the number of BLS calls
3. 1986 calls x 30%
7760 x .30 = 2328 2328
1986 calls x 40%
7760 x .40 = 3104 3104 Average
5432 2716
t
Number of Emergency Medical Services Calls That
Do Not Lead to Transports
Formula Using Quoted Material : To forecast the number of no transports
3. 1986 calls x 40%
7760 x .40 = 3104 3104
1986 calls x 45%
7760 x .45 = 3492 3492 .
4. 1986 x 45.7%
7760 x .457 = 3546 3546 Average
3380
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Exhibit 3
Present and Projected EMS Call Volume
The total number of EMS calls answered in 1986 was 7760. Over the past three
years there has been an average increase in requests for EMS assistance of k
6.4%. Utilizing the average rate of increase the projected number of EMS
calls for 1987 would total 8257.
An alternative method of computing call volume would be to review other
statistics. An eleven year trend for the City of Beaverton shows that there
are 41 .20 EMS incidents per 1000 population.* Utilizing this method to
forecast the number of EMS alarms for 1987 would give us the figure of 8652,
or an 11% increase.
For the purpose of this document, the average of these two methods of
computation gives us an 8.7% increase in call volume. ,
1
* Dave Nelson, Jan 27, 1987 Incident Trends in the City of Beaverton Over an
11 Year Period. See exhibits 1
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Exhibit 5
STATEMENT
648-6658 RMlrro
639.6210 ETRO MBULANCE Hillsboro.
S.E.8th Avenue
Ore
on 97123=42
ES T SINCE t953
i .No. I.�,� pg77398
•� Inv.No. b1•g �j9
I Patient Trans f ��2
Address Irl
Call Tlme 7 0
! Called By
!
« I
Occupa
Codes Medical -
From 1 l h � j'T FA e t f`t Nw�r X llonai MVA
To St._ViTMP,__rIF H[tgpl{TAI EMERGENCY X APPOINTMENT WHEEL
AMBULANCE AMBULANCE CHAIR
BASE RATE
I Patient Phone No. 9.1 Miles®S
f D.O.B. 9-YearS Mate_Female_X
Patient Soc.Sec.No. Lpiints amZd UU
Doctor
Nearest Relative
' Relationship Flty
her
Address if Different S me
Phone No.
.I
Insured of
i Responsible Party_
Insurance Co.. -Blue gtnu
Insured Soc.See.N '
Insurance No's
(WELFARE) (MEDICARE) (GROUP•AGREEMEN C0V.6006PLAN)
CHARGES
(MVA-Agent•Adiustor.Tol!cy•Claim j)) INTEREST
w t•... r t tjif R }in�l;!nntt$PP Ptt
r ,• �...•., 3J r"!'•• • �'••s Employer SEGINS c5 DAYS FR ..-RST oILLt.NG DAT
MONTH ON UNPAID BALANCE UNTIL PAID
Address Phone ACCOUNTTOTAL �q;)
Reason forTransport ai i Ir�ti i nrrA trcmn t st i w
�m�tLPmanf in rla�a rP nli a (n n fn anti
DATE OF FIRST BILLING
�. ,_____ SPnature—Billmp C!e:k
- ' i-- PLEASE PAY PROVIDER
L MEDICAL RELEASE!authorize release of all Medical Information INSURANCE ASSIGNMENT lauthorize payment directly to
1
and facts necessary toprocessthis claim forpaymenL METRO WEST AMB ULA NCE for benetitsdue meforabove.
i
L PATIENTORRESPONSIBLEPARTF _ !
DATE —II •INSUREDORRESPONSIBLEPARTY DATE
.,+ -72
`648.6658 STATEMENT ,
�1
f1 p 2 REMITTO t
639.6215 ETRE / / 232S.E.8th Avenin,
s;. I /VIBULA VCL tii•Isboro,Oregor•9712.�g
�S T SINCE 1953
T
Fed.l.D,No.9i 0877'
• Patient Inv.No. $6 04td77
Date of
AddressxmRii;��=
Transport 64+"06—$ ,
Cali Tlme21.5 z
r
Called By _x
I From a bo V fl Codes Medical Occupa.
TO Heradian pIIrt. 8oap;�al tional MVA
EMERGENCY APPOINTMENT
k
AMBULANCE
AMBULANCE WHEEL
A02231� CHAIR
BASERATE .A0223
�' Q Patient Phone No. A0020 10:2• S315.0
f D.O.B. 01—z$— 0� ' --__Miles®S Ste_ 5
-Male Female-E- Y01.70 Ni ht Ch .
1 Patient Soo.Sec.N A0070 _ Q
Doctor s 3�. €30
Y0270 g rip
Nearest Relative J3 $v-LUephrjne 1.150�a
Relationship tMElb1t'Dd 4' 00 00
J3 90 Sodium BICarb 4.32
Address if Different
s
' Phone No.
i mil*�s 6. m�les
Insured or
C.
Responsible Party c'
it
Insurance Co. 1
�y�+ ' •4„ x lc jij )3��i�;��e Cip 1i's t, Insured soc.Sea No. 1 f
r [
Insurance No's F
• (WELFARE) (M£OICAR£ I
I ' (GROUP•AGREEMENT-COV.COOE•PLgNJ
CHARGES r
(MVA•A9cnt•Ad/uslor•Pollcy•ClaimK) S Y�s 53 f'
INTEREST
Employer D::c:N,REST
Address - — 4nur {_ J.a�.55t G.tt:\G CL
QV:b2c_17 qt�•n urc :LL:. o •cg 715%PER t.
Fhohe�__ ACCOUNT TOTAL .a!, :
Reason forTransport
Pt;.: Code 99. _ -�
0 breah�x�t ALS psdwres dnr,t~,
C ax'rest.
''l l DATE OFF RST BILLING
Sipnalure_Dllltn Cl
•• •------- erk
PLEASE PAY PROVID
and facts neccessary( R w
MEDICALRessar11aulhoorizereleasoolal1Med(callnlorma(lon
Process this claim for payment. INSURANCEASgIpNMBNT/au(harizepayment directly to '
METRO WESTAMBULANCEforbenell(s due me lorabove•
P'ATIENTOR RESPONSIBLE PARTY
' DATE INSUREOORRESPONSIBLEPARTY GATE
t �
! STATEMENT"
648.6658 ETRE REMITTO
232 S.E. 8th Avenue
;:• 639.621 U
If MBUANCE Hillsboro,Oregon 97123-421
EST SINCE 1653
i Fad.I.D.No.91 0877398
8608T45
- - 2
Patient
Date of
Transport 886
Address Call Time Q519
Called By TF
Codes Medical Occupa•'
From ReS�C�e]1CG' tional MVA
To BeSS Yv1'LSOr Gt''t?:?1ey EMERGENCY XX APPOINTMENT WHEEL
AMBULANCE AMBULANCE CHAIR
BASE RATE
Patient Phone No. 7 �r Miles®S ? 100 63
D.O.B. 11`29"95 00eme7
arge
� Patient Soa ITen
Sec.No.
• t
Doctor , _F{G Strip
50
I Nearest Relative Micro IV Set—Lip
Relationship Hypodermic needle 18 ga e1. 0
Address If Different D5W 250r>t1 11 25 ,
Phone No, Nitro-G1 eer Ln .80
i
Insured or
Responsible Party
' Insuranceco.- BessKasier
InsuredSoo.Sec.No. --
`?fiSrjS? �`ti, Insurance No's
irve�ngne/ (MEDICARE) (GROUP•AGREEMENT.COV.CODE-PLAN)
CHARGES_
(MVA-Ay""-AaNsror•Purroy.aatm e) INTEREST
Employer -E„,:;s,5^AY
_•L�+. .;;c_ u: ocrT_ :a_'
Address Phone ACCOUNTTOTAL ^
Reason forTransport GPPLa ached YPpor _
'FO�_Cl�ln ill arca i n� a- _
DATE F I STBILLING �86
!_1� !
SIO re itunrk
PLEASE AY PROVIDER
MEDICAL RELEASE i authorize release Wall Medical Information 1 INSURANCE ASSIGNMENT l au(horire payment directly to
i and facts necessary 10 process this clalmforpayment, METRO WEST AMBULANCE lorbenellfsdue meforabove.
PATIEN70RRESPONSI8LEPA9TY DATE INSUR
:DOR RESPONSIBLE PARTY DATE
_ Q
I STATEMENT
648.6658 REMITTO
I 639=6210 ETRO 232 S.E.8th Avenue
MBUWE Hillsboro.Oregon 97123.421
T SINCE 1953
Fed.LD No 91 T7398
Inv.No. 8509�3
I
Patient Daleol
Address' Transport
CalI TImeMMMM
J
! Called By
a �
' Codes Medical X Olccu
MVA
To '!fal scr G EMERGENCY X APPOINTMENT
AMBULANCE AMBULANCE WHEEL
CHAIR
BASE RATE 195.00
i Patient Phone 3
j� No. _18... Miles®S 5.
I D.O.B. 1-?9"95 Male X Female_ T7 ( ,@ 1--C—
Patlent Soc.Sec:No. � 00
Doctor
i en
.. �
Nearest Relative SCG Strip 9
— 50
{
Relationship fE'
I Address it Different
Phone No.
Insured or
L Responsible Party
Insurance Co._ Bess Kaiser
Insured Soc.Sec.No
i Insurance No's
(WELFAREI (MEO(CARfJ (GROUP-AGREEMENT-CO V.CODE•PLANJ
CHARGES �7 17�
(MVA•Agenr•AdJusror-Po!lcyClafmR) INTEREST
Employer -EGINSASDAYEFROMFIRS:BILLINGDA—Z :?T>PER
Address Phone. -
t'•ONT4ONUNPAIDF;ALar:'E'!n?n_ ?4!D.___ __ ACCOUNTTOTAL
Reason for TransportSee attached re ort I
fOr com lete information.
___ ZIDIATRSTBILLING 9 30 86
— Ming jerk
PLEAS AY PROVIDER 70653
MEDICAL RELEASE/authorize release of all Med(callnformallon INSURANCE ASSIGNMENT l authorize payment directly to
and/aces necessary to process this claim forpaymenf. METRO WEST AMBULANCE forbenefits due me forahove.
PATIENTORRESPONSIBLEPARTY •— y
DATE ttINSUREDORRESPONSIBLEPARTY DATE
t .
STATEMENT
648-6658 ETROEMIT To
232 S.E.S• 8th'Avenur
639.6210 MBULr4NCE Hillsboro, Oregon 97123
EST SINCE 1957
Fed.I.D.No.910877.3
• ` Inv.No.
'8608x95
Date of
Patient Q 11 Transport 08-06-8(
110:I' Addressiffi in Call Time O1;131.
Called Bye_
Codes Medical Occupa-
From Residence g tlonai MVA
Bess Kaiser Hospital EMERGENCY X APPOINTMENT
.. S 70 WHEEL
AMBULANCE AMBULANCE CHAIR'
i
BASE RATE ---$315. 0
j Patient Phone No. 2 0. 0 Miles®S 5. 7 5 11.5. 0
'Male_
•11-29-95 � 1 . 0 Mi @$3.00
D.O.B. Female_ 3. 0
i _Patient S No. i Night Char e 3 51. G
Doctor �'' �; Oxygen
30. 0
NearestRetative EKG Heart Monitor
j — EKG Strip
Relationship p 7. 5
I `Address IfDifferent
Phone No.
j
Insured or
i Responsible Party
(
InsuranceCo. Bess Kaiser
Insured Soc.Sec.No.
ISIS nce No
Me
(WELFARE) [AtE01CAREJ (NPREEMENLCOV.CODEPLANJ
CHARGES_ 550 , 5i
Employer r..va-A—nr-Ad--r-Porto,-Claim t) INTEREST
I r•FONTNONUhPAIObAIAFl;EUNYICPAIbT"—"`•c opry
i Address Phone' ACCOUNTTOTAL
��K�ft�•�`�.'?11941f1�1t1ljj�il�i �fi: <:
ReasonlorTransl`Ug attached report for
complete in-.ff�armation
1
r
c
i
DATE OFF ST13ILLING _ 9 2 136
i Sion ure— illingCerk
' PLEAS AY PROVIDER - 706-a3
j
MEDICAL RELF-ASElauthorize release ofat/Medical Information INSURANCE ASSIGNMENT I authorize payment directly,
and facts necessary to process this claim forpayment. METROWESTAMBULANCEforbenelitsdue meforabo
PATIENTORRESpONSIBLEPARTY --DATE INSURED OR RESPONSIBLE PARTY DATE
t -
b
Xs
WL"ME FALLS AMBULANCE SERVICE Willamette lamette Valley Health►
2 LOCATIONS:
1240 S,E, 12th AVE. / PORTLAND,OREGON 97214.3682
1401 WASHINGTON ST. / OREGON CITY,OREGON 97045.1650
1
A",ouwr ENC,c
BUCK MEDICAL SERVICES, I
,IRS NO. 93--0567420
PLEASE PRINT ADDRESS CHANGE PLEASE DETACH AND RETURN WITH YOUR PA gg
4'.
KEW BI;SINFSS PH.- 503 239-0389 ,
�w Y PLEASE REMIT PAYPENT -TO– EMERGENCY: 231'
REMIT TO FUCK 14ECICAL SERVICES . INC . xxsyr xxxc�cx-xm
4#xtxx P. 0. BOX 15339 Order Desk`. 2381
'PORTLANO-P OR. 97215-0339 1 Toll Free 1-800-2284`
INVOICE NO. PATIENT I.D.NO. DATE
1=-1410400 900014909 02143 2/011
t
DESCRIPTION CHARGES
CREDITS(�
THANK YOU FOR LETTING US SERVE YOU* PLEASE REMIT
PAYMENT--INVOICE DUE UPON RECEIPT. BALANCES OVER
30 DAYS PAST DUE. FOR HELP WITH INSURANCE PLEASE ,
GALL OUR OFFICE. ALL INVOICES ARE 'SUBJECT TO THE
TERMS AND -CONDITIONS AS PRINTED ON .THE ENCLOSURE
G
PATIENTS NAME- E
SERVICE FROM– s
SERVICE TO TRANSPORTED BY LIFE' FLIGHT'
2lI311'87. 1 BASE 'RATE–PRIVATE B-1 5• 175 ^
2101187 1 NIGHT/WEEKEND CHARGE. 40.0
I
L
HEALTHCARE E,. IPMENT RENTAL AND SALES
VISA AND MASTERCARb ACCEPTED
MAKE CHECKS PAYABLE TO COMPANY INDICATED.ABOVB('1. -ro1At+out
SOX 15339
P.O.
PORTLAND,OREGON 97215.0339
s
DI
639.8210 ..,�� ETRO LANCE 232 S E.4th Aven
MBU Hiustoro, Oreyon 971:
! LST SINCE 195
Fad.I.D.No.91 087
I Patient /I Inv.No. $ 0 $
l pate of
Address ransp0rt
Call Time QZQ�t
Called By
From R C s i d en e e Codes Medical Occupa•
tlonai MVA
To_S t Vi'gc ent H_p p4 tgL_ _ EMERGENCY APPOINTMENT
AMBULANCE AMBULANCE WHEEL
f CHAIR
BASE RATE
Patlenl Phone No. ASEE= A0020 14,4 Mlles®$5. 7 5 _
D.O.B. Q617-18 Male Xle_Ferr Y0170 Ni ht Char e 82
Patient Soc.Sec.No. A0070 x en
Dodos Y0305 Suction Catheter 0
' Nearest Relative Y0270 EKG' Pa cr S
Relationship W i f
Address if Different
Phone No. 9.9 PTM
f
t Insuredor
Responsible Part�b
Insurance Co. "" Med LCare & UPRR
i
Insured Soc.Sec.No._
Insurance No's
(WELFARE) (MEDICARE) • (GROUP•AGREEMENT•COKCODE-PLAN)
CHARGES
(MVA-Agent-Adjusw-Policy.CIa1mM) IN'T•ERE.ST�BQInt
Employer BEGINS:51 FROM FIRST BILLING DATE. II PER
Address MONTH ON UNPAID BALANCE UNTIL PAID.
I Phone ACCOUNTTOTAL
Reason for Transport Pt•• Found
4, 1;1!l;!NiiiRb-1 "';m1 )Ii r til P t0 be havin Sei res
Pts hx."fall Prior & dia . as_left
— x`T°matia kull fx. hx. ET0H
RO'seixUre di>;order un}cnown etio�
P Uncons, BP 150/p R24 skin
Wet & moist, --------------
DATE TRILLING •1-20-87
j
SI a e—BI in CIO
PLEASE Y PROVIDER
t MEDICAL RELEASE!authorize release of all Medical Information INSURANCE ASSIGNMENT I authorize payment o'll
and facts necessary to process this claim forpayment.
METRO WESTAMBULANCEfor benefits due me lora!
PATIENT OR RESPONSI BLE PARTY
DATE INSURED OR RESPONSIBLE PARTY DATE
i
r q
fETRO
639-16210 �``� MBULANCE
51X%E 1953 � .• 1 l
Fod,1.0,NO.91 0877298.
Inv No.
DalaoI f�� --
I Palienl _- Transport-0-L=-Q 3
Address_ -_. Call Time
Caked By ---i
CI< 87-02-05 2-25-87 $28639 IN-- �A�t=- 487`
Codes r'edk a p bSYA i
To- i• '� �:�-�r'�i:G-,'3 ^� _' <t .... i EViEZiNCY APPCIN!! EN'T
`r
AN AM.-3 UILAP Cc
A-.022 3---IBASF RATE 43aa
?a;ienl Phone No. _ L�)0c0 i �.a - -(,'..,as
D.0.13. 09 11 11 '_.r. .,..!e—
Pa'Ien1 Soc.Sec.i•I o Relativ
. � i
.,,a,lons
QIP '
., - --- ------ - - -� .�� 7 �- !
`ai)
P oae:eo.—_.---- - - --- `'G 0
--------•---•--...._ J tt 4 fl_�'c.� '7 Cr.��-,_... __.;� -.-.10.x_... I
su:edbf----- - --.
Responsible Party
Insurance Co,
Insu ed Soo.Sec.
insurance No's------ I' ----- -- -- --....
r�lr:.1 (}icJt,An i iG� �Ao4 .AcP.i•C�J.�OD5P.Y •— '
— --
} 1`HARGES_
p. .. nysn!- _ao •?J...( uGn�—_
iIN I EREST -L_ r•��•�t�� 1
employer _ �.�'_i .✓
"'• .n i
Address inner a
t 33L�!!�}:�:��5�3�'tr�kttfl'iNtfilE;; i925Jn iL Tr3as,^v= — - •"--'-' .�...."_.5�`�'" �. '' —. ..—-- —•--—--•— ii
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INSURANCE co, 4� �� rVn nvJfriULIIVNJ X4 71
Q �.iNsurtnHCE co.ADDness
w
� Q SU61SCft1a KR GROUr.MKMaER OR MKOICARC NO. A—ACC�OarfT
-. WOryR HKUIia n1
F AUTO OR OTHX:R INSURANCE CO.AN.ADORESS SUaS CRIa ER YES EINO YES NO Z
GROUr NO,
Mt
ww rATIKHT S r?AMK
rATICHT'5 REI.A T10
J fK�r .—USK. NSNir.'TO
0. :OAT CCI oHYK7 NAME OP OO CTOR IF HOSPITCHILD
Affi` AI-IXEO,WHERE
OR ACCiD KHT
0 DAYS OP ADMIT
U
rATIeNv'z aex
F- RELEASE OF ANY MEDICAL INFORMATION NECESSARY TO PROCESS THIS
Z 125 PAYMENT TO BE MADE DIRECTLY TO COMPANY INDICATED('I, I 4UTHORI
w M(] F❑ CLAIM.1 AI
QFnEONANCY n
.;. ° YES[] NOL] IL/ SiCNATU K OrTIC"T OR RKfPO Hi1K�C 1ARTV
1
� TJL ANCA IRS NO. 93-0376963
r ,,. YYY .--.-Y ,•YY �;: ;rY .=;=.:
REM[T TO EMERGENCY:
, �'ILLfUfA1LS 4�LIBULANCE' IRS NO 93.0567420 rY Business Phone:`
YY vY•�i`Y YY�•�v"�-vY-�i•Y v•'f,A.rvYY,�;•j:•,`YY v
Willamette Valley Healthcare f I RS NOY 93-0567420 Order Desk:-2
Oregon Toll Free 1-800-�
INVOICE NO.
PATIENT I.D.N0.
1-0 87851 J 544702 768 DAT
10/02
.�L]FS®�Ipx�nnt CHARGE
PATIENTS NAME—� CREDIT
SE:1VICE- t=RO.Nt—
SERVICE TO —HUSPI TAL—MERIDIAN r'AF
10/02/85 UR THOPED I C CARE
10/02/85 1 BASE RAT_—PRIVATE—BLS 275
5.
10/02/85- S MILES' MILEAGE CHARGE-6-50/%LILE I 52.
.�
10/02/85 1 :4IGHT/NEEKE'NO CFIAFKGE
10/02/85 1 OXIrGEN 40
10/02/85 1 OXYGEN r 27.
CANNULA 4
f
I
1
I�
VISA AND MASTERCARD ACCEPTED
f MAKE CHECKS PAYABLE TO COMPANY INDICATED ABOVE t'). i 23•T
MM
f
543
A-�TJLANCIF, G�R,VTC�
1240 S.E. 121h AVE. '/ PORTLAND,OREGON 97214.3682
K LL4 fTff FALLS,4/�1BUL 4/UCE SERVICE Willamette Vail
ey Heat
2 LOCATIONS:
1240 S.E. 12th AVE. / PORTLAND,OREGON 97214.33682
1401 WASHINGTON ST. i OREGON CITY,OREGON 97045.1650
J' p AMKOUNT E
REMIT TU P.O . BGX 1'
PORTLAND. OR; 972 L5
PLEASE PRINT ADDRESS CHANGE PLEASE DETACH AND RETURN WITH YOUR P
_ A BTJLANO� IRS NO. 93.0376963
Yv;v
EMERGENCY: 2
REMITYT0 W1LL4ME7VFA1LSAMBOLOCE IRS NO..93-0567420,Y Business Phone 2
"vim; rY Y Order Desk: 2
Willamette Valley Healthcare IRS No. 93-0567420 Oregon Toll Free 1-800-2
INVOICE NO. PATIENT I.D.NO.
1-0879980DAT
.. 543720075 10453
1 U/0
` DESCRIPTION CHARGE
PATIENTS NAME- CREDITS
SER V,I CE FRGN-2
SERVICETU HOSPITAL-5T. VINCENrS
10/04/85 1 81SE RATE—PRIVATE—ELS
10/04/85 18 tit ILES MIL-EAGE CHARGE-X5.50/M IL-E 1 75
10/04/85 117.
OR CAFE 25
V n w rr
1240 SE.. 12th AVE. / PORTLAND,OREGON 97214.3682
v' 6g UMfT7t FALLS AMBUL41VCE SEHl7CE
Willamette Valley k (eat
2 LOCATIONS: ,
1240 SE. 12th AVE. / PORTLAND,OREGON 97214.3682
1401 WASHINGTON ST. / OREG IT, rEEOj9 4�6
•�• :. LS LL�� IIII D
FFR 27.10186 AMOUNT ENCLO
� �ALArIN F1riL �AM=
`14Ws N!ICMGM. Box 15
33 9
Portland, OR 97215
PLEASE PRINTADDRESS CHANGEI
PLEASE DETACH AND RETURN WITH YOUR PAYMr
I
cya4-A UI,-A-WCC IRS NO. 93-0376963
EMERGENCY: 231=6:
REMIT TO MLLAMETY FALLS AMBUL41UC IRS NO. 93-0567420 Business Phone: 239.4'
Willamette Valley Healthcare IRS NO. 93-0567420 Order Desk: 238-6(
Oregon Toll Free 1-800-228-7f
INVOICE NO. PATIENT I.D.N0.
DATE
1-0889000540-62-0306 10/14/i
DESCRIPTION
CHARGES oR
CREDITS(CR)
Patients name,
Service from_W _
i23111itt{31y{��Iizu7l )py S er v i c e to- Meridian Park Hospital
...7ow r:Ih...11•fih7...).).��l��i)L`i�y:
10/14/85 1 Base Rate: Private/BLS
10/14/85 11 Mi . Mileage Charge : 6.50 -75. 00
1.0/14/85 1 Night Charge Per mi . 71. 50
10/14/85. 1 Tape 40. 00
10/14/85 1 Orthopedic Charge2. 10
25. 00
d
Tl
VISA AND MAo I tHCARD ACCEPTED
MAKE CHECKS P
1240 S.E.-12th AVE. PORTLAND,OREGON 97214-3682
MLL"E V FAIIS AMBULANCE SERVICE Willamette Valley" Heal
2 LOCATIONS:
1240 S.E. 12th AVE, PORTLAND,OREGON 97214.3682
1401 WASHINGTON ST. i OREGON CITY,OREGON 97045.1650
S
REMIT TO P .O . $OX I5.
PORTLAND, OR. 9721S=
-t
PLEASE PRINT ADDRESS CHANGE PLEASE DETACH AND RETURN WITH YOUR
AM�U�A-NCS
IRS NO. 93.0376963
YMY'�rr Y.YYVV YrY _
REMIT TO �YILLAAIETIFALLSAMBULQNCE` EMERGENCYc
IRS NO. 93.0567420 Y
Business Phone:
Willamette Valley Healthcaxe IRS N0. 93-0567420Y Oder Desk:
Oregon Toll Free 1-800-
INVOICE NO. PATIENT I.D.NO.
1-08786 .0 542013241 DA
10434 10/02
DESCRIPTION CHARG
PATIENTS NAME-1 CREDI
SERVICE FROv-
SERVICE TO HOSPITAL-MERIDIAI\ PARK
0/02/ 5 L RASE RATE-PPIVATE-eLS
O0/02/656ti5 12 MILES M ILEAGE CHAP GE-6.50/K ILE 175.
O/02/b5 1 NIGHT/xNL'
EEcE78�
0/02/85 CHARGEE 40 .
i OXYGEN
0/02/b5 1 CXYGEN CANNULA 27.
4.
VISA AND MASTERCARD ACCEPTED
s MAKE CHECKS PAYABLE TO COMPANY INDICATED ABOVE (" 324 Z
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Exhibit 7 :. ... : �. .�..�
{
u lic Sector
.
'AmbWqnce Membership
by Dennis Murphy
k
Sometimes I£eel more like a scientist when managed properly.In fact,if plans to have an attorney get a written opus-
in a research and development labora- now being finalized are successfully ion.If your path is blocked at this point,
tory than an EMS Division Chief in a executed,these programs will even• enabling legislation may be the only
fire department.In a recent phone con tually serve the largest geographic area answer.Legislation may take consider-
versation withjEMS'publisher Jim in the nation under a common mem- able time and effort.Once you've
Page,he told me how pleased he was at bership agreement.And,participating decided that membership'is worth the
the progress in his FireMed ambulance jurisdictions will be able to'offer con- effort,then make certain the proper
membership program,and I couldn't sumers significant advantages over non- political support is available before
help but be pleased myself.FireMed is participants.Let's take a look at what proceeding.
one of a number of recent developments ambulance membership is all about. Next,develop a"revenue calculator."
from the laboratory"in Eugene-Spring- For the purposes of this article, The calculator will list pertinent facts
i; field that have been field-tested ambulance membership is defined as such as current population,percent of f
successfully in other locations.As pub- the prepayment of uninsured portions annual ambulance utilization per popu-
lic ambulance providers in three lation and number of households in the
locations prepare to begin FireMed pro „ service area.Determine patients trans- ,
Ambulance membership is owed,average dollar amount billed,
grams in the next six months and since p g
13 others are in various stages of not a new concept—its roots average amountcollected and average
research and development,I knew it date back as far as 1939. amount paid by insurance companies, )
was time to share the good news with on a per patient basis.Select an amount
JEMS readers.Well-run ambulance What's new.is a fully to charge per household(somewhere
memberships are allowing public sector developed public ambulance between$35 and$50 would be a good
providers to offer better service at a starting point based on what others cur-
lower price per call while actually cur-
membership program that rently charge)and add it to the list.For
increasing net income. can be successfully the purpose of estimation,calculate
Ambulance membership,also known �� member utilization rates at double the
transplanted in other areas.
as subscription service,is not a new non-inemberrate(current operators.
concept.Its roots date back as far as will substantiate this)then calculate the
1939.What is new is the availability of a of an ambulance bill through a stan- number of households and population
fully developed public ambulance dardized annual membership fee.Other that would be represented if one per-.
membership program that can be suc- helpful definitions are in Table L Oper- cent of the households joined an
cessfully transplanted in other areas, ating a membership program requires a ambulance membership.Make two col-
thorough understanding of four pri- umns and compare non-members with
mary aspects:planning and policy, members(don't forget to subtract
°PublicForum°is a column created to address financial management,public relations member population and households
issues common to the public sector and pro• and marketing,and field open tions. from current figures before comparing )
vide it forum for commentary and shared 1.Planning and Policy The'tpost' and remember that insurance payment
experiences.Dennis Murphy is BMS Commit. iinportant preliminary considerations in is the only additional money collected
tee Chairman for the International ambulance membership is the planning on member billings).Make a second set
Association o(Fire Chiefs and EMS Division process.It consists of three phases: of columns for comparing revenue per
Chief of the Springfield,Oregon Department research and development,implementa-• 1,000 population of non-members V&-.
ofFire and Life Safely.His past experience tion,and evaluation.It is during the sus members.The example in Table 2 1
includesdSov 20 years ofvices.tration ojprivate research and development st•e that will make calculations easier.If figures
and government services. p
providers will determine if membership or a
Due to changes in duties,Division Chief for the revenue calculatre not urate
Murphy's future contributions to Public will work for them,and if so,how well. able,help will be required for accurate
1 Forum°will be subject to limitations imposed The first task involves determining calculation.Estimates are possible vwith-
byhis schedule Othar public sector contrib• whether ambulance membership is out having all the facts,but they are less f
utors are urged to submit material for 11!8al mi your slate.Check.with the state , accurate and harder to perform-As in
publication.Write to:Public Forum,°P.O. insurance commissioner's office.If there the example,there very likely willbe'a
Box 1026,Solana Beach,CA 92075, are still unanswered 4tiestions,it is best substantial increase in revenue for the
TABLE y changes may be made before actually shared vision in order for it to work.But
COMMON TERMS USED IN
beginning, "!hat is offered later should be conservative-thegoal,in effect,
be substantially the same as the original becomes a campaign promise.If the
AMBULANCE MEMBERSHIP concept.Initially,itis best to offer what target is reached,the promised effect
lication—A document that sets other membership services have found must be delivered to avoid a credibility
•k,, forth the terms under which a mem- to be successful.If it flourishes,changes gap.
bership is sold.The provider's may be made carefully from year to - Consideration must be also given to
Promise of service and the member's Yd-Although there are exceptions logistics related to work force and work
bbligations are included.Also . from one service to the next,the stan- space.Prudent will make use
referred to as an agreement or con- dard fare includes:a)emergency of all existing work space and work
tract.The member is required to sign ambulance service,and b)physician force before considering additions.if
the document.Contains pertinent authorized,medicallynecesiZy non- the first year's membership is suc-
information on the member and oth- emergency ambulance service Benefits cessful,plan carefully for additions in
ers listed on the application,including are offered only from any point within future years to avoid excessive overhead
insurance information and billing the service area to another point in the costs.Reassigning duties of key person-
autho*rization. area via ground ambulance.The nel for the short duration of the
Campaign-Intensive period of•public ambulance provider has the right to bill campaign and hiring temporary
information and education during and collect whatever insurance benefits assistance from clerical services con
which membership programs are are available for the member.All unin- tractors will help.Borrowing or renting .
marketed.Usually lasts less than go shred Portions are covered by the additional work space and furniture on
days.Includes commercial advertis- membership,regardless of how often a short-term basis is recommended. `
ing,public service announcements service may be required.In the case of Budget is the next important consid-
and group presentations. a provider that offers only emergency eration.The primary hurdle will be the
Enrollment Period—'The only period service,the membership would include source of start-up revenue.This is akiri
of time each year when new mem- only that service.As an option,emer- to obtaining a bank loan to begin a
berships and renewal of previous gencY-0my Providers may subcontract private business,and risk is involved,
year's members are allowed.Oper- with a non-emergency provider and Provided that research and develop-
ated simultaneously with campaign. include this benefit in the cost of the ment is of high quality,a recognized
program.Benefits are normally limited need is being met,and budget and
Household-Residential address to member,spouse and unmarried chil- revenue projections are conservative,a
where member,spouse and all dren under a specific age,when all live convincing argument can be
unmarried children under a given age at the same address.Make certain that made.Provide for all personnel,mate
are covered under a single
policy decisions are backed by sound rials and services,and capital items
membership. reasoning and have been found to be directly related to increased costs.This
(ember-Any person properly legally correct,then make them very should include both administrative and
enrolled in a membership program clear in public relations and marketing field operations budget increases.Even
No and entitled to benefits as set forth in efforts, if there is some ability to absorb added
the application.Sometimes also Since the in in revenue per workload,categories related to patient
No
referred to as a subscriber. thousand members and benefits list has transports,such as fuel,vehicle mainte-
FA
Membership—Prepayment of unin- been determined,aprofessional opin- Hance overtime and related benefits,
sired portions of an ambulance bill ion survey can help determine how must be calculated.Add an appropriate
through an annual fee.Service is many thousands may be expected to sum for loan pay-back as well as a
subject to terms described in the join the membership.Hire'a profes- reserve contingency fund,in case
application.May include one or more sional firm to handle the task.Personnel demand and/or expenses exceed rea-
persons living at a single residential that are too close to the program may. sonable assumptions.
address.Sometimes also referred to have a problem with objectivity and in The implementation phase of the
as a subscription. . many cases may not have the skills planning process consists of completing
Reciprocity Agreement Written required to perform the survey eco- plans for financial,public relations and
agreement between two or more nomi cally.The survey firm will need marketing,and field operations
membershipservices to honor the help in designing a survey instrument
that asks the right questions.In order to gram and
necessary to support the pro-
other's memberships.The service gh 9 graze and the execution of these plans
that cares for the hent bi11s the get the required information,these
Pa following a prescribed outline for
insurance. questions must include the proposed assignment of duties and time lines.
consumer cost and benefit description.
Provided that preliminary furdings These activities will be discussed in
detail later.
member population.However,before are positive,the next task is to establish `i The evaluation phase includes plan-
deciding that membership would b@ a' clearly defined goals and objectives, ti ;Hing for and executing a data collection
great idea,iemember that costs related assignment of duties and a time line for system.Provide for the collection of
to administration,marketing and ' completion.Whether the primary goal every type of information necessary to
increased patient workload have yet to is to hire additional personnel,add make adjustments in future years and to
be calculated. needed equipment,increase consumer determine the true impact of imem-
Now its time to mix policy decision satisfaction with the price of care or berahip on the organization.Include a
into the planning process.Before pro- some combination of these or other ` debriefing process for office and field
xding,make a list of benefits that each, goals,it should include something that personnel.Find out what worked well
rrrber vrill receive.This list will citizens;elected officials,media and and what could have been done better.
;tsr mine to a large cadent the overhead employees can•support.Decide bow As soon as possible,include a
cost of the pi^ogram,the way it is mar much money it will take to reach the
keted and how successfully,so give it. goal and establish a target for reaching mechanism such as a questionnaire or
serioi s thought.Even tho s t ; g hotline to get Feedback from your mem-.
that goal.The goal must become a '• bers too.
t e
e� it
_ 1
4
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income and unemployment levels vary tures for which rates must be designed, rates are raised,even with a mem
and this factor should be figured into Rates should be high enough to cover all bership as a safety valve,it will require
overall results. new operational expenses.If rates are high-level political support and an inien-
The relationship between consumer kept artificially low by tax subsidies, sive public information campaign to
and provider is altered in a membership higher utilization is not good news. explain the reasons for the changes.
service.Service is delivered to the con- Even though more user fee revenue will An efficient ambulance billing system
sumer but sold exclusively to third be generated,each new call will mean a is the backbone of the financial manage-
party payers,almost always at a reim- loss in the form of an increase in sub- ment of membership service.Billing
bursement rate less than the full retail sidy costs.Proper rate design means personnel are responsible for collecting
price.However,since consumers do not that subsidies,if any,will not increase- from third party payers on behalf of
pay directly for the cost of the service, and may even be decreased or elimi members who have assigned their 4
they are more likely to use the service nated.Officials should be less reluctarit ambulance benefits to the provider.As ?
when they need it.As a result,utiliza• to authorize higher rates if given a good the number of transports goes up,so
tion goes up and the insurance explanation of how membership finan- does the workload of the billing depart-
company becomes a sort of wholesale ces work. ment.A yell-designed billing system
purchasing agent for the consumer.The Annual membership fees must cover can use such tools as electronic claims
provider does more business at a lower all overhead expenses of administration processing to work smarter,not harder.
price run,and as long as the princi- and marketing and must.relate directly The results are more claims processed
ples behind volume business and to ambulance rates in a way that will at a quicker rate,with the same number
efficiency of operation are applied,the cause the consumer to be interested in of employees.Improved quantity and
consumer gets a bargain and the pro- buying.Specifically,the ambulance rate quality of billing services will depend
vides makes more money. for non-members must be six to ten on a requirement that each member fill .'•.
The proper structuring of ambulance times higher than the membership fee, out an application with pertinent billing
rates to maximize insurance reimburse- or the rational consumer will not con- data and sign an assignment of incur-
ments is very important for a successful cider joining.If the area to be served has ante benefits,prior to being allowed to
membership.Since all of the business a history of high ambulance rates,the enroll.The billing system may also be
on behalf of members is done with third membership is very likely to be wel- used to encourage non-members to
party payers,fees not covered become a comed by the public as the solution of a enroll by emphasizing the benefits of
direct loss.Medicare and private problem.On the other hand,if the area membership in written and verbal con- .
insurance carriers have recognized fee strut- has a history of low rates and suddenly tacts with persons responsible for
i
Eleventh .(annual
F
Hennann Lffe Ffight
]PU
Em vr
ergenC7 Care Sym slum ,:
March 14-16, 1988, The Westin Galleria,Houston,Texas �
Plan
now t attend the Eleventh Annual Hermann Life Flight shock/trauma center¢.in the Southwest and Gulf Coast regions.Its
Fine
rgncy Symposium,March 14-16,1988. Hermann Life ht e e enc air i
This three da Flight Frr rg y transport program is the busiest
y symposium offers classes in a broad range of sub- in the country,with more than 28,000 missions flown in its 11 years
jects dealing with prehospital emergency care,emergency industrial of operation.
medicine and emergency center rare.Innovative education sessions For registration materials,contact Ginny Cohen,Hermann Life
are targeted for nurses;paramedics,EMTs,safety directors and occd- R ht S '
pational nurses. g ymposium,Hermann Hospital,6411 Fannin,Houston,Texas
An ACLS course will be offered on March 17. 77030.1501,or call(713)797-4014.
t 18,follo wurg the
symposium. •. ��'
i Traders for the symposium programs are staff and faculty from r
ann Hospital and The University of Texas Medical School at �=
uston,as well as other erheigency medical specialists
Hermann Hospital is acknowledged'as one of the-leading H' it R M A N N
For More Intorinatlon circle 876 on Reader service card. rr
• is
begin service may find themselves at pression)and replace it with
direct odds with private sector pro- membership revenue,this must be an
eiders who ane suspicious of the open issue:As long as the action is
proposed program.Even if they have no. taken for valid reasons(i.e.to eliminate. r
intentions of providing it themselves, a tax'subsidy)and the public supports
paying ambulance.bills, experience in two states has shown that the concept,it should not inhibit mem-
A final word about financial manage they may vigorously oppose public sec bership.However,care should be taken E
menta Be wary of those who seem most for membership.While it is helpful to that members are not asked to subsidize
interested in thefwamcid outcome of a have the support of various organza non-members.Therefore,if user fees to
successful membership campaign, tions,nothing stops private sector non-members can be raised to eliminate-
especially
liminateespecially if they had nothing to do with objections faster than public pressure tax subsidy,this is the preferred
the success.You may find that suddenly on elected officials.Make sure the pub-' method. a
virtually everyone wants a piece of the lic knows the issues at stake before Consider the effect of membership on is
pie before it's even done cooking.Go Beading into a confrontation.Get what nearby providers;then warn neighbors
4 back to the original goals and objectives. ever local political support is available- of the possible fallout.If local prices t'
If those who are now asking for a piece endorsements are preferred-even if suddenly appear to be far more reason-
of the pie are found in the goals,by all there appears to be no opposition.Politi- able than neighbors,expect some un-
means serve it-they probably deserve cal support and endorsements add happiness from neighboring consumers.;
it.Suggest to others that they find their credibility to the program.Actively seek Those in bordering areas may suddenly
way into next year's goals and your media support in form of editorial prefer service from the membership
budget,over the scrutiny of public opin endorsement and positive news cover- provider.At any rate,other providers
ion.If there is truly some of the pie left, age.And when the campaign is over, may well feel the heat of public
perhaps it should go to a cause such as don't forget campaign thank you's. pressure for change,especially if
reducing the membership fee for low Expect some bureaucratic red tape electronic marketing efforts overlap IR
income groups who do not qualify for and plan for extra time,energy and into their area.This problem may be
welfare medical assistance. money to accommodate it.There are able to be solved with reciprocal
3.Public Relations And Marketing reasons why government is best known membership agreements,which will
Politics are at work everywhere visibly for a conservative fiscal approach rather be discussed later.
and invisibly affecting membership out- than entrepreneurial endeavors.If the Probably the last place political adver-
comes.If legislation is required for plan of local government is to simply sity is expected is within the
public sector involvement,and some- remove tax fund support from one part membership organization.Teamwork is I
times even if it isn't,those seeking to of your organization)i.e.,from fire sup- a necessity of a smoothly functioning
r
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FOR A FREE. CATALOG `'II FOR MORE INFORMATION WRITE:
Davenport College f
;� �WW Center for the Study of Emergency.Medical Services S
Affift 3030 Eastern Ave.,,SE
Grand Rapids; MI 49508 l
ANEW INEREL Or Call CollectAMMENEW `
�' -� Dave Alderink, EMT-P-
(616) 452-8951
AW Advanced Lfe Support Medlcal Products,Inc. Don't Compete with a Davenport Graduate
"WE SPEAK EMS" BECOME ONE1I1 t
For More Intomtation Circle Nilson Reader service Card For More Information circle&112 on Reader Service Card
..ear
membership,so dont forget to nurture with a new name.Part of the image their dollars in more ways than'one, l
support on the inside.Dont even con- should be made of those heart-warming This may become the single most inti-
shipsider beginning with anything less than compliments now being received.U a mate relationwith any service o
enthusiasm from the top and at least a member wants to know how to help, local government.A good feeling about
nnceptual checkoff from field person have a plan ready to use that help. that service may reflect in support of
nel.The"what's in it for mel,attitude is Suggest a letter to the editor and give other programs.
not necessarily bad,provided that those them the address.Use their story in Once the image that is desired has
expressing it intend to give the program testimonials for written materials or in been given a name,the provider has
full support.Set a goal that includes news stories. made an investment.That investment
The image of membership as a form should be protected from being tar-
something for them,then stick to it.
Public opinion forms the backbone of of"ambulance insurance'is a mixed nished by another program using the
support for membership programs.For blessing,Security is a powerful moti- same name without putting the service T
this reason,every attempt must be vator for buying membership,but if the behind it.Much like a business registers
made to help the consumer identify service comes away with only that a name,public ambulance providers
with the organization.Begin by elim- image,those who may have contributed should consider protecting any special
inating the term subscription or because of desire to support a worthy; name that is part of an image which ;
subscriber.I doubt if many subscribers cause will be overlooked.Above all,the would be expensive to change.'A check ;
develop a close sense of belonging to or provider must cultivate a personal,car with the state agency responsible for
identifying with a group.Usually,the ing image.These m
consuers vote with such affairs would also prevent the
subscriber pays and then receives
something in return—but that's all there
is to the relationship.On the other hand, l
give the public something to believe in,
a program that saves lives and saves t
money,for example,and they are proud
to belong to and identify with that ;
program.The results are nothing short E
of amazing.Membership may become
the hottest topic since Medicare for
seniors—'and they-are the main con g
sumer constituency and most frequent 1
user..Those who may have hesitated to
say nice things about service in the past
ecausd of the size of the bill will
uddenly become number-one fans.
Now consider the effect of this
change in consumer behavior.Utiliza-
tion,increases are themost obvious sign.
- •J
Why?Public confidence and trust
among members is at an all-time high. o a .• - - o o
If providers are doing their job,consum•
-ers also understand more about how to
gain access to ambulance service,and
when it's appropriate to use or not use
the service.Finally,members don't fear o
the cost.As part of the deal,the public
sector provider has become more
responsive to consumer demand and is -
doing something positive to meet a ® o- - -® .o •
community need.Not a bad package. _ ,,_, o - - e • e. • ®.® .• •What's more,this same relationship
can actually improve patient care and • ° -• » . . e
p - s••e o v e • a - • e c
even save lives.It's no secret that if
persons suffering early warning signs of o , ., , e ® o - • s e - • o • e s -• o
heart attack would seek attention
the e a s ee - s •. •s °
sooner,they would arrive in inten-
sive care sooner and in better condition, ° - ° • - ®•- '
having received early and proper pre-
Hal
re ital care.In the same way,if
�uiprnent,trajIling,gr extra people are e ° ^ e - e e • •
available specifically because of the . o o •. a . .•_ g • . +- e- -• • : . -
membership,the beneficial effects are i.
obvious. is
.e image of the membership p'ro-
x r3nould be one that is worth '
i:.
;ratifying with and one the provider
can live up to.Just as arose by any other t Ji
name smells just as sweet,the smell of. "
something foul cannot be dressed up
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also be using it.This would tip the cost. related to increased demand.Some membership for violation,of the agree-
benefit scale over and result in financial . increase can be absorbed,but each meet.A bill for services will be sent for
failure for the membership system. system will have a finite point at which the third such misuse.I have yet to
Other marketing oonsideratibns are operational efficiency is reached then
reach the.third step in two years of
Nest Solved by prior planning.The mar- surpassed.Workload increases may be service.Training of hospital social ser-
' :ting of an area served by multiple handled in manly ways,from a change vices persopel and nursing home''
'. providers can best be solved with a in duties,i.e.personnel may no longer employees who often call for non-emer-
reciprocal agreement.Each provider perforin routine tasks that can easily be gency services also reduces
Would agree to service t.a other's mem- assigned to less-skilled labor,to adding unnecessary calls:
bers and would be entitled to the: additional production capacity during The entrepreneurial voyage into a `
insurance revenue.Monitoring of peak load hours.Simply ignoring pro- field that is typically so foreign to local
results would be necessary to assure duction capacity overload will lead to a government is not for the timid.Even
mutually beneficial results.These same reduction in level of service and most when the trip is well planned,some risk'
type of agreements can also be used to likely to a morale problem. is always present.In:my case,the payoff
increase the service area of any one Aggressive management of consumer has already been worth it.When Jim
membership by offering the same pro- misuse of services is also necessary. Page reported on the'Eugene Springfield
tectim in neighboring jurisdictions,. Establish a very firm policy of action in area in January'86JEMS he said"...
even when each area is served by-only case of repeated misuse.I have found the administrative offices somewhat
one provider. that a'one,two,three and you're out" resemble an advertising agency these
In future years,when marketing policy works the best.On the first days."Jim was right.And the advertis -
efforts have reached near-saturation lev- misuse,remind the customer politely ing worked.The FireMed progiam has
els,the emphasis should change. that the service rendered is limited to lived up to the high ideals of what
Concentrate on taking good care of the specific services included in the membership should stand for in every
existing members and on finding out signed agreement and that other serv- way.I have been fortunate to witness
what sales obstacles may be overcome ices are subject to regular fees.Some the addition of coinputerized
in non-member groups:This may members are honestly not totally clear defibrillators on every fire engine in this
involve a shift in dollars away from on what is included until this step has area,purchased solely because of Fire-
high-exposure media to direct presents- been taken.The first misuse is noted in Med.Within one month of initiating
tionprograms or other methods. a file.On the second misuse,the mem- this service,the first life was saved:
4.Field Operations—The primary ber is warned in writing that a third O then improvements have only just
effect on field operations is an increased misuse will result in refund of the mem- begun.I'm sold and so are over 30,000
workload and equipment utilization bership fee and revocation of the members. p
WHEN AIRWAY CONTROL
The AFFORDABLE Bc�1uti®ni
IS MANDATORY The'
Medical Telemetry
The Beck Airway-Nrijow Monitor(BAAM)greatly facilitates
blind nasotracheal Intubation
Designed by on anesthesiologist for airway Intubation
•Attaches to a standard 15 mm
endotracheal tube connector
•Easy to keep the tube'directed
%rfthin the alrway tract while
observing fihe neck
•Magnifies alrway-alrflow sounds
•Activbted by patient's re'spliation
•blipoiable
•
No moving p°` The Lifecom.Cellular Telemetry Unit
333 AVAILABLE CHANNELS INSTEAD OF 10
vnlud
j A11140: �� • Uses advanced technology from Physio Control
�' -r and General Electric
• Similar to klEDICAL TELEMETRY with
simultaneods transmit and receive capabilities .
1 • Offers the Clear and distinct reception of
t3ackBAAM AtARK Monitor Cellular with speaker hone convenience
eAgM-MARKJV p p
T.he.use of Cellular Technology REDUCES°the
4+ CONGESTED CHANNEL PROBLEMS associated
the ourrent systems wlth price UNDER $5000.
MEDICAL DIVISIONIMARKETING
P,o.Sox 14: C O DEALER IN .7
Danaldagnvllle,Loutslmna 7034(3
Phone 604147"163 asoaEscxaFROOLCooa:a,.ISFMCoW000VM
,,�•1u-a�uss WELCOME
i
. 1`ElE%.!IjN.FAX 12Po1441.lofo•,
For More Information Circle#83 on ReaderService Card
For More informotlon circle 083 on ReaderSerJice Card ' ('
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�w x CIRCUIT COURT OF OREGON
FOURTH JUDICIAL DISTRICT
NULTNpMAN COUNTY COURTHOUSE
1021 S.W. 4TH AVENUE
PORTLAND. OREGON 97204
CHARLES S.CROOKHAM COURTROOM 208
JUDGEDecember 8, 1987 (503)248-5198
Mr. Donald J. Willis'
Ms. Jill S. Gelineau.
Attorneys at Law
1600-1800 Pacwest ,Center
1211 S.W. Fifth Avenue HC Ewa0
Portland, Oregon 97204 X
Mr. Jeffrey M. Kilmer
Attorney at Law
1600 Orbanco Building DEC
1001 S.W. Fifth Avenue87
'Portland, Oregon 97204 ^
Mr. Larry Rressel
Multnomah County Counsel
Suite 1400
1120 S.W. Fifth Avenue
Portland, Oregon 97204
RE: Care Ambulance v. Multnomah County,' No.
A8702-01003; AA Ambulance v. Multnomah
unt _, No. A8702-01020 & No. A8702-01031
Dear Counsel:
Plaintiffs in each proceeding are ambulance
companies currently delivering service in Multnomah County
and its 'several cities. Action by the Emergency Medical
Services Policy Board (EMSPB) , through a grant of authority
from the Board of Commissioners of Multnomah County, and
under the provisions of O.R.S. 823.180, which purports to
establish a single provider of ambulance services in
Multnomah County, is attacked by the Plaintiffs.
( The essential question boils down to whether or
not O.R.S. 823.180 allows , a. county, or two or more
contiguous counties, to adopt a plan that would provide a-
single ambulance provider of services for the entire area
i.e. , a single service area for the whole county.
..
December 8, 1987
Page Two
While I recognize that there are professional
opinions on both sides of this issue relative to the
delivery of services, and while there may be good or bad
business judgments involved, " neither of these arP
appropriate areas for the Court 's consideration. The
critical question, as stated, is whether the power to create
the single ambulance service district in this County exists.
There are other problems raised by the contentions
of the Plaintiffs in the several cases.-
1. Was the action by the Board of County
Commissioners giving the EMSPB the power to adopt the single
provider plan an improper delegation of legislative
authority,
2. Can the County/EMSPB/City of Portland acting
in concert, violate the City Charter provision , against
exclusive franchises?
Were the procedural ac
3• P tions taken by the EMSPB
improper as claimed by the Plaintiffs?
I come back to the study of O.R.S. 823.180 and ask
myself - in view of the potential ambiguity - singular vs.
plural - in the use of the terms. .. "each County shall
develop a plan relating to the need for . . . and establish
ambulance serviceareas. . .".
What was the intent of the Legislature?
While the legislative history is not extensive, in
fact is sparse, a significant episode did take. place in the
1985 Session. House Bill 2807 was introduced at the request
of Multnomah County to articulate authority of the counties
to regulate delivery of ambulance services or create a
monopoly.
r
INS I IN
t
S
9, <
A
December 8, 1987
Page Three
An obvious concern was whether such action by a
county could run afoul of the Federal Antitrust -statutes.
An opinion by the Attorney General was sought, which stated '
H.B. 2807 .would have insulated a county from
potential antitrust suits under recent U. S. Supreme Court
case law . ", by articulating a clear state policy to
displace competition" . . . with monopoly public service
It would appear that the single service area would
be the ultimate use of monoply by depriving unsuccessful
bidders of the entire market. Adoption of H.B. 2807 , would
have been clear authority to so ,proceed.
r
But a funny thing happened on the way to passage
of H.B. 2807 - it was sent to Committee on March 18 passed
out on May 9 with a "do pass with amendments" recommendation
but on the third reading on May 16, re-referred to
Committee where it languished and died upon adjournment.`
I find it persuasive that the House rejected the
concept by its action.` .
In 1987, although the single service area was in
litigation (these cases dating from February of 1987) , no
attempt appears to have been made to clarify the language of
O.R.S. 823.180.
Based on . the record before me, I find and
conclude:
1. That O.R.S. 823.180 does not authorize a ..
single ambulance district for an entire county.
2. That the action of the Board of County
Commissioners granting authority to the BMSPB to act on this
-subject matter cannot include the power to adopt for this
County a ,single ambulance service area - for such . is an
unlawful delegation of legislative authority,
of the Home Rule Charter. and violative
0
•,q tl
1.
December 8, 1987 '
Page Four
3. That an attempt to grant an "exclusive
franchise for the City is violative of the Portland City
Charter.
I deem it unnecessary to pass on the other issues
raised. The motion for summary judgment as to each
Plaintiff is allowed, < no issue of fact existing, and the
motion for summary judgments by the Defendants are denied.
The Writ of Review is moot.
No costs are awarded.
Very' truly. yours,';
Charles S. Crookham
Circuit Judge
CSC/c
s
MEMORANDUM (! g
CITY OF TIGARD, OREGON-
TO: Honorable Mayor and City Council January 5, 1988
FROM: Jill Monley and the Court Study Committee
SUBJECT: Major Court 'Study
The Court Study Committee has been reviewing possible options for court
service delivery for the City of Tigard since June, 1987. In October, staff
presented the first review of information gathered and received dir-ection from
Council to complete the research task and report back with findings.
At the 11/16/87 Council meeting, you received a complete packet: of information
regarding the study results, however, we did not-have-time-to discuss it. , The
first-attachment to this memo is a compilation of that inf-or,mation'to be used
as a benchmark.
Since that meeting', staff has had the opportunity to meet with Mr. Scott
Upham, ,Washington County District Attorney, We had a valuable information
sharing session and were able to further define the number- of misdemeanant
cases generated by Washington Square, Originally staff estimated 1500 cases
per year from the Square based on the store detective estimates. Mr. Upham
stated that his office has received an average of 33 cases a month for the
last 6 months - or 400 -cases per year. This number, is significantly different
therefore requiring some adjustments in our, analysis.
Another change which has occurred since the study began, is that more
personnel and additional equipment are available for use in the Police
Department. Due, in part, to these changes the minor traffic caseload in
Municipal Court has increased by 50% (400 cases per month to 600 cases per
month).
The Committee felt it was necessary to update the Court Study Report based on
this new information. During our, conversations with Council members, it has
seemed that options 2-F and 4-1- were most favored. For this reason staff has
prepared revised estimates for those two options.
Included in this packet are:
1. A summary page dated 11/16/87 comparing expenditures, revenues, caseloads
and service ramifications of all the options discussed in our 10-19--87
work study session in addition to the modifications to those options as
you requested. This summary page also shows a service delivery matrix
identifying our service publics and recognizing the level of service those
publics receive in the different options. In re-doing these figures in
November, a few changes were made:
(a) judges remuneration is shown as a contractual expense rather than a
salary expense;
(b) court appointed attorney fees were increased to reflect the current
market; and
(c) because the court costs have increased (mostly court appointed
attorneys mentioned in (b) above) we've increased the court cost
amount charged back to defendants (From $5 to $10 per case on traffic
and violations and from $5 to $20 on misdemeanors). This change is
in keeping with Ordinance No. 82-72 addressing fees and charges which
states that Tigard has a policy of recouping costs
Page 1 of 12
i
i
2. A similar, summary page, dated 1/5/88, compares information on Options 2-1-
and 4+ with the following new assumptions;
(a) Caseload changes - misdemeanor- 550/yr; Major traffic 100/yr; Minor
Traffic 7200/yr; and Parking' 400/yr;
i
3. A comparison sheet; for Options 2.+ & 4+ for, revenue expenditures. �
pp= i
4. Implementation timelines based on attachment i#2 on what a car to us to be
the two most feasible options; 2+ and 4-I-;
t
5. Revised options 2•+ and 4+. k
6. Other- related issues listing.
7. Civic Center room needs for the revised options.
I
8. Annual caseload comparison revision.
Another issue that has become 'evident to the Committee while looking at the
Court needs overall is the impact any change in misdemeanant: caseload would
have on the Police Department, The justice system require the following
duties or tasks_ be completed- for misdemeanant defendant,.,. transport: from
finger-
Washington
in e
Washington County jail to arraignment; serve summons and subpoenas; g- - E
print; and assist with Court security during sessions. Currently, the Police
nnel to assist as needed with all but the
Department is furnishing sworn per-so
"Bailiff" or Court session security, With the increase in misdemeanant
caseload it could become critical to Policia staffing to spend the additional
time required to do the above duties. Fingerprinting alone would require
approximately 6.5 hours per, week for processing. If Option 41is selected, f
the Committee will monitor this need closely. One alternative currently being i
discussed is that of an intergovernmental agreement with surrounding i
jurisdictions to ` share in the cosi of this being accomplished for' all the
Municipal Courts
A question was raised regarding the indirect cost, rate of 20%. In answer,
that amount is intended only to recognize the indirect expenses of room space,
other- staff support, managerial time spent, related machine use, utilities,
supplied by the City Outside of the direct
phones, etc. which are required and
expenses represented in the budgets of the different options presented here.
We are making no attempt at this time to recoup those indirect costs only to
recognize them as the different options are considered. This rate could be
17% or 22%. We have not scientifically determined it to be 20%, however, we
believe 20% to be. a reasonable figure for demonstration purposes.
Another question raised was regarding the meaning of judicial philosophy. A
Court's judicial philosophy reflects how it believes the community interest is
best served. Implementing this philosophy will be influenced by the extent to
which the Judge is acquainted with local. problems. For example, the Judge who
is familiar with a particularly dangerous intersection may treat a traffic
r citation from that location differently than a Judge who has no specific
knowledge or local experience.
Staff will be available to answer, any questions Council may have either prior
to the meeting of the 18th, or that evening. Upon receiving direction from
Council Monday evening, the Committee will prepare the necessary paperwork to
implement the Option chosen by Council and file a formal Court Study Report
for "Receive and File" on an upcoming Consent Agenda.
lw/1259D/04D
Page 2 of 12
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OPTION 2 +
REDUCED SERVICE WITH NIGHT COURT
(Minor, traffic'& parking cases)
PROPOSED CURRENT BASELINE
EXPENDITURES:
STAFF (2.25 FTE) 5 Mngr. $ 50,160
1.0 OA :[T
.75 OAT
CITY ATTORNEY; 9,000
OTHER EXPENDITURES 25,000
(Judges $18,325)
E
POLICE OVERTIME :,201000 *X..* �
TOTAL EXPENDITURES1574.16�
REVENUES:
MISDEMEANORS $ —0.-
MAJOR
0.MAJOR TRAFFIC 7,500
MINOR TRAFFIC 256,090
PARKING4550
TOTAL REVENUE.. $2f��,1.•�2 ..x.:..x.
NET: $163,960 x..x.x::M $ 40,950
NET DIFFERENCE FROM
CURRENT BASELINE: $123,030
— including benefits
Judge's pay in contractual. services & court appointed attorney fees up F
— for all courts
xx — indigent defense cost recovery increased
xxxx — less Washington County charge hacks??
CASELOAD:
MISDEMEANOR District Court 550
MAJOR TRAFFIC District Court 100
MINOR TRAFFIC Municipal Court 7,200
PARKING Municipal Court 400
CIVIC CENTER ROOM NEEDS PER MONTH: 32
Town lull & Town Hall Conference Room - 36 hours each
Page 8 of 12
OPTION 4 + E
ENHANCED EXISTING WITH NIGHT COURT
(All misdemeanors• including Washington Square,
minor traffic & parking cases) '
PROPOSED CURRENT BASELINE
4
EXPENDITURES:
t
STAFF (4 FTE) 5 Mngr. $ 83,800 !-
2.0 OA II
1.5 OA 1:
.5 FTE of the above is for the i
existing increase in tr-affic cases. I
CITY ATTORNEY 25,000
OTHER EXPENDITURES , 57,150
(Judges $34,000)
POLICE OVERTIME ^_14,500 xxx
i
TOTAL EXPENDITURES $180.450 E
REVENUES:
MISDEMEANORS $ 39,150
MAJOR TRAFFIC 7,500
MINOR TRAFFIC 256,090 C
h PARKING _..._._..4_c:_550 I
TOTAL. REVENUE $3Q-7-tL hx
NET. $126,840 .X.x..M..x..x. $ 40,950
;
NET DIFFERENCE FROM
CURRENT BASELINE: $85,890
i
— including benefits
x Judge's pay. in contractual services & court appointed attorney fees up
t
x-x-x• for all courts
xxx indigent defense cost recovery increased L
*x*X* less Washington County charge backs??
i
CASELOAD:
;
MISDEMEANOR Municipal Court 550
MAJOR TRAFFIC District Court 100
MINOR TRAFFIC Municipal Court 7,200 i
PARKING Municipal Court 400
CIVIC CENTER ROOM NEEDS PER MONTH: 173
Town Hall & Town Hall Conference Room — 71 hours each
Meeting Room — 9 hours
Page 9 of 12
MUNICIPAL COURT STUDY - RELATED ISSUES TO CONSIDER
o Future of District Court - scope & charge backs
o State law changes — future of Municipal Courts
o City image/service to citizen
o Increased population and demand trends
o Implementation/Absor•ptiun
o Political impacts with any change/modification
o Civic Center space
o Major traffic revenues difficult to know
Costs, trials and paperwork fur• cases extensive
o Justice Court future uncertain
u Evening court options
o Legislation - update process & jurisdiction selection process
u Increased investigation charges '
o Timing of City Attorney's in process
o City prosecution options -`City Attorney's office, in-.house, or•
contract with other outside attorney's firm i
s
Page 10 of 12
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/110^1 gC,,9A1LW �
CITY OF -FIGARD, OREGON
COUNCIL AGENDA ITEM SUMMARY ;
-- E
AGENDA OF: JantLd-L,1R, 1988 -
DATE SUBMITTED: Januar
�W :ISSUE/AGENDA TITLE; City Center PREVIOUS ACTION: Council Authorized ,
Ma Study Contract Issuing RFP on 11./23-- /8E ' !`
PREPARED BY Duane Roberts Q �._� L�_�
DEPT BEAD OK___ -T-
CITY AU IIN OK' _ REQUESIEU E3Y 2
OLICY"ISSUE
r
To award the contract for the downtown market study. ;
»INFORMATION ^SUMMARY
The Central City Plan task Force received 14 proposals in response to its RFP
i
for a market study. Five finalists were interviewed. The firm ranked highest
was Hobson and `Associates. Contract negotiations with this firm have been
firm's concluded. A copy of the �-
e. contract and the xri 's proPosal is attached.
The City Attorney's office has reviewed and approved the contract document as
to form.
_. ALTERNfATTVCS CONSIDERED
1. Award the contract to Hobson and Associates.
2. Direct staff not to proceed with the study.
3 Modify the contract.
_»..__...._ _ -.»_..»..."-_..».,—..__.._.._._._._._.._..-FISCAL IMPACT
The amount of the contract is $2.4,960. A $2.0,000 City contribution in the
form of a transfer from the contingency fund is requested. LCDC and private
sector sources will contribute the balance.
SUGGESTE:D ACTION
Staff recommends Council approval of the contract with Hobson and Associates.
br/2763D
CITY OF TIGARD, OREGON
,.� CONTRACT FOR PERSONAL SERVICES
CONTRACT TITLE:—TIGARD CITY CENTER STUDY AREA DEVELOPMENT STRATEGY
CONTRACT NO.
This Contract, made and entered into this 18 day of January 1988,
by and between the City of Tigard, a municipal 'corporation of the State of
Oregon, hereinafter called "City" and (full name and address of person or,
firm) Ilobson and Associates 813 Southwest Alder Street,'Suite 800,
Portland, Oregon 97205 hereinafter
called "Contractor", dulyauthorized to perform such services in Oregon.
W ITN ESS ETH:
WHEREAS, the City requires services which Contractor is capable of providing,
under terms and conditions hereinafter described and
WHEREAS, Contractor is able and prepared to provide such services as City does _
hereinafter require, 'under - those terms, and conditions set forth; now,
therefore,
IN CONSIDERATION of those mutual promises and the terms and conditions set'
forth hereafter, the parties agree as follows:
1. Project Description.
Contractor's services.under this Agreement shall consist of the following:
A. Contractor shall perform personal services, as outlined in the
project proposal dated the 21st day of December, 1987, including
any amendments agreed to by the parties, a copy of which is
attached hereto and incorporated herein by reference. In
addition, Contractor agrees to. participate in four meetings with
the City Center Plan Task Force, one meeting with the Tigard
City Council, and one meeting with community representatives as
designated by the City. The project for which services are to
be provided is known as TIGARD CITY CENTER STUDY AREA
DEVELOPMENT STRATEGY
B. The project schedule shall be as follows:
1. Final draft report to be submitted to the City by April 11,
1988,
2. Final report to be submitted to the City by May 9, 1988,
CONTRACT FOR PERSONAL SERVICES — PAGE 1
2. Compensations
A. City >agrees to pay Contractor not more than $24,960 for
performance of those services provided herein, which payment
shall be based;upon the following applicable terms:
1 Single billing to be submitted monthly by Contractor and
supported by statements of tasks performed and time
expended on each task.
2. City will withhold 5 percent of each monthly payment, with
the retained amounts to be ;paid to the Contractor upon `
satisfactory completion of the project.
3. Payment by the City shall release the City from any further
obligation for payment to Contractor for service or
services `performed or expenses incurred as of the date of
the statement of services. Payment shall not be considered
acceptance or approval of 'any work or waiver of any defect
therein
3. The City certifies that sufficient funds are available and
authorized for expenditure to finance costs of this
contract. 1
B. All work performed by the Contractor under this Agreement shall
be the property of the City.
3. Contract Identification.
Contractor shall furnish to City its employer identification number,
as designated by the Internal'Revenue Service, or Contractor's Social
Security number, as City deems applicable.-
4. City's Representative.
For purposes hereof, the city's authorized representative will be
Elizabeth Newton, 13125 SW Hall Blvd., P.O. Box 2.3397, Tigard, Oregon
97223; (503) 639-4171.
r
5. -Contractor's Representative.
For purposes hereof, the Contractor's authorized representative will
be Wallace M. Hobson
813 Southwest Alder Street Suite 800
Portland Oregon 97205
r
6. Contractor Is Independent Contractor.
A. Contractor's services shall be provided under the general
supervision of City's project director or his or her, designee, f
but Contractor shall be an independent contractor for all
purposes and shall be entitled to no compensation other than the I
compensation provided for under paragraph 2 of this Agreement.
CONTRACT FOR PERSONAL SERVICES PAGE 2
Mal
0
B In the event Contractor is to perform the services described in
this Agreement without the assistance of others, Contractor
hereby agrees to file a jointdeclaration with City to the
effect that Contractor's services are those of an independent
contractor; as provided under Chapter 864 Oregon Laws 1979. ?
C. Contractor acknowledges that for all purposes related to this
agreement, Contractor is and shall be deemed to; be an
independent contractor and not an employee of City, shall not be
entitled to benefits of any kind to which an employee of the
City is entitled and shall be solely responsible for all
payments and taxes required by law; and furthermore in the event
that Contractor is found by a court of law or an administrative
agency to be an employee of the City for any, purpose, City shall
be entitled to offset compensation due to `demand repayment of
any amounts - paid to Contractor under the terms of this
agreement, to the full ' extent of any benefits or other
renumeration Contractor receives (from City or third party) as a
result of said finding and to the full extent of any payments
that City is required to make; (to Contractor or to a third
party) as a result of said finding.
D. The undersigned Contractor hereby represents that no employee of
the City of Tigard, or any partnership or corporation in which"a
City employee has an interest, will or has received any €
remuneration of any description from the Contractor, either
directly or indirectly, in connection with the letting or
performance of this 'contract, except as specifically declared in -
writing.
E. Contractor shall insure, pursuant to ORS 249.316, that no
laborer shall be employed for more than eight hours in any one
day, or forty hours in any one week, except in, cases of
necessity, emergency, or where the public policy absolutely
requires it, and in such cases the laborer shall be paid at
least time and a half pay for all overtime in excess of eight
hours a day and for• work performed on Saturday and on any legal
holiday specified in ORS 279.334.
7. Subcontractors Assignment & Delegation
A. Contractor shall be fully responsible for the acts or omissions
of any subcontractors and of all persons employed by them, and
neither the approval by the City of any subcontractor nor
anything contained herein shall be deemed to create any
contractual relation between the subcontractor and City.
B. T g his agreement, and all of the covenants and conditions hereof,
shall inure to the benefit of and be binding upon the City and
the Contractor respectively and their legal representatives.
Contractor shall not assign any rights nor delegate any duties
incurred by this contract, or any part hereof without the
written consent of City, and any assignment or delegation in
violation hereof shall be void.
CONTRACT FOR PERSONAL SERVICES — PAGE 3
C. Contractor shall make payment promptly;as due, to all persons
supplying to such Contractor, labor -or material for the
prosecution of the work provided for in this contract.
M
D. Contractor shall pay ,to the Oregon Department of Revenue all
sums withheld from Contractor'semployees pursuant: to ORS
316.167,
E. If the Contractor fails, neglects, or refuses to make prompt'
payment of any claim for labor or services furnished to the
contractor or a subcontractor by any person in connection with
this contract, the City may pay such claim and charge the amount
of the payment against funds due or to become due the Contractor.
8. Contractor's Employees Medical `Payments
The Contractor agrees to pay promptly as due, to any person,
copartnership, association or corporation furnishing medical,;
surgical, and hospital care or other needed care and ,attention
incident to sickness or injury to the Contractor's employees, all
sums which the Contractor agreed to pay for such services and all
monies and sums which` the Contractor, collected` or rdeducted from
employees' wages pursuant to any law, contract or agreement for
providing or paying for such services.
9. Early Termination
A. This Agreement may be terminated without cause prior to the
expiration of the agreed upon term by mutual written consent of
the parties and for the following reasons 'authorized by ARS
279.326:
1. If work 'under the Contract is suspended by an order of a
public agency for any reason considered to be in the public
interest other than by a labor dispute or by reason of any
third party judicial proceeding relating to the work other
than suit or action filed in regard to a labor dispute; or
2. If the circumstances or conditions are such that it is
impracticable within a reasonable time to proceed with a
substantial portion of the Contract.
B. Payment of Contractor shall be as provided by ORS 279.330 and
shall be prorated to and include the day of termination and
shall be in full satisfaction of all claims by Contractor
against City under this Agreement.
C. Termination under any provision of this paragraph shall not
affect any right, obligation or liability of Contractor or City
which accrued prior to such termination.
CONTRACT FOR PERSONAL SERVICES PAGE 4
{
10. Cancellation for Cause
City may cancel all or any part of this Contract if Contractor
K breaches any of the terms hereof or in the ,event of any of the
following: Insolvency of Contractor; voluntary or involuntary
petition in ,bankruptcy by or against Contractor appointment of a
receiver or trustee for Contractor, or an assignment for benefit of
creditors of 'Contractor. Damages for breach shall be those allowed
by Oregon law, reasonable and necessary attorney's fees, and other
costs of, litigation at trial and upon appeal.
11. Access to Records
City shall have access to such books, documents, papers and records
of Contractor as are directly- pertinent to this Agreement for the
purpose of making audit, examination', excerpts and transcripts.
12. Force Majeure
Neither City nor Contractor shall be considered in default because of
any delays in completion of responsibilities hereunder due to causes
beyond the control and without the fault or negligence on the part of
the party _so disenabled, including, but not restricted to, an act of
God or of a public enemy, volcano, earthquake, fire, flood, epidemic,
quarantine, restriction, area-wide strike, freight embargo, unusually
severe weather or delay of subcontractor or suppliers due to such
cause; provided that party so disenabled shall within ten.'(10) days
from the beginning of such delay (notify the other party in writing of
the causes of delay and its probable extent. Such notification shall
not be the basis for a,claim for additional compensation.
13. Nonwaiver
The failure of the City to insist upon or enforce strict performance
by Contractor of any of the terms of this contract or to exercise any
rights hereunder shall not be construed as a waiver or relinquishment
to any extent of its right to assert or rely upon such terms or
rights on any future occasion.
14. Attornev's Fees
In case suit or action is instituted to enforce the provisions of
this contract, the parties agree that the losing party shall pay such
sum as the Court may adjudge reasonable attorney's—fees and court
costs including attorney's fees and court costs on appeal to
appellate courts.
15. Applicable Law
This contract will be governed by the laws of the State of Oregon.
CONTRACT" FOR PERSONAL SERVICES PAGE 5
r
i'
16. Conflict Between Terms ,
It is further expressly agreed by and between the parties hereto that
shouldthere be any conflict between the terms of this instrument and l
the proposal of the contractor, this instrument shall control and
`nothing herein shall be considered as an acceptance of the said terms
of said proposal conflicting herewith.
I '
17. Indemnification
Contractor agrees to 'indemnify and to hold-harmless the 'City, its
Officers, Employees and Agents against and from any and all loss,
claims, actions suits, including costs and attorneys' fees, for; or
on account of injury bodily or otherwise, to, or death of persons,
damage to or destruction of property belonging to City, Contractor
others, resulting from, arising out of, or in any way connected with
Contractor's negligence.
18. 'Insurance
A. Contractor shall pay all contributions or amounts due the State
Accident Insurance Fund from the Contractor or any subcontractor
incurred in the performance of the contract.
19. Complete Agreement
This contract and any referenced attachments constitute the complete
agreement between the City and Contractor and supersedes all prior
written or oral discussions or agreements.
IN WITNESS WHEREOF, the City has caused this agreement to be executed by its
duly authorized undersigned officers, acting pursuant to resolution of the
City Council, duly passed at the regular meeting- held on the � day
Of _/ U _, and the contractor has executed this agreement on
the datedinabove first written.
CITY OF TIGARD
By �'� y '�ryv s SLR-
B _
C�'� �ccrrf ter-
CONTRACTOR
By
,r
ht/2731D
e
t,
CONTRACT FOR pERSONHL SERVICES - PAGE 6
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4
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Hobson &Associates s
Urban Land Economics/Market&Development Analysis
MEMORANDUM
i
f
TO Duane Roberts and Elizabeth Newton
`City of Tigard
FROM: John L. Hall, Associate and Project Coordinator
Hobson & Associates €
DATE: January 15, 1988
780.1/M1 x
SUBJECT: ESTIMATED BREAKDOWN OF TIME BY WORK TASK; CITY �
CENTER STUDY AREA DEVELOPMENT STRATEGY
Estimated Iiours by Individual
Major Task _ FIII JH ET RI SS IdH
-- -- --
1) Orientation 7 5 10
2) Workshop 10 8 -- -- 18 12
i
3) Market Analysis 12 20 48'` 50 14 16
13
4) Strategy Development 28 23 10 _- 8 --
5) Presentations/Meetings 0 66 58 50 63 28
WH = Wallace M. Hobson Hobson & Associates)
JH = John L. Hall (H&A)
ET = Eric Tinus (H&A)
KI = Kathleen Isham (H&A) f
SS = Sumner Sharpe (Cogan Sharpe Cogan)
NH = Nels Hall (Yost Grube Hall)
Please note this breakdown is our "best estimate,, as of this
date. As the project proceeds, we may find that certain
work tasks require more or less work depending on such items
as: research, analysis, meeting, or presentation time.
Please call if you have additional questions.
t
cc Sumner Sharpe, Cogan Sharpe Cogan
Nels Hall, Yost Grube Hall 4
813 Southwest Alder Street,Suite 800 Portland,Oregon 97205 (503)226-5616
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Hobson & Associates
Urban Land Economics/Market&Development Analvsis
December 21, 1987
P.2090/L3
;
„I Elizabeth Newton
Senior Planner
CITY CENTER PLAN TASK FORCE
P.O. Box 23397
Tigard, OR 97223
Dear Elizabeth:
i
Hobson & Associates, in conjunction with Cogan Sharpe Cogan
and Yost "Grube Hall, is pleased to submit this proposal for
the formulation of a development strategy for the Tigard
City Center Study Area. Our proposal is organized in four
major sections:
I. Understanding the Opportunity
II. Project Approach
III. Work Program, Budget, and Schedule
IV. Team Qualifications
The team we have formed has strong credentials for the
project you have outlined in your request for proposal. Our
team is organized as follows:
HOBSON & ASSOCIATES (Prime Contractor)
i o Wallace Hobson, - Project Manager and Principal-in-
Charge
1 o John Hall - Project Coordinator
I
o Eric Tinus Market Analyst
o Kathleen Ishan - Research Analyst
COGAN SHARPE COGAN
o Sumner Sharpe - Project Manager and Principal-in-
Charge
YOST GRUBE HALL
o Nels Hall - Principal-in-Charge
I 813 Southwest Alder Street,Suite 800 Portland,Oregon 97205 (503),226-6616
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Ms. Elizabeth Newton `
December 17, '1987
Page 2 E
Why are we the correct team to select? '
1. i
The team has extensive experience in redevelopment and i
urban renewal _planning; real estate market analysis;
public/private development partnerships; and inner city
urban design.
2. Because the team is local, the City of Tigard will receive more value for dollars expended.
a. Our familiarity with Tigard, Washington County,: and
the region puts us high on the learning curve I
Ibefore we start the project.
b. We are available to meet with the City._ f
C. Travel expenses are limited.
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3. You will be dealing directly with the principals of the
firms.
4. A team concept is being utilized that will allow the
City to have primary interface with two or three key
individuals.
5. We are committed to maximizing the City's investment
in this project to date. I
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6. We understand the need for a ' creative, integrated
4 approach that involves the City Center Task Force, City
Staff, and community leaders.
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i We believe we have an excellent understanding of the
i analysis which must be undertaken; the role the consultant
team will play; and the final work product which the City is
expecting.
We view the primary challenge in this project as that of
systematically analyzing and developing alternatives for the
Tigard City Center Study Area which will not only impact the
economic landscape and livability of the city in the short
term; but will also provide a flexible plan which will not
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Ms. Elizabeth Newton
December 17, 1987
Page 3
become obsolete over time. We believe we can successfully
assist you in maximizing the exciting opportunities this
process mill -make ,possible.
We look forward to discussing our proposal with you further.
Sincerely,
HOESON & ASSOCIATES
I
Wallace M. Hobson
President
JIM/em
Enclosure
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TABLE OF CONTENTS
ct'on Page
I Understanding the opportunity -1
f II Project Approach . . . . . . . . . 4
f! III Work Grogram, Budget, and Schedule . 7
IV Team Qual if ications . . . . . 14
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I• UNDERSTANDING THE OPPORTUNITY
The goal of developing a strategy for development of the
Tigard City Center Stud Area
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Study presents the City of Tigard
with several unique opportunities from both an economic and
livability point of view. Although the specific elements of
development can only be determined and evaluated after a
more thorough economic and design analysis, some initial and
i general observations are presented here to underline the
full significance of the opportunities open to the City of
Tigard.
su�f
- !�`e° gconomic OAAo tunities
Strong population
growth in the City of Tigard during the
1970's and '80's has been beneficial from a revenue point of
1 view, but has also exacted a heavy toll in terms of
unanticipated growth. A. pattern of suburban sprawl
characterizes the greater Tigard area, with significant
commercial development taking place outside the City Center
Study Area. Based on development
patterns, it is clear that
in the past, a vital Tigard downtown was foregone in favor
of relying on the abundance of financial support services
j offered by proximity to Portland. Consequently, the city's
core remains underdeveloped.
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Hobwn Associates
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By examining the potential for development in the Tigard
City Center Study Area, the 'City has the opportunity to
begin to build a service infrastructure ,that is unique and
dedicated to strong support of the city center. The current
planning process can aid in providing the City of Tigard
with a suburban center whichwillserve and enhance future
growth.
Nlar et oocortunities
l A market is present in the southwestsuburbs of Portland for
commercial, industrial, and residential land uses. This
market has in the past and will continue to experience
cyclical trends. Itis not enough to document the
characteristics and activity of the"market. The opportunity
i for Tigard will be based upon developing strategies for
penetrating this market. the .relevant question is what
1I products will be required to capture a portion of this
market?
r iyabil' v rignmgntal Oploortua.ities
Although the Tigard City Center Study Area possesses
significant greenway/open space, the central business
district has only tenuous links to this amenity. This study
lpresents a challenge to integrate the open space into a
single city center concept: a concept dealing not only with
Hobson&Associates
industry and commerce, but also one that deals with people's
orientation towards open space and economic activity. To
achieve this, it will be necessary to overcome both physical
and psychological barriers which have curtailed city center
activity in the past.
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II PROJECT°APPROACH
In their simplest form, the issues relating to an area
development strategy for the Tigard City Center Study Area
are to:,
t, 1. Articulate clearly the vision (wants and needs) of the
City of Tigard. '
Z.- Identify the resources (ability) and level of
11 commitment (desire) available for development.
3. Translate vision, resources, and commitment into market
opportunity.
4. Developstrategies for realizing market opportunity.
l Therefore, the approach taken by Hobson & Associates, Cogan
'fzr'
Sharpe Cogan, and Yost Grube Hall is one which is designed
.•' to bring specific answers to the fundamental questions
stated `above.
However, the team's approach also embodies other strategies
which are not easily translated into specific tasks.
Therefore, these strategies are briefly summarized in this
section,
Ir - Every effort will be made to work from the foundation
of work which the City has performed to-date.
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The project will continue to be approached in
recognition of the three distinct interest groups
` involved in the redevelopment process:
I 1. The City Center Plan Task Force who have
responsibility for redevelopment strategy;
2. The property owners and private sector who require
a maximum return on investment;
3. The general public who require the services of a
strong city center.
TT - The overriding objective will be to develop a strategy
that is flexible enough to respond to both market
forces and public need.
The team will operate on the basis that. "highest and
best use" may differ depending upon` whether the point
of view is public or private. The consultant team
will, therefore, search for the uses which are most
compatible with the City's objectives, and are feasible F
from both a physical and economic standpoint.
- There is an important difference between analyzing
markets and developing strategies to penetrate them.
The consultant team will
propose strategies for
i penetrating markets in a timely fashion rather than
1
merely providing a market description.
Each firm that is a member of this project team will
have a "principal--in-charge" participating in the
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Hobson Amociates
project- so the City of Tigard will have primary
v interface with two or three key individuals throughout
the course of the ,study. I
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III. FORK PROGRAM, BUDGET, AND SCHEDME �
I 4�RK PFeOGR�
O iective:
Zb create a strategy for the development of the Tigard City
Center Study;Area.,
Draft Work Program
Key: o = Lead responsibility ¢ _
(� * = Secondary responsibility �, ,_ V) r
Task _ Proiect orientation
Y
1.1 Team Meeting;with City of Tigard study partici-
pants to discuss and agree cn
a. Study objectives and preliminary identif ica
tion of problems and opportunities. x
b. Process (including team meeting schedule and * o
time frame for completicn)a
C. Ommunity and property owner involvement/ o
rk
d. Work scope (including emphasis and pri- * o *
orities).
e. Review documentation and previous data * o *
1 collected by City Staff for this work
effort.
Product_. Establish scope and direction.
I
bask Workshob
2.1 Design workshop format to include, at least, the
follcxving aqe d&: (Workshop participants should
include: The City Center Task Force, City Staff,
other camunity members as identified by the
task force.)
a. Discussion of the vision statement as the * * o
guiding set of goals and objectives.
b. Discussion of two alternative scenarios: * * o
o Scenario 1—all 180 acres are assailable
for development/redevelopment; identify
fixed characteristics such as civic
i Hobson&.,Associates
graft Fork Prggram
Key: o`= head responsibility >+
ca i * = Secondary responsibility z N
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center, park, historic buildings, major
transportation features,, ,etc.
o Scenario" 2--assumes all development
existing within 180 acre City Center
area is given, identify constraints/opp-
ortunities and options for investment.
c. Reach consensus cn "preferred market/devel- * * o
opnent Scenario and identify:
o City tenter: land available for invest-
ment and inclusion in market study.
o existing city center features to be
maintained and enhanced.
o clarification and definition of market
opportmities.
o possible organizational and financial
development strategies.
2.2 Facilitate workshop with,City Center Plan Task * * o
Force and City staff as outlined in 2.1. Con-
sultaits available at workshop include represen-
tation from Hobson & Associates, Cogan Sharpe
Cragan, and Yost Grube Hall.
2.3 Prepare memorandum reporting workshop results * * o
and clarifying goals and directions for, market
study; the memorandum, in addition to summariz-
ing workshop results, will describe the land
area for various uses available for oonsidera-
tion in the market study; the public/private
actions or strategies which could enhance mar-
ketability in the City Center; and the range of
options to be considered in the market analysis.
&&&_cft�1. Present report at Task Force meeting,
Establish Range of Potential Development
3.1 Outline market sectors of potential, relevance to * o
the development area.
3.2 Reamuiend, needs and priorities for stimulation * o *
of development within the studl area.
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Hobson&Amciates
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Draft Work 2goqram
my: o = Lead responsibility ¢ �,
* = Secondary responsibility
3.3 Refine or redefine objectives for this study * o *
Which directly address identified problems.
3.4 Review draft objectives with city staff. * o *
3.5 Generate preliminary development concepts for * o *
the area.
3.6 Construct a market analysis to test development * o
concepts.
a. analyze appropriate short-term and long-term
market opportunities-for the project by
specific land use (urban office, retail,
housing, etc.)
:•:r b. test the market for mixed development in the
study area
37 Recommend preferred development concepts. * o
. 3.8 Review with City and adopt preferred development * o
concept.
I Pr uct: overall development oonoept.
Task Strategy Development
4.1 Using a property inventory, prepare a prel imi.n- * o
ary land use guideline which, lased on the
market analysis, identifies uses that could
potentially locate in Downtown Tigard.
4.2 Develop strategies for penetrating markets * o *
identified as possible uses for Downtown Tigard.
i 4.3 investigate potential funding sources and mech * o *
aniisms for redevelopment of the area.
4.4 Develop urban ooncep plan for the area. one * o
purpose will be to ensure a proper physical fit
with adjacent areas.
4.5 Suggest necessary property improvements. * o *
4.6 Suggest necessary property aoguisitions and/or * o *
development incentives
4.7 Prepare an implementation strategy for develop- * o *
ment of the study area.
.a. 3�u�. Development strategy
Hobson&Associates
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Task Comnlg tion_A3te
(I) Project Orientation January 18, 1988
(II) Workshop (Memorandum Report &
Meeting) February 18, 1988
(III) Establish Range of Potential
Development (Draft Report) March 25, 1988
(IV) Strategy Development (Final
(Report & Meeting) April 11, 1988
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RPR'F.RRR
cl ient Pr2ject Contact
City of Mwberg Downtown Redevelopment Carl Buttke
Consulting Engineer
i P.O. Box 636
1, Portland, OR
(503) 223-4728
ICity of Tualatin Downtown Redevelopment Jeff Tashrdn
City of Tualatin
P.O. Box 369;
`
Tualatin, OR
(503) 692-2000
Port of Hood River Diamond Fruit Property Jim O'Banion
:y Port of Hood River
Hood River, OR
(503)' 386-1645
Confederated Tribes Warm Springs Shopping Ray Rangila
of Warm Springs Center Confederated Tribes of
Warm Springs
P.O. Box C
Warm Springs, OR
�. (503) 553 1161
1 _
GSG Properties Sterling Pointe Skip Grodahl
Apartments- GM Properties
16250 S.E. 82 Drive
Clackamas, OR
(503) 656--0272
Standard Insurance Tanasbourne Comerce Wayne Atteberry
Company Center Vice President
Standard Insurance Co.
I
1100 S.W. Sixth
Portland, OR
(503) 243-7784
BenjFran St. Diary°s Industrial. Mike Nelson
Devel.oLnent Co. Park BenjFran Development ego.
501 S.E. Hawthorne
Suite 295
Portland, OR
i (503) 275:1519
f ; 12
Hobson&Associates
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REE°E yNog: (Continued)
City of Milwaukie Milwaukie Waterf ront Mr. Bill Acams
RedevelopwntPlan Canpunity Develormnt
Director
City of Milwaukie
10722 S.E. Main
Milwaukie, CR
(503) 659-5171
Colunbia-` Murrayhill Apartments J.D. Muyskens
Willamette Columbia-Willamette
' DevelogTent Co. Develogmnt Co.
920 S.W. Third Avenw
Portland, OR
(503) 226-5611
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ROAM&Associates.
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i IV. TEAM QUALIFIC,A.TIONS
i ,introduction of TeaM Members
I Hobson & Associates
Hobsona associates has a broad professional background in
the economic analysis of redevelopment and urban renewal y
planning as well as in the general area of real , estate
market analysis. There is considerable overlap in these two
. r
areas because virtually all of our clent base, in both the
public and private sectors, have in common the identified
need to evaluate the viability of a financial investment
within the context of markets that are driven by the
traditional economic laws of supply and demand.
Formulation' of 'redevelopment strategy for the Tigard City
Center Study Area will require the analysis of the potential
s of the following downtown Tigard real' estate markets.
housing, office,' retail and industrial.
Hobson & associates has completed economic analyses for
several`projects in Washington County over the last several
years; with a ,heavy concentration of these projects
t occurring in the mast 24 months. The knowledge of and
subsequeni. analysis for each of these projects strengthens
the credentials which Hobson & Associates brings to this
project The analysis required for this project will call
into play Hobson & Associates experience in urban renewal,
analysis of Tigard/Wa shin gton County economy, as well as the
experience we have in analyzing housing, office, retail and
�.' industrial markets. Hobson & Associates can offer
consulting expertise which ensures that market opportunities
and financial realism are accurately reflected in the
planning process.
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WALLACE; M. HOBSON
Mr. Hobson is a consulting urban land economist with more
than 15 years' experience in sales and marketing,
research, financial analysis and real estate development.
He is president of Hobson & Associates and acts as project
manager for projects involving market and financial analysis
1
and development programming. ; His real estate development
background includes office, retail, 'housing and recreation
development.
Real estate investment and financial analysis is
Mr. Hobson" s specialization within the firm. He has
provided , investment consultation to individuals, partner-
ships, corporations, and institutions on a wide variety of
real estate projects in the Pacific Northwest. He has also
designed financial analysis models for income property
analysis and for the sale of real estate.
Mr. Hobson has direct experience in real estate development
and has been an owner and project manager in a number, of
real estate ventures.
Prior to joining Hobson & Associates, Mr. Hobson held
Positions in marketing, market research, and sales in pri-
vate industry, `including Omark Industries. At Omark, he was
' in charge of product marketing with world-wide responsibil-
( ity' for the Oregon Saw Chain Division.
f
Mr. Hobson attended the University of Oregon where he
received a Bachelor of Science degree in Liberal Arts and
dater, Portland State University, where he received a
Masters degree in Business Administration.
j Mr. Hobson' s principal responsibilities at Hobson &
1 Associates include project management, marketing and long-
range corporate; planning and supervision of financial
4 operations such as accounting, financial planning and cost
control.
1
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Hobson&Amocfates 1
CAO
BwienessJoimal
- Serving Greater Portland
I a�• s
y
ally Hobson a ,
f:
I Urban consultant is quiet,
but would-be developers
count on his firm's analyses
By STEVE MATES One greenhorn developer wanted to # 3
Soft-spoken and quick to smile,Wally build a"scaled-down Disneyland"in
Hobson looks like a guy who would play Cl Ir County,Wash.,but Hobson said he
second base on your weekend softball declined to take on the client."You need
team. a major metropolitan area(nearby)to
An occasional skier and goiter.recrea make it successful,"he noted.
tional portiere only a diversion for Hob- "What we like to do is not say'You
son.On weekdays the urban economist/ can't do that'...but try to figure out
consultant is one of the key players in what to do to make it work.We take into
Portland's real estate game. account the goals of the client,"Hobson ='
His home field is tucked away on the said
eighth Door of the Woodlark Building on "He's a genuinely nice person. He's
Southwest Aider Street.The offices of thoughtful and he's caring;'said former
Hobson and Associates are an inner sant. employee Karen Myers,who worked for
tum of Portland's development tommuni- Hobson from 1919 to 1982.
ty where facts and figures flow through "Wally's attentive to detail and that's
Hobson's analytical pipeline,and the re. what makes him good at what he does,"
suIts'dictate the size and sAape of Port. ssald Myers,who now runs Karen Myers `.
land's skyline.His advice and market data and Associates,a competing economic-
hal investors and developers decide what consulting firm."He would do things a
to buy and build. number of times until he knew they were
In Hobson's chosen field,he has proven right11;
a winner time and again. I ve never seen Wally waffle,"said °
� former partner Dave Leland."Sometimes
A list of Hobron's clients reads like a the client doesn't want to hear the answer
' telephone directory of the Portland bwi• but they always know they got their
ness and real estate's upper echelon.Tek- money's worth,"said Leland,now presi-
tronix Inc.;Standard Insurance Co.; dent of Columbia-Willamette Develop.
Schnitzer Development Corp.;The Kell mcnt Co.,Portland General Corp.'s real
Co.;Coldwell Banker Commercial Bra estatesubsidiary.
kerage Services;Fred Meyer Inc.;Zimmer
Gunsul Frasca Partnership;The Oregon "He will not compromise himself and
Dank;Bail,lanik,&Novak;most major he will not compromise the firm.He tells +4
it like it is."
utilities;and a host of cities,counties, Described byfriends and co-workers as ° k
states and public agencitsare among Hob-
son's customers. quiet,bright and good-humored,Hobson
is a team player who works like a partner Hobson doesn t blow his own hom,but his client list Is Impressive.
"The reason we use Wally is simple: with his clients.
He's very good at what he does,"said 'q like people a lot and mix well with
Mike Nelson,president of Portland's people in business and social circles.I To correct his self-diagnosed shortcom. land was offered the top job at Columbia-
BenjFran Development Co."When Wally work with a lot of big egos but I'm not ing,Hobson obtained an MBA from Port. Willamette in 1985.
has a chance to analyze a problem,you shy.I'll speak up,"Hobson said. land State University.Shortly afterward Hobson's company now is easily the
can be pretty sure he's going to hit the nail "1 wish there were more people like he received a job tip from a friend that led largest of Portland's independent eco•
on the head." Wally,"said Mort Michelson,executive to his first experience with economic con• nomic consulting firms. Hobson would
"Wally's a very conscientious guy.He vice president and general manager of suiting work with Neal Marlett and Asso- not disclose his anrual billings and said it
i has a good understanding of the Portland Cascade Steel Rolling Mills in Mc• ciates in Portland.He stayed with Marlett is difficult to tell the size of his market
market and good analytical skills,"said Minnville. for three years. share. "Ours is a referral business.The
Dave Georgeson,local project manager "He comes in and basically takes the as. Beckoned by the call of big business, more business we get,the more referrals,"
for Real Property Resources,a Torrance, signment like he owns the company,"said Hobson then moved to Omark Industries he said.
Calif.,development company that owns Michelson,formerly of Schnitzer Devel• Inc.,where he spent a few years as prod. He estimated that he may handle as
three Portland-area retail centers. opment Corp."It's like he's investing his uct line marketing manager for the com- much as half of the research activity con.
Among the653 jobs Hobson's company own paycheck or his mother's life say. pany's saw chain division. ducted for local businesses and developers
has undertaken in the last I i years,there ings." 'I had three years with a large corpora. but said many larger out-of-town compa
have been a few customers who definitely Hobson graduateu from the University tic n,and I have no desire to work again nies hire national firms for market analy.
needed his professional expertise. of Oregon in 1963 with an undergraduate fo-a large organization,"said Hobson, sis.
"We get some very inexperienced or na• degree in history and went to work in the wl o concedes that the experience gave "There are very few people I would call
ive people in here that know little about family business,Dor-File Manufacturing him a valuable understanding of market. and say'Here's what I want.Here's a
real estate and have some grandiose Co.After four years with the company, ing. rough outline'and expect a completed re-
schemes,"Hobson said."A lot of times I which produced adjustable shelf hard. In 1916,Hobson and Leland,another port in 60 days,"Michelson said,
know from the beginning(development ware,"I got teal interested in business former Marlett employee,opened the "You don't have to draw him a hun•
plans)are not feasible.I won't work on but I realized I had(an educational) door of thei own consulting company dred pictures to get the point across,"said
jobs that aren't feasible." deficiency,"Hobson said. and attracted dozens of local clients.Le. BeniFran's Nelson.
� � &'The Business Journal of Portland.Inc.,Sept.14,1981.
} JOHN HALL
Mr. Hall is a consulting economist with over eight years of
f experience in market analysis, development planning,
economic modeling, and quantitative analysis. He is an
associate with Hobson & Associates and manages '.projects
involving market analysis, development programming, impact
J assessments and public need analysis. His consulting
ll background includes both public and private capital
investment analysis involving industrial, office, retail,
residential, recreation, and transportation projects.
II Prior to joining Hobson & 'Associates, Mr. Hall held research
and management positions with the State of Oregon Housing
Division, Western 'International Properties :Development
Company, and Grubb & Ellis 'Commercial Real Estate Brokerage.
Mr. Hall has completed Bachelors and Masters programs in
Economics while attending Willamette University and Portland
State University, respectively.
Mr. Hall's primary responsibilities at Hobson & Associates
include project management, marketing, development planning,
statistical and quantitative analysis, and economic
modeling.
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ERIC'TINUS '
Eric Tinus is a research associate and market analyst with
extensive technical writing and editing experience. His
work background includes serving on the faculty of Portland
State University;as Program Coordinator of the International
Trade Intern Program conducted by the Inter-national Trade
i Institute, wherehe 'taught both graduate and undergraduate
j business students skills in cross-cultural communication and
marketing research methodology.
Mr. Tinus' educational background includes a B.A. from Reed
r College. Course work included in-depth studies of
macroeconomics, mathematics, history and chemistry. Other
institutions attended include the University of Munich and
the University of Massachusetts.
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KATHLEEN ISHAM
Kathleen Isham has expertise in researchand analysis with
an emphasis in market planning and development. Her
responsibilities with the firm include market ' research,
analysis, and writing.
Prior to joining Hobson & Associates, she worked as a
consultant in marketing , development and marketing
communications for a variety of clients in the private and
public sectors in the Portland Metropolitan area.` The scope
of her experience included the manufacturing, retail and
service sectors of the economy, as well as local government.
} In addition, her background includes four years reporting
for a major local 'newspaper, :on 'local development and land
use issues.
Her ,educational background includes graduate studies in
marketing and management at Portland State University; a
Bachelor of Science degree in Business Administration from
Portland State University; as well ;as 'separate studies in
liberal arts and journalism.
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COGAN
HARPS
COGAN
SUMNER M. SHARPE
Dr. Sharpe is a partner with Cogan Sharpe Cogan, consultants in
�. planning and managements government and .community relations,
communications, and training. With more than twenty-five years
of professional experience in the 'fieldsof policy' planning and
community development, his areas of emphasis include land uses
strategic planning and management, housing# and public' involve-
l ment.
*4 Dr. Sharpe graduated with honors from Dartmouth College in the
field of geography and earned a Master's -Degree in Regional.
Planning from Cornell University. He attended the London School
of Economics as a post graduate student in government and public
administration and received his doctorate in Urban Planning from
the University of Washington.
Dr. Sharpe was president` of the Oregon Chapter of the American
Institute of Planners (1975-77) and also served as a member of
the Chapter's Executive Committee. He is a Regional Commissioner
of the American Institute of Certified Planners (AICD) and also
serves as Chair of the National Test Specifications and Main-
tenance Committee and a member of the Continuing Education Com-
mittee of that organization. He is a member of the Urban Land
Institute. As a member of than Portland Metropolitan Human Rela-
tions Commissions he chaired the Commission's Committee on
Housing. He has served as Chairman of the Housing Planning Task
Force for the City of Portland, member of the Rural Affairs Task
Force for the State of Washington, member and Vice-Chairman of
the Vancouver (ffaashington) Planning Commission# member of
Portland's Central City Plan Citizens Steering Committee, a
trustee of the Oregon School of Design, and on numerous other
advisory committees and boards in the Portland metropolitan
region.
�., . 71 SW OAK
r PORTLAND
OREGON
97204
503122590192 ;
Selected experience continued:
- Provided assistance to the Housing Authority of Portland in
► planning, management and community relations. Designed
management system and a locational analysis for public
t housing sites, directed development of the agency's compre-
hensive housing action plan, and studied relationship of
public housing to community and neighborhood organizations.
I - Developed a growth management and capital improvement study
for the City,of Beaverton,, Oregon.
- Evaluated consistency of the Los Angeles County implemen-
tation program with its proposed general land use plan.
- Assisted in the evaluation of the Deschutes County, Oregon,
1 comprehensive plan.
-`Evaluated planning and growth management programs, designed
and coordinated public workshops for the City of Wilsonville,
Oregon.
- 'Co-author of a national study of statewide policy instruments
for the Council of State Planning Agencies.
- Assisted in a study of energy development siting problems in
the coastal zones in California, Oregon and Washington for
the Environmental Protection Agency,, Washington, D.C.
- Directed the development of a public involvement and infor-
mation program for Washington County°s transportation
initiatives.
f
ZO
_- WOMEN1 - i
I As ,Professor of Urban Studies and Planning at Portland State
University from 1968 to 1985, he served in a variety of teaching
sitions in the school of Urban and Public
and administrative pa ractice and admin-
Affairs and taught courses in the theory, p
I istration of planning• housing and camrunity development. He
.has .served. as .Executive Live Director of the Economic opportunity
Committee of Clark County (Washington) Associate Planner with
the Portland (Oregon) Metropolitan Planning Commission ;, Senior.
i Planner with the City of 'Vancouver (Washington) ;`and as a Peace
Corps Volunteer in Bangkok, Thailand.
1
ISelected 2rofessional consultin ex erience includes:
- Advised the Portland Development Commission on procedures for .
I joint public-private development ventures.
- Participated in a tax increment 'feasibility study for
Washington County.
- Directed the development of, community development block
grant plaan.a for Washington and Multnomah Counties• Oregon.
�- - Project coordinator/manager for Wolf Tree, a planned destina-
tion resort in Newport• Oregon, including preparation of
urian renewal plan amendments and negotiation of a develop-
yF,
ment agreement.
Project manager of master plan and surplus land disposition
analysis for Marylhurst College campus, Lake Oswego• Oregon.
and planning issues
Provided consultation regarding zoning the Oregon Dank,
to numerous private developers including:
Portland General Electric• Conmetco• Jack Jarvis and Company,
the Portland Development Commission, Walsh Construction,
Robert Randall�C® pSal�minternational rnn, Inc. ,company
ndySouthland
Fairway ?ester
Corporation.
Designed and managed the process of developing an urban area
comprehensive framework plass for Washington County• Oregon.
Managed s series of rota maintenance policy studies for
' Multnomah County• 0VGgon.
r Managed preparation Of the comprehensive land use plan for
the City of HOrmiston• Oregon.
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I
HOBSON & ASSOCIATES
y Relevant oject B erienc;a
Following is selected relevant projects demonstrating
experience in: R
o Real estate market analysis
o Redevelopment and urban renewal planning
l �
Many of these projects have involved public/private
development partnerships, and in an effort to avoid any
redundancy, ,these projects appear with an asterisk (*) .
&e&ffeJoXM@nt and Urbgn_Benewalannang
k..
City of_ be owntown edevelopmgnt`
Hobson & Associates, Carl Buttke, and Walker Macy were
ac;tr commissioned by the City of Newberg :to complete an analysis y
of the opportunities for revitalizing downtown Newberg.
This study involved market analysis for retail development
and other land uses, 'traffic analysis, and a team effort to
develop a new downtown plan including re-use potential of
existing buildings. The emphasis in this project was to
study the market to determine what was feasible.
Milwaukie Reverfront Market Analysis
Hobson & Associates and Benkendorf & Associates were
commissioned in the summer of 1956 by the City of Milwaukie
to complete an analysis' for redevelopment of the Milwaukie s.
I waterfront. The study determined what development ,
opportunities existed for the waterfront from an economic _
and land use planning perspective. .
1 Mar tab' —A&LE ekc _Ar!a�X�_2f_j�o_ _q_pyJoPmgnt
_
AlteonA ._tL�n_$QL�tl and_pownt®wn� one
Market research, development opportunities analysis and
prototype project analysis for inner-city housing
development immediately adjacent to the Portland Downtown
1 retail, center. The project was prepared for the City of
Portland as a guide to the community, developers and
lenders. Included was financial analysis for several
prototype housing developments of specific properties.
2
Howson&Associates
IIIiY
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Hobson & Associates was subsequently involved in-a study for
Portland Development Commission to re-assess the demand for
middle income housing in the downtown AX Zone. ;
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North of_Burnsi.de_Study
A detailed assessment of development and redevelopment
potential and analysis of economic impacts in a 40-block i
} area in the Northwest section of Downtown Portland. The
project involved an assessment of projected private sector
response to varying levels of public sector incentives in }
the form of public improvements and the development of City
policies. Prepared for the Portland Development Commission
and the Portland Planning Commission in 1980.
E9orrison_.atrget__R1oj ect f
t
Market research and programming for redevelopment of four
blocks located in the center of Downtown Portland. The
study included an evaluation of establishing a high fashion
shopping complex in the heart of the -Downtown as well ,as
office and related development. Prepared for Portland
Development Commission, Portland, Oregon.
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t. o�ins_U,�ban cev�lopagent_�gtiou_�an-
Market research, development programming, financial
analysis, and implementation strategy for a 100-acre mixed
j development project along the Willamette Riverfront in
Portland, Oregon. The'project analysis included low and �.
middle-income housing, public park, marina, and retail
components. included was the development of objectives,
strategies, and City policies for marketing the project .to
private sector developers and financial institutions.
Prepared for the City of Portland, Oregon in 1978. Team
members included Keizer-Marston (Economic Consultants).
Follow-up work including development . programming, and
financial analysis was subsequently completer) for Broadmoore
Homes and the Portland Development Commission in 1981. }
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Hobson&Agodates
` Harbor Steps
t
Market analysis, 'development programming, and financial
feasibility analysis for a major mixed use project in the
Waterfront District of 'Downtown Seattle. The project
involved redevelopment of a four block area with uses
including a four-star hotel, residential condominiums and
}
apartments, destination' retail,. offices, athletic club,
public spaces and parking. Prepared for Harbor Development
Company.
Uty of Taalat-in Downtown DgveLMSnt
Hobson & Associates have performed numerous studies over the
years for the City of Tualatin relating to the downtown.
This 'work has 'spanned more than a decade and includes an
6 economics base study for the City's comprehensive plan,
specific projections of retail, office, industrial, and
residential -growth in the City, long' range planning for
capital improvements and currently , an evaluation of plans
for retail and office development in the downtown.
Yamhill Historic Project
1 Market analysis for the Yamhili Marketplace. Redevelopment
of a historic building into a retail complex in downtown
Portland, Oregon. Prepared for Stoell Development Company.
t anA peyelo ent omninsion - HuthKa_tgr_f.Kq t
1
Market research and development strategies for a major
waterfront mixed-use development in downtown Portland.
Project responoibilities included market consultation to the
Portland Development Commission prior to the Commission's :
call for development proposals. Project currently under
development.
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Hobson&Associates
t
Station "L"
Market research, development strategies, development
programming, and financial feasibility analysis for a high-
density, inner-city employment center involving corporate
off'ices and multi-deck 'high-technology manufacturing
facilities for a 30-acre` site located along the Willamette
Riverfront adjacent to Downtown Portland. The analysis,
involved re-use of an obsolete PGE substation in an
industrial area with emerging commercial ;and residential
potential. Prepared for Portland General Electric Company
and its development subsidiary, Columbia-Willamette
Development Company, in the fall of 1984. Other team
members included SERA and Wayne Stewart, Engineer.
Piers s44§_and 62Z63__edev_elopment
Detailed 'evaluation of redevelopment potential of -downtown
t; piers conducted in 1984 for the Port of Seattle. Evaluation
of Fier 48 in downtown Seattle involved integrating Alaska
Marine Highway Systems' facilities and operations with
mixed-use to intensify use, of the pier and generate
additional income to the Port. Other team members included
Wayne 'Stewart (land use planning and civil engineering) and
Hal Hurlen (waterfront and pier construction expert) . This
} project was completed in -February, 1985.
Port of iL000. ivex�_1Dj amond_Fruit_yroperty
Market analysis, development programming, development
strategies, and financial feasibility analysis, for
renovation of 800,000 square feet_ of space formerly used by
the Diamond Fruit Company. This major redevelopment project
of 22 acres, located between Downtown Hood River and the
Columbia River, .represents the largest development project
in the Columbia Gorge in recent years. Land uses include
office,. retail, tourist-related attractions, and industrial
uses. Prepared for the Port of Hood River. Other team
members included Yost, Grube, Hall & Carlin, Architects.
The major portion of the work was completed in November of
1984, but Hobson & Associates is currently engaged in on-
going consulting on the project with the Port of Hood River.
Hobson&Associates 25
` Cit of Poulsbo - Waterfront Rev_italizaticn
gLtA o -- -
Examination of potential development opportunities and
public access for the entire underutilized waterfront and
marinas within" the city limits. Prepared for the City of
Po ul s bo.
j Eau_Clai reg_Calgarv'°Afberta� Canada
Market research and development programming for major
commercial, condominium and apartment development as part of
a 40-block-private renewal project along the riverfront in
Downtown Calgary, Alberta, Canada. Prepared for the Oxford
i
Development Group and Skidmore Owings & Merrill
` ZqAton Business-Dist-ra ctegetal_Lnalysis
Evaluation -of the retail development potential of the old
Kenton business district in North Portland. Analysis
involved identification of trade areas, calculation of trade
area expenditures and capture rates to evaluate neighborhood`
shopping potential for this district. Prepared for Portland
Development Commission.
nion �venunRedsvelo•gm�nt Plan
1 A redevelopment analysis for a blighted three-mile arterial
business street in Northeast Portland, Oregon. Prepared for
the Portland Development' Commission
Thurman_-yaughn Corffdor plan
Redevelopment analysis of a buffer zone between and old
y
Portland residential neighborhood and a major industrial
area. Included coordinating citizen committees from both
areas and the negotiation of a coordinated plan representing
diverse interests. Prepared for the City of Portland
Development Commission.
26
Hobson&A.Associates
1
1 •
Pdintt Hudson__Port_Townsend
A development feasibility study for a ,conference/resort
center, marina expansion, >retail and ;commercial development
at Point Hudson in the historic City of Port Townsend.
Prepared for a committee made up of elected City, Port, and
County officials, and the Economic Development Council.
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J.C. PenneX_ enov_ationg_Seattle
Market research, programming and marketing strategies for
mixed retail, 'commercialoffice redevelopment of the J.C.
1 Penney building at Pike/2nd in downtown Seattle. Assisted
with preparation of loan package. Prepared in conjunction
with the architectural team Carma Development Company.
Real Estate Market Analysis
Hobson & Associates
Hobson & Associates' experience in real estate market
analysis falls into five distinct categories. These are:
mixed development, housing, retail, office, and industrial.
A representative sampling of these projects, by "category,
followsc
Mixed Development
a ke sa de
} A market analysis and development program for a 120-acre
property including retail, office, apartment and condominium
development on a 20-acre lake in Boise, Idaho. Prepared for
Landsing Property Corporation. other team members include
Mitchell & Nelson, Landscape Architects, and Fischer
Friedman, Architects. A development program and tenant mix
for the retail portion of the project was completed.
jaagina Village
Mixed-use development of condominiums and office, located
on the south side of the Columbia Slough directly 'east of
Interstate 5. Completed for Bedford Holding Company and
27
1 Hobson&Associates
f
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First City Development in conjunction with the architectural
firm .of 'Brun Moreland Christopher in 1981. Work completed
by Hobson & Associates included market research and
analysis, development programming and financial 'analysis.
Beager Creek C ne tre
A major mixed development project proposed for downtown
Beaverton, Oregon including office, retail, structured
parking, and Beaverton City Hall. Prepared for Da on
Corporation'.
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Columb`a wo •1d ade Center
� �_ fir_
Leasing analysis for a mixed development project' in downtown i
Portland, - Oregon, ; involving office space,'; business -hotel,
athletic club, and 'retail space. Prepared for Heron
Development Corporation.
Standair,,_d Ins_uance Rark_C ��CQmnun_i_.�v_elogment Plan
-' Market and financial feasibility analysis of 500-acre
community development in Was
County,' Oregon including
industrial, commercial and residential land uses. Prepared
for Standard Insurance Company and Park City Corporation.
Housing
Eugene Ugban_Iolasng__Btudv k
Market research, development programming, financial analysis
of prototype urban housing, and an overall community urban
housing plan including objectives, policies and strategies
for Eugene. The study included educational seminars for the
lender/developer 'community on how to plan, evaluate and
implement urban housing projects. Prepared for the City of
Eugene, Oregon.
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H6bson&Asmna.es
1
Inni sf ree
Market analysis of 104-unit, 34 story condominium tower in
First Hill, adjacent to downtown _Seattle. Prepared for
Urban Properties Company (Seattle) ; and the Innisf:ree
Companies; (Sausalito) .
� Analvsis_of Southwest Suburbano��a��anent_,�,larket
Hobson & Asso`ciates was under contract with Lincoln
Properties to evaluate the depth of the apartment market in
southwest Portland and to identify other pockets of
opportunity within the region.
Retail
1. WjlJamette_Center
Market and financial analysis for retail redevelopment of
the'first and second 'levels of Willamette Center in downtown
Portland, Oregon. Prepared for Portland General Electric
Company.
IanasbouKne TownCenter
Leasing analysis for expansion of a community shopping
center into a regional shopping center in Washington County,
Oregon. Prepared for Standard insurance Company.
gg e Cg nter
Market analysis for a major expansion of the Nordstrom tall
in downtown Salem,Oregon. Completed for the Dutcher
Development Company in the fall of 1955.
1
Office
Ra gif ig Ra r e
Mixed development analysis for five high-rise towers in
downtown Portland on the Northwest Natural Gas site in Old
Town. Land uses included a corporate headquarters building
for Northwest Natural Gas Company, a 450-room hotel, a major.
i
Hobson&Associates
retail complex, light rail station, world trade center, and }'
general office towers. Prepared for Daon corporation in
1979.
}
Tw o_Ma i n_'Pl ace
Market analysis for development of a second (twin) office
tower in ' downtown Portland, Oregon Prepared -for Marathon
Development Corporation.
1 !
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asks_ wilding �;
Market analysis for the renovation of an 11-story historic
office building in downtown Seattle, Washington. Prepared
for Carma Developers, U.S.
I
1 Bel] eyue_$outh_Center
! Redevelopment of an existing 12-story office building and
construction of two 20-story twin tower office structures in r
downtown Bellevue, Washington. Prepared for Carma
Developers, U.S.
Grand Avenue Building #,
Development of a high-rise office tower adjacent to the €
Lloyd Center, Portland, Oregon. Prepared for Summit Holding I
Company.
JIndustrial
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Carval is Apa.kt_Industlla a k '
k
Market and financial feasibility study of industrial
development potential of city-owned property adjacent to
Corvallis Airport. Prepared for City of Corvallis. {'
ane lndustrial Paxk
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i Hobson & Associates, under contract to Washington Water
Power, completed a market analysis and master planning F
effort for a 200-acre industrial park in conjunction with ;
I� the Office of Robert Perron. Included was a program for
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Hobson&Associates �
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development, with a phasing schedule, projected absorption,
selling prices, and a financial analysis.
South-Tech'Business Park
iA market study-and development program for a high-tech flex
space, industrial park in Tualatin, Oregon. Included was an
analysis of the potential market for high-tech users. This
study was prepared for Birtcher, McDonald and Frank and was
completed in 1985.
J Twin-Oaks BujRess Park
Quadrant Corporation retained Hobson & Associates in the
fall of 1984 to prepare a market analysis for the second
phase of the Twin-Oaks Business Park, a high-tech industrial
facility located in the Sunset Corridor.
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_1 Hobson&Assadates 31
e
COGAN
I SHARPE
COGAN
F
STATEMENT OF QUALIFICATIONS
Cogan Sharpe Cogan r partnership► (CSC) formeilly creatiwn ve planning,
Associates, _Inc. ►' (C&A) specializes in appy g
research, and analysis techniques to problems of governmental
agencies and private clients. C&A wasformed in 1975
and Employer csc n
July 1, 1985. CS'C is an Equal Employ opportunity
Through our experience, we have tested and affirmed the following
principles:
litical, management, and technical process which
Planning is a pb
is served best by thorough data collection, research, and analysis.
Public involvement processes assist community leaders b y providing
an important base of ingormation, developing positive support for
planning and development decisions, and enhancing the environment
within which important decisions are made.
I0 Every plan should be followed by a carefully developed implementa
tion strategy.
• Not every technical problem can be solved only by a technical
' solution. In tact, people often are most responsive to non
technical re +Qdies which involve rearranging relationships among
+ inatituti®ns6 new or innovative management and budgeting pro- �<
1 cedureso and innovative communication techniques. E
As consultants, we have the professional knowledge and skills to help
our clients address the following:
® Develop strategies to ensure timely and cost-effective implementa-
tion of projects;
Analyze land use, environmental and municipal laws and regulations;
Ascertain impacts of major developments on community, environ--
mental and social factors; €
e Resolve public conflict and produce consensus,
0 Identify and fossulate effective institutional and organizational
relationships.
Manage urban renewal/tax increment projects from preliminary
feasibility analysis to completion.
71 SW OAK1
{
PORTLAND
OREGON �
97204
5031225-0192
011 Cogan Associates,; Inc., was the recipient of Meritorious Planning
Project Awards from the Oregon Chapter of the American' Planning
Association. in 1980, we were cited for creative involvement of
public and private" interests in developing alternatives for the
western portion of Hayden Island, a large area of undeveloped
land under private ownership in the Portland area. our citation
in 1981 was for preparation of a ten-year strategic plan for one
of Oregon's major human services agencies.
We are equally at ease with public and private clients and find
that the services we provide oftenassisteach to work better
l with the other. Depending upon the nature of the assignment and
the client's preference, we Work either on a fee for services or
retainer oasis.
SELECTED CLIENTS
Public Agencies and- Institutions
City of Portland, Oregon, Planning Bureau; Housing
Authority; Development Commission
I - City of Beaverton, Oregon, Department of Community
Development
Cities of Wilsonville, Cornelius, North Plains, Aurora,
Hermiston, Banks, Molalla, West Linn, Milwaukie, and
Troutdale, Oregon
- City of Los Angeles, California, Community Redevelopment
Age cy
City and aorough of Juneau, Alaska
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- New Capitol Site Planning Commission, Anchorage, Alaska
City of Vancouver, Washington,
City of Burbank, California
- Multnomah County, Oregon, Department of Environmental
Services; Department of Human Services
Washington County, Oregonj, office of Community Development;
Department of Planning; Department.of Land Use and
Transportation
-
Clackamas County.# Oregon, Community Development Division
- Deschutes County, Oregon, Board of Commissioners
Loa Angelos County, California, Department of Regional
Planning
Oregon State Department of Economic Development; Division
of State Lands; commissioner of Tabor & Industries
Washington State Department of Revenue; Governor's office;
Department of Ecology
- Nevada State Department of Environmental Services
Idaho State Department of Planning a Community Affairs
- Montana State" Department of Natural Resources
iColorado State Department of Local Affairs
- U.S. Army Corps of Engineers
- U.S. Environmental Protection Agency
U.S. Department of Transportation
I ` U.S. Forest Service
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Pacific Northwest River Basins Commission
Federal Aeronautics Administration
Bonneville Power Administration
Metropolitan Service District, Portland, Oregon
Tri-Met> (Metropolitan Transit District) , Portland, Oregon
Tri-County Local Government Commission,, Portland, Oregon
Columbia Region Association of Governments, Portland, Oregon
Denver Regional Council of Governments, Colorado
Washoe Council of Governments, Reno, Nevada
Private Companies
fPortland General Electric Company, Portland, Oregon
Georgia-Pacific Corporation► Toledo, Oregon
Pacific Power & Light, Portland, Oregon
Consolidated Metcor Inc./Future Products, Portland, Oregon
Union Carbides Inc. , Portland, Oregon
rtland, Oregon
Gilmore Steel Corporation, Po
- AGRIPAC, Inc., Oregon
Walsh Construction Company, Portland, Oregon
The Oregon Bank, Portland, Oregon Oregon
Wedderburn Ranch Development, Coos County, g
International Paper Company: Oregon
Ernest W. Hahn, Inc., Medford, Oregon
Douglas Cascade Corporation, Salem, Oregon
- C&R Realty,;Portlands Oregon
MAKR Investment Corporation, Hillsboro, Oregon
Northern Propertic'es, Portland, Oregon
- Robert Randall Company, Portland, Oregon
Cornelius Hotel, Portland, Oregon
Jarvis Investors Oregon, Ltd, , Portland, Oregon
- Patrick Lumber Company, Portland, Oregon
Oregon Graduate Center Science Park, Washington County, Orego
Donald R. Stark, Attorney, Portland► Oregon
- Portland Terminal Railroad company, Portland, Oregon
- Southland Corporation, Portland, Oregon
Pierre's Bakery, Portland, Oregon
Resource Recovery Technology, Portlands Oregon
Westwood Corporation, Portland, Oregon
Emerick Construction Company, Portland, Oregon
- Great Northwest Management, Portland, Oregon
Mitchell Lewis & Saver, Portland, Oregon
- MititchchValleyell nference Center, 'Wilsonville, Oregon
Washington Square Shopping Center, Washington County, Oregon
- Wyant Investment ?Properties, Portland, Oregon
KGW-TV, Portland, Oregon
KKSN-Radio, Portl and, Oregon
Cablesystems PacificePortland, Oregon
The Oregonian Newspaper,
- Oregon Business magazine, Portland, Oregon
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,Non-Prof it Organizations and Institutions
I - American Planning Association
- American Hospital Association
` National Governors' Association, Council .of State Planning
I Agencies
National Association of Government Labor Officials i
Providence Medical Center, ,Portland, Oregon
Good Samaritan Hospital and Medical Center, Portland, Oregon '
Kaiser-Permanente Medical Centers Portland, Oregon �
Dwyer _Community Hospital, Portlando Oregon
- Portland State University, Portland, Oregon
Lewis :& Clark College, Portland,. Oregon
- Oregon School of Design, Portland, Oregon ;
- Clackamas community College, Oregon,City, Oregon'
Oregon:Coastal Zone Management Associations Newport, Oregon
- metropolitan Family Services; Portland, Oregon i
- Coalition for Human Services, Portland, Oregon
Northwest_District Association, Portland, Oregon
Urban Indian Council, Portland, Oregon
Friendly House, Inc. , Portland, Oregon
1 = Portland State University Student Services, Oregon
Order of the Jesuits, Oregon Province, Portland, Oregon
- Sisters of the Holy Name, District Province, Marylhurst
College, >Marylhurst® Oregon
Newcastle, Washington Property Owners Association
- Burnside Consortium, Portland, Oregon
- Confederation of Oregon School Administrators, Portland,
Oregon
Oregonst Business Women's Conference, Portland, Oregon
- Women in Communication, Portland, Oregon
- Gresham Chamber of Commerce, Gresham, Oregon
SELECTED PROJECTS
J Portland Development Analyzed city policies and related issues
Commission governing public assistance to private de-
velopers in downtown Portland. Recommended
an objective process for evaluating specific
proposals and determining appropriate type
and level of public assistance.
Portland Terminal Identified optimum private UMB for
Railroad company Portland's Union Station while protecting
its historic character, enhancing the
region's transportation facilities and
meeting other public concerns. Work in��
cluded developing a community ,and govern-
mental relations strategy on behalf of
the co-owners: Union Pacific, Southern
Pacific, and Burlington Northern Railroads.
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Clackamas County, Developed Improvement plans for neighborhoo.
Oregon in the cities of _Molalla and Oregon City
after assessing revitalization needs and
identifying potential resources. Process it
cluded surveys, work with neighborhood ad-
visory committees, and coordination with ,cil
and county officials. Plans were adopted b:
appropriate elected bodies.
Prepared Community Development Block Grant
applications for the cities of West Linn, ,
Wilsonville, and Johnson City. Projects F
include parks, transportation, housing, a
community center, and, improvements to a
neighborhood facility.
City of Mi'lwaukie, Managed effort to develop an agenda for the
Oregon future of the city :' conducted random sample
telephone surveyofcitizens, public infor-
mation program and workshop with community
leaders.
I Private Developer, Managed team of subconsultants responsible
Newport, Oregon for design, environmental, geotechnical and
engineering studies for a 950-acre destina-
tion resort located on the central Oregon
coast 'as+sisted the project's attorney in
obtaining`'local, state and federal ,permits
and coordinated relations among community,
public interest and governmental groups.
Efforts to date have resulted in approvals
l and amendments to city and county plans and
ordinances t amendment of the State water re-
sources plan for the area :'and permits from
the US Army Corps of Engineers and State
Division of Lands to alter the wetlands.
Northwest District Worked with neighborhood committee to eval-
�` Association, uate and develop survey instruments con-
Portland, Oregon cerning social service and recreational
needs :' advised on organization and format,
I and recommended methodologies for conduct-
ing surveys and tabulating results.
Portland Student Conducted survey of needs and preferences
Services of college students in the Portland area to
assist agency to develop plan for acquiring
g
and/or constructing new housing.
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Washington County► prepared six-year housing and community de-
Oregon► Community velopment plan as required by the Community
Development Block Grant Program of the
Development office '
federal government. Process included county-
wide needs assessment and _recommendations
for strategies for housing, neighborhood
revitalization, and community facilities.
The consultant's innovative methodology for
allocating block grant funds was adopted by
the client.,
1 Cities of Cornelius Providing ongoing general planning services
North Plains, and and review of land,development proposals
for small cities in the Willamette Valley.
aurora, Oregon' staff members act ms-partt:0a planning
directors for these communities.
Gold Creek Devel- Participant in joint venture to study de
opments City and velopment potential of a 24-acre portion of
Borough ®f
Juneau,, the central waterfront adjacentto downtown
Alaska Juneau. The resulting Gold Creek Development
Plan analyzes planning, economic, designand
l management factors for several 'development
options to serve tourists, downtown office
workers, and community residents° Objectives
for the project include reclaiming the swater-
front for public benefit ' creating economic-
ally viable uses -' developing ®pen apace for
recreation and pedestrian purposes ,'and
integrating the project with the community's
comprehensive plan and other downtown .
restoration projects.
Downtown Community Led strategic planning process to develop
Association, means for increasing the group's effectiveness
J Portland With its constitutents and other downtown
organizations and interests.
i Department of Land Participated in a political and fiscal
i fesa
use & Transportation, financing
forupublicdy onthe transe increment Of tax
transportation Improve-
Washington County, finanncing p
Oregon meets ;'efforb included interviews, focus
groups, and collection of financial data.
Managed effort to develop a public information
strategy for transportation programs f team
included political strategists, and survey
and public relations consultants.
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Conducted study to identify perceptions,,
firsMet, community needs and relations of agency with
Portland, Oregon neighborhoods, business®-
constituent groups
associations, social service agencies, and
city governments. Effort includedpersonal
interviews and focus groups.
provided advice and assistance to a "blue
ribbon citizens task force" on the agency's
future operations and funding options.
Property Owners,
Evaluated development potential and disposi tion strategies t represented clients to
Portland, Oregon
adjacent property ,owners, realtors and public
agencies.
Ca itol Master Managed team of architects, landscape archi
p tects, land use planners, traffic engineers
Planning study andspecialists to prepare develop—
Salem, inlem, Oregon men f lance an for s
1 t plstate buildings. Recommended
centralized office space, financing options,
coordination with city plana, parking, land
design standards.
scaping and 9
Rogue River Participated in urban design and economic
Redevelopment study and preparation of land development.
f Graand conservation plan for portion of the
City oGrants Oregon Rogue River within city limits. Identified
Pass, Ga
opportunities and constraints of various
options: full development for recreational
uses, some commercial development, and public
access t proposed approaches to financing
designed and facilitated opportunities for
public information and feedback. All work
undertaken in coordination with citizens
advisory committee, City Council, planning
Istaff and riverfront property owners.
l
38
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