1. FIRE AND EMERGENCY SERVICES IN UPPER PROVIDENCE TOWNSHIP:
A Recommended Roadmap For The Future
Presented by UPT Administration
Timothy J. Tieperman, Township Manager
April 5, 2018

2. PRESENTATION OUTLINE Responsibility of the Board of Supervisors
Defining the Problems and Challenges in UPT Fire and Emergency Services
Establishing Minimum Standards and Metrics
Exploring Strategies to Meet New Standards
Review Pros and Cons
Perform Cost Benefit Analysis of Each Alternative
Proposed Roadmap and Milestones

3. THE BUCK STOPS HERE
The Commonwealth of Pennsylvania vest all public safety authority with a municipality’s elected governing body.
In Upper Providence Township, the governing body is the 5-member Board of Supervisors.
The elected Supervisors obtain their authority from the Second Class Township Code, which clearly states.....

4. THE BUCK STOPS HERE
….the Board of Supervisors shall be charged with the general governance of the township and the execution of legislative, executive and administrative powers in order to ensure sound fiscal management and

5. THE BUCK STOPS HERE
….the Board of Supervisors shall be charged with the general governance of the township and the execution of legislative, executive and administrative powers in order to ensure sound fiscal management and ….to secure the health, safety ad welfare of the citizens of the township

6. DEFINING THE PROBLEM Fire Services
Problem #1 – Geography: The Township is awkwardly shaped and its total land area exceeds 18 square miles. This prevents the timely delivery of fire suppression services to all Township neighborhoods.

12. DEFINING THE PROBLEM Fire Services
Problem #1 – Geography: The Township is awkwardly shaped and its total land area exceeds 18 square miles. This prevents the timely delivery of fire suppression services to all Township neighborhoods.
Problem #2 – Demographics: Over the past 20 years, the Township’s population has grown exponentially throughout these 18 square miles, transforming Upper Providence from a primarily blue collar, agrarian economy to the white collar, commuter workforce of day. During this same period, the number of active, volunteer firefighters has declined precipitously.

13. TOWNSHIP POPULATON TRENDS
2020 Estimated Population: 25,502
Hello, my name is Tim Tieperman. Hello, my name is Tim Tieperman. Hello, my name is Tim Tieperman. Hello, my name is Tim Tieperman. Hello, my name is Tim Tieperman. Hello, my name is Tim Tieperman. Hello, my

14. DEFINING THE PROBLEM Fire Services
Problem #1 – Geography: The Township is awkwardly shaped and its total land equals ~ 18 square miles. This prevents the timely delivery of fire suppression services to all Township neighborhoods.
Problem #2 – Demographics: Over the past 20 years, the Township’s population has grown exponentially throughout these 18 square miles, transforming Upper Providence from a primarily blue collar, agrarian economy to the white collar, commuter workforce of day. During this same period, the number of active, volunteer firefighters has declined precipitously.
Problem #3 – Response Times: These population and demographic trends have resulted in dangerous response times and an escalation of scratched calls over the past 10 years.

15. PERCENTAGE OF FIRE CALLS FROM NON-QUALIFIED FIREFIGHTERS: 2008—2017

16. 2017 FIRE RESPONSE TIMES Dispatch to On Scene
FIRE COMPANY
RESPONSE TIME
Collegeville Fire Company (#34)
12.59
Trappe Fire Company (#77)
11.24
Royersford Fire Company (#98)
12:21
Black Rock Volunteer Fire Company (#99)
11:35
Daytime Paid Responders (#93)
6:12

17. EVALUATING FIRE RESPONSES Establishing A Measurable Goal
The Commonwealth has adopted no statewide benchmark for evaluating local fire calls
The National Fire Protection Association (NFPA) has established a benchmark based on population per square mile:
For populations ≥ 1,000 per square mile
15 qualified firefighters should respond in 9 minutes or less 90% of the time
For populations ≤ 1,000 per square mile
10 qualified firefighters should respond in 10 minutes or less 80% of the time

18. DEFINING THE PROBLEM Fire Services
Problem #1 – Geography: The Township is awkwardly shaped and its total land area exceeds 18 square miles. This prevents the timely delivery of fire suppression services to all Township neighborhoods.
Problem #2 – Demographics: Over the past 20 years, the Township’s population has grown exponentially throughout these 18 square miles, transforming Upper Providence from a primarily blue collar, agrarian economy to the white collar, commuter workforce of day. During this same period, the number of active, volunteer firefighters has declined precipitously.
Problem #3 – Response Times: These population and demographic trends have resulted in dangerous response times and an escalation of scratched calls over the past 10 years.
Problem #4 – Regional Politics: There’s been too little dialogue among our immediate neighbors of Trappe, Collegeville and Royersford Boroughs to develop a coordinated effort to arrest the decline in volunteerism and to spend regional tax dollars more efficiently

19. APPARATUS BY STATION A Case For Better Regional Cooperation
Name of Station
# of Apparatus
# of Seats
Collegeville Fire Company 6 22
Trappe Fire Company 18
Royersford Fire Department 5 23
Black Rock Volunteer Fire Company 4 12
UPT Station #93 11 37 32
112

20. APPARATUS BY STATION A Case For Better Regional Cooperation
Name of Station
# of Apparatus
# of Seats
Collegeville Fire Company 6 22
Trappe Fire Company 18
Royersford Fire Department 5 23
Black Rock Volunteer Fire Company 4 12
UPT Station #93 11 37 32
112
TOTAL ESTIMATED VALUE OF APPARATUS
$ 9,945,000

21. DEFINING THE PROBLEM Emergency Medical Services
Problem #1 – Geography: The Township is awkwardly shaped and its total land area exceeds 18 square miles. This prevents the timely delivery of fire suppression services to all Township neighborhoods.
Problem #2 – Demographics: Over the past 20 years, the Township’s population has grown exponentially throughout these 18 square miles, transforming Upper Providence from a primarily blue collar, agrarian economy to the white collar, commuter workforce of day. During this same period, the number of active, volunteer firefighters has declined precipitously.
Problem #3 – Response Times: These population and demographic trends have resulted in dangerous response times and an escalation of scratched calls over the past 10 years.
Problem #4 – Regional Politics: There’s been too little dialogue among our immediate neighbors of Trappe, Collegeville and Royersford Boroughs to develop a coordinated effort to arrest the decline in volunteerism and to spend regional tax dollars more efficiently

22. DEFINING THE PROBLEM Emergency Medical Services
Problem #1 – Geography: The Township is awkwardly shaped and its total land area exceeds 18 square miles. This prevents the timely delivery of fire suppression services to all Township neighborhoods.
Problem #2 – Demographics: Over the past 20 years, the Township’s population has grown exponentially throughout these 18 square miles, transforming Upper Providence from a primarily blue collar, agrarian economy to the white collar, commuter workforce of day. During this same period, the number of active, volunteer firefighters has declined precipitously.
Problem #3 – Response Times: These population and demographic trends have resulted in dangerous response times and an escalation of scratched calls over the past 10 years.
Problem #4 – Regional Politics: There’s been too little dialogue among our immediate neighbors of Trappe, Collegeville and Royersford Boroughs to develop a coordinated effort to arrest the decline in volunteerism and to spend regional tax dollars more efficiently

27. DEFINING THE PROBLEM Emergency Medical Services
Problem #1 – Geography: The Township is awkwardly shaped and its total land area exceeds 18 square miles. This prevents the timely delivery of fire suppression services to all Township neighborhoods.
Problem #2 – Demographics: Over the past 20 years, the Township’s population has grown exponentially throughout these 18 square miles, transforming Upper Providence from a primarily blue collar, agrarian economy to the white collar, commuter workforce of day. During this same period, the number of active, volunteer firefighters has declined precipitously.
Problem #3 – Response Times: These population and demographic trends have resulted in dangerous response times and an escalation of scratched calls over the past 10 years.
Problem #4 – Regional Politics: There’s been too little dialogue among our immediate neighbors of Trappe, Collegeville and Royersford Boroughs to develop a coordinated effort to arrest the decline in volunteerism and to spend regional tax dollars more efficiently

28. 2017 EMS RESPONSE TIMES Dispatch to On Scene
AMBULANCE COMPANY
RESPONSE TIME
Lower Providence (#322A)
9.40
Trappe Fire EMS
8.60
Friendship EMS
7.15
Trappe (Phoenixville)

29. EVALUATING EMS RESPONSES Establishing A Measurable Goal
The Commonwealth has adopted a minimum statewide response rate of 10 minutes from dispatch to on scene
The National Fire Protection Association (NFPA) has established a minimum response goal of 8 minutes from dispatch to on scene for a BLS (basic life support) response vehicle

30. 2017 EMS RESPONSE TIMES Dispatch to On Scene
AMBULANCE COMPANY
RESPONSE TIME
Lower Providence (#322A)
9.40
Trappe Fire EMS
8.60
Friendship EMS
7.15
Trappe (Phoenixville)
Currently Meets Minimum State Requirement of 10 Minutes

31. 2017 EMS RESPONSE TIMES Dispatch to On Scene
AMBULANCE COMPANY
RESPONSE TIME
Lower Providence (#322A)
9.40
Trappe Fire EMS
8.60
Friendship EMS
7.15
Trappe (Phoenixville)
Currently Meets Minimum State Requirement of 10 Minutes
Does Not Meet NFPA Guideline of 8 Minutes

32. RECOMMENDED STANDARDS For Fire and EMS Response
Minimum Fire Standard:
10 qualified firefighters should respond in 10 minutes or less 80% of the time
Current Average Response Time Among Contracted Agencies: Minutes
Minimum EMS Standard:
Responding ambulance should respond and be on scene in 8 minutes or less
Current Average Response Time Among Contracted Agencies: Minutes

33. POLICY RECOMMENDATIONS To Meet Minimum Fire and EMS Standards
Work with Black Rock Volunteer Fire Company officials to close the Mont Clare station and conduct an architectural assessment of the Oaks station.
Implement a new 12-hour shift for career fire/EMT personnel
Procure a dedicated ALS (advanced life support) ambulance
Establish a centralized emergency management facility to house both fire and EMS personnel

34. NEW FIRE PROTECTION AREAS
OLD PROTECTION ZONE
NEW PROTECTION ZONE

35. ALS SERVICE DELIVERY OPTIONS
ALTERNATIVE #1 – Purchase a new ALS ambulance and contract with a local EMS agency to staff unit
PROJECTED COST:
Full Cost of Unit (Fully Equipped): $190,000
Less $50,000 Dow Grant
Net Projected Cost: $140,000
Through redistricting of EMS response areas, the contracted agency would be able to cover all staffing costs to man new ALS unit

36. ALS SERVICE DELIVERY OPTIONS
ALTERNATIVE #1 PROS:
Contracted agency would provide 24-7 ALS response time that will meet or exceed minimal standards
Contracted EMT personnel can assist in responding to fire emergencies and supplement volunteer force during off hours.

37. ALS SERVICE DELIVERY OPTIONS
ALTERNATIVE #1 CONS:
Contracting with a single agency could adversely impact the economic viability of other agencies that service UPT’s outer neighborhoods
Township ambulance would not necessarily be anchored to the Black Rock campus. It could be dispatched outside the Township.

38. ALS SERVICE DELIVERY OPTIONS
ALTERNATIVE #2 – Procure and equip a new vehicle and equip it to serve as an ALS responder unit
PROJECTED COST:
Full Cost of ALS Response Unit: $50,000
Less $50,000 Dow Grant
Net Projected Cost: $0
Current EMS response areas will remain unchanged.
Partnership with local paramedic responder unit

39. ALS SERVICE DELIVERY OPTIONS
ALTERNATIVE #2 PROS:
24/7 partnership with a local paramedic responder will ensure prompt ALS care that will meet or exceed minimum 8 minute response goal.
Local paramedic responder may assist with fire emergencies 24/7 if available
No need for full ambulance capital outlay at this time until UPT call volume meets or exceeds 2000 emergencies
Response unit will remain anchored to the new centralized station; it will not be used as second-due responder.

40. ALS SERVICE DELIVERY OPTIONS
ALTERNATIVE #2 CONS:
The ALS response unit will focus only on treatment and stabilization; transport will be handled by the contracted agency within the current service area.
The estimated operational costs to partner with a paramedic response unit 24/7 will be higher than contracting with single ambulance company.

41. SCORING OF ALS OPTIONS CRITERIA ALS AMBULANCE MEDIC RESPONDER1
NEGATIVE
IMPACT 3
POSITIVE
IMPACT
CRITERIA
ALS
AMBULANCE
MEDIC RESPONDER
TOTAL COST IMPACT TO UPT
RESPONSE TIME
QUALITY OF SERVICE TO UPT
NEGATIVE IMPACT ON REGIONAL PROVIDERS
SERVES EXCLUSIVELY UPT
CREW UPTIME AVAILABILITY

42. ROADMAP AND MILESTONES

43. PHASE 1 MILESTONES 0 to 24 Months
Form joint Township-BRVFC Committee:
To Dispose of Mont Clare Fire House
To Secure Architectural Services
To Conduct a Facilities Assessment of Oaks Station
To Complete Concept Design For New Centralized Station
To Develop Consolidated Operating and Capital Budget
Make short-term modifications to Oaks station to accommodate temporary relocation of career fire staff

44. PHASE 1 MILESTONES 0 to 24 Months
Implement new 12-hour shift for career fighters/EMTs. New shift will be 6:00 a.m. – 6:00 p.m. (Current: 7:00 a.m. – 5:00 p.m.).
Begin process of onboarding 2 additional FF/EMTs to accommodate two 12-hour split shifts

45. PHASE 1 MILESTONES 0 to 24 Months
Procure either an ALS Ambulance or ALS Response Unit for interim deployment at Oaks station.
Target date: August 2018
Complete either a contract or partnership agreement with a local agency to obtain part-time paramedic responders to staff new ALS unit.
Target Date: June 2018

46. PHASE 2 MILESTONES 24 Months to 36 Months
New Centralized Facility To Go Into Service
Targeted Date Range: Late 2019 – Early 2020
Features To Include
Comfortable bunk areas to house overnight FF/EMTs and contracted EMS responders
Day Room to encourage positive integration among paid, volunteer and contracted crews
Small clinic area to provide wellness checkups for UPT senior population such as blood pressure and insulin readings.

47. PHASE 2 MILESTONES 24 Months to 36 Months
Razing and Redevelopment of Mont Clare Station Site
Targeted Date Range: Late 2019 – Early 2020
Repurposing of Oaks Station. Work should begin after combination crews leave station to staff new central facility
Targeted Date Range: Mid 2020

48. PHASE 3 MILESTONES Explore Long-Term Regional Solution
Phases 1-2 provide a reasonable roadmap to bring the Township’s fire and EMS services up to defined minimal standards.
Looking out 3-5 years, there needs to be better coordination among elected officials to:
Address the inefficient appropriation of capital dollars for fire apparatus
Develop a long-term, regional solution for providing emergency medical services to UPT and its neighboring boroughs

49. PHASE 3 MILESTONES Possible Long Term Strategies
Form a committee of elected and appointed officials from Upper Providence Township, Trappe, Collegeville and Royersford Boroughs to explore ways to improve cost efficiencies

50. PHASE 3 MILESTONES Possible Long Term Strategies
Seek regional grant support and professional consulting assistance from Harrisburg to help for forge a realistic, regional blueprint by 2025.

51. PHASE 3 MILESTONES Possible Long Term Strategies
Consider the formation of a Council of Governments to maintain a regular dialogue among area elected officials on important regional matters such as Fire and EMS.

52. QUESTIONS?